We believe that enhancing and maintaining the voluntary 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.
- We will develop successors who will lead the next generation 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 | FY2023 | FY2024 | FY2025 |
| Education hours per employee: at least 20 hours | 14.8 hours | 23.3 hours | 28.0 hours |
| Education expenditure per employee: at least 80,000 yen | 60,000 yen | 74,000 yen | 100,000 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 System
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 willingness 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 | FY2024 | FY2025 (May) | FY2025 (October) |
| Taiheiyo Cement’s engagement scores | 66.8 | 67.8 | 67.1 |
| (Benchmark score*) | （69.4） | （69.3） | （69.5） |
Conducting of 3rd engagement survey
The engagement score in October 2024 was 67.1, which is 2.4 points lower than the benchmark score* of 69.5, and it has decreased by 0.7 points compared to the second survey in May 2024.
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 "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 system (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 of preschool age
- 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 | FY2023 | FY2024 | FY2025 |
| Raising ratio of annual paid leave taken: At least 70% | 77.5% | 83.6% | 79.1% |
| Raising ratio of male employees taking childcare leave: At least 80% | 60% | 54% | 76% |
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, self-development, 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, etc., to support work-life balance.
Support for taking childcare leave, etc. (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, etc. 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 3 times (30 to 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 Commitment to Health
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.
Apr. 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.
FY2026 Health and Productivity Management (H&PM) Plan
We formulate an annual H&PM action plan to maintain and promote the physical and mental wellbeing of each and every employee. In our FY2026 plan, we will focus on health literacy education and implement e-learning for all employees on the themes of "Health-related issues specific to women, types of headaches and countermeasures, and alcohol and health."
| Item | Content |
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Health checkups |
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Specific health guidance |
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Health literacy education |
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Preventive measures against lifestyle-related diseases |
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Preventive measures against sleep disorders |
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Smoking rate reduction measures |
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Measures to prevent mental health disorders |
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| Materiality Goals/KPIs and Other Goals | FY2023 | FY2024 | FY2025 |
| Ratio of employees receiving periodic health examinations: 100％ | 99.9％ | 99.9％ | 100.0％ |
| Secondary checkup participation rate: 100% | 72.0％ | 96.2％ | 96.4% |
* Calculation results were reviewed and retroactively revised
Various publicly declared indicators related to H&PM
| Classification | Item | FY2024 | FY2025 | FY2026 | |||
| Results | Results | Targets | Results | ||||
|
Indicators concerning the status of health |
Ratio of employees receiving periodic health examinations |
99.9% | 100.0% | 100.0% | Scheduled to be released in FY2027 |
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| Ratio of employees receiving secondary examination after periodic health examinations |
96.2% | 96.4% | 100.0% | ||||
| Ratio of employees taking stress checks | 97.3% | 97.2% | 100.0% | ||||
| Walking event participation rate (*See ② Introduction to our Initiatives - Walking Events for details) |
42.5% | 53.2% | 70.0% | ||||
| Ratio of employees receiving specific health guidance | 30.5% | 26.9% | 50.0% | ||||
| Average rate of utilization of annual leave | 83.6% | 79.1% | 70.0% | ||||
| e-Ratio of employees taking e-learning (*(5) Introduction to our Initiatives - Detailed information on E-learning related to health literacy) |
87.9％ | 98.0％ | 100.0％ | 97.0％ | |||
| Of which | Health-related issues specific to women | 83.4% | ー | 100.0% | 97.6% | ||
| Mental health | 89.0％ | ー | ー | Scheduled to be released in FY2027 |
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Indicators related to changes in employee |
examinations *Eligibility: 40 years and over |
Smoking rate | 28.1% | 27.4% | 20.0% | ||
| drinking rate | 75.3% | 76.5% | 70.0% | ||||
| Percentage of employees who exercise (for 30 minutes or more) |
30.1% | 31.0% | 35.0% | ||||
| Percentage of employees who eat breakfast | 81.8% | 82.2% | 85.0% | ||||
| Health examination results | Percentage of employees with BMI greater than 25 |
30.8% | 31.2% | 30.0% | |||
| Rate of findings | Systolic blood pressure (upper) mmHg | 27.9% | 26.6% | 25% or less | |||
| Systolic blood pressure (lower) mmHg | 21.2% | 20.1% | 19% or less | ||||
| LDL cholesterol | 46.3% | 47.5% | 45% or less | ||||
| HDL cholesterol | 5.3% | 5.4% | 3% or less | ||||
| Triglycerides (TG) | 20.7% | 22.2% | 18% or less | ||||
| AST (GOT) | 14.6% | 15.6% | 14％ or less | ||||
| ALT (GPT) | 25.2% | 24.5% | 23% or less | ||||
| Blood glucose | 35.0% | 37.9% | 34% or less | ||||
|
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. |
6.89‰ | 6.89‰ | 5.00‰ | ||
|
Work performance due to mental |
