Human resources are the most important asset of the TOKYO KEIKI Group. Our basic policy is to cultivate
independent, growth-oriented human resources, and we require all employees to take action on their own to
generate results. Toward this end, we seek to increase our corporate value by supporting employees’ capacity
development and by continuously enhancing the value of our human capital.
TOKYO KEIKI Vision 2030, our vision for what the Group should be in FY 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
Policies regarding hiring initiatives
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 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
take on the challenge of resolving social issues, 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.
Our policies for undertaking human resources development
While working to solve social issues through innovation, the
TOKYO KEIKI Group is aiming to meet the expectations of
our customers and enhance the profitability that forms the
foundation of sustainable growth.
Toward that end, developing the capabilities of the
employees who support our management foundation
is indispensable. In addition to actively developing
company-wide improvement activities in production,
sales, engineering, services, and elsewhere to raise the
efficiency of all work and turn the reserves thus created into
resources for growth, we will tackle multi-skill development
and other human resource development that enhances
added value.
Personnel management system diagram
Initiatives for work style reform
The Company enacts numerous measures and has
established programs including telework, flextime, noovertime
days, and childcare and nursing care leave
programs to flexibly accommodate diverse work styles
and let all employees fully exert their capabilities.
For employees seeking venues for communication
outside of work, such as club activities and social
gatherings at workplaces, the Company strives to provide
opportunities by bearing a portion of expenses.
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.
Number of persons taking childcare leave
* The number of persons newly taking childcare leave each fiscal year is counted;
persons continuing childcare leave from the previous year are not counted in the year of continued leave.
Number of persons taking nursing care leave
* The number of persons newly taking nursing care leave each fiscal year is counted;
persons continuing nursing care leave from the previous year are not counted in the year of continued leave.
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. It is used for treatment of non-occupational injuries or illnesses, etc., for the purpose of employee welfare. Persons who have used at least one day of the year during the fiscal year are counted.
* The number of persons taking special annual leave increased in FY 2021 due to people receiving vaccinations against COVID-19.
Education system
Career plan
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 maintenance of knowledge and skills, line manager education in the form of training for the acquisition of management skills and knowledge, and training of selected candidates as future executives.
Knowledge and skills acquired at each level of hierarchy
Creating a suitable evaluation system
Suitable evaluations of each employee’s work are essential to
maintaining individual employee motivation while also attending
to day-to-day operations.
TOKYO KEIKI has established a target management
system and, in order to ensure fair and transparent employee
performance evaluations, opportunities are established twice a
year for superiors to meet with their subordinates to set goals
and discuss results. Having superiors provide direct feedback
on the results of evaluations to subordinates increases
subordinates’ understanding of their evaluation results.
Further, we operate a system which encourages employees
to feel motivated in working to achieve results sought by the
company by establishing appropriate work targets, derived
from management targets, for each individual employee.
Our TOKYO KEIKI Vision 2030, formulated in June 2021,
promotes investment in human capital for our sustainable
corporate growth. For our human resources strategy, the plan
specifically sets forth reforming our human resources system,
supporting diversifying work styles, and revising our evaluation
system. In FY 2021, we formulated a new human resources
system oriented toward taking on new challenges, and began
operation of this system in FY 2022.
Policies and initiatives for diversity
Our Group is strengthening the employment of women
and persons with disabilities, and is developing
environments conducive to work for all employees.
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 FY 2021, the rate
for taking such leave was high, with 7 out of 30 applicable
male employees taking childcare leave.
Participation in the Women Activity Network
Tochigi Prefecture, the location of our plants, supports
women working at companies and other workplaces in
forming networks and building their career. The prefecture
holds exchange, study, and training meetings where working
women of differing industries, ages, and years of experience
can exchange information. TOKYO KEIKI participates in the
Women Activity Network for women who work in the Sano
Industrial Park. FY 2021 marked our sixth year of participation.
At each network event, around 10 employees from each
member company participate with the aim of improving work
motivation and expanding horizons. Taking into consideration
the COVID-19 pandemic, in FY 2021 the network continued
to operate but its activities were limited to a single class.
Nevertheless, the network promoted incorporating the theme
of this class, assertiveness,* into one’s work.
* Assertiveness: A communication skill in which one
respects the person one is speaking to while
expressing oneself using appropriate means.
Providing first-time employment to a special needs school graduate
At the request of a special needs school in Tochigi Prefecture, in
FY 2020, the Sano Plant provided internships to students with
mild intellectual disabilities and welcomed one of them back
again in FY 2021. Four internship sessions in total were held over
the two-year period, each session lasting around 10 to 15 days.
During his internship sessions, the student worked together
with employees from the Factory Administration Section,
engaging in cleaning and green space management work. This
year, once again, the student performed his jobs appropriately
with full understanding of the instructions given to him.
Both school staff and guardians told us that the participant
had found the work rewarding and strove to improve each day.
In response to a strong desire for the participant to join TOKYO
KEIKI after graduation, the decision was made for TOKYO KEIKI
to hire him as the company’s first employee from this school in
April 2022.
Employment of persons with disabilities
We have established a satellite
office to provide a work
environment that makes it easy
for people with disabilities to work,
and strive to ensure appropriate
labor management and necessary
care through means such as
regular workplace visits by Human
Resources Department personnel.
In FY 2021, we continued to
work on our hiring of people
with disabilities. In addition to
hiring three new people, we also
expanded the scope of their
responsibilities from HR-related
work to include accounting and
some business department tasks.
*1, 2 Calculated based on the Ministry
of Health, Labour and Welfare’s
Employment Quota System for
Persons with Disabilities