Our Approach to Human Resources
The Tokyu Construction Group regards “human resources” as the source of its competitive advantage. The strengths that we have cultivated over many years in our core business of construction include the technology and know-how to keep urban functions operating, and excellent teamwork that cuts across the boundaries of civil engineering, construction, and other businesses. By acquiring and training new human resources, we are passing on these strengths to the next generation without interruption, further deepening our on-site capabilities, and securing a stable supply of personnel to propel our construction business. We define professional human resources and autonomous human resources as the personnel necessary to promote strategic and new businesses, expand into new business domains, and generate innovation. We strive to acquire and develop human resources endowed with outstanding expertise, and the capacity to be “change leaders,” equipped with professionalism, pride, passion, ambition and the ability to follow through.
To promote our construction business, and strategic and new businesses strongly, and to ensure that we meet the diversifying needs of our customers, expand new business domains, and generate innovation, we are fostering a corporate culture that enables us to make effective use of the wide variety of viewpoints and values offered by a diversity of individuals, and promoting the creation of a workplace in which everyone is able to fully demonstrate their unique abilities.
Deepen Knowledge
(strengthening on-site capabilities to promote construction projects)
The source of the technology and know-how that enables us to smoothly operate essential urban functions, and our teamwork that transcends the boundaries of civil engineering, architecture, and other businesses, rooted in the strength of our on-site capabilities cultivated over many years, is the strong sense of meaning and purpose that we feel about what we do. Our mission is not just to satisfy our direct customers, but also to make sure that the people who use the community developments and facilities we build are happy. We have studied and worked hard to achieve this capability. We want to deepen our on-site capabilities even further, based on the spontaneous motivation, experience, and skills of our employees, and to make sure that these capabilities are passed on to the next generation. For this reason, we respect the diverse values of individuals, and through an equitable personnel system we provide people of a wide variety of attributes with the opportunity to work actively in the company as “autonomous human resources” in a role that suits them. At the same time, we are developing a comprehensive education and training system to help employees to steadily upgrade their technical skills.
New Graduate Recruitment
We define the type of human resources we are looking for as (1) people who are interested in “building things” with a strong desire to work at the forefront of construction; (2) people with an inquiring mind who are motivated to acquire knowledge and improve their technical skills; and (3) people who are able to collaborate with a diversity of other people. While realistically conveying the rewards and demands of the work, we strive to acquire the human resources to sustain the future of the Company.
Mid-Career Recruitment
Besides work-ready personnel with experiences in our core businesses of civil engineering and construction, we are also recruiting highly specialized and work-ready personnel in our strategic business priorities — international business and real estate business — as well as IT personnel who can take charge of our digital transformation (DX) initiatives in the future.
Human Resource Development According to the Master Plan
At Tokyu Construction, we are looking for ambitious, independent individuals who develop their own career by proactively setting challenges. Our aim is to develop human resources with a high level of expertise and professionalism, together with pride, passion, ambition and perseverance. Based on this ideal, we created a Human Resource Development Master Plan and comprehensively combined programs, such as on-the-job training, group training, personal development support and career development support, according to each individual’s career stage, in order to help employees develop their skills and improve their work environment.
Education and Training Programs for Engineers
We provide various opportunities, including on-the-job and off-the-job training, to improve the skills of our engineers and raise the Company's technological level. In addition, we actively support employees in acquiring qualifications for architects, professional engineers and others, in order to meet requirements for biddings and raise our corporate evaluation.
In the Civil Engineering Division, new employees in the civil engineering field take part in a 10-month training program with a practical curriculum, to prepare them to handle work site situations before being assigned to a work site. In the Construction Division, the first year serves as a training period. After an initial four months of training on joining the company, new employees are assigned to work on-site in pairs under a system of “friendly competition”. In addition, we established the First-class Registered Architects School within the Company to support employees who want to acquire the qualifications.
