Human Capital Management Initiatives

Provision of human skills training communicating the values required according to qualification/position, to encourage self development and increase motivation. Development of skills required for each specific position (young employees. mid-level employees, management positions, etc.)

Provision of business-specific and job-specific skills training Provision of training for improving the skills needed in each division (sales division, engineering division, clerical division)

Training for new employees to master the basic skills they need as working members of society. Steady development of skills through the provision of training according to each stage (pre-induction training, induction training, division-specific specialist technology, etc.)

Provision of a "self-career dock" system aimed at encouraging and supporting employees to autonomously shape their own careers. The self-career dock system is an integrated initiative combining career development consulting and career development training aimed at encouraging and supporting employees to shape their own careers; it provides employees with the opportunity for self-reflection and consideration of work styles and future career development.

We conduct training for management and leadership-level employees to develop their ability to use "coaching" techniques to support each employee in leveraging their strengths and becoming self-reliant. This aims to foster a workplace culture where employees can work with vitality and enthusiasm.

We offer management and leadership-level employees the opportunity to participate in the "Mentor Program" and actively serve as mentors for approximately six months. In order to fulfill the role of a mentor, we provide practical training to learn listening skills essential for building trust with junior employees. Additionally, we regularly hold sessions for mentors to exchange opinions with one another.

Establishment of system for rewarding employees who gain qualifications for the purpose of encouraging employees to actively gain qualifications and seeking to raise the company's skills level and foster employees' self-development.

Establishment of evaluation system that enables encouragement of personal growth through the implementation of a PDCA management cycle The aim of the system is that with each implementation of the PDCA cycle, which involves setting business-related goals, checking progress and sharing the results, the employee will achieve further personal growth and this will in turn lead to further growth of the company as a whole

Provision of programs through which employees look for ways to solve various issues through dialogue and self-assessment Provision of programs such as the following for the development of mechanisms through which employees and their families can easily seek advice

Provision of assistance for TOEIC tests and English conversation lessons to identify and increase employees with business English skills Provision of assistance for language learning content specifically for TOEIC tests and TOEIC preparation and provision of help for quickly improving TOEIC score

The TOKAI Group has formulated an action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace (APWPAW). The Group advocates diversity management and aspires to be a company where diverse human capital can actively participate and advance their careers regardless of gender, nationality, age, form of employment, and other factors.
Especially in terms of promoting the advancement of women, besides enhancing various personnel systems to develop a more inclusive environment, we are also working to ensure that female employees have the opportunity to demonstrate their skills in a wide variety of workplaces.

In FY2021 and FY2022, female employees who put themselves forward or were recommended by their departments conducted monthly meetings to share workplace experiences, discuss any issues within the TOKAI Group and considered the kind of measures which need to be taken to make the company more inclusive. In addition to meeting regularly, these female employees visited each business site and conducted interviews with frontline employees. The Women’s Advancement Project has been running for around a year and will hold a meeting to report the findings of interviews and proposed measures to President at the end of its activities. Some of these measures have actually been implemented, for example, organization of TOKAI Group Family Day (now TOKAI Group WAKU WAKU Kazoku Fureai Day) and addition of the rate of predetermined leave taken as a performance evaluation criteria.

The TOKAI Group is developing an organizational culture which reflects the social push for women's advancement, providing training related to encouraging ambition in female employees and supporting their career development.

Since 2012, the Group has organized female new graduate employee training as part of efforts to monitor the progress of female new graduate employees. The training consists of two sessions (the first about three months after joining the company and the second at the end of the fiscal year), in which participants review their work and set one-year and three-year career goals, and helps participants develop into human capital actively participating in the TOKAI Group.

We provide psychological safety training to managers to ensure that they understand what is meant by psychological safety and can encourage dialogue within their organization, thus increasing job satisfaction and ease of work and enabling everyone to play an active part.
We provide coaching training to managers to make them aware of those they manage and to give managers the communication skills to encourage self discipline and self supervision in those they manage, with the aim of developing employees who can autonomously consider their own career paths and realizing highly productive organizations.

Since FY2023, we have provided training to increase understanding of the importance of DE&I, in order to become a sustainable organization in which diverse human capital can utilize their individuality and strengths and play an active part.

Since FY2023, we have provided training to make participants better informed about LGBTQ+ and increase their LGBTQ+ cultural competence to ensure that all members of the TOKAI Group can be their authentic selves at work without fear of discrimination or prejudice.

We have set up an internal consultation service where any employee can seek advice on LGBTQ+ related matters.

