Relations with Stakeholders

Recognizing that our survival and future prosperity depend on our ability to earn the trust of society as a whole, we have established a framework for fulfilling our responsibilities to stakeholders and are implementing a variety of initiatives aimed at maintaining a strong corporate culture.

Taiyo Nippon Sanso Major Club Partners

In April 2005, we launched an official dealer system, dubbed the Taiyo Nippon Sanso Major Club, with the aim of responding precisely and effectively to the needs of end users across Japan. In addition to providing official dealers (“partner companies”) with competitive products, we leverage our position to provide a wide range of services, including domestic and overseas sales support, technical assistance and management consultation.

Centered on the Partners’ Club and including two functional groupings, the LP Gas Club and the Medical Club, the Taiyo Nippon Sanso Major Club comprises a robust national network that is instrumental in ensuring our products are delivered safely and reliably to end users. For each of these smaller groupings, we offer seminars and training sessions on operational safety and other themes. Partner companies also continue to promote a variety of ongoing independent skill-building initiatives aimed at enhancing customer satisfaction and improving their own performance as responsible corporate citizens.

Taiyo Nippon Sanso Major Club partners’ System

Reduced working hours and other child-care leave systems

Major Club News (quarterly)

Creating a Positive Work Environment

With the aim of creating a positive work environment for all of our employees, we have developed a variety of leave systems to accommodate the needs of each individual. These include a child-care leave system that includes reduced working hours, flextime and other measures designed to assist employees with child-care responsibilities. Initially targeted at employees with children under three years of age, eligibility for reduced working hours was expanded in fiscal year 2010 to include employees with children up to the third year of elementary school. In fiscal year 2011, we sought to make the system even easier to use by allowing employees to adjust their starting and/or finishing times in either direction in 30-minute intervals.

As part of our effort to support employees rearing children, employees with children of elementary school age or younger can take special child-care leave to provide nursing care in the event of illness, assist with education or attend school functions by using expired annual vacation days. This system is also available to employees who are afflicted with non-work-related illnesses or injuries requiring more than three days of treatment, providing nursing care for another family member or receiving prenatal or postnatal care on an outpatient basis. Recognizing that the rapid aging of society will mean employees are increasingly required to provide nursing care for elderly family members, we have also established a nursing care leave system that enables employees in this position to take up to 365 days off.

Reduced Working Hours and Other Child-Care Leave Systems

 

Reduced working hours

Flextime

Eligibility

Employees with children up to the third year of elementary school

Employees with children under three years of age

Duration

Up to the end of the child’s third year of elementary school

Until the month the child turns three years of age (i.e., until the day before the child’s birthday)

Terms

Start and/or end of working day can be adjusted in either direction in 30-minute intervals (maximum permitted reduction in working hours per day: two hours)

Flextime
(Core time: 10:30–15:00)

Application procedures

Request for Shortened Working Hours, together with proof of a child’s existence or document indicating due date (e.g., copy of mother/child health record) must be submitted one month in advance.

Number of Employees Taking Child-Care Leave (Fiscal Years 2010–2012)

 

Fiscal year 2010 Fiscal year 2011 Fiscal year 2012

Special maternity leave before/after birth

2 2 2

Child-care leave

1 2 2

Reduced working hours

5 6 7

Flextime

0 0 0

Special child-care leave

Cumulative number of individuals

45 50 53

Cumulative number of days

47.0 51.0 63.5

Sergio Soccer Clinic

Established as an event to commemorate Taiyo Nippon Sanso’s 80th anniversary, the Sergio Soccer Clinic was first held in September 1990 with the cooperation of the Chiba-shi Football Association. The objectives of the first clinic—which took place at our Chiba multipurpose athletics field, newly refurbished for the anniversary—were to create an event that would be enjoyed by the local community and to contribute through sports to better health for children. We continue to sponsor an annual clinic in Chiba, although it has expanded to the point where it is no longer feasible to use our facility. Since 2005, we have also sponsored a clinic in Osaka in collaboration with the Osaka Football Association.

These clinics, which are attended by elementary-school-age teams affiliated with local football associations, include coaching by Brazilian-born Sergio Echigo, a well-known soccer commentator and former professional player, as well as a number of other players from the amateur and professional football worlds in Japan. Features include friendly matches against a team made up of clinic instructors, as well as a round-robin tournament for participating teams. In the two-plus decades since it started, the Sergio Soccer Clinic has welcomed more than 13,000 children. It is our hope that the clinic will continue to contribute to the development of talented young players.

In 2011, a combined total of more than 1,000 children took part in the Sergio Soccer Clinic in Chiba and Osaka.

In 2011, a combined total of more than 1,000 children took part in the Sergio Soccer Clinic in Chiba and Osaka.

Educating and Training “The Gas Professionals”

We believe that companies can provide a place for employees to gain experience, education and training that increases knowledge and develops skills, and a framework that allows personnel to grow through varied work experiences. Guided by this belief, in fiscal year 2008, we began to build a new educational system comprising programs classified by type, i.e., hierarchical, targeted, selective, thematic or division-specific.

Regardless of the positions to which they have been assigned, new graduates hired are given basic education for new employees, as well as training on the front lines of manufacturing and sales, thereby ensuring they acquire the expertise and experience demanded of all Taiyo Nippon Sanso employees. Training classified as hierarchical, which is designed to impart crucial knowledge and professional skills, encompasses programs in logical communication, presentation skills, finance, strategy and marketing, which can be taken in the first five years of employment.

Given the rapid globalization of the industrial gases business, we recognize the need to secure employees who are able to function in both the domestic and international arenas. Accordingly, we have reinforced training programs aimed at cultivating relevant skills. In addition to a year-long targeted program aimed at fostering global human resources, held annually since 2007, we offer a variety of training options, including a one-day session designed to improve communication and other business skills for individuals involved in our operations in China.

Employee Training Framework

Employee Training Framework