CSR(Corporate Social Responsibility)

Active Role of Each Employee

While employees are being diversified, the creation of a workplace environment where each of them can fulfill their potential is essential for the future of the TANAKA Precious Metals.
We are working to improve the workplace environment from various aspects to ensure that diverse employees can play an active role.

Work Style and Vacation Style Reforms and Active Roles of Diverse Employees

The TANAKA Precious Metals aims to create a workplace environment where all diverse employees can work vividly. As part of our commitment to it, we review work styles and vacation styles for their improvement through a composite approach.

Annual Paid Holidays

We work to comply with the Act on the Arrangement of Related Acts to Promote Work Style Reform, which was enforced in April 2019, across the Group. “To have our employees take five or more annual paid holidays in a year” was set as a target in fiscal 2018 and all offices achieved it.

Support for Employees to Achieve a Balance between Nursing Care and Work

We take various initiatives to develop a workplace environment where employees can balance nursing care and work.

  1. Systems that exceed the legal requirements
    【Nursing care leave】
    Employees can take nursing care leave for 365 days for each member in need of nursing care.
    【Reduced working hours for nursing care】
    The working hours can be reduced to six hours in principle or five hours at the request of the employee.
  2. Establishment of consultation services
    Consultation services are available in and outside the company to give employees advice about nursing care.
  3. Provision of information to employees
    To help employees obtain information on nursing care before they face the issue, we distribute a relevant booklet in age-based training and provide information via the corporate intranet.

Acquisition of Kurumin Certification
(* 4 Group companies were certified in fiscal 2022)

Companies of the TANAKA Precious Metals Group have been certified as childcare support companies by the Minister of Health, Labor and Welfare.
The certification is granted when a company that has developed an action plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children achieves the goals set under the plan and satisfies certain criteria. We will continue to work for the maintenance of the Kurumin Certification.

Certified companies: TANAKA Holdings Co., Ltd., TANAKA Kikinzoku Kogyo K.K., EEJA Ltd., TANAKA Kikinzoku Jewelry K.K.
*TANAKA Kikinzoku Kogyo K.K. was certified for the first time.
TANAKA Denshi Kogyo K.K. works to be certified in 2025.

2022年認定くるみん 子育てサポートしています

Support for Employees to Achieve a Balance between Child Care and Work

We operate various programs to develop a workplace environment where employees can achieve a balance between child care and work, including those which exceed the legal requirements. We will continue to help employees achieve a balance between child care and work from the perspectives of work style reforms and work-life balance.

  1. Systems that exceed the legal requirements
    【Special paid holidays for employees whose spouses gave birth】
    Employees whose spouses gave birth can take three special paid holidays to spend time for hospitalization, discharge and notification.
    【Child care leave】
    Child care leave can be taken until the child reaches 18 months in principle (or up to 2 years when the criteria are met).
    【Reduced working hours for child care】
    This program is applicable until April 15 of the year when the child is a fifth-grade elementary school student.
    The working hours can be reduced to six hours in principle or five hours at the request of the employee.
    【Sick/injured child care leave】
    This leave can be taken until April 15 of the year when the child is a second-grade elementary school student.
  1. 【Report on a discussion meeting for working fathers】
    Encouragement of male employees to take child care leave, etc.
    We strive to inform employees of the internal systems related to child care and create an environment where employees can use them easily through the distribution of a leaflet to the employees whose spouses gave birth, as well as their superiors, and the distribution of a booklet at manager training sessions.
    In addition, we take initiatives to help male workers have a concrete image of taking child care leave. For example, we hold discussion meetings for working fathers to listen to the comments of male workers who have taken child care leave and publish reports on the meetings internally.
    The number of male employees who take child care leave has been on an upward trend since fiscal 2016.
    With 27 male employees taking child care leave in fiscal 2022, which was a record high, the effects of our efforts are gradually becoming apparent CSR Performance. We will continue to expand the programs to help employees achieve a balance between child care and work.

【Report on a discussion meeting for working fathers】

Wage gap between men and women (TANAKA Kikinzoku Kogyo K.K.)

  • Coverage period: April 1, 2022 through March 31, 2023
  • The employees of TANAKA Kikinzoku Kogyo K.K., which has no less than 301 permanent workers, in Japan were covered.
  • The ratio was calculated by dividing the average annual wage of women by the average annual wage of men.
  • While more than one employee category was set for both regular and non-regular workers, the salary and treatment assessment standards applied to each employee category were common to both men and women.

