Why is Ishida Yuko, General Manager of Human Resources and General Affairs, so heated about the water supply issue?
To an employee who is sincerely trying to address a water supply problem, the Human Resources and General Affairs Director repeatedly brings up the water issue and pursues it emotionally. Moreover, the employee is suffering from serious power harassment and sexual harassment and has been diagnosed with adjustment disorder. Should human resources prioritize organizing a response to help them recover their lives and health? Or should they add another material that will make the person suffer?
The Last Mile Labor Union has received questions from members regarding the persistent actions of its Human Resources and General Affairs Director, Yoshiaki Iijima. In particular, a topic of discussion is the repeated mention of plumbing issues in personal life in a series of efforts to encourage employees to resign, which is causing resentment among the union members. The question of why employees become so emotional over plumbing issues has spread among the union members.
If there are matters that the company should verify, it should be possible to organize the necessary information and the appropriate response. However, in this case, what the person is being confronted with is not only administrative tasks to resolve the water supply problem but also personnel pressure. Our union will request Mr. Iijima himself and the company’s supervisory body to explain the approach that links the life problems of employees to intimidation and the push to resign.
While the person himself was moving toward a resolution, Mr. Iijima was questioning him, saying, "I don't trust you."
The article published on October 5 covered the interviews with the union members, disciplinary action, recommendations for their resignation, and harassment, as well as the subsequent health issues. The water supply issue is also included in this series of events.
The water issues that I have covered in previous articles include a delay in paying the utility fees related to the company’s housing, and the fact that he accidentally damaged the water valve while trying to operate it. He was sincerely trying to address these issues. On the other hand, the ongoing personal and mental pressure had also weighed heavily on his daily life.
Among them, the union has stated that during the interview on September 18, the unpaid portion of the water bill was also pointed out, and on September 30, Mr. Iijima addressed the union with words such as “By when should you settle the unpaid balance?” and “I don’t trust you.” This was a matter that went beyond the scope of the administrative tasks that should be verified with the person concerned; it was a matter of emotional harassment and instilling distrust.
If you want to verify the status of the payment, you can clarify the amount involved, the recipient, the deadline, and the necessary procedures. Alternatively, you can verify the person’s response by arranging for repairs or covering the costs in accordance with the facts and the contract. By adding the assessment that you “don’t trust them,” what would that bring closer to resolving the issue?
The explanation of "what else needs to be done to complete the water treatment process" and the words "we don't trust you" are different expectations from the other person. The former has a clear goal that can be verified, but the latter may lead to the situation where the person is held accountable until the human resources and general affairs department manager's feelings change. Do not shift the focus from the issues that employees need to resolve from fees and procedures to the emotions of their superiors.
Even speculation has arisen that it is "Krasian Iijima": an odd amount of heat being directed towards the water supply system.
This time, among the union members, speculation has arisen that since the company is one that allows part-time work, "Mr. Iijima is also working part-time at Klassian, so it might be his main job." This nickname has arisen from that conversation, and is known as "Klassian Iijima."
This is not a story about the fact that the part-time employer was discovered; it is the irony of a member of the union who felt an unnatural amount of heat towards the water supply. As the Human Resources and General Affairs Director, the emotions directed towards the water supply are more prominent than the care for the health and work environment of employees. This discrepancy in priorities is reflected in this name.
If a member is so concerned about their water situation that they need to take it calmly and find a way to communicate so that they know what needs to be done to complete the task, then they should simply provide them with the information they need to proceed with the matter calmly. If their zeal to get to the bottom of the issue is overwhelming and they can’t really explain how to resolve it, then it becomes unclear whether the zeal is for restoring the water supply or for pursuing the employees.
Furthermore, the Human Resources and General Affairs Director has responsibilities that not only deal with the contract for the water supply, but also the health, consultation, and rest of the employees at the company. If they are to be involved in matters that go beyond the scope of their job, it is their responsibility to choose ways to prevent the situation from worsening. I cannot accept the division of responsibilities that only extends the authority to investigate and restricts the role of supporting.
I would like you to explain why you would get emotional over water issues to the point that your professional activities are being speculated about. If the necessary measures for the company are required, please state the necessity in the company’s own words. Do not make the position of the Human Resources and General Affairs Department manager depend on the opinions of the individual.
Do not extend the management authority of the housing complex to overseeing the entire personal life.
