Realization of Comfortable Workplace Environments where People can Play Active Long-Term Roles

As we reach the final year of our Action Plan for Promoting Employment and Careers of Women, we have been working toward the achievement of its goals. In new graduate recruitment, we hold online job fair and interviews with female employees in a variety of job types and also offer information on the childcare support system online, and have strengthened public relations aimed at recruitment of women. We also carry out initiatives such as PR activities regarding the active recruitment of women aimed at high school career counselors, and have achieved recruitment in departments where placement of women has been low, such as manufacturing departments.

To increase the number of female applicants for mid-career recruitment, we included information including statistics on maternity leave, childcare leave, and female leave in our job postings, to publicize our women-friendly workplaces. We also posted information on our numerical performance and initiatives in the Ministry of Health, Labour and Welfare's Database on Promotion of Women's Participation and Advancement in the Workplace, and disclose information to job seekers.

In further promotion of women's participation and advancement, we believe that we must increase the number of women who play central roles within the Company. Accordingly, we will launch a new Action Plan in fiscal year 2021 to promote the recruitment, training, and retention of female human resources. It will focus on initiatives aimed at promoting active participation by women more than ever, going beyond recruitment to include education, training, and networking events for female employees.

Target 1: Increase the percentage of female regular employee hires to 20% or more (achieve by fiscal year 2025)
Target 2: Increase the percentage of female regular employees to 10% or more (achieve by fiscal year 2025)

From April 2021, we will engage in the following initiatives in sequence.
(Initiatives will be changed/added as necessary, based on progress and on measured effects every fiscal year)

1. Focus on recruitment activities to expand recruitment of women
   ■Setting of policies and targets to increase the hiring ratio for women
   ■Active public relations aimed at job seekers
   ■Increase in points of contact between female employees and female job seekers
2. Awareness-building within the Company for active participation by female employees, and support for female employees
   ■Awareness-raising for managers regarding training for female subordinates
   ■Implementation of training for female employees to foster awareness of own career building
   ■Provision of opportunities for networking among female employees
3. Creation of comfortable workplace environments for all employees
   ■Awareness-raising for managers regarding work-life balance and diversity management
   ■Implementation of education to prevent harassment(maternity harassment, sexual harassment, etc.)

Tokyo Seimitsu works to create environments in which persons with disabilities can be socially independent and play active roles. As a part of this, after cooperating with Hello Work job placement centers to consider work and workplaces matched to the individual aptitudes of persons with disabilities, we carry out pre-employment internship training in cooperation with employment support centers, schools for special needs education, and other parties, and provide work support aimed at retention after individuals join.

This fiscal year, the Company invited a total supporter for employment of people with mental disorders to conduct a course for the development of job supporters for people with mental disorders or developmental disabilities, sponsored by the Ministry of Health, Labour and Welfare. The course had 19 participants from four divisions that take in persons with disabilities, deepening understanding of the characteristics of disabilities. One employee underwent training, sponsored by the Tokyo Foundation for Employment Services, for supporters of persons with disabilities in the workplace, and is now providing support for work.

As of June 1, 2021, our rate of employment of persons with disabilities was 1.95% (1.92% in the previous fiscal year), falling short of the statutory employment rate of 2.3%. However, through collaboration with schools for special needs education, our initiatives have led to hires by divisions that had no record of accepting persons with disabilities. We will continue to accept trainees in administration departments and manufacturing departments, and to advance initiatives to hire persons with disabilities.

As measures to address long working hours, we manage working hours through entry/exit systems and promote industrial physician consultations and the taking of annual paid leave for employees who have a high level of total working hours within a month or three months, or who have had annual leave recommended. We introduced the entrance/exit system, which uses IC card-based employee ID cards, at local sites other than the Hachioji Plant and Tsuchiura Plant from fiscal year 2020, and strengthened company-wide management of working hours. Under the system, the arrival time and leaving time reported by an employee are checked against entry time and exit time or PC log time to accurately assess working hours. We are able to thoroughly assess working status even when working from home or on holidays.

At the same time, as a concrete measure to reduce working hours, we set Wednesdays and bonus payment days (two times a year) as days for leaving work on time, and broadcast this goal throughout buildings at the start of work. We also distribute individual overtime records of subordinates to their managers, and undertake initiatives such as encouraging restrictions on long working hours. In fiscal year 2020, however, production increased sharply due to semiconductor- related orders, and average monthly overtime hours per person increased by 1.3 hours from the previous year. We urged all employees to take annual paid leave in a planned manner and to take long-term leaves, and monitored the status of leave-taking.

Through this, we achieved 100% of the statutory obligation of five or more days of annual paid leave. We will continue active efforts to reduce working hours and will promote the taking of leave, to create workplaces where employees work in good health.

Tokyo Seimitsu creates environments where all employees can play active roles while balancing work and life. To fully support employees who face challenges such as child-rearing, nursing care of a family member, illness, or injury, we have set up a unique leave system that greatly exceeds statutory standards. Employees can take childcare leave until the child reaches age of three, with 20% of wages paid during the leave period through age of two. Employees can also take advantage of a working day shortened by three hours until the child enters junior high school, which aids in balancing work with child-rearing.

We also support employees who work while providing nursing care. As with childcare leave, employees receive 20% of wages during nursing care leave, and can shorten the working day by up to three hours. Male as well as female employees are now making use of the childcare and nursing care systems.

For long-term sick or injury leave, we have set up a generous program that lets employees focus on treatment without worry by providing wage compensation for up to two and a half years. In March 2021, we introduced hour-based annual leave to create work-friendly workplace where employees can easily take time off to suit their circumstances. Many employees are making use of the program, with 160 cases of use recorded as of June 2021.

Tokyo Seimitsu offers welfare benefits usable in a variety of life scenarios, to enhance work-life balance for employees and their families. The services apply to a wide range of areas including subsidies for leisure facility accommodations and discount services for entertainment, leisure, dining, and health facilities.