Promotion of Health and Productivity Management
Given that the majority of employees at the Company are aged in their 50s to 60s, securing human resources is increasingly important, both for employees (and their families), to ensure that they can work with peace of mind, free of anxieties about their health, and also for companies, to ensure that they can support their core businesses. We have promoted a variety of initiatives related to health promotion and work-style reforms, but in May 2019, we strengthened these initiatives significantly based on a desire to become an organization in which all employees can fulfill their individual aspirations. We did this by enacting our Health Management Declaration, and striving to maintain the health of our employees and their families by promoting improved medical examinations, cancer prevention, and mental health care.
Tokyu Construction's Declaration on Health and Productivity Management
In formulating our Long-Term Management Plan “To zero, from zero” in order to achieve VISION 2030, we at Tokyu Construction have set human resources and organizations as one of our priority strategies. We regard human resources — our employees — as our most important asset.
We believe that the health of our employees and their families, as well as the people in our subcontractors and business partners across the entire supply chain, serves as the foundation of our efforts to achieve VISION 2030.
We will actively work to improve the health of our employees and their families, as well as the people in our subcontractors and business partners, in order to achieve sustainable growth for our company as well as to create a sustainable society as a whole.
Health and Productivity Management Structure
We have appointed a Chief Health Officer to oversee our health and productivity management. With the Human Resources Department at the core, we carry out initiatives aimed at promoting health and productivity in collaboration with occupational health physicians and public health staff. In addition, we have made the management structure more effective by working closely with the Work Style Reform Promotion Committee on initiatives to improve the work-life balance of our employees as an indispensable part of our health and productivity management.
Setting up Health Committees
At all of our workplaces (head office, branches, and Institute of Technology), we have established a Health Committee made up of representatives from both management and labor. The committees meet at least once a month to discuss measures to address issues related to employee health and the workplace environment. The results of investigations and discussion are reported to the Company.
Health Initiatives
We have been focusing on the following items to promote the health of our employees and their families. Note that workers are not treated favorably or unfavorably based on their response to these health programs.
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Enhanced health checkups
We are working to enhance health checkups in the belief that determining the health status and early detection and treatment of diseases are important in maintaining and improving the health of employees and their families. -
Promoting cancer prevention
We are working on promoting preventive measures against cancer in the belief that early detection is the key to cancer prevention. -
Enhanced anti-smoking measures
In order to reduce the impact of smoking on health, we are working on improving smoking areas to eliminate passive smoking and supporting employees who wish to quit smoking. -
Promoting mental health care
We are working on measures for better prevention and early detection of mental health issues. We have established an external consulting service to support and help resolve the wide range of concerns and worries of our employees through consultations with experts. (Consultations are carried out under conditions of confidentiality.) -
Initiatives to raise health awareness of employees
We are working on initiatives to raise health awareness. -
Optimizing working hours
We are working on reducing working hours through ICT and other means, in order to promote or improve health and enhance work-life balance.
As a result of these efforts, we have been recognized as “a company that considers and strategically engages in employee health and productivity management from a management perspective” and certified as one of 2023 Certified Health & Productivity Management Outstanding Organizations under the Large Enterprise Category by Japan’s Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi.
Health management performance and targets
Intellectual Exploration
(training and hiring change leaders)
Human resources with outstanding expertise are indispensable for strategic activities such as international business and real estate business, as well as for generating new business. To help us expand into new business domains and promote innovation, we are working to hire and train highly professional and autonomous individuals equipped with the ability to lead transformation processes, as well as expertise and professionalism, pride, passion, ambition, and the ability to follow through.
Alongside human resources, we see digital technology as a vital source of competitive advantage. Therefore, in addition to acquiring “digital human resources” from outside the company to enhance our digital technology capabilities, we have formulated a “Digital Personnel Training Plan” aimed at providing all employees with the digital skills they require.
Hiring and Training Human Resources through a Professional System
With our newly launched professional system that enables employees to shape their career paths, utilizing their particular expertise, the Company is able to acquire the skilled professionals that are vital to carrying out its various business pursuits from outside the company at a level of compensation commensurate with market value. Even within the company, individuals with high levels of expertise who can be expected to make a significant contribution to the performance of the Company or one of its divisions are rated as specialists and awarded compensation equal to or higher than that of a manager. This initiative has expanded the range of career options available to employees and opened up pathways to allow them to build up greater expertise.