Start of the Use of an In-house SNS “TUNAG”

The TANAKA Precious Metals has launched an in-house SNS“ TUNAG” as a tool to get to know each other and as a place to disseminate various activities and share the thoughts of those involved.

  1. You can post content you want more employees to know about, such as in-house activities and promotional materials.
  2. The SNS can also be used on smartphones.
  3. With an employee directory in which employees introduce themselves in a relay system, etc., the SNS will accelerate the creation of a corporate culture in which employees get to know each other better and recognize and compliment each other.

Cross-industrial Exchange Meetings/Internal Seminars Proposals to Management

We held cross-industrial exchange meetings on the theme of active roles of women with participants from multiple companies, as well as internal seminar meetings for female employees of the TANAKA Precious Metals. The nine-month activities have been summarized to make proposals to top management.

Joint proposals to the top management of each company by its secretariat

  1. Strengthening of commitment to human resource development
  2. Diversification of decision-making layers
  3. Planned recruitment of women
  4. Drastic improvements in work styles
*Activities in the next term: Exchange of information between the secretariats, interaction with other employees, external public relations

Proposals from the seminar in TANAKA

  1. Request for the announcement of the DE&I Declaration
  2. Launch of a specialized team (DE&I Promotion Office)
  3. Proposal of TANAKA Kikinzoku Kogyo General Employer Action Plan (second term) and establishment of an implementation promotion team
  4. Implementation of training on unconscious biases
  5. Enhancement of support for achieving a balance and establishment of contacts for consultations

Tomoko Matsuda In my 30s, I will face various life events while building my career as an engineer. Meanwhile, I heard about the seminar that gives an opportunity to interact with other companies and consider and work on the advancement of women in the TANAKA Precious Metals, and I requestd my participation.
Although I had been worried that my request might be turned down because the activities were carried out during work hours, both the plant manager and my boss willingly approved of my participation. Even while I was working on the seminar, my boss told me that it was also a respected job, which greatly encouraged me and enabled me to complete the work to make a proposal.
I used to think that plant workers like us more strongly felt the difficulty of working due to gender biases in the types of work allocated to men and women. However, when I was working on the seminar, I was shocked to hear many stories about the difficulty of working from various sources, such as people working at the headquarters and women from other companies that I met at cross-industry exchange meetings, as well as company-wide survey results.
The days when there was no problem with men working and women taking care of the house are gone, and now there are people who are career-oriented, and others who value work-life balance, regardless of gender. Work and life are no longer binary oppositions between 0 and 1, but we are living in an age of diversity, where each person makes choices based on their life stage. In the seminar, I learned that one of the reasons why it is difficult for women to work is unconscious biases, which are stereotyped assumptions both men and women have unconsciously.
The brain unconsciously has a biased way of thinking, and when it is expressed in words and actions, it reduces the psychological safety of the organization. The bias of “this is how it should be” makes it difficult for the person to live, and hinders organizational innovations.
After the seminar, I understood that the brain has biases and I began to try to keep thinking and engaging in dialogue with that understanding in mind. I will continue to work hard to break out of the shell of my biases and bring about innovations as an engineer in the TANAKA Precious Metals.

Tomoko Matsuda

Tomoko Matsuda,
Manufacturing Engineering Section, Tsukuba Facility, TANAKA Kikinzoku Kogyo K.K.

DE&I Declaration and Establishment of the DE&I Promotion Office

We consider that the individuality of each employee is the origin of value creation and position the promotion of Diversity, Equity & Inclusion (DE&I) as one of our key management strategies. We have formulated the DE&I Declaration to announce our company-wide commitment to DE&I. To create innovations for a better future and to enable our employees to achieve happiness, we will operate based on the following three guidelines.

  • Diversity

    We will realize an organization where each employee can recognize and respect the individuality and differences of each other.

  • Equity

    We will provide each employee with opportunities to develop and maximize their potential.

  • Inclusion

    We will create a work environment where each employee can inspire each other and grow together.

While we have already worked to create a comfortable work environment through the development of systems to support the balance between work and family, round-table discussions with male employees who have taken child care leave and internal awareness surveys, we launched the DE&I Promotion Office as a department in charge in April 2023.
In fiscal 2023, we conducted a caravan for interviews. We collected direct feedback from our bases, which will be used to develop DE&I measures unique to the TANAKA Precious Metals. We are also planning organizational culture reform training to realize DE&I.

