We believe that enhancing and maintaining the motivation of diverse human resources to contribute to business performance will lead to the enhancement of corporate value over the medium to long term, and we are promoting investment in people by considering human resources as "capital."
We will implement human capital management by developing initiatives that are conscious of the linkage between our management strategy and human resources strategy, providing employees with opportunities to continue working with peace of mind, achieve self-growth, and feel a sense of contribution.
Human Resource Development
Human Resource Development Policy
We aim to develop human resources who can demonstrate their individual abilities to the fullest and be successful both inside and outside the company.
- Supporting "personal" growth by fostering autonomy and self-reliance among our diverse human resources.
- Developing human resources through on the job training supplemented by off-the-job training.
- Developing human resources to inherit the roles of their predecessors, playing central roles in the future in each field and at each level.
- Developing human resources to take action in constant consideration of group management.
- Developing human resources to global standards of competence.
- Developing human resources to protect the environment and to serve society through the promotion of sustainability.
In order to realize our Human Resource Development Policy, we provide training across the entire company (as shown in the diagram below). Regarding on-the-job training, which is the foundation of human resource development, we have clearly indicated skill maps for each area of work in which employees are engaged and utilize them in on-the-job training in the workplace. For off-the-job training, which complements on-the-job training, we provide various training programs and support for the development of individual skills. We provide individual learning opportunities that foster autonomy and self-reliance, thereby creating a corporate culture that motivates employees to grow and proactively find the pillars of their careers.
| Materiality Goals/KPIs and Other Goals | FY2022 | FY2023 | FY2024 |
| Education hours per employee: at least 20 hours | ─ | 14.8 hours | 23.3 hours |
| Education expenditure per employee: at least 80,000 yen | 42,000 yen | 60,000 yen | 74,000 yen |
In order to develop human resources that will contribute to increased corporate value, we support the growth of our employees through training programs for each job level, global human resource development programs, and selective off-site training programs to develop human resources. In addition, we support employees' self-directed learning by providing e-learning that can be used for reskilling, as well as clearly indicating the necessary qualifications in skill maps for each business area, and providing support systems for acquiring qualifications and taking correspondence courses.
Policy and Operational Structure
Based on the belief that understanding and empathy with the values of the Taiheiyo Cement Group, including its mission and future vision, and increasing the motivation of employees to contribute to the company will contribute to sustainable corporate growth, we are promoting the creation of a vibrant and comfortable workplace that respects human rights and diversity.
In June 2023, we introduced an employee engagement survey to visualize challenges related to improving employee engagement from the perspectives of whether the workplace environment and ease of work are improving, whether there are changes in awareness regarding work styles, and how we compare with other companies, and to link this to the review and implementation of various measures.
Using Atrae, Inc.'s "Wevox"
| Materiality Goals/KPIs and Other Goals | FY2023 | FY2024 |
| Taiheiyo Cement’s engagement scores | 66.8 | 67.8 |
| (Benchmark score*) | (69.4) | (69.3) |
2nd engagement survey
The engagement score in May 2024 was 67.8, which is 1.5 points lower than the benchmark score* of 69.3. However, it has increased by 1 point compared to the first survey in June 2023.
Looking at the results by category, while improvements are needed in areas such as "Providing Career Opportunities" and "Culture of Challenge" within the Organizational Climate category, our strengths in areas such as "Stress Response" within the Health category, and "Work-Life Balance" and "Satisfaction with Salary" within the Environment category, were reaffirmed from the previous survey.
We will continue to conduct engagement surveys on a regular basis and, while checking the scores, each department will deploy a PDCA cycle of analyzing organizational challenges, formulating and implementing action plans, and evaluating and verifying the effectiveness of such plans, aiming to improve employee performance, revitalize the organization, and increase corporate value over the medium to long term.
* Average overall score of companies using Wevox in all industries and with 1,001 to 5,000 employees
Promotion of work-life management
Employee wellbeing is the source of our sustainable growth. To create a workplace where each employee can work with a sense of fulfillment and make an active contribution, we have introduced various systems to realize flexible work styles and promote work-life management for our employees.
Operational Structure (Various Employment Systems)
- Flextime system (Core time: 11:30 a.m. to 1:30 p.m. (headquarters, branches, etc.))
