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 keep growing and evolving in the current era of rapid change.

We conduct employee engagement 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 via this process. 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. Moreover, Tokyo Century has launched TC-Mee+, an internal exchange forum aimed at enhancing communication among employees.

Contribution to the SDGs

Opportunities

Recruitment of diverse human resources
Invigoration of human resources through increased employee engagement

Risks

Loss of talented human resources
Inability to secure talented human resources due to unappealing workplace environment
Failure to innovate

Goals and Progress

Scrollable horizontally

KPI	Unit	Target year	Target	Target employees	Fiscal 2022	Fiscal 2023	Fiscal 2024
Annual paid leave acquisition rate	%	Fiscal 2027	Maintain rate of 70% or more		78.8	81.1	81.2
Childcare leave acquisition rate	%	Fiscal 2027	Maintain rate of childcare leave acquisition by male employees of 100%	Women	114.3	85.7	83.3
Childcare leave acquisition rate	%	Fiscal 2027		Men	100.0	100.0	100.0
Ratio of employees with disabilities	%	Fiscal 2027	Maintain rate above legally mandated level (2.7%)		2.86	3.40	3.26
Ratio of women among new-graduate hires	%	Fiscal 2027	Maintain rate of 40% or more		42.1	53.2	40.4
Ratio of female managers among all managers	%	Fiscal 2030	30% or more		11.8	12.0	13.7
Ratio of women in assistant manager position or equivalent	%				49.6	51.8	53.4
Gender-based wage disparity^*1	%			All employees	58.7	58.1	61.0
Ratio of continuous employment after ten year by gender	%			Women	61.5	66.7	75.0
Ratio of continuous employment after ten year by gender	%			Men	65.4	56.0	44.4
Employee turnover rate	%			Women	0.9	1.0	1.0
Employee turnover rate	%			Men	3.6	4.0	4.6
Number of people leaving work for nursing care reasons	People	Fiscal 2027	Maintain a nursing care turnover rate of zero		0	0	0
Rate of employees undergoing regular health check-ups	%	Fiscal 2027	100% rate of employees undergoing regular health check-ups		100.0	100.0	100.0
Rate of employees undergoing stress checks	%	Fiscal 2027	100% rate of employees undergoing stress checks		100.0	100.0	100.0
Ratio of employees receiving specific health guidance	%	Fiscal 2027	80% or more	Officers and employees subject to specific health guidance over 40 years old	80.4	75.9	Under tabulation
Investment for human resource recruitment and development (Training expenses + [Training time × Personnel expenses] + Recruitment expenses)	Millions of yen	Fiscal 2027	¥800 million or more		400	480	570
Training expenses^*2	Millions of yen				70.9	113.2	142.5
Training expenses per employee^*2	Thousands of yen				74	109	135
Training hours per employee	Hours				46.5	49.1	55.2
Employees relocated through Career Challenge Program internal recruitment system	People				18	19	24
Employee engagement index^*3	Deviation value	Fiscal 2027	Improve employee engagement score	All employees (Excluding dispatched employees and individuals seconded from other companies)		53.2	56.2
Employee engagement index^*3		Fiscal 2027	Improve employee engagement ratings			BB	BBB

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 engagement index has been measured using the Motivation Cloud service provided by Link and Motivation Inc. since fiscal 2023 and is represented as a deviation value from a nationwide average of 50.

Initiative Example

In fiscal 2020, we introduced the Career Challenge Program, an internal recruitment system through which division and branches recruiting human resources disclose their requirements and appoint personnel from the applicants. An aggregate total of 64 employees have been assigned to their desired positions (as of April 2024).

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 are 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.

Tokyo Century received the Gold rating in the PRIDE Index 2024. The PRIDE Index was developed by “work with Pride,” a general incorporated association, to evaluate corporate initiatives for LGBTQ+ people, sexual minorities, in the workplace. This marks our third consecutive year receiving a PRIDE Index rating, following the Silver ratings in 2022 and 2023.

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.