The Takuma Group's human resources have fostered and passed down key strengths in the form of technology, expertise, and trust-based relationships with customers. Through initiatives to strengthen the hiring and development of human resources as well as to promote diversity and improve employee satisfaction, we will continue to ensure that the Group's strengths are effectively passed down and strengthened by using human resources effectively so that employees embodying a diverse range of values can take full advantage of their abilities, and by putting in place structures to keep employee motivation high.
Our company sets out its respect for basic human rights and prohibition of discriminatory acts in Takuma Group Ethics Charter, Takuma Group Code of Conduct, and labor regulations. In addition, we also support respect for human rights, without contributing to human rights violations, elimination of forced labor/child labor, and the abolition of discrimination through participation in the UN Global Compact. We are also working to promote employment of disabled and elderly individuals.
In the 14th Medium-Term Management Plan, which is the second step toward realizing our long-term vision “Vision 2030,” we aim to strengthen our management foundation through promoting human resources measures linked to management strategy, improving employee abilities and skills, and increasing their engagement. As such, we are investing in human resources based on the following policy.
In an effort to precisely identify changes in the market environment and diversifying customer needs and contribute to the long-term, sustained development of society through the resolution of issues our customers may face, we will hire human resources with diverse values and backgrounds, improve employees’ skills, provide opportunities for them to use those skills, and encourage their growth.
We are working to put in place human resources programs and a workplace environment that boost motivation while making it easy for employees to do their jobs so that a diverse workforce can pursue careers at Takuma over the long-term.
To realize Vision 2030, our long-term vision, we are employing human resources with the goal of about 25 new-graduate hires and about 35 mid-career hires as part of efforts to strengthen our management foundation. With regard to new-graduate hires, we have implemented a variety of measures at each stage–forming a pool of prospective applicants, motivating them to apply, and screening their applications. In particular, we are working to motivate prospective applicants to apply and join Takuma by communicating topics such as our businesses, corporate culture, working style, and what we consider ideal employee characteristics via various means in order to raise Takuma’s visibility. For example, we are using YouTube; visiting universities, vocational schools, and high schools; participating in campus seminars and joint job fair; offering internships; hosting “work experience” days; participating in corporate research activities sponsored by local governments; and posting advertisements. With regard to mid-career hires, we are strengthening our initiatives and diversifying our recruiting routes, for example, by implementing scouting and employee referrals as recruitment methods, even as third-party recruitment services remain the principal channel through which we find new employees.
Employee data (non-consolidated) (As of March 31, 2024)
| Number of employees | 1,054 (Including 959 men and 95 women) |
|---|---|
| Average age | 42.5 |
| Average years of service | 14.4 |
| Rate of attrition for personal reasons | 1.5% (FY2023) |
Trend in number of regular employment (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2023 | |||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| New-graduate hires | FY2018 | 21（2） | FY2019 | 20（2） | FY2020 | 25（3） | FY2021 | 26（2） | FY2022 | 28（4） | FY2023 | 35（3） |
| Mid-career hires | FY2018 | 20（1） | FY2019 | 25（1） | FY2020 | 37（2） | FY2021 | 53（5） | FY2022 | 41（3） | FY2023 | 48（8） |
| Total | FY2018 | 41（3） | FY2019 | 45（3） | FY2020 | 62（5） | FY2021 | 79（7） | FY2022 | 69（7） | FY2023 | 83（11） |
*number of female employees in parentheses
In the operation management of municipal solid waste treatment plants as part of its Design, Build, Operate (DBO) business, the Takuma Group hires local human resources in the areas where its facilities are located to serve as operators, and its overseas subsidiaries and affiliates also hire local human resources.
We have set a cumulative goal for FY2021 to FY2025 of adding at least 35 new female employees by hiring women for main career track and management positions and by promoting female employees currently in general positions. This is part of our general employer action plan under the Act on the Promotion of Women’s Active Engagement in Professional Life and as a key performance indicator (KPI) for our Key Issues (Materiality).
As we strive to achieve these targets, we have worked to increase our points of contact with female students in connection with new-graduate hiring, for example through participation in corporate research projects for female students organized by local governments, information sessions hosted by women’s colleges and universities, and joint information sessions for female students. In terms of mid-career hiring, we are working to increase the number of positions women feel they can thrive in and are working with departments that are seeking to hire new employees with the aim of helping them to hire female workers.