- Telecommuting system
- Inside side job system
- Outside side job system
- Shortened work hours in order to care for children up to sixth grade of elementary school (hours can be shortened by up to 3 hours/day in 10-minute increments)
- Shortened work hours in order to provide nursing care to family (hours can be shortened by up to 3 hours/day in 10-minute increments, for a total of 3 years per person requiring care)
- Exemption from overtime work in order to care for children under 3 years old
- Restriction on overtime work, exemption from late-night work, and staggered work hours in order to care for children up to sixth grade of elementary school
- Exemption and restriction on overtime work, exemption from late-night work and staggered work hours in order to provide nursing care to family
- Half-day paid vacation
- “Special Reserved” leave (purposes of use: medical care, nursing care, physical checkups, fertility treatment, self-development, etc.)
- Child nursing/nursing care leave (ten days per year)
- Fertility treatment leave system
- Volunteer activity leave
- Personnel management systems for each course, including arealimited positions (with course change system)
- Maternity leave and childcare leave system (up to two years and one month)
- Nursing care leave system (for a total of two years per person requiring nursing care)
- Work-life management leave
- Career comeback system (reemployment system)
- Referral recruitment, alumni recruitment, etc.
| Materiality Goals/KPIs and Other Goals | FY2022 | FY2023 | FY2024 |
| Raising ratio of annual paid leave taken: At least 70% | 73.2% | 77.5% | 83.6% |
| Raising ratio of male employees taking childcare leave: At least 80% | 18% | 60% | 54% |
Support for side jobs both inside and outside the company
We have introduced a system that allows employees to work side jobs, both inside and outside the company. We expect this system to promote the autonomous formation of diverse careers and increase engagement by allowing employees to demonstrate their strengths and take on tasks that are in line with their interests.
Increasing Understanding of the Systems
We have an exclusive website for our employees regarding the various systems called "Kirakira Palette" in order to increase awareness of the various systems that can be utilized for worklife management. We will strive to enhance the content of our information provision platform, which allows employees to access information on childcare, nursing care, health, selfdevelopment, and other life support, regardless of time or place.
Support for balancing work and childcare/nursing care
To enable employees to balance work and childcare/nursing care, we have introduced a shortened working hour system for childcare up to the completion of the sixth grade and for nursing care up to a total of three years (per person requiring nursing care). We are working to make the system easier to utilize by, for example, allowing employees to choose to work shortened hours under the flextime system (at the headquarters, branches, etc.). In addition to leave for childcare and nursing care, we also provide a long-term leave system (work-life management leave) for accompanying a spouse on a new assignment to support worklife balance.
Support for taking childcare leave (Maternity/childcare leave follow-up interviews)
We have introduced "maternity/childcare leave follow-up interviews" to further promote the creation of an environment where it is easy to take childcare leave. This is an initiative to comprehensively support employees from pregnancy to after returning to work, in which the person taking leave and their supervisor take the initiative in conducting interviews. By disseminating information about our childcare-related systems and facilitating close communication between employees and supervisors during the interviews, we deepen mutual understanding and support employees so that they can take leave with peace of mind and smoothly return to work.
Interviews will be conducted with employees who have expressed their intention to take childcare leave,
or are considering doing so, after they have notified the company of their pregnancy.
| Interview format | Face-to-face or online |
| No. of interviews | Up to 4 times (30-60 minutes/session) |
| Interview participants | The person taking leave, their supervisor, and human resources personnel |
Promoting Health and Productivity Management (H&PM)
We have been committed to promoting H&PM since FY2019, and in September 2022, we revised our Health-Conscious Management Declaration towards further promoting H&PM. Currently, based on our Health-Conscious Management Declaration, the President and Representative Director is the chief health management officer, while the Human Rights & Labor Practices Committee, a subcommittee of the Sustainability Management Committee under the direct control of the Board of Directors, plays a central role in the company's efforts to create a rewarding workplace while striving to maintain and promote the health of permanent employees and their families, regarding our employees as our most important capital. Specifically, in each fiscal year, we promote H&PM through the PDCA (Plan-Do-Check-Act) cycle by establishing a H&PM action plan, implementing the measures, verifying their effectiveness, and reflecting the results in measures for the next fiscal year. We will continue to maintain and improve the health of our permanent employees and their families, create a rewarding workplace, revitalize our organization, and improve productivity, while strengthening cooperation with the Taiheiyo Cement Health Insurance Association and the Taiheiyo Cement Labor Union, led by the Human Rights & Labor Practices Committee and underpinned by our Health-Conscious Management Declaration.
