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Human Resource Development and Creating an Energetic Workplace

Human Resource Development and Evaluation


We regard our employees as the most important management resources for achieving sustainable growth of our group. We maintain a long-term human resource development system in accordance with our Basic Human Resources Development Policy and a fair evaluation system to support the performance of all our human resources. These systems reflect diverse individual characteristics and values, regardless of nationality or gender.

Basic Policy Concerning the Development of Human Resources

Our aim is to develop human resources that are highly regarded both inside and outside the company. In principle, human resources will be:

  1. Developed through on the job training supplemented by off-the-job training
  2. Developed to inherit the roles of their predecessors, playing central roles in the future in each field and at each level
  3. Developed to take action in constant consideration of group management
  4. Developed to global standards of competence
  5. Developed to protect the environment and to serve society by assuming active roles in CSR initiatives
  6. Encouraged and assisted to develop their motivation and to adopt broader perspectives through self-development

Human Resource Development

We implement company-wide measures, including group training by position, and the development of global human resources. We also introduce measures aimed at developing the individual potential of each employee as a basis for energizing the organization. These efforts provide our employees with opportunities for personalized learning experiences that foster autonomy and independence, and ultimately raise their motivation to the next level. We actively encourage and create environments in which employees can freely make decisions about their careers during their work and training.

In addition, all employees are requested to submit annual self-appraisals in which they can detail their future career development aspirations, worksite preferences and family considerations. This helps us improve the working environment so they can fully demonstrate their abilities and we can retain their long-term services.

Characteristics of Ideal Employees

From the standpoint of human resource development, we have identified the following three desirable characteristics and traits for revolutionizing the company and creating a dynamic Taiheiyo Cement.

Self-confident individuals with a strong sense of purpose who will contribute to the sustainable growth of the group
  1. Individuals with innovative ideas, strong leadership and the ability to take bold actions
  2. Individuals who can play an active role in the global arena
  3. Individuals who can contribute to group management

Education/Training-Related Expenditure per Employee (Non-consolidated)

(Unit: Thousand yen)

FY2019 FY2020 FY2021
74 75 34

*Expenditure was lower in FY2021 since training was postponed or moved online due to the COVID-19 pandemic.

Human Resource Evaluation System

We have adopted a human resource evaluation system that prioritizes development over compensation. The system assists employees in deepening their understanding of their evaluation results through feedback. It also strongly emphasizes the exchange of opinions between evaluators and employees, who share their thoughts on issues such as identifying areas for future development.

We have been implementing a management (HR evaluation) training program since FY2008 to enhance the evaluation, development and management of skills of evaluators. As of the end of FY2021, 810 people had participated in training under this program.

Employee-friendly Workplaces


Flexible Work Arrangements

We are striving to provide flexible work arrangements by adopting various employment systems that will enable our employees to enhance work-life balance.

Support for Childcare and Caregivers

We established a long-term leave system in 2017 for employees who have no choice but to give up their careers due to unavoidable circumstances such as relocating for their spouse’s job or childcare. We also operate a reemployment system for employees who leave their jobs due to child or family care. In addition to our childcare/family-care leave, we have instituted measures that support employees who do not want to take leave, such as telecommuting, flextime, shortened work hours, and starting work early or finishing late.

Responding to the Act for Measures to Support the Development of the Next Generation

Since FY2006 we have been formulating general business owner action plans based on the Act for Measures to Support the Development of the Next Generation. After gaining our first “Kurumin” certification in 2017, we achieved the targets for promoting the use of annual paid leave and encouraging male employees to take childcare leave set in the general business owner action plan during its fifth term, from April 2017 to March 2019, and its sixth term, from April 2019 to March 2021. We also met multiple certification criteria such as the rate of childcare leave taken and levels of overtime work. In recognition of our efforts we have gained our third “Kurumin” certification. Also, in FY2022 we started implementing various efforts in accordance with our seventh general business owner action plans.

General Business Owner Action Plans

April 1, 2021 to March 31, 2023 (2 years)

Target Measures
1 Encourage employees to
take annual paid leave
Systematically provide annual paid leave,
set days when employees are encouraged to
take annual paid leave
2 Encourage male employees to
take childcare leave
Run a portal site in support of
the continuation of employment which systematically introduces internal systems, actively encourage employees to take the childcare leave they are entitled to

Main Work Systems that Allow Flexible Work Arrangements
  • Telecommuting system
  • Flextime system
  • Discretionary labor system
  • Half-day paid vacation
  • “Special Reserved” leave (use of accumulated paid leave that has expired)
  • Refresh System
  • Human resource management system with region-limited employment option

eave Taken and Work Hours(Non-consolidated)
Items 2018 2019 2020
Number of employees who took childcare leave
(male employees in parentheses)
22 (8) 24(17) 18(8)
Childcare leave rate for female employees 100% 100% 100%
Rate of annual paid leave taken 67.60% 78.50% 74.50%
Overtime work (monthly average) 16.7 hours 17.4 hours 17.5 hours

Support for Volunteer Activities

In June 2012 we formulated a volunteer activity leave scheme and have been supporting volunteer activities undertaken by employees. A total of 44 employees have taken this leave as of FY2021.