Career Statement and Open Recruitment System
With the goal of accelerating growth based on their own career plans, we conduct “career statement” every year for managerial-track and general employees. We support the career development of employees by giving them the opportunity to share their career histories, aspirations, future goals, and dreams with seniors and the Human Resources Department and reflecting this information in the decisions on job reassignments and assignments, and training measures.
Reporting rate: 80.2% for FY2021, 87.9% for FY2022
The open recruitment system, under which departments recruit needed personnel from within the company, provides an opportunity for employees to raise their hands and challenge the department’s requirements on their own initiative, allowing them to expand their careers autonomously.
Tokyu Group Human Resource Exchange Training
We send employees to joint training programs that also serve as personnel exchanges with employees of Tokyu Group companies across a wide range of industries. The program is designed to provide opportunities for exchange between next-generation managers of the Tokyu Group and the young employees who will shape the Group’s future, with the expectation that all participants will grow as managers who will continue to live up to the ideals of the Tokyu Group through learning with and supporting other participants. There is also joint training with companies outside the Group. Through these kinds of personnel exchanges, we provide employees with opportunities to acquire experience and know-how that the Company does not currently possess, as well as to expand their career choices.
Development of global human resources
With the aim of fostering human resources who can work effectively in overseas settings, which is essential for actively expanding the Company’s business overseas, we are expanding relevant education programs, including overseas work experience. In addition to the existing overseas trainee system for mid-level employees, in FY2015 we established an overseas internship system to increase the motivation of young employees to work overseas, sending off several employees every year to work on projects overseas. As well as providing opportunities to acquire knowledge of local laws and international contract agreements (FIDIC) required for overseas projects, we have organized an online English conversation content since FY2018 to improve the language skills of motivated employees.
Digital Human Resource Development System
We see digital technology, along with human resources, as a key source of competitive advantage. For this reason, we promote the hiring and training of “digital human resources” to strengthen the Company’s digital technology capabilities. So, to improve the digital skills and literacy of all employees so that they can play a more active role in the transformation and challenges of the digital revolution, we have formulated a human resource development plan specifically for digital skills.
Diversity and Inclusion
We are promoting the creation of workplaces in which diverse human resources can fully express their abilities. Through this, we aim to foster a corporate culture that can make effective use of the wide-ranging perspectives and values possessed by a diversity of individuals in order to expand into new business areas and promote innovation, as well as to better respond to changes in economic conditions and all the various demands of customers and other stakeholders.
Promoting Women’s Success in the Workplace
We formulated an action plan (implementation period: from April 1, 2023 to March 31, 2026) and set targets based on the results of an assessment of present conditions and an analysis of issues under Japan’s Act on Promotion of Women's Participation and Advancement in the Workplace. As a result of promoting the hiring of women in accordance with our previous plans, both as new graduates and mid-career hires, the number of female employees grew to 314 in FY2022, an increase of 30% in the past four years.
We are working to create systems and improve the workplace environment so that our female employees can fully use their skills and succeed in their professional lives. In the training for female employees, we provide opportunities for growth that correspond to each stage of their careers, such as training to motivate them to take on new challenges and help them visualize themselves 10 years from now as they proactively build their careers, external exchange-type training to support their advancement toward leadership roles in anticipation of promotion to management positions, and one-on-one mentoring by specialized coaches.
In October 2021, we obtained the Eruboshi certification based on the Act on Promotion of Women’s Participation and Advancement in the Workplace. This certification is awarded to companies demonstrating excellence in implementing initiatives aimed at promoting the advancement of women.
Support for employees from countries other than Japan
We regularly hold training to understand the needs of employees from countries other than Japan hired on an ongoing basis and provide a platform to support them in resolving their concerns and problems.