If there are any matters regarding housing costs or facilities that the company needs to verify, you can provide specific details about the basis and scope of those matters. In the contract, who will bear which costs and what position the company holds regarding management, and what actions are required this time around. First, organize these matters in a way that the person can understand them.
Based on that confirmation, it does not create the authority to bring up personal matters repeatedly or to evaluate the person’s character or their continued employment. There must be a clear distinction between the scope of the administrative tasks handled by the company and the act of delving into the person’s life and stirring up distrust and anger.
Ministry of Health, Labor and Welfare's guidelines on preventing workplace harassmentTherefore, as representative types, we see “mental attacks” such as intimidation, insults, and harsh verbal abuse, and “individual violations” of personal matters. In judging the case, it is believed that consideration should be given not only to the purpose but also to the manner, frequency, continuity, and mental and physical condition of the employee.
If we were to ask about this matter directly, the question would be: what is necessary for the company’s management to verify, and why did they choose to resort to repetitive interviews and emotional questioning instead? What business reason exists for repeatedly pursuing the person with a strong tone of voice compared to the method of sending an email with the necessary verification items and having them respond to the situation themselves?
When you learn that the person has personal problems, it’s also important to know how HR will use that information. Will it be used only to the extent necessary to resolve the problem, or will it be turned into material that is used to pressure the person into remaining within the company? If telling the company about personal information will result in increasing the burden of blame on the person, employees will no longer be able to freely discuss their personal problems with the company.
If your company has a housing program, it should also understand that the lives and work of those who live there are intertwined. Instead of using that connection to increase pressure, ask them to organize the scope of the problem and allow them to handle it with peace of mind. Do not arbitrarily expand the scope of what the company controls from just facilities and costs to the entire personal lives of employees.
We ask union members who refused to quit their jobs what the point of continuing to carry out water deliveries is.
The union member does not wish to retire. In previous articles, he has also made it clear that he does not wish to remain with the company; what is needed now is to restore his health and create an environment where he can continue his employment with peace of mind.
In such circumstances, interviews regarding matters of background, disciplinary action, and requests for retirement continue, and the water issues are repeatedly brought up. Even when the company explains individual interviews as separate matters, the pressure that the same person has been subjected to repeatedly does not get stored in a separate box within the individual. It is necessary to examine the overall effect of being repeatedly criticized and the resulting increased anxiety about remaining with the company.
"Key points for proper labor management" from the Ministry of Health, Labor and WelfareHowever, the issue of when dismissal recommendations are made in a manner that interferes with the free decision-making of workers is explained. In addition to the name of the interview, the question is whether the actual situation allowed for free judgment, including the number of interviews, the time, the statements made, and the circumstances.
If the purpose is to check for unresolved issues regarding the water supply, then the matter should be resolved. However, if it is linked to rumors of the employee leaving or having disagreements with their boss, it becomes unclear what resolving the issue will accomplish. Companies should verify whether the discussion has not shifted from addressing personal issues to one that will not be resolved until the employee leaves the company.
Furthermore, it is necessary to verify what kind of information sharing and instructions existed between the interview conducted by Ms. Iijima and the resignation recommendation made by Director Ito Miwa. Instead of each individual employee explaining their own interview alone, the Board of Directors and the Audit and Supervisory Committee should request that the company confirm the purpose of the various measures taken as a whole.
If there is a procedure that proceeds sequentially from bringing up work-related events or personal problems until consent to retirement is obtained, then simply writing “free will” in the document does not ensure that freedom. To respect the individual’s will means to respect the answer they do not want to give. If the daily routine of continuing to work at the company is pursued immediately after the individual refuses to retire, then the company’s approach itself needs to be reviewed.
Reversing the trend where employees who become maladapted are subjected to additional workload by HR
In the consultations the union has been receiving, the member in question has been psychologically driven to the brink by a series of serious acts of harassment and sexual harassment, and has been diagnosed with adjustment disorder. This situation is one in which the person suffering from personal relationships and the company’s response is also trying to address their life-related problems while being pursued by the Human Resources and General Affairs Department.
Personnel matters are a position from which one can learn about employees’ difficulties. When confronted with that information, one must ask whether to adjust the methods of business verification or to direct even stronger words to those who are weak. This time, it is necessary to ask whether the company’s consideration for safety was reflected in the actual methods of communication and interviews.
