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 initiative, 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, 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 and inclusion. 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 various opportunities for enhancing skills, we aim to develop human resources capable of supporting the growth of the Company and contributing to management in the future.

Furthermore, Tokyo Century established its Basic Policy on Health and Productivity Management in fiscal 2021, thereby outlining its intent to increase its focus on the promotion of health of the Company’s 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.

Contribution to the SDGs

8 Decent work and economic growth

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
Average monthly overtime
hours
Hours none none Career track employees 14.9 16.5 17.2
Administrative employees 3.2 2.6 2.5
Total 10.2 11.2 11.8
Annual paid leave acquisition rate % Fiscal
2023
70% none 72.7 75.6 78.8
Childcare leave acquisition
rate
% Fiscal
2023
Rate of childcare leave acquisition by male employees
100%
Women 100.0 100.0 100.0
Men 100.0 100.0 100.0
Ratio of employees with disabilities (as of June 1 of each fiscal year) % none none none 2.61 3.22 2.86
Ratio of women among new-graduate hires % Fiscal
2023
30% none 30.8 52.9 42.1
Ratio of women in management positions % Fiscal
2023
30% none 9.1 9.7 11.8
Ratio of women in section leader positions % none none none 50.7 48.1 49.6
Ratio of employees remaining at the Company for 10 years or more (by gender) % none none Women 48.6 42.9 61.5
Men 53.7 58.3 65.4
Employee turnover rate % none none Women 0.7 0.9 0.9
Men 3.7 4.5 3.6
Rate of employees undergoing regular health check-ups % Fiscal
2023
100% none 100.0 100.0 100.0
Rate of employees undergoing stress checks % Fiscal
2023
100% none 94.3 98.6 100.0
Employees relocated through Career Challenge Program
internal recruitment system
People none none none 14 13 18

*Figures are for Tokyo Century Corporation (non-consolidated). The Career Challenge Program internal recruitment initiative was commenced in 2020.

Initiative Example

Introduction of the Career Challenge Program

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 27 employees have been assigned to their desired positions (as of April 2022).

Introduction of the TC Biz Challenge Project

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, one that passed final screening is currently undergoing a proof of concept test for commercialization (as of March 2023).

Formulation of the Tokyo Century Group Human Rights Policy

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.

Establishment of the Policy on Health and Productivity Management

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.

SUSTAINABLE DEVELOPMENT GOALS

Sustainability

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