A major issue faced by the employees is the stress arising from differences in communication and customs. In order to resolve these issues, we hold lectures on Japanese communication and culture, as well as meetings to exchange opinions, share concerns and receive advice from senior employees from other countries. Senior employees will continue to take the lead in supporting the active participation of employees from other countries, regardless of their nationality.
Promoting Understanding of Sexual Minorities
As part of our efforts to foster a workplace environment and culture that accepts the values and diversity of all people, respects the individuality of every person, and allows a wide diversity of employees to maximize their potential, we prohibit all forms of discrimination and harassment of sexual minorities, relating to sexual orientation, gender identity, gender expression, etc. This policy is aimed at creating a workplace environment in which everyone can play an active role, by effectively harnessing the rich variety of perspectives and values arising from individual differences.
Our Approach
- Message from the President regarding the prohibition of discrimination against sexual minorities and the promotion of diversity, inclusive of sexual minorities
- Prohibition of discrimination against sexual minorities (clearly stated in Work Rules)
Any behavior that harms the working environment of other employees as a result of any kind of harassment in the workplace, whether vocal or physical, relating to sexual orientation, gender identity, or gender expression, is prohibited. - Implementation of education about sexual minorities for all executives and employees to promote understanding
In addition to promoting understanding of sexual minorities through e-learning for all employees, we conduct training for executives and employees to ensure deeper understanding and to help create an appropriate work environment. - Introduction of partnership rules to extend marriage, family leave, and various other benefits to partners in same-sex and de facto marriages
Even if a relationship is not legally recognized as a marriage, as long as certain criteria are met, couples can be recognized as a “partnership” and receive the same treatment as a legally married couple in terms of leave entitlement, various benefits, and other personnel matters. - Establishment of an external consultation hotline
This hotline allows employees to express concerns and worries related to issues of sexual orientation, gender identity, and gender expression in the workplace. This service is available not only to sexual minority employees, but also to their partners, family members, and seniors in the Company. - Sponsorship of events to promote the Company’s understanding of sexual minorities
The Company has endorsed the activities of Tokyo Rainbow Pride as a corporate sponsor of the event.
As a result of its efforts, Tokyu Construction was the first general contractor to receive the highest “Gold” rating in the PRIDE Index 2022, reflecting the Company’s initiatives relating to LGBTQ and other sexual minorities.
Definition of “sexual minority”
A person belonging to any kind of sexual minority, so it is considered a more inclusive term than LGBTQ.
PRIDE Index
"work with Pride," a voluntary organization in Japan, developed the index in 2016 to help create welcoming work environments for LGBTQ+ employees across the companies and organizations nationwide. Under the acronym PRIDE, the five performance indicators stand for policy (commitment to action), representation (LGBTQ+ community), inspiration (raising awareness), development (human resource policies and programs), and engagement/empowerment (social citizenship and public relations)
Source: PRIDE Index, work with Pride (work with Pride Secretariat)
The acronym “LGBTQ”
Lesbian, Gay, Bisexual, Transgender, Questioning, Queer, and other people whose sexual orientation or gender identity is atypical. It is a generic term for sexual minorities.
Employment of Persons with Disabilities
We continue to employ people with disabilities under the philosophy of realizing an inclusive society where anyone can be part of society through work.
Employment rate as of March 31, 2023: 2.69%
Organizational Culture Reform
To create an environment in which human resource development that leads to the strengthening of on-site capabilities for promoting our core construction business and the hiring and training of human resources to lead strategic and new businesses are implemented effectively and continuously, we are working on organizational culture reform to “prepare fertile soil” for supporting a variety of measures.
Work-style Reform Initiatives
Under the leadership of our Work-style Reform Promotion Committee, we are working to reduce working hours in anticipation of the overtime working hours limit that is set to take effect in April 2024. At workplaces where there is particularly strong tendency to work long hours, we are striving to ensure a policy of “closed eight days in four weeks (five-day work week)” by practicing construction management that makes full use of ICT/IoT technology and improving work efficiency through the use of thought process innovation and tools. We have also adopted systems such as flextime, telecommuting, and intervals between shifts, to try and create a workplace environment that allows employees to work more productively and more efficiently through the freedom to choose from various work styles according to their circumstances. In accordance with the belief that a greater health consciousness affects the way we work, this approach to work-style reform is inseparable from the promotion of health management. We are therefore trying to make this promotion system even more effective by facilitating closer collaboration between the Work-style Reform Promotion Committee, the Chief Health Officer, and the Management Meeting.
