In order to meet our goals with respect to this materiality, the TOKYO KEIKI
Group will promote the recruitment and advancement of a diverse range of
personnel regardless of gender, nationality, age, employment status ,
disability status, etc., providing a place where employees with a diverse
range of attributes can play an active role. In promoting the advancement of
women, we will not limit ourselves to the scope of the Act on the Promotion of
Women’s Active Engagement in Professional Life, but will continue to develop a
comfortable working environment and expand opportunities for women to play an
active role in the company.
TOKYO KEIKI Vision 2030, our vision for what the
Group should be in fiscal 2030, establishes the strengthening human capital as
our human resources strategy and policy, and in order to achieve this vision,
we are focusing on human resources cultivation and organizational reform.
Concepts and Policies Regarding Human Resources
Initiatives for hiring
Amid great changes taking place in the business environment, it is essential
for the sustainable growth and development of our Group that we secure the
diverse human resources which form the wellspring of competitiveness and the
pillar of change. In order for all employees to maximize their individual
personalities and abilities, and to consolidate these into a powerful force
aimed at creating new value, our vision for the human resources sought by our
Group is people who take on challenges with determination.
The Human Resources
& General Affairs Department is engaging in recruiting activities while at the
same time coordinating this future-oriented vision for human resources with
the needs of each department.
Policies for human resources development
Our Group is engaged in a wide variety of businesses, and as such, there is a
diverse range of knowledge and skills required of employees in each of these
businesses. We must also respond quickly to the drastically changing external
environment.
To ensure the Group’s continued sustainable growth given the
nature of our business and the external environment, it is essential to have
“independent, growth-oriented human resources,” that is, people who are able
to think for themselves and perform their duties proactively, not only under
the direction of the Company or their superiors, and who can grow while
adapting to changes around them.
To this end, our basic policy for human
resource development is to “cultivate independent, growth- oriented human
resources,” and while holding the Group’s management policies and strategies
as universal values, we support the development of individual capabilities so
that each employee can think, judge, and act on their own initiative in the
face of the drastically changing external environment, maximize their
individual capabilities, take on difficult tasks, and achieve results as an
organization.
Through these efforts, we will also strengthen our human capital
and pursue sustainable enhancement of corporate value.
Support for independent career development
Amid changes in the nature of our business and the external environment, we
expect our employees to think about the careers they aspire to and the actions
they need to take to achieve them. TOKYO KEIKI provides career training for
employees four years after they join as new graduates and each time they are
promoted. Opportunities are also provided for employees to meet with their
supervisors every six months to discuss their future careers. In addition, the
company offers self-development programs such as correspondence courses and
external webinars.
There is also an internal recruitment system in place
whereby departments advertise job openings, employees voluntarily apply for
positions, and transfers are arranged through a matching process. Seven of
these were concluded in fiscal 2021 and three in fiscal 2022.
Going forward,
we will further support the development of individual skills by reviewing our
training programs to encourage employees to think and learn on their own
initiative, and by revamping our systems to stimulate internal open
recruitment.
Encouraging the acquisition of qualifications for business use and to promote
self-development
As part of our efforts to cultivate independent, growth- oriented human
resources, TOKYO KEIKI has established a public qualification assistance
program to improve employees’ ability to perform their duties and to
revitalize the company organization by promoting self-development.
As of March
31, 2023, 552 certifications have been accredited, and a total of 124 people
were newly certified in fiscal 2022.
We expect that in the future, the
knowledge and skills required of our employees will become more diverse, so
from fiscal 2022, we have expanded our qualifications in data science fields
such as statistical processing in order to “promote DX” as stated in the TOKYO
KEIKI Vision 2030. We will continue to promote support for employees to
acquire public qualifications so that they can develop their skills
independently.
Education and training to enhance the value of human assets
To enhance the value of our human capital, we offer education and training to
all employees, from new entrants to executives. Specific examples include
hierarchical education in the form of level-specific training for the
acquisition of knowledge and skill based on a finely-tuned curriculum.