Taiheiyo Cement Group Health-Conscious Management Declaration
The physical and mental health of our employees and their families is a prerequisite for us to realize our mission of contributing to social infrastructure development by providing solutions that are environmentally efficient, enhancing our competitive position and bringing value to our stakeholders. We hereby declare that we regard our employees as “human capital” and that we will work to maintain and improve their health and that of their families, and aim to create a rewarding workplace where employees can fully demonstrate their abilities.
April 2024
TAIHEIYO CEMENT CORPORATION
Yoshifumi Taura, President and Representative Director
Fundamental Policies
- Under our Health Management Declaration, the Taiheiyo Cement Group, led by the Human Rights & Labor Practices Committee, will work with each business site to promote efforts to maintain and improve the health of employees and their families and to create a rewarding workplace.
- Employees will enhance their physical and mental wellbeing and improve their quality of life by actively working to maintain and improve their health and that of their families.
To enable us to effectively and efficiently promote health management, we have identified key issues to be resolved as well as key performance indicators (KPIs), and created visual representation of our flow of efforts to resolve these key issues.
H&PM Action Plan for FY2024
We formulate an annual H&PM action plan to maintain and promote the physical and mental wellbeing of each and every employee. In the FY2023 plan, we will focus on health literacy education. We will provide e-learning to all employees on the themes of "health literacy, exercise habits, dietary habits, health-related issues unique to women, sleep, smoking, and mental health (for general and managerial positions)."
| Item | Content |
|
Health checkups |
|
|
Specific health guidance |
|
|
Health literacy education |
|
|
Measures to prevent lifestyle-related diseases |
|
|
Measures to reduce smoking rates |
|
|
Measures to prevent mental health disorders |
|
| Materiality Goals/KPIs and Other Goals | FY2022 | FY2023 | FY2024 |
| Ratio of employees receiving periodic health examinations: 100% | 99.9％ | 99.9％ | 99.9％ |
| Secondary checkup participation rate: 100% | 64.6％ | 72.0％ | 96.2％ |
* Calculation results were reviewed and retroactively revised
Various publicly declared indicators related to H&PM
| Classification | Results | FY2022 | FY2023 | FY2024 | |||
| Results | Results | Targets | Results | ||||
|
Indicators related to the progress of measures to invest in health |
Rate of employees receiving regular health checkups | 99.9% | 99.9% | 100.0% | Scheduled to be released in 2025 | ||
| Rate of employees receiving detailed testing after regular health checkups | 72.0% | 96.2% | 100.0% | ||||
| Rate of employees receiving stress checks | 96.4% | 97.3% | 100.0% | ||||
| Rate of participation in walking events (*detailed in Main Initiatives) | 6.8% | 42.5% | 70.0% | ||||
| Rate of employees receiving specific health guidance | 24.9% | 25.8% | 50.0% | ||||
| Average rate of utilization of annual leave | 77.5% | 83.6% | 70.0% | ||||
| Ratio of employees taking e-learning (*(5) Introduction to our Initiatives - Detailed information on E-learning related to health literacy) |
83.4% | 87.9％ | 100.0％ | ||||
| Of which | Health-related issues specific to women | ー | 83.4％ | ー | ー | ||
| Mental health | 83.4% | 89.0％ | ー | ー | |||
|
Indicators related to changes in employee awareness and behavior |
Indicators related to changes in employee awareness and behavior Health checkup questionnaire *Eligibility: 40 years and over |
Smoking rate | 29.3% | 28.1% | 26.0% | Scheduled to be released in 2025 | |
| Rate of alcohol consumption (occasional/daily) | 74.4% | 75.3% | 70.0% | ||||
| Rate of employees who exercise (for 30 minutes or more) |
26.9% | 30.1% | 30.0% | ||||
| Rate of employees who eat breakfast | 80.8% | 81.8% | 85.0% | ||||
| Health examination results | Rate with a BMI of 25 or higher | 31.9% | 30.8% | 30% or less |
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| Rate of findings | Systolic blood pressure (upper) mmig | 28.3% | 27.9% | 25％ or less |
