Basic Sustainability Policy
Internal Environment Improvement Policy
Talent Development Policy
Basic Health and Safety Policy
Quality Policy
Compliance Policy
Health and Productivity Management Declaration
Talent Development Policy
We cultivate “talent who don’t just ‘move’ but ‘work’"
Tokyo Automatic Machinery Works’ long-term vision is to be a "value-creating company" that continues to provide unending new value to society. The growth of each and every employee is indispensable to becoming a “value-creating company.”
The word "Automatic" in the Japanese name of our company contains the character meaning "work." This incorporates the founders’ desire to make machines that "work" together with people, rather than machines that simply move. We also provide education to our people with the aim of cultivating “talent who don’t just ‘move’ but ‘work,’" who are not only able to perform their daily duties in conventional ways, but also to be innovative and respond flexibly to changes in the social environment.
Tokyo Automatic Machinery Works’ long-term vision is to be a "value-creating company" that continues to provide unending new value to society. The growth of each and every employee is indispensable to becoming a “value-creating company.”
The word "Automatic" in the Japanese name of our company contains the character meaning "work." This incorporates the founders’ desire to make machines that "work" together with people, rather than machines that simply move. We also provide education to our people with the aim of cultivating “talent who don’t just ‘move’ but ‘work,’" who are not only able to perform their daily duties in conventional ways, but also to be innovative and respond flexibly to changes in the social environment.
Education and Training System Aims
We have prepared a variety of learning opportunities to cultivate “talent who don’t just ‘move’ but ‘work.’" In addition to providing education tailored to each stage of growth, from newcomer to manager, we also have a system in place to prepare programs and support employees who are highly motivated to grow and take on challenges. We evaluate and provide feedback on the educational programs we implement, using the results to foster further growth.
We have prepared a variety of learning opportunities to cultivate “talent who don’t just ‘move’ but ‘work.’" In addition to providing education tailored to each stage of growth, from newcomer to manager, we also have a system in place to prepare programs and support employees who are highly motivated to grow and take on challenges. We evaluate and provide feedback on the educational programs we implement, using the results to foster further growth.
| Stratified education | Makes employees who have moved to a new level, such as young employees, mid-level employees, and managers, aware of their expected roles. |
|---|---|
| Selective education | We select employees with a high level of potential to foster the next generation of executives and managers. |
| Education for promotion readiness | Aims to foster candidates for higher level/managerial positions by providing them with management skills for each level. |
| Subject-specific education | Aims to improve the skills of target employees in line with certain subjects, regardless of rank or age. |
| Age-specific education | Increases motivation for work by formulating life plans and career plans for each age group and after retirement. |
| Brush-up education | Encourages employees’ desire to grow and supports their self-driven skill development. |
| Global training | Develops employees who can create new value from a global perspective. |
| Job-specific training | Gives the skills and knowledge necessary for each job to develop highly specialized employees. |
Education and Training System
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