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H1

Together with Employees

承認:エディタ

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