During FY2023, we offered main career track and management positions to a total of 13 women (three new graduates and 10 mid-career applicants), bringing the cumulative total for FY2021 to FY2023 to 29.
As of April 2024, a total of 43 post-retirement-age employees continued to work at Takuma. To achieve Vision 2030, our long-term vision, we must take advantage of the extensive knowledge and experience of our older employees, and encourage them to play an active role in the Company. Our fifties are a time of transition in areas such as physical strength, health, and family environment, and work life is no exception; even as older employees are able to take advantage of the extensive knowledge and experience they have accumulated, it is also important for them to change their past approaches, ways of thinking, and values as necessary in response to the development of technology and the diversification of values. To that end, we have augmented a review of our human resources programs by offering an educational (e-learning) program designed to facilitate learning and new realizations through self-study so that employees in their fifties can take advantage of the knowledge and experience they have accumulated to date, encounter new ways of thinking and values, and embrace their jobs.
In addition to establishing a specialized section within the Human Resources Department in April 2020 and assigning staff members to assist with hiring of people with disabilities as part of a focused effort to support such hiring, Takuma is working to make support for hiring of people with disabilities a permanent part of the Company’s culture with the assistance of outside organizations dedicated to helping companies hire people with disabilities. As of April 2024, a total of 20 people with disabilities were performing jobs that suited their abilities, including cleaning offices, entering data at the request of various departments, sorting and sending mail and packages, and placing orders for business cards.
We are also working to hire human resources with disabilities by visiting schools for people with disabilities, accepting people for workplace training, and participating in joint interviews.
We are working to put in place and enhance educational programs in an effort to advance employees’ abilities, for example by improving their skills and management capabilities across a broad range of levels, including new-graduate and mid-career hires as well as management candidates. As both the number of new graduates and mid-career employees have been growing in recent years, which brings diverse values, we are focusing training on improving communication skills in order to strengthen mutual understanding among employees, increase internal collaboration, and improve work efficiency.
We have established the following programs to support the development of employees’careers.
We have also introduced programs that give talented employees promotions without regard to whether they were a new or mid-career hire.
We have set utilization of parenting support programs (childcare leave, maternity/paternity leave, flex time, shortened working hours, and telework) of 25% (average for FY2021 to FY2025), which is at least double the figure for FY2020, as a KPI, and we have introduced the programs described below in order to help employees balance their work responsibilities with the demands of parenting and nursing care. Thanks to multipronged efforts to spread awareness of these offerings, for example by offering information about programs to employees with recently born babies on an individual basis, the average utilization rate for FY2021 to FY2023 rose to 44%.
In addition, we are continuing to take advantage of our telework program in order to help employees balance their work and personal responsibilities, including parenting, nursing care, and recovery from illness, while increasing productivity, to ensure employees can work flexibly without regard to time or place.
Rate of male employees’ utilization of childcare and paternity leave during FY2023
| Number of male employees whose spouse gave birth | Number of male employees who utilized childcare leave and related programs | Percentage of male employees who utilized childcare leave and related programs | |||
|---|---|---|---|---|---|
| Number of male employees whose spouse gave birth | 52 | Number of male employees who utilized childcare leave and related programs | 24 | Percentage of male employees who utilized childcare leave and related programs | 46.1% |
*In addition to the above, 13 male employees took time off for reasons related to childcare, bringing the utilization rate of related programs to 71.1%.
Since my child is in a lower grade level of elementary school, I am using telework when I need to stay home with my child in the events of sickness that require hospital visits, and school closure due to warnings issued. This system has been very helpful as I can reduce the burden on either the family (child) or work when I am not there. (Male, 40’s, management position)
To follow up on employees’ regular check-ups, we work with industrial physicians to recommend additional testing and treatments to individual employees and provide health guidance from industrial physicians. Additionally, we are working to assist employees who work excessively long hours, for example by assessing the conditions under which they work and their subjective symptoms, recommending they meet with an industrial physician, having the Human Resources Department conduct interviews as necessary, and taking corrective action with regard to supervisors. Furthermore, we have created opportunities to consult with the labor union concerning working hours, and we share information about the topic and exchange views about and discuss associated measures.
Takuma is building stable labor-management relationships by creating regular opportunities for dialog and discussions with its labor union concerning salaries and bonuses, working conditions, working hours, improving the workplace environment, safety and health, and the company’s performance.