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| Systolic blood pressure (lower) mmHg | 23.4% | 21.2% | 19％ or less |
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| LDL cholesterol | 48.7% | 46.3% | 45％ or less |
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| HDL cholesterol | 4.5% | 5.3% | 3％ or less |
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| Triglycerides (TG) | 19.7% | 20.7% | 18％ or less |
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| AST（GOT) U/L | 14.2% | 14.6% | 14％ or less |
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| ALT（GPT) U/L | 26.5% | 25.2% | 25％ or less |
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| Blood glucose | 42.0% | 35.0% | 34％ or less |
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|
Health-related ultimate goal indicators |
Rate of absence from work due to injury or illness (absenteeism) | Percentage of days absent from work due to mental health issues, injury or illness, etc. | 9.35‰ | 6.89‰ | 5.00‰ | Scheduled to be released in 2025 | |
|
Work performance due to mental and physical illness (presenteeism) |
Self-evaluation of one’s work over the past four weeks, assuming work performance when not sick or injured as 100% |
Response (average) | ー | 78.7％ | 80.0% | 79.2％ | |
| No. of people measured | ー | 2268/2583 people |
ー | 2311/2589 people |
|||
| Response rate | ー | 87.8％ | ー | 89.3％ | |||
| Work engagement * Measured using the Brief Job Stress Questionnaire * For the number of employees measured and response rate, refer to the stress check participation rate |
Q. I feel full of energy when I am working | ー | 2.7/4 points |
3.0/4 points |
2.7/4 points |
||
| Q. I feel proud of my job | ー | 2.2/4 points |
3.0/4 points |
2.3/4 points |
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| Ratio of employees with high stress | 9.3% | 9.9% | 7.0% | Scheduled to be released in 2025 | |||
Indicators related to occupational health and safety
Click here for details on “Occupational Health & Safety”
General evaluation
Since fiscal 2022, we have been focusing on measures to prevent lifestyle-related diseases, and in particular, calls at each business site for walking events have been effective, and the participation rate has increased. Along with this, we are seeing positive results, with an increase in the ratio of regular exercisers and a decrease in the ratio of employees with a BMI of 25 or higher. As a further initiative, in fiscal 2023, we will promote Health and Productivity Management by implementing e-learning on seven themes related to health literacy in order to provide opportunities to deepen knowledge and understanding about health.
On the other hand, the secondary examination participation rate and specific health guidance implementation rate remain low, as they were last year, suggesting that there is insufficient care for employees who need measures to prevent illness or improve their lifestyle habits. From fiscal 2023, we plan to implement initiatives to encourage employees to change their health awareness and behavior by encouraging employees to undergo secondary examinations and participate in specific health guidance through the office organization.
From FY2023, we began measuring presenteeism and work engagement, which we have positioned as our final health-related target indicators along with the absence rate due to injury or illness (absenteeism) and the ratio of employees with high stress, which we have been measuring continuously. In the future, we will examine the correlation and causal relationship between these numbers and each Health and Productivity Management initiative.
(1) Introduction to our Initiatives
Measures to prevent lifestyle-related diseases
The results of Taiheiyo Cement’s own health checkups (main results) show high rates of findings in the areas of BMI, LDL cholesterol, and neutral fat, indicating a certain need to improve exercise and dietary habits, etc. In FY2022, to improve exercise and dietary habits, we plan to maintain and promote employee health by emphasizing walking events and strengthening introduction of exercises to promote eating in moderation and healthy individuals, health literacy education through e-learning programs, and so on.