Achieving Work-life Balance
People have diverse values regarding work-life balance. We respect our employees’ right to choose diverse lifestyles, on the condition that they will fulfill their responsibilities and duties as employees. We also consider it essential to create the working conditions that allow employees to have such a choice. We are working to improve our human resource policies for employees involved in child/family care, by looking at the leave rates and feedback from those who have taken such leaves.
In addition, we have formulated an action plan to create a welcoming work environment that enables employees to fully use their skills while balancing work and child/family care.
Number of employees taking parental leave
2020 | 2021 | 2022 | ||||
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No. of ppl | Take up rate | No. of ppl | Take up rate | No. of ppl | Take up rate | |
Number of employees taking childcare leave | 14 | 18.4% | 26 | 41.9% | 37 | 50.7% |
Femal | 11 | 100.0% | 9 | 100.0% | 11 | 100.0% |
Male | 3 | 4.6% | 17 | 32.1% | 26 | 41.9% |
Rate of return from childcare leave | 100% | 100% | 100% |
Action Plans based on Japan’s Act on Advancement of Measures to Support Raising Next-Generation Children
We have developed the action plan to enable employees and workers to make the most of their abilities, by creating a good working environment that encourages them to balance work and family responsibilities.
Improvement of Employee Engagement *1
Engagement ratings*2 are used as indicators of progress in human resources strategies, based on the belief that as various measures based on human resource strategies linked to business strategies prove fruitful, resulting in improved business performance and higher corporate value, employee engagement also improves.
Since 2018, we have been conducting regular surveys of all Group employees to gauge the consciousness of employees across the Group. Using the results to visualize the condition and organizational issues of each department leads to organizational improvement activities. With the goal of improving psychological safety within the organization and creating an environment in which improvements and new ideas can be easily generated, we provide various kinds of support to managers to help them solve problems autonomously. We do this by promoting team dialogue through feedback on survey results that serve as a foothold for making organizational improvements.
Engagement Rating*2
FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | FY2030 target |
|
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Rating | BB | BB | BBB | BB | BB | AAA |
Number of Measured | 2,418 | 2,639 | 2,687 | 2,704 | 2,759 | - |
Response Rate | 89.6% | 93.7% | 94.3% | 93.3% | 95.6% | - |
Trends/Strengths of the Entire Tokyu Construction Group
- High level of satisfaction toward contributing to society and having rewarding work
- A large number of employees feel a sense of unity with shared goals at the workplace
- 1 While the term generally refers to the concept of mutual trust and contribution between a company and its employees, Tokyu Corporation defines it as "the willingness of each employee to contribute by understanding the company's strategies and goals appropriately and voluntarily exerting his or her abilities.
- 2 The engagement rating is based on Motivation Cloud by Link and Motivation Inc. BB is the fifth rating from the top out of 11 rating levels, BBB is the fourth and AAA is the highest rating.
To solve problems and promote organizational improvements based on the results of engagement surveys, we believe that it is necessary to recognize the role of managers anew and to penetrate their leadership to realize the creation of an effective organizational environment. This is done by conducting training for managers on understanding the role of a supervisor and practicing “servant leadership.” This is based on the concept of “servant-style leadership,” in which a leader serves the members of a team, as they play a leading role, before guiding them. By deploying successful examples of organizational improvements after training courses to the entire company, we are expanding the concept of “servant leadership” to foster psychological safety in the organization.
Human Rights Initiatives
We conduct training for new employees every year aimed at providing them with a deeper understanding of human rights. We also use e-learning to conduct training for all employees to promote and establish our human rights policy.