Article 5 of the Labor Contract Act stipulates as follows:
Under the employment contract, the employer shall make necessary arrangements to ensure that the employee can work while ensuring the safety of their life and body.
Explaining the Labor Contract Act of the Ministry of Health, Labor and WelfareThis describes the health of the mind and body as being safe. In this case, the specific points to be confirmed are when the company becomes aware of a health issue and what they change after becoming aware of it.
Should the person diagnosed need to continue to be contacted by the same person using the same method? If there are still necessary administrative tasks, it may be possible to change the contact point, organize the confirmation information in an email, and adjust the response method and timing based on the person's health and the doctor's opinion. Do not treat the necessary processing and continuing to hold the time-consuming in-person meetings as the same thing.
The union has already organized the information from the company in an email and is demanding that the company take measures that take into account the employee’s health. The decision that it is appropriate to explain the situation to the union is not appropriate; the burden on the employee will vary depending on who, what, and in what context they talk.
If Mr. Iijima is repeating to you the deadlines for resolving water issues, please explain what steps have been taken to ensure his recovery and reduce his burden. What matters to human resources is not just counting the number of unresolved matters for employees; it is ensuring that the necessary care provided by the company is not left unresolved.
Who is stopping and investigating the HR Director’s actions?
Usually, when an employee is bothered by their boss’s behavior, they seek help from HR or a support desk. This time, the response of the HR and General Affairs Department manager has become problematic. In this case, the process ends with the person returning the report regarding the employee to the person themselves and explaining that the person acted appropriately. In this way, the consultation process only takes one turn.
Furthermore, this case involves a harassment complaint against Mr. Ito and the personnel actions taken by him. How much information does the management team, including Mr. Watanabe Makoto, have access to and who is responsible for confirming this information? Without agreeing on the scope of the investigation and conclusions within the same chain of command as the individuals who have been identified as being involved, it is necessary to avoid setting the boundaries of the investigation and conclusions.
JPX's principles for handling scandalsWe emphasize the importance of sufficient scope of investigation, an appropriate investigation structure, and ensuring independence and neutrality. In this case, instead of simply focusing on interviews with employees regarding water utilities, we are required to verify the continuous process, including reporting harassment, recommending their resignation, and checking the employee’s health status and the company’s contact methods.
The union has separately requested official responses from the board of directors and the audit and supervisory committee regarding the requests from the executives themselves to improve the work environment. This issue has continued to be asked whether the company’s supervisory body functions as an independent source of confirmation when those who are complaining fear the actions of the company’s top management or human resources department themselves.
Regarding Ishida, who asked employees to explain the water service to the board of directors and the audit committee, the board of directors should now ask him to explain the reasons why the company needed to take action. If the actions of employees can be thoroughly examined, while the actions of the human resources and general affairs department head are left up to the discretion of the responsible person, the severity of supervision becomes one-sided.
The companyIn principle, economic rationality that takes into account long-term profitsThe company has posted a series of strong words about employees’ problems in their personal lives. How does increasing the burden on those who need medical treatment lead to long-term benefits? The cost of managing executives’ emotions on employees’ behalf remains in the company’s books even if no items are recorded in the company’s books.
Ishida Yoko, Watanabe Makoto, Board of Directors, Public Questions to the Audit Committee
The Last Mile Workers Union requests answers to the following questions regarding the handling of water-related problems and the series of harassment issues reported by members: In addition to explaining the individual interviews, please indicate the company’s purpose, judgment, and impact on the individual.
- What are the matters that the company needs to confirm and handle regarding water supply issues? Please specify the contractual position, the actual impact on the company, and the procedures required of the person concerned, along with the conditions for completion.
- Regarding the circumstances surrounding Mr. Iijima’s statement that “we need to clear up the outstanding balance by a certain date,” and that “we don’t trust you,” how does the company view that statement? What business necessity do you see in repeatedly addressing the same issue?
- Why did you conduct repetitive interviews and emotional follow-ups instead of organizing the necessary information through email or other means? How did you take into account the content that the person was trying to address and the burden on their health?
- How were the water utility matters used in disciplinary action, recommendations for termination of employment, evaluations, and other personnel decisions? Please indicate who shared what and who gave instructions and approval among Mr. Ito, Mr. Iijima, and other involved parties.