(2) Introduction to our Initiatives
Walking events
Investment Amount for the Fiscal Year 2024: 842,000 yen
As part of measures to prevent lifestyle-related diseases, we hold walking events 3 times a year (using a smartphone pedometer app) to promote the firm establishment of exercise habits. Participants compete in individual and group competitions, and in addition to the top finishers, there is also the Taiheiyo Cement President's Award, for which the President randomly selects the winning criteria. We are eager to re-energize these events by presenting wonderful prizes and devising ways for everyone to enjoy them.。
(3) Introduction to our Initiatives
Eat in Moderation Day
Once a month, we have set up a "Eat in Moderation Day" for measures to encourage employees to eat in moderation. The "Eat in Moderation" movement is an exercise to prevent excessive food intake, due to concerns about the danger of eating to the point of fullness, which can increase the risk of lifestyle-related diseases such as obesity and diabetes. Specifically, the campaign is implemented throughout Taiheiyo Cement to improve dietary habits by promoting thorough chewing of foods, eating foods high in dietary fiber such as vegetables and seaweed, and enjoying single-serving portions.
(4) Introduction to our Initiatives
Measures to reduce smoking rates
As part of measures to reduce smoking rates, we are implementing measures to reduce smoking rates in order to reduce the risk of health problems caused by smoking and to prevent passive smoking. Specifically, we are implementing (1) referrals to outpatient clinics to quit smoking; (2) subsidies for outpatient treatment to quit smoking; (3) free provision of anti-smoking supplements and aids; and (4) events to promote quitting of smoking.
(Men of 40 Years And Over)
(Women of 40 Years And Over)
(5) Introduction to our Initiatives
E-learning related to health literacy
Investment amount in fiscal 2024: 3,500,000 yen
As an initiative in fiscal 2023, we conducted health literacy education via e-learning to provide opportunities to develop health literacy, which is the ability to identify, understand, and utilize accurate information regarding health and medical care. The program covered seven themes: “health literacy, exercise habits, dietary habits, health-related issues specific to women, sleep, smoking, and mental health (for general staff/managers)” and achieved a high participation rate in all subjects.
(6) Introduction to our Initiatives
Mental health measures
As part of mental health measures, we (1) ensure our employees are aware of the mental health consultation service; (2) ensure employees are aware of stress checks and recommending that they take them (including interviews with occupational physicians for high-stress employees and workplace analyses at each workplace); and (3) providing health literacy education specifically tailored to mental health(e-learning).
| Internal | Industrial physician |
| External | Taiheiyo Cement Health Insurance Consultation Line (telephone and online) * Family members of employees are also eligible |
(7) Introduction to our Initiatives
Holding seminars on health
We held a health seminar on diet at our headquarters building and relayed online to other offices. As many as 93% of the participants felt they would like to improve their eating habits because of the seminar, and we will continue to implement initiatives to raise employees' awareness of health.
External lecturer giving a health seminar
Promotion of Workplace Diversity and Inclusion
We consider the promotion of workplace diversity and inclusion as one of the important challenges for creating an innovative workforce, and aim to be a company where diverse human resources can play an active role.
To promote workplace diversity in employment we are working on specific areas such as hiring women, experienced personnel and people with disabilities. We believe that continuing to promote the participation and advancement of women in the workplace, who are a minority in our company, will lead to the creation of an organizational culture in which all employees, not just women, can maximize their potential, and we are engaged in education and awareness-raising activities to achieve workplace diversity and inclusion.
Promoting Women’s Participation and Advancement in the Workplace
Fundamental Policies
"Promote innovation through the ideas and values of diverse human resources, and further enhance corporate value"
- Promote the active hiring of women to build an appropriate human resources portfolio
- Provide equal growth opportunities for female employees to form autonomous careers and support their ability development
- Foster an organizational culture where female employees can fully demonstrate their individuality and abilities, and promote worklife management to retain female employees
| Materiality Goals/KPIs and Other Goals | FY2022 | FY2023 | FY2024 |
| Ratio of female recruits: At least 30% | 17.5% | 14.3% | 22.0% |
| Ratio of female employees: At least 10% | 9.3% | 9.6% | 9.9% |
| Ratio of newly appointed female managers: At least 10% | 6.3% | 13.6% | 11.4% |
| Ratio of female managers (2030) At least 5% (2026) (At least 3%) |
1.3% | 2.0% | 2.5% |
Introduction to our Initiatives 1
Program to train the next generation of
female leaders (for women)
In Japan, the career development environment for working women tends to generate various anxieties due to the impact of life events and the lack of role models. To address this, we are conducting training programs aimed at developing the next generation of female leaders, with the goal of encouraging them to envision their own career paths and become more conscious of career advancement. To respect the willingness to learn on their own initiative, we have a self-nomination system for some hierarchical levels, and many female employees participate in the training every year.