Initiatives to Promote Employee Health

In March 2018 the company formulated the “Taiheiyo Cement Group Commitment to Health” as its policy for employee health. Under the commitment we have since undertaken initiatives based on the “Kenkokeiei*” concept to maintain and improve the mental and physical health of every employee.

*Kenkokeiei (Health Management) is a trademark of the NPO Health Management Study Group.

Taiheiyo Cement Group Commitment to Health

The Taiheiyo Cement Group regards its employees as key management resources (“human assets”) and intends to be a corporate group in which every employee can enthusiastically work while maintaining their mental and physical health.

Mental Healthcare

We provide mental health checkups for all our employees (consultation rate: 96.7% in FY2021). Mental healthcare is a key focus in our initiatives to promote employee health. We also conduct workshops focused on maintaining mental health. In addition, we offer free counseling services on mental health to employees and their families under a contract with the company’s healthcare trust for this purpose.

Promoting Hygiene and Good Health

We conduct annual health examinations for all employees in accordance with the Industrial Safety and Health Act. As in FY2019 and FY2020, the attendance rate in FY2021 was 100%. When it is deemed necessary, we encourage the employee to undergo a more thorough examination and provide guidance on how to make lifestyle improvements.

Moreover, as part of the initiative, we hold nutrition seminars at each business site, provide information through our in-house newsletter and distribute pamphlets that boost health awareness.

Employee Awareness Survey

With the aim of boosting our employees’ job satisfaction we conducted an employee survey every two years from FY2014 to FY2018. We are discussing details to implement it more effectively in FY2022.

Our Employees


Employees (as of the end of FY2021)

(Unit: person

Male Female Total
Non-consolidated Permanent employees 1,633 205 1,838
Temporary employees 65 8 73
Consolidated Permanent employees 10,991 1,595 12,586
Temporary employees 803 255 1,058

Average Length of Employment for Employees (as of the end of each fiscal year)(Non-consolidated)

(Unit: person)

FY2019 FY2020 FY2021
Male 20.4 20.0 19.2
Female 13.1 12.3 12.3

Number of Employees in Management Positions (as of the end of each fiscal year)(Non-consolidated)

(Unit: person)

FY2019 FY2020 FY2021
Male 767 760 759
Female 3 5 8

Number of Newly Graduated Employees(Non-consolidated)

(Unit: person)

FY2019 FY2020 FY2021
Male 68 91 91
Female 24 18 18

Number of Newly Hired Mid-career Employees(Non-consolidated)

(Unit: person)

FY2019 FY2020 FY2021
Male 6 9 11
Female 7 0 0

Sound Labor-Management Relations


All employees who have entered into a labor agreement with the company are union members. As and when required we hold labor-management consultation and briefing sessions that provide opportunities for labor and management to exchange opinions and negotiate issues on the basis of mutual trust and understanding. These sessions encompass not only labor contract negotiations but also explanations of corporate performance, revisions to wages and bonuses, and amendments to systems and rules. We aim to improve communication between labor and management via these sessions. In addition, four specialized committees have been set up for labor-management consultations and provide opportunities for active negotiation and exchanging views between labor and management.

Aims of Specialized Committees
Committee Aims
Committee on human resources and the treatment of employees Review the entire personnel system and the treatment of employees
Committee on employment and employment formats Examine the operation of personnel/labor management systems in the context of diversifying employment and employment formats
Committee on work hours Examine problems concerning work hours and work hour management, and the response to laws related to work hours
Committee to promote workplace diversity Examine the measures necessary to promote diversity in the workplace

Direct Communication between Executive Officers and Employees

In FY2021, the Stakeholder Communication Committee hosted a roundtable discussion for female executives and female employees as part of its action to stimulate communication.

As one of our initiatives to achieve the workplace diversity targets in our CSR Objectives for 2025 (a ratio of at least 30% female employees hired with no area restrictions on their work, a ratio of female to male employees of at least 10%, and a 10% ratio of newly appointed female managers), we provided a forum for Ms. Koizumi (one of our directors), Ms. Mitani (one of our corporate auditors) and 12 female employees to engage in frank exchanges of ideas on topics such as career advice and how to balance work and life events.

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