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. 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.

Knowledge and skills acquired at each level of hierarchy

* 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.

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 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.

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.

The problem-solving process

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

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.

Health and safety organization chart

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.

Major initiatives to increase the value of human capital

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”