Number of participants in FY2024: 35
Introduction to our Initiatives 2
Selective external dispatch training (for women)
We select and send several female employees each year to the "Women's Management Step-Up Support Course" for female managers and the "Keidanren Women's Challenge Support Course" for female employees who are not managers. It is expected that participants will acquire new knowledge, skills and thinking ability, broaden their horizons by building networks with participants from other industries and companies, and improve their motivation. We also held a debriefing session after the training to share the experiences of the dispatched trainees. By making it a hybrid type with faceto- face and web viewing, as well as on-demand distribution at a later date, we made it possible to view the session regardless of location or time.
Debriefing session
Expanding recruitment of experienced persons
With regard to employee recruitment, we are actively recruiting not only new graduates but also experienced persons. Hiring people with diverse careers not only ensures immediate workforce strength, but also revitalizes the organization with new values. In recent years we have been hiring experienced personnel which has also led to diversity in our core human resources.
To further diversify our workforce, we have also introduced "referral hiring" (employee referral) and "alumni hiring" (former employee).
Promoting Employment Opportunities for Persons with Disabilities
We have been working to improve the ratio of employees with disabilities, including the establishment of three special purpose subsidiaries, and exceeded the statutory rate of employment for the 17th consecutive year since fiscal 2009.
We will continue to proactively work to increase the number of employees with disabilities while collaborating with schools and support organizations for persons with disabilities.
* Statutory employment rate: 2.2% from April 2018, 2.3% from March 2021, 2.5% from April 20242.5％
VOICE: Voices of System Users
Formulating general business owner action plans
We have formulated general business owner action plans, based on the Act for Measures to Support the Development of the Next Generation ("Next Generation Act") and the Act for Promotion of Women’s Participation and Advancement in the Workplace (“Women's Participation Promotion Act”).
Formulating general business owner action plans (Next Generation Act)
The following action plan will be formulated to support the success of employees who aim to balance their work and family life.
Plan period: 3 years from April 1, 2023 to March 31, 2026
| Targets | Countermeasures | |
| 1 | Encouragement to take annual paid leave | ・We will aim to improve the ratio of annual paid leave taken by systematically granting annual paid leave and establishing days to encourage annual leave. |
| 2 | Encouragement of male employees to take childcare leave, etc. |
・Operation of employment continuity support portal site that systematically introduces internal systems ・Call on employees eligible for childcare leave, etc., to take it |
Formulating general business owner action plans
(Act for Promotion of Women’s Participation and Advancement in the Workplace)
In order to create an employment environment where women can continue working and play an active role, we will formulate an action plan as follows.
Plan period: 3 years, from April 1, 2023 to March 31, 2026
(1) Providing opportunities for female workers regarding their working lives
| Targets | Initiatives | |
| 1 | Increase the ratio of female recruitment in G course recruitment to 30% or more | Active recruitment of women and expansion of job ranges ・Implementation of active public relations activities for job seekers (ongoing) |
| 2 | Raising ratio of female employees to at least 10% | Workplace culture reform ・Conduct training to break away from the stereotypical gender roles of men and women (ongoing) |
| 3 | Aiming for 10% of women to be appointed to new managerial positions | Securing development and growth opportunities for female employees ・Implementation of training for career design and next-generation leader development (FY2020-FY2025) |
(2) Establishment of an employment environment conducive to balancing working life and family life
| Targets | Initiatives | |
| 1 | Raising ratio of annual paid leave taken to at least 70% | Encouragement to take annual paid leave ・We will aim to improve the ratio of annual paid leave taken by systematically granting annual paid leave and establishing days to encourage annual leave. |
| 2 | Raising ratio of male employees taking childcare leave, etc., to at least 80% | Encouragement of male employees to take childcare leave, etc. ・Operation of employment continuity support portal site that systematically introduces internal systems (ongoing) ・Call on employees eligible for childcare leave, etc., to take it |