Self-evaluation of one’s work over the past four weeks, assuming work performance when not sick or injured as 100% |
Response (average) | 78.7％ | 79.2% | 80.0% | 79.5％ | |
| No. of people measured | 2,268/ 2,583 people |
2,311/ 2,589 people |
ー | 2,215/ 2,578 people |
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| Response rate | 87.8％ | 89.3％ | ー | 85.9% | |||
| 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 energized when I am working | 2.7/4 points | 2.3/4 points | 3.0/4 points | Scheduled to be released in FY2027 |
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| Q. I feel proud of my job | 2.2/4 points | 2.7/4 points | 3.0/4 points | ||||
| Percentage of employees with high stress | 9.9% | 9.9% | 7.0% | ||||
Indicators related to occupational health and safety
Click here for details on "Occupational Health & Safety"
General evaluation
In FY2025, as a result of calling on all employees to undergo periodic health checkups, we achieved a 100% periodic health checkup participation rate. In addition, we have been encouraging employees to undergo secondary examinations and participate in specific health guidance through the chain of command, resulting in an improvement in both the secondary examination participation rate and the specific health guidance implementation rate. We began measuring presenteeism in FY2024 through a self-evaluation system that determines the level of work that can be performed when not ill or injured. Such initiatives are leading to improved productivity.
（1）Introduction to our Initiatives
Preventive measures against lifestyle-related diseases
Looking at our health examinations results (main parts), the rate of findings for BMI, LDL cholesterol, and blood sugar levels is high, and improvements in exercise and dietary habits are necessary. We are working to maintain and improve the health of our employees by implementing walking events, an "eat in moderation" campaign, introducing healthy employees, and providing health literacy education through e-learning.
(2) Introduction to our Initiatives
Walking events
Investment amount for FY2024: 610,000 yen
As part of our preventive measures against lifestyle-related diseases, we hold a walking event twice a year in cooperation with the health insurance association to promote the establishment of exercise habits (participants join by installing a pedometer app on their smartphones).
Participants compete for the number of steps taken over a one-month period during the event. To ensure that all participants can enjoy the event, various awards are presented, including the "Taiheiyo Cement President's Award" in which the Company president selects the rankings, and the "Goal Achievement Award" which is chosen at random from among participants who have walked a daily average of 8,000 steps or more, in order to liven up the event.
(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.
(5) Introduction to our Initiatives
E-learning related to health literacy
Investment amount in FY2025: 5,200,000yen
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.
In FY2025, we conducted the program on the four themes of "cancer prevention, stiff shoulders/lower back pain, eye health, and dental and oral health," and achieved a high participation rate in all subjects.
(6) Introduction to our Initiatives
Mental health measures
As part of our mental health measures, we are implementing measures such as ensuring thorough awareness of the counseling services on mental health, ensuring thorough awareness of stress checks, and encouraging employees to take them (including providing guidance on interviews with industrial physicians for high-stress individuals and workplace analysis for each business site).
| 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
In FY2026, we held a health seminar on sleep at our headquarters building. 50 employees participated, and in a survey after the seminar, over 90% answered that they were "satisfied" and "found it useful." 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.
We are working individually on hiring women, experienced personnel, and people with disabilities to promote workplace diversity in employment. 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
"We aim to further increase corporate value by promoting innovation through the ideas and values of diverse human resources."
- 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 | FY2023 | FY2024 | FY2025 |
| Percentage of female recruits: At least 30% | 14.3% | 22.0% | 20.8% |
| Percentage of female employees: At least 10% | 9.6% | 9.9% | 10.6% |
| Percentage of newly appointed female managers: At least 10% | 13.6% | 11.4% | 14.3% |
| Percentage of female managers (2030) 5% or more (2026) (At least 3%) |
2.0% | 2.5% | 3.2% |
Introduction to our Initiatives ①
Program to train the next generation of female leaders (for women)
In Japan, the environment for working women's career development 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 FY2025:28
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 face-to-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 every year, which has also led to diversity in our core human resources.
To further diversify our workforce, we have also introduced "referral (employee referral) hiring" and "alumni (former employee) hiring."
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 18th 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 2024
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 ・Encouraging employees eligible for childcare leave 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) ・Encourage employees eligible for childcare leave to take it |