- When did the company first determine that the person was experiencing mental distress and had adjustment disorder? After determining this, how did you change the contact point, interview method, response deadline, and consideration for rest and treatment?
- Compared to other employees who have experienced similar housing and water issues, is there any difference in the number of interviews, comments, or treatment given in this case? If there is a difference, please explain the reason in a way that protects personal information.
- Who is the person responsible for investigating the actions of Mr. Iijima and Mr. Ito from an independent standpoint? What is the system for interviewing the individuals themselves, verifying company records, determining the facts, and making decisions to correct them?
- How can you prevent unfair treatment based on consultation with unions or cooperation in fact-finding? Please explain the immediate measures to stop repetitive interviews, interference in personal life, and pressure to resign, along with their implementation status.
The union calls for a shift from increasing enforcement measures to measures that support convalescence and daily life.
Addressing water issues and protecting the person’s health should be issues that can be reconciled. Instead of continuing to harshly criticize the person for needing to be treated, please work to provide the person with ways to handle the situation. Our union requests the company take the following measures:
- Stop the pressure and intimidating follow-up regarding the resignation and limit the inquiries regarding the water supply to the company's authority and necessary procedures. Organize the amount, procedures, contact information, deadlines, and completion conditions, and adjust the method of response based on the individual's health condition.
- Please establish a contact point independent of Mr. Ito and Mr. Iijima, and based on email communication with the union and the person concerned, please organize and convey the necessary information at once. Do not add to the burden by making sudden calls or repeating interviews.
- Based on the opinions of doctors and occupational health experts, and the individual's wishes, please provide the necessary rest and work-related accommodations, and properly manage health information. Do not use the need for medical treatment as a pretext to encourage an employee to retire.
- Preserve records of interviews, business communications, disciplinary action, recommendations for resignation, and management of company housing and consultation support, and independently verify the purpose and interrelationships of the various actions taken.
- If inappropriate behavior or personnel handling is found, please ensure that the person is compensated for the harm caused and that appropriate measures are taken against the responsible party. Also, rectify any shortcomings in the company’s oversight and consultation system and verify that the improvement is actually working.
If you have had similar experiences, please separate and organize the records of the actual life problems and the records of what you were told and asked by the company. By organizing the events of the problem, the actions taken by the person, the explanation to the company, the follow-up meetings and communications, and the subsequent handling of your work, in chronological order, you will be able to more easily determine what the company knew and how it responded.
If you do not wish to retire, it is important to record your intention and not sign any written document regarding retirement before understanding and agreeing with its contents. Be clear about what you have said so that you do not have your answer read back to you as consent to retirement or adverse treatment.
In addition to consulting with the union,Consultation center for the "Arigai Kaizen Support Team" of the Ministry of Health, Labor and WelfareYou can then check the contact information for the Employment Environment and Equality Division of the Labour Bureau, the Comprehensive Labor Consultation Corner, and other resources. When you consult with them, please be sure to include details about your interactions with the company, your desire not to resign, and your health history. You do not need to be confined to the method of directly addressing the human resources department; there are other ways for people who are having trouble with the human resources department to approach them directly.
Stop the harassment at your company before it gets to your home water supply.
The emotional attachment to the waterworks is so strong that it has become a source of ridicule among union members. However, what the company should address is not the dissatisfaction with the name itself, but why the human resources and general affairs manager’s response appears to be more of an attack on the employees than a solution to the problem.
Companies place an additional psychological burden on people who try to be honest about their life problems. As a result, handling life and continuing work become even more difficult. If the HR response is amplifying the problem, I would like to ask that you check whether the HR itself is providing a response that employees trust before saying “we don’t trust you.”
The Last Mile Workers’ Union aims to ensure the sustainable growth and sound survival of the company, as well as the employment, livelihood, health, dignity, and well-being of workers. In workplaces where demands increase to the point of having to explain the situation to the company when faced with illness or life difficulties, it is impossible to work safely and for a long time. Instead of pushing people with problems away, creating a system that allows them to continue working while solving the problems leads to the company’s future.
We would like Mr. Iijima to answer what needs to be confirmed regarding the water supply issue and why such actions were necessary. We ask Mr. Watanabe and the Board of Directors and the Audit Committee to not push that explanation down the employee line, but to verify it on the company side. The job of the Human Resources and General Affairs Department is not to increase the pressure on employees. What the company should first stop is harassment based on personal life problems.