This
includes providing training to employees who have been promoted to managerial
positions in the Group to improve their skills in transformation-oriented
leadership, management, problem resolution skills and development skills, and
negotiation in order to support the development of their capabilities. In
principle, all employees who have been promoted to managerial positions since
the introduction of this training system are required to participate in the
training. However, some employees were unable to participate for work-related
reasons, and as of March 31, 2023, the participation rate was 91.4% of
eligible employees. Going forward, we will also encourage employees who have
not yet taken the training to do so.
In addition, all employees promoted to
management positions have an opportunity, six months after their appointment,
to report to the Representative Director, President & CEO on their progress in
realizing the TOKYO KEIKI Vision 2030 and receive feedback on their efforts.
* C positions: Creative positions (managerial positions); P positions: Professional positions (general positions)
Approach and Policy Regarding the Working Environment
In order to continue to foster a corporate culture in which a diverse range of
workforce can demonstrate their individual strengths and grow through taking
on challenges, the TOKYO KEIKI Group strives to create an environment
conducive to personal development by assigning the right people to the right
positions. In addition, we will work to establish a working environment that
accommodates a diverse workforce and a variety of work styles.
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Promote a challenge-oriented personnel system to realize the TOKYO KEIKI
Vision 2030
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Maximize the use of human capital by identifying individual capabilities
and placing the right people in the right positions.
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Strive to create a comfortable working environment for everyone regardless
of gender, nationality, age, employment status, disability status, etc.
and to ensure that everyone has the opportunity to take on challenges.
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Accommodate a diverse range of work styles and strive to achieve work–life
balance.
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Aim for fair and equitable evaluations that lead to human resource
development.
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Strive to maintain and improve a safe and secure work environment to
ensure both mental and physical health.
Reform of the personnel system to realize the TOKYO KEIKI Vision 2030
In order to realize TOKYO KEIKI Vision 2030, in fiscal 2022 we revised our
evaluation system and wage system. The concept behind the new personnel system
is to develop the company by placing human resource development at the core
and expanding it to “strengthening the ability to implement strategies,”
“employee growth,” and “fostering a culture of taking on challenges,” all of
which are interlinked and mutually reinforcing.
We believe that growth comes
from employees taking on challenges, learning from their mistakes, and
experiencing success. Accordingly, we have introduced the “Challenge Goal
System,” which is designed to place high value on personnel who take on the
challenge of achieving ambitious goals. By reflecting evaluation results in
compensation and promotion, this system encourages employees to take on
challenges.
We will support our employees in achieving their challenges,
aiming for the development of the company and the realization of the
management targets set forth in TOKYO KEIKI Vision 2030. In addition, a
committee has been established to deliberate on evaluation results and issues
related to the operation of the evaluation system, aiming for a fair,
equitable, and transparent personnel evaluation system.
Accommodating a diverse range of work styles
To let all employees fully exert their capabilities, we have implemented a
number of measures, including the establishment of various systems such as
telework and flextime that can flexibly accommodate a variety of work styles,
as well as no-overtime days. In addition, to achieve work–life balance, we are
striving to reduce overtime hours and improve the rate at which employees take
annual paid leave (annual leave). In fiscal 2022, the upper limit on the
number of times employees can take half-day leave was eliminated, creating an
environment that makes it easier for employees to take annual leave.
Monthly average overtime hours
* Average for professional positions (general positions) only
Annual leave utilization ratio
* C positions: Creative positions (managerial positions);
P positions: Professional positions (general positions)
* Aggregated for each year from October 1 to September 30 of the following
year.
Promotion of active participation by women
By promoting the development of a comfortable working environment for women,
including the establishment of a childcare and nursing care leave system and a
shortened working hours system for childcare, the TOKYO KEIKI Group has
maintained a 100% rate of eligible female employees taking childcare leave and
returning to work after childcare leave in fiscal 2022. Other opportunities
for women to play an active role are expanding, such as the first appointment
of a woman to a managerial position at a plant.
Employment of persons with disabilities
In addition to hiring at our head office and plants, we also use a satellite
office that has been established as an environment that makes it easy for
people with disabilities to work, and strive for appropriate labor management
and necessary care through such measures as periodic visits by our Human
Resources Department. The company is also actively hiring people with
disabilities and expanding the scope of their work. For example, in fiscal
2022, we hired two new employees with disabilities in addition to our existing
workforce of four, and broadened their duties from human resource-related
tasks to accounting and business department tasks.
