Concrete Initiatives for Effective Use of Human Resources
Human Resource Strategy Initiatives
The Human Resources Strategy Office, established in FY2021 and headed by the Company president, positions the company and its human resources as “partners that mutually enhance each other.” The core principles of the human resources strategy, under which we are endeavoring to plan and implement a variety of measures, are to “ensure quality and quantity of human resources necessary to achieve our business strategies,” “optimally assign personnel as per individual abilities,” “create an awareness and structure that boost organic collaboration between businesses,” “improve employee engagement,” and “foster a culture of diversity and inclusion and create individuals who take on challenges.”
In FY2022, we will continue to implement various measures with a sense of urgency while responding to changes in the environment surrounding our organization andhuman resources.
① Building a Talent Management System
We began building a talent management system in FY2021. Through this system, we will visualize the requirements for each position, the careers sought by individuals, their current abilities and skills, the experience they have cultivated and their level of engagement, and will use this information to develop prompt and accurate recruitment and training strategies, conduct evaluations, and ensure appropriate placement of employees.
② Building an optimal company-wide organizational structure and creating a system for assigning personnel
In FY2020, the “Organization and Human Resource Study Conference” was established to optimize the assignment of personnel, and is studying the company-wide organizational structure and assignment of personnel between organizations for the next fiscal year. In the future, we will utilize the Talent Management System to achieve a swifter and more strategic optimization of the organization and personnel assignment.
③ Human resource development (Nishimatsu Employees’ University)
The Nishimatsu Employees’ University was opened in FY2019 with the objectives of “maintaining reliable manufacturing at worksites in the future” and “raising the level of technical expertise of individual employees’ and the company as a whole through early employee training.” The university defines the abilities that Nishimatsu employees should possess as “resourcefulness,” “basic knowledge,” and “expertise.” Since its opening, the university has offered a series of courses to provide systematic learning opportunities in each of these areas. We will continue to incorporate courses on liberal arts and DX to develop human resources who can respond to changes in society.
- Resourcefulness
- In FY2019, we launched “Flexible Mindset Training” to enable employees to think from the perspective of the entire job in their respective positions, and more than 1,300 people, from executives to section managers, have taken the course to date. Going forward, we will implement new measures to improve human resources.
- Basic knowledge
- Training to acquire the basic knowledge required of Nishimatsu employees is incorporated into the training for every level of employees, including for new employees. Hereafter, we will also introduce “DX education” and “liberal arts education” to help employees acquire a wide range of knowledge as businesspersons, not only in specialized fields, but also to enrich their lives as humans.
- Expertise
- We provide training to develop specialized skills so that our employees are equipped to provide value that exceeds customer expectations. At present, we offer training for young employees (standard course), and plan to develop and implement training for mid-career and higher employees (expert course). We are also considering the introduction of a credit system as a mechanism to ensure that employees steadily develop their skills.
Starting in FY2021, we are implementing the “Next Generation Management Development Plan” to train the next generation of candidates for management-level positions. We will continue to provide them with training so they can acquire the knowledge and mindset necessary for management.
④ Promoting diversity and the active participation of human resources
We aim to create a work environment where human resources with different abilities, skills and experiences can come together, motivate each other, and maximize their talents. To this end, we recruit personnel with diverse skills and backgrounds, and strive to create an environment conducive to flexible work styles by adopting systems such as the “flextime system,” “work-from-home system,” and “childcare and nursing care leave system,” in addition to reducing total work hours.
As a result, the number of female workers in careertrack positions, mid-career hires and global human resources has improved, overtime hours on worksites have decreased, and the number of male employees using the childcare leave system has increased.
Going forward, we will respond to changes in employee work values and lifestyles, and create a workplace where employees can maximize their talents.
- Hiring female workers for career-track positions and promoting them to management-level positions
- From FY2020, we have set a target of increasing the ratio of female workers for career-track positions to 20% of all careertrack recruitments. Since then, the number of women we have hired has been close to our target. Although the number of female managers is still low at 0.3% of all management-level positions, the number of female managers is increasing year by year, and they are steadily accumulating the skills and experience needed for management-level positions.
- Reduction of overtime hours
- In anticipation of the “Regulations on the limit of overtime hours” that come into effect from April 2024, we established the “Worksite Engineering Innovation Center” in FY2018 to reform operations at worksites, and the “Work Style Reform Promotion Section” in FY2019, and are working to reduce overtime hours, particularly at worksites, by reducing the workload and implementing 8 days off per 4 weeks work culture. Although overtime hours at worksites have reduced since the start of these initiatives, they have stalled in recent years, so we will strive to further accelerate our efforts to reduce overtime hours.
- Childcare leave system
- The percentage of male employees taking childcare leave, one of the measures allowing employees to engage in both work and childrearing, reached 17.6% in FY2021, much higher than the 6.1% rate in FY2020, due in part to increased awareness of male participation in childrearing. Going forward, we will develop an environment to facilitate the participation of male employees in childrearing by expanding the childcare leave system, etc., with the goal of achieving 100% of employees taking childcare leave in FY2025.
Employee Data
Employment
Promoting the Role of Women
Employee Welfare
Our housing system encompasses company housing for families and dormitories for single employees throughout Japan, and we subsidize rent based on a company housing rental system.
For health management, we support the health of our employees and their families by subsidizing medical examination fees and influenza vaccination costs for employees and their spouses.
We also provide a wide range of leisure, childcare and nursing care services for employees and their families, with outsourced welfare services for recreation and revitalization.
Furthermore, our flextime system and telecommuting system enable employees to enjoy flexible work styles suited to each individual.
Internships
We accept college students for one-week to one-month internships as part of their studies.
From the standpoint of instilling work values in the students who represent the next generation, we hold internships all over Japan on an ongoing basis, primarily at construction sites, to foster understanding of the construction industry and communicate its appeal. We accepted a total of 419 interns through fiscal 2020.
Harassment Countermeasures
We take proactive harassment measures to maintain workplace environments in which diverse employees can play an active role on a continuing basis conducting training by classified in continuously.
As part of these activities, we have established both internal and external hotlines for whistle-blowing on harassment.
Employment rate of people with disabilities
Employment rate of people with disabilities
People with disabilities accounted for 2.45％ of employees as of June 2022. We will continue to work to improve our employment rate of people with disabilities.
- *Note: The graph shows statistics reported to the government every June.