We are expanding the work opportunities open to persons with disabilities and hiring more persons with disabilities.
We aim to create new value by developing an environment in which all individuals, regardless of disability, can actively participate in work that matches their interests and skills.

By the end of the fiscal year 2024, the TOKAI Group employs 28 foreign nationals in Japan.
Alongside its business expansion, the Group has also established numerous business sites overseas and has employees working all over the world. Going forward, we will continue considering measures to support the advancement of diverse human capital, which will contribute to the development of our corporate culture.

The TOKAI Group encourages its employees to take childcare leave as part of measures for a better work-life balance.
Childcare leave is taken by 100% of eligible female employees and we also encourage male employees to take childcare leave.

Under this system, employees with family members who need nursing care are able to take nursing care leave of up to 93 days to enable them to balance their work and nursing care responsibilities.

Employees are allowed to change their work start time to balance their childcare or nursing care responsibilities and their responsibilities at work. For childcare, the system is available until the child finishes the 6th grade of elementary school, and the start time can be set in increments of 15 minutes between 8 a.m. and 10 a.m.

In order to balance work with childcare or caregiving, short working hours are available. The start and end times of work can be chosen from multiple options. Regarding childcare, the system exceeds the legal standards, allowing it to be used until the child completes the sixth grade of elementary school.

Employees who are juggling work with medical treatment may change their work finish time or reduce their working hours to help them better balance the two.

Aimed at helping employees balance childcare and nursing care responsibilities with work responsibilities, reducing commuting stress, and realizing more flexible work styles, this system allows employees to work from home, a satellite office or another location. Employees who work from home are paid a work-from-home allowance.

We introduced a flextime system that allows employees more freedom in determining their working hours. The system helps improve work-life balance and increases work efficiency.

We have established a 'Planned Leave System,' which allows employees to apply in advance for 9 days of annual paid leave, and a 'Leave Accumulation System,' which enables employees to accumulate up to 50 days (or 100 days for caregiving purposes) of annual paid leave that would otherwise expire, with a limit of 5 days per year. These systems aim to enhance employees' work-life balance and labor welfare.

We grant special leave and travel coupons to long-serving employees for the purpose of giving them a break mentally and physically, reenergizing them and encouraging creativity.

This is an event open to employees and their families. The event gives the families of TOKAI Group employees the opportunity to have an interest in the Group's companies and its work, helps strengthen the bond between employees and their family members, and is a chance for individual reflection on the work-life balance.

We contribute to the realization of a society where everyone can experience "peace of mind, safety, convenience, comfort, joy, and fulfillment" by actively engaging in solving social issues, including environmental challenges, and supporting the growth of future generations with dreams.

We consider the health of our employees as a valuable asset for our group and society. By actively supporting activities to enhance employee health, we continue to grow and develop for the sake of our customers' lives, along with the community and the planet.

We introduce past initiatives, achievements, and future plans.

1. Approach to Improving Health Literacy

To improve health literacy, we conduct online training and events focusing on exercise, diet, and sleep.

Initiatives for Fiscal Year 2023:

• Implementation of walking events (investment amount: 6,968 thousand yen)

  July: 1,852 participants (369 employees)
  August: 1,827 participants (360 employees)
  September: 1,811 participants (361 employees)
  October: 1,780 participants (350 employees)
  November: 1,739 participants (351 employees)
  December: 1,764 participants (325 employees)
  January: 1,725 participants (311 employees)

  (Number of participants from employee families in parentheses)

• Implementation of healthy recipe contest (12 entries submitted, 12 from employees.)
• Conducting online training on exercise, diet, and sleep
• Encouraging employees to obtain the Japan Health Master certification
• Supporting health management for business partners (Introducing the health seminar)

(Example of awarded recipes for the healthy recipe contest)

Initiatives planned for Fiscal Year 2025:

• Implementation of walking events
• Conducting online training on exercise, diet, and sleep
• Conducting an online training session on arteriosclerosis
• Encouraging and conducting seminars for obtaining the Japan Health Master certification
• Organizing health measurement and exercise events
• Holding dietary consultation sessions with a registered dietitian
• Notifying the results of health literacy assessments

To promote safety and health, we have established a Group Safety and Health Officer Meeting, where we hold meetings three times a year with the overall safety and health managers of each workplace, labor health consultants, etc. We share information about safety and health, confirm the progress of initiatives, and discuss future measures.
In addition, at each workplace safety and health committee, we implement measures through the overall safety and health managers, safety managers, safety and health promoters, safety and health officers, occupational physicians, labor unions, etc. We follow the management cycle (PDCA) to promote the penetration of goals and initiatives.

Based on past occurrence numbers and frequencies, we identify key items by identifying hazards as follows: