Enhancement of work environment, leading to strengthening of human resources

Promote human resource development, diversity, and workstyle reforms that improve job satisfaction and foster a sense of personal growth

Tokyo Century continues to invest in the human resources who support its growth and to develop workplace environments in which all officers and employees feel empowered in their work. These undertakings will be imperative to ensuring that the Company can keeping growing and evolving in the current era of rapid change.

We conduct employee awareness surveys to help focus our efforts to develop workplace environments in which all employees respect one another and are able to fully exercise their talents. The results of these surveys are analyzed to identify issues and shape future initiatives, and this information is incorporated into officer training and discussed on an ongoing basis by the Management Meeting and the Board of Directors, so that identified issues can be addressed as top management priorities. Various measures for improving employee engagement have been implemented based on these surveys. For example, we have introduced an hourly paid leave program and a teleworking system, along with the Career Challenge Program internal recruitment system, which is designed to provide employees with an opportunity to chart their own career courses. Surveys have also been used to facilitate the enhancement of work–life balance support systems for assisting employees giving birth, raising children, or providing care to family members. In fiscal 2022, Tokyo Century launched TC-Mee+, an internal exchange forum aimed at enhancing communication among employees. In a TC-Mee+ forum featuring the president as a guest, a discussion was held about the type of company people want Tokyo Century to be a decade from now.

Moreover, the Diversity Promotion Office and the Career Design Office have been established within the Personnel Division to guide medium- to long-term growth initiatives. Under the guidance of these organizations, we are fostering a corporate culture in which diverse employees are able to proactively exercise their talents and individuality through efforts such as recruiting and developing diverse human resources and promoting diversity, equity, and inclusion. Moreover, we act in accordance with the Basic Diversity Policy by recruiting, developing, and promoting diverse human resources regardless of their race, religion, gender, age, sexual orientation, disability, or nationality. At the same time, diversity, equity, and inclusion training and educational programs targeting officers and employees are implemented with the goal of fostering a workplace environment built on mutual respect in which everyone is able to fully exercise their skills. Our Tokyo Century NEWS owned media outlet, meanwhile, is used to communicate information to external shareholders through means such as the planning and broadcasting of webinars on the theme of diversity, equity, and inclusion. These efforts have led to Tokyo Century’s receipt of the silver rating in the 2022 iteration of the PRIDE Index, which evaluates companies’ efforts to create workplaces that are accommodating to members of the LGBTQ+ community and other sexual minorities.

We also provide employees with a plethora of training opportunities. In addition to annual training and other designated training programs, we offer online learning programs in which employees can select courses on business and other skills as well as practical and specialized training for specific business areas. By supplying opportunities for enhancing skills from a variety of angles, we aim to develop human resources capable of supporting the growth of the Company and contributing to management in the future.

Furthermore, Tokyo Century recognizes the health of officers and employees as an important management priority and has thus established its Basic Policy on Health and Productivity Management to outline its intent to increase its focus on the promotion of the health of its officers and employees. It is important to develop an environment in which all of our human resources—who represent our greatest assets—can work vigorously in good health, both physically and mentally, and fully exercise their individuality and all their abilities. We therefore strive to maintain and improve the well-being of our officers and employees and their families with the recognition that health and productivity management is a corporate management issue. In addition, coordination in said regard is pursued with industrial physicians, occupational health nurses, health insurance associations, and external experts to incorporate various health-related themes into e-learning programs targeting all officers and employees in order to foster health awareness. In addition, we provide health apps and cafeteria plan benefit systems with the goal of helping employees improve their lifestyle habits. We also allow officers and employees aged 35 or above to undergo complete medical check-ups as part of their regular health examinations.

In recognition of this diligence, Tokyo Century was included in the 2023 Certified Health & Productivity Management Outstanding Organizations Recognition Program (large enterprise category) and received the highest rank in the DBJ Employees’ Health Management Rated Loan Program of Development Bank of Japan Inc. in fiscal 2022.

Contribution to the SDGs

Opportunities

Improvement of employee engagement through workstyle reforms
Acquisition of talented human resources by developing an appealing workplace environment
Energization of staff through new business proposal systems and internal recruitment systems

Risks

Difficulty in securing human resources due to lack of an appealing workplace environment
Insufficient innovation due to lack of diversity
Loss of talented human resources due to failure to provide opportunities for growth in the workplace

Goals and Progress

Scrollable horizontally

KPI	Unit	Target year	Target	Target employees	Fiscal 2020	Fiscal 2021	Fiscal 2022
Annual paid leave acquisition rate	%	2027	Maintain rate of 70% or more		72.7	75.6	78.8
Childcare leave acquisition rate	%	2027	Maintain rate of childcare leave acquisition by male employees of 100%	Women	100.0	100.0	100.0
Childcare leave acquisition rate	%	2027		Men	100.0	100.0	100.0
Ratio of employees with disabilities	%	2027	Maintain rate above legally mandated level		2.61	3.22	2.86
Ratio of women among new-graduate hires	%	2027	Maintain rate of 40% or more		30.8	52.9	42.1
Ratio of women in management positions	%	2030	30% or more		9.1	9.7	11.8
Ratio of women in assistant manager position or equivalent	%				50.7	48.1	49.6
Gender-based wage disparity^*1	%			All employees			58.7
Ratio of employees remaining at the Company for 10 years or more (by gender)	%			Women	48.6	42.9	61.5
	%			Men	53.7	58.3	65.4
Employee turnover rate	%			Women	0.7	0.9	0.9
Employee turnover rate	%			Men	3.7	4.5	3.6
Number of people leaving work for nursing care reasons	People	2027	Maintain a nursing care turnover rate of zero		0	0	0
Rate of employees undergoing regular health check-ups	%	2027	100% rate of employees undergoing regular health check-ups		100.0	100.0	100.0
Rate of employees undergoing stress checks	%	2027	100% rate of employees undergoing stress checks		94.3	98.6	100.0
Ratio of employees receiving specific health guidance	%	2027	80% or more	Officers and employees subject to specific health guidance over 40 years old	76.4	81.7	80.4
Training expenses^*2	Thousands of yen				37,442	51,036	70,921
Training expenses per employee^*2	Thousands of yen				40	55	74
Training hours per employee	Hours				13.7	22.5	46.5
Employees relocated through Career Challenge Program internal recruitment system^*3	People				14	13	18
Employee engagement index	%	2027	Maintain and improve ratio of positive responses in employee engagement index	All employees (Excluding dispatched employees and individuals seconded from other companies)			63.0

Note: KPIs, targets, and numerical results contained in this chart are for Tokyo Century on a non-consolidated basis.

*1
Supplementary explanation regarding gender-based wage disparity
- There are no differences in the wage frameworks or systems between men and women.
- The Company sets different wage levels based on the career courses and qualifications of employees. There is a difference in the numbers of men and women in terms of the courses and qualifications, which creates a disparity in wage levels between genders.
*2Figures for training expenses and training expenses per employee include venue rental expenses and transportation expenses.
*3The Career Challenge Program internal recruitment system was introduced in fiscal 2020.

Initiative Example

In fiscal 2020, we introduced the Career Challenge Program, an internal recruitment system through which division and branch offices recruiting human resources disclose their requirements and appoint personnel from the applicants. An aggregate total of 45 employees have been assigned to their desired positions (as of April 2023).

In fiscal 2020, we introduced the TC Biz Challenge Project, a new business proposal initiative supporting employee efforts to tackle new challenges without fear of failure. Of the 36 applications received in the first round, unfortunately, an integrated aquaculture–agriculture cultivation facility project that passed the final screening did not lead to commercialization after proceeding with verification tests. However, moving forward, we will continue to take on new challenges.

In fiscal 2021, we formulated the Tokyo Century Group Human Rights Policy. We respect the human rights of all officers and employees and strive to create a vibrant, rewarding working environment where everyone’s human rights and human dignity is respected. Recognizing respect for human rights as a key issue, we will cultivate a corporate culture that allows diverse human resources to fully demonstrate their skills and individual characteristics and become a company in which all officers and employees can hone their expertise and experience growth and a sense of pride.

In fiscal 2021, we established the Policy on Health and Productivity Management, declaring that we would more sharply focus on improving the health of our officers and employees. It is important to develop an environment in which all of our human resources, who represent our greatest assets, can work vigorously in good health, both physically and mentally, and fully demonstrate their individuality and abilities. We therefore strive to maintain and improve the well-being of our officers and employees and their families with the recognition that health management is a corporate management issue.

Tokyo Century’s Contribution to the SDGs

Tokyo Century is contributing to the enrichment of daily life and the sustainable development of society toward achieving the SDGs adopted as a shared responsibility for the international community at the United Nations Summit on Sustainable Development.

Tokyo Century’s Contribution to the SDGs