In addition, the Nasu and
Sano plants have installed ramps and other accessibility facilities to provide
a safe and secure working environment for people with disabilities.
Promotion of men taking childcare leave
The TOKYO KEIKI Group also promotes the utilization of our childcare leave
system by men in order to support balance between work and childcare.
In
fiscal 2022, 27% of eligible male employees took childcare leave, a higher
rate than in the previous year (23.3%).
Special annual leave program
The TOKYO KEIKI Group has introduced a special annual leave program that
allows employees to accumulate expired annual leave and use it in such
situations as medical treatment for personal injury or illness, childcare,
nursing care, or volunteer work. In fiscal 2023, the system was expanded to
allow use for follow-up examinations as part of health checkups. This system
supports employees in their health and balance between work and childcare or
nursing care needs, as well as in performing community service, and is used by
a large number of employees each year.
Initiatives to prevent harassment
The Group creates workplace environments in which all employees can exert
their capabilities to the utmost and pursue their potential. At the same time,
to achieve pleasant workplaces where people can actively collaborate and
cooperate with others, we seek to take measures to prevent and eliminate
harassment in workplaces and to respond promptly and fairly to complaints and
requests for consultations concerning harassment.
The Harassment Prevention
Regulations, which define harassment and prohibited actions, apply not only to
all officers and employees working for the Group, but also to customers,
business partners, and others. We have set up shared consultation desks, both
inside and outside the Company, to accept information from persons who have
been subjected to harm, from persons who have witnessed or heard of incidents
of harassment, or from other third parties who experience suspicions.
In the
event that a complaint is received, the Harassment Prevention Committee will
certify whether or not harassment has occurred after seeking the opinions of
lawyers and other experts. Following that, the Committee will report to the
Management Conference (in the case of a subsidiary, to the subsidiary’s Board
of Directors as well) and to the Board of Directors of Headquarters and the
Disciplinary Committee as necessary, and will entrust consideration of
disposition. The Harassment Prevention Committee will then consider and
implement measures for correction and prevention of recurrence, after which
the Committee, the head of the relevant department, and management supervisors
will prepare a harassment correction report.
Occupational health and safety initiatives
Employee health and safety forms the foundation for our corporate activities.
As a part of the manufacturing industry, we realize that the physical and
mental health of all of our employees is a key factor in continuing operations
with safety at the forefront. Under this recognition, we will strive to create
and maintain workplaces where employees can work with peace of mind, and will
continuously work to create environments in which accidents do not happen.
Health and Safety Policy
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We will eliminate risk factors related to occupational health and safety
in the workplace, strive to create comfortable workplaces, and promote the
maintenance and improvement of physical and mental health.
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We will build a health and safety management system that includes
occupational health and safety policies, and will maintain its
appropriateness, validity, and effectiveness by making continuous
improvements.
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We will make occupational health and safety policies and other necessary
matters known to all persons who work at the Company, and will work to
enhance awareness of health and safety.
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We will comply with laws and regulations related to occupational health
and safety management systems, with agreements concluded by the Company,
and with matters set forth in internal rules.
Health and safety system
Our health and safety system is composed of a district organization that
consists of employees in each district and a company-wide organization that
coordinates the district organizations. (See the health and safety
organization chart.)
The Company-wide Health and Safety Conference is a
labor-management meeting held in accordance with company regulations, and
attended by the manager of the Human Resources and General Affairs Department,
who is responsible for company-wide health and safety, Supervising Health and
Safety Managers from each region, and a matching number of members from the
labor union (normally, the Central Executive Committee). As a rule, the
Conference convenes once a year to consider the revision and abolition of
regulations concerning health and safety, and to discuss the content of
regulations.
Like the Company-wide Health and Safety Conference, each District
Health and Safety Committee is a labor- management meeting attended in equal
numbers by the company and the union, and meets monthly to discuss topics
related to health and safety in the district.
Work-related accidents in fiscal 2022 and efforts to prevent recurrence
Looking at work-related accidents in fiscal 2022, industrial accidents
increased by 4 incidents from the previous fiscal year to 13 incidents and
commuting-related accidents decreased by 7 incidents to 2.
