Support for the Activities of a Diverse Workforce

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.
　Going forward, we will further review our training programs to encourage employees to think and learn on their own initiative, revamp our systems to stimulate internal open recruitment, and support the development of individual skills.

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, 2024, 569 certifications have been accredited, and a total of 155 people were newly certified in fiscal 2023.
　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.

Knowledge and skills acquired at each level of hierarchy

*1 C positions: Creative positions (managerial positions); P positions: Professional positions (general positions
*2 e-learning courses for new P5 and P6 positions: Labor Standards Act and work regulations, Industrial Safety and Health Act and Industrial Safety and Health Management Regulations, Dispatching law and temporary work management, Introduction to financial statements, laws related to companies, basic knowledge of contracts, basic transaction agreements, confidentiality agreements, protection and collection of debt, liability for non-compliance with contracts, product liability, overseas bases and international taxation, basic knowledge of English contracts, contract management regulations, insider trading, prevention of bribery of foreign public officials (if taken at P5, exempt at P6)

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, 2024, the participation rate was 92.5% 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.

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.

Internal working environment development policy

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 for 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). The upper limit on the number of times employees can take half-day leave was eliminated in fiscal 2022, creating an environment that makes it easier for employees to take annual leave. In addition, from fiscal 2024, we expanded the scope of employees eligible for short-time work for childcare from those raising children up to the third grade of elementary school to those raising children up to the sixth grade of elementary school. We strive to realize diverse working styles by improving the working environment.

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 2023. Following the previous fiscal year, a woman was appointed to a managerial position at a plant, and other opportunities for women to play an active role are expanding.

Number of women in management positions

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 2023, 67% of eligible male employees took childcare leave, a much higher rate than in the previous year (27%), by making sure everyone is aware of the system in line with the legal changes.

Rate of eligible male employees taking childcare leave

Employment of persons with disabilities

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 (including infectious diseases), 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.

Number of persons taking special annual leave

*Special annual leave refers to leave days newly granted on October 1 in number equal to days of annual paid leave that had expired in the previous year. Persons who have used at least one day of the year during the fiscal year are counted.
*The number of users increased in FY2021-2022 in relation to COVID-19, but decreased in FY2023 due to downgrading COVID-19 to a Class V.

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.

The problem-solving process

Health and productivity management initiatives

Since our founding in 1896, TOKYO KEIKI has been a pioneer in health management, addressing the mental and physical health of every employee. For example, we established Japan’s first health insurance association to ensure that employees could work with peace of mind.
To further advance health management, we established a Health Management Promotion Council in fiscal 2023. In April 2024, the Representative Director, President & CEO issued a Health and Productivity Management Declaration to internal and external audiences.
https://www.tokyokeiki.jp/company/kenko.html

Health management at TOKYO KEIKI aims to ensure that our employees, who are our greatest asset, and the family members that support them lead happy and secure lives so that the Company continues to grow sustainably.
　For TOKYO KEIKI, managing employees’ mental and physical health is a management issue. As such, we take measures to eliminate risks, such as reducing absenteeism (where employees must take time off due to illness or injury) and presenteeism (where they continue to work without taking time off, even though they are unable to exercise their full potential due to poor physical condition or other reasons). We have introduced several welfare measures to help employees feel safe, secure, and happy day to day. Our four priority measures are (1) overwork countermeasure, (2) health management, (3) exercise habits, and (4) occupational health and safety.

Promotion framework

(1) Overwork countermeasure

Every month, we check the working hours of all employees. If an employee has worked many overtime hours, the Committee for the Study of Working Hours Problems, consisting of labor and management, confirms the facts, investigates why it occurred, and decides on measures to reduce the number of overtime hours. In addition, health checkups and interviews with an occupational physician are conducted and labor and management confirm whether there are physical or mental health problems.

Average overtime hours

(2) Health management

We are working to curb presenteeism by recommending follow-up examinations, depending on the stage, to employees with abnormal findings in health checkups.
　The Group conducts an annual vaccination program at workplaces to provide collective immunity against seasonal influenza and other infectious diseases. Other measures to prevent the spread of infectious diseases include making sure that workplaces always have disinfecting alcohol on hand. Some urgent events, such as COVID-19, require a Group-wide approach. In such cases, we establish an Emergency Response Task Force that collaborates with occupational physicians and occupational health nurses to determine the most appropriate infection control measures based on the latest information. Controls are implemented over the entire Group to prevent the spread of infection.
　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 2023, we conducted stress checks for 1,988 persons, with a response rate of 96.6% (1,921 persons analyzed).

(3) Exercise habits

As moderate exercise provides many health benefits, we offer events that staff can easily participate in. Several times a year, walking events are offered by both the Company and the health insurance association. The association’s events are open both to employees and their family members. We also hold baseball tournaments with teams from five bases including Head Office and the Group plants to enhance communication among them. Further, we support the establishment of clubs and support them with subsidies.

(4) Occupational health and safety

Manufacturing involves many hazards, such as machinery, chemicals, and heavy objects. This makes ensuring employee safety essential for continued operations. At the TOKYO KEIKI Group, we will strive to create and maintain workplaces where employees can work safely and with peace of mind, and will continuously work to create environments in which accidents do not happen.

Health and Safety Policy

Work-related accidents in fiscal 2023 and efforts to prevent recurrence

Looking at work-related accidents in fiscal 2023, industrial accidents decreased by 1 incident from the previous fiscal year to 12 incidents and commuting-related accidents was 2 incidents, as same as the previous fiscal year.
　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. We are also taking steps to further improve the workplace environment, for example by keeping workplaces tidy and eliminating steps, as the number of accidents involving falls by older workers is on the rise.

Major initiatives to increase the value of human capital