Creation of an Organization with Psychological Safety

The DE&I Promotion Office is working to create an organization with psychological safety as part of organizational culture reform. We believe that the establishment of an organization where each employee respects others and can make statements with a sense of security will create innovations and also lead to employee happiness.
First, we have started a campaign to call the names of others with “san” without the job title and draw attention to the incorrect use of honorific words in internal emails. We would like to create an environment where people can stimulate each other and grow (inclusion) by talking to each other more easily rather than calling each other by their titles. In addition, we will eliminate excessive formality and make internal communication smoother by reviewing internal emails for unnecessary expressions and incorrect honorifics.
Furthermore, we have introduced business casual attire at the headquarters to eliminate formality. We leave it up to employees to decide what to wear while their appearance should not make others feel uncomfortable as a major premise. The DE&I Promotion Office supports the correct understanding and penetration of business casual attire.



Employment of Persons with Disabilities

To enhance the employment of persons with disabilities, we regularly participate in an event for the recruitment of persons with disabilities. For persons with disabilities who join the company, we organize study sessions on major characteristics of their disabilities and necessary considerations for them, as well as office tours, in advance to minimize their concerns. After they start to work, we have regular interviews for their retention through coordination with local support agencies and interested persons in the company on an as-needed basis to give them opportunities to seek advice casually and thereby ensure that they can work actively with a sense of security for a long time.
In the meantime, we started to appoint staff dedicated to the employment of persons with disabilities in the second half of fiscal 2020 to strengthen follow-up actions after the recruitment as well as to achieve and maintain the legally required percentage.

I am currently in charge of the packing of bullion for investment to be delivered to the members of our Gold Accumulation Plan as well as the inspection and assortment of bullion coins for investment bought out by the company stores and official dealers of TKJ. I was born with hearing loss and can hardly hear conversations including talks on the phone and broadcasting. But I can hear big metallic sounds such as those of scratching inscription on bullion, which aims to mark it as bullion not for resale.
While I can read the lips of a person who is talking, or speak from myself, thanks to the training on the auditory-verbal method that I learned in my early childhood, I have difficulty in reading the lips of others these days because they always wear a mask due to the COVID-19 pandemic. Since I cannot hear voices well, I always try to promote communication with colleagues in my workplace and also use a speech conversion system, as well as emails and conversations in writing, to ensure that my hearing loss does not interfere with my work. My colleagues also give consideration to me and I am very grateful to them.
FUJITA Narumi As I work in a plant, I also have a fear of evacuating too late in case that a warning alarm rings when I am working by myself, as well as a fear of obstructing or colliding with a forklift or cart coming from behind me because I cannot hear its sound. Although I always assume what may occur around me before taking an action, I often make a wrong guess or get a wrong idea. I sincerely wish that an environment where everyone, with or without disabilities, can work with a sense of security is developed with barrier-free equipment and creative ideas.

FUJITA Narumi

FUJITA Narumi
(grade of disability: grade 2 hearing disability),
Shonan Branch Office, Material Logistics Department, TANAKA Kikinzoku Kogyo K.K.

Reemployment of Retired Employees

Based on the Law concerning Stabilization of Employment of Older Persons, any employee who has reached the retirement age of 62 can continue to work if they wish to do so. The period of the reemployment contract is one year in principle and the contract is renewed upon mutual agreement between the company and the employee. Employees can be reemployed until they reach 65 as a general rule.

Human Resource Development

The TANAKA Precious Metals is cultivating personnel in a planned manner through systematic training programs, ranging from new employee training to manager training, to ensure that the growth of each employee leads to the vitalization of the whole organization. Common training for all departments includes training provided at the time of joining the company, as well as training for employees who have reached the milestone of the age of 35 or 45 to look back upon their past careers and establish future targets for their further growth and success. Since those seminars bring Group employees of the same age together, the participants can develop horizontal ties, irrespective of whether they were hired as new graduates or mid-career employees, and also receive stimulation from each other.
For technical employees, we organize lectures on“ the basics of precious metals,” “quality engineering” and “patents” mainly to have internal lecturers hand down their skills to the participants. Management training is provided to managers with different curriculums designed for beginner, intermediate and advanced classes according to their respective positions. This training aims to equalize and standardize the skills of management staff while also cultivating a culture where those who are in a higher position take the initiative to learn and thereby activating the organization.

● Education Program