When an industrial
accident occurs, members of the district Health and Safety Committee conduct
an on-site inspection in the presence of the victim and determine measures to
prevent recurrence. The content of these measures is recorded in a
work-related accident incident report and submitted to the Company-wide Health
and Safety Secretariat Liaison Conference. The measures are also horizontally
deployed to the district Health and Safety Committees.
In recent years, such
accidents have tended to be less the result of negligence due to familiarity
by experienced employees and more caused by inexperienced employees.
Accordingly, we are striving to prevent industrial accidents before they occur
by reinforcing instruction provided by experienced workers during the period
when inexperienced employees are acquiring the basics of safe operation.
In
addition, the number of traffic accidents involving company-owned vehicles,
including those involving flying stones, is on the rise, and we are working to
reduce the number of accidents by providing instruction on safe driving to
drivers.
Thinking about health
As stated in our Health and Safety Policy, we recognize that the physical and
mental health of our employees forms the foundation of our corporate
activities.
As one example of our employee health management initiatives, we
are working to reduce the rate of employees with abnormal findings and
eliminate presenteeism by recommending that those with abnormal findings in
health checkups undergo follow-up examinations and by restricting the work of
employees who exceed certain levels. In addition, a Health Management
Promotion Council was established in fiscal 2023. We actively support the
maintenance and promotion of employee health and aim to obtain certification
as a “Health and Productivity Management Organization” while implementing
various measures such as enhancement of internal systems and optimization of
the working environment.
For mental health, we provide training for self-care
and for workplace-based care through occupational health nurses and Human
Resources and General Affairs Department staff in charge of health care. We
also conduct stress checks for employees and provide feedback on the results.
In fiscal 2022, we conducted stress checks for 1,947 persons, with a response
rate of 93.8% (1,827 persons analyzed).
Measures to prevent infectious disease
To prevent the spread of infectious diseases within the company, the Group
conducts annual vaccinations against seasonal influenza at workplaces to
prevent the spread of infection through collective immunity.
For urgent issues
such as COVID-19 that must be addressed by the entire company, an emergency
response task force will establish to determine the best infection control
measures based on the latest information and to coordinate the entire TOKYO
KEIKI Group in order to prevent the spread of infection.
Category |
FY2022 outcomes |
FY2023 initiatives |
Recruitment |
•Recruitment based on individual business plans New graduate hires
(joining in FY2023): 46 (34 men, 12 women, including 2 global personnel)
Mid-career hires (joining in FY2022): 20 (17 men, 3 women, including 1
global personnel)
|
• Expansion of recruitment quota for international students and overseas
students
• Expansion of recruitment quota for semi-recent new graduates
• Establishment of internship courses
|
Human resource development |
• Implementation of 39 level-specific training courses over the course
of the year
• Implementation of President dialogue meetings (for newly appointed
managers)
• Expansion of accreditation of public qualifications
• Implementation
of data literacy assessments (to be used in future digital education)
|
• In addition to the existing training programs, “Strategy Realization
Enhancement” for realizing TOKYO KEIKI Vision 2030 and “Coaching”
training for developing subordinates are scheduled to be provided to
managers.
|
Personnel system |
• Revision of the evaluation system (setting of Challenge Goals)
• Revision of the wage system
|
• Revision of the promotion system (introduction of a special promotion
system)
• Review of the personnel system
|
Diversity |
• 3 women newly appointed to managerial positions (C positions: creative
positions)
• Rate of people with disabilities among employees: 2.14%
|
• Holding of dialogue meetings among female employees
• Establishment of opportunities for dialogue between female prospective
employees and female employees
• Promotion of childcare leave use by male employees
• Expansion of recruitment of people with disabilities
|
Health and productivity management |
• Recommendation of follow-up examinations for those with abnormal
findings in health checkups, imposition of work restrictions for those
who exceed certain levels
• Granting of special leave for follow-up examinations (permission to
use)
• Thorough implementation of interviews with occupational physicians for
employees who work long hours
• Workplace vaccinations against influenza
|
• Inauguration and regular meetings of the Health and Productivity
Management Promotion Council
• Additional implementation of various
health measures to obtain certification as a “Health and Productivity
Management Organization”
|