Social Data

Employment

number of Employees by Gender

  Unit FY2017 FY2018 FY2019
Male Non-consolidated Persons 2,422 2,309 2,314
Consolidated 4,511 4,401 4,728
Female Non-consolidated 436 450 450
Consolidated 1,381 1,398 1,470
Total Non-consolidated 2,858 2,759 2,764
Consolidated 5,892 5,799 6,198

Average Age (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Average age Male Age 42.9 42.6 42.8
Female 41.1 41.1 41.5
Total 42.6 42.4 42.6

Average Years of Service (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Average years of service Male Years 19.8 18.4 17.6
Female 18.8 18.3 18.0
Total 19.6 18.4 17.7

Number of Graduate Recruits (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Number of graduate recruits Male Persons 59 61 68
Female 19 16 18
Total 78 77 86

Number of Mid-career Recruits (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Number of mid-career recruits Persons 12 15 28

Number of Rehires (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Number of rehires Persons 216 267 325

Turnover Rate (Non-consolidated)*

  Unit FY2017 FY2018 FY2019
Turnover rate % 1.22 1.37 1.53

* Average for the past three years

Ratio of Temporary Employees (Dispatch Staff) (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Ratio of temporary employees (dispatch staff) % 11.6 10.9 11.0

Development of Human Resources

Main Training Goals (FY2019)

Training name Goals
Strategy workshop training Through selection of the leader class in every area of the company and strategy-formulation training, to foster management personnel capable of leading future-oriented structural reforms in business
Subordinate-development improvement training Amid increasing diversity in the organization, and with chief-level supervisors being the target, to improve response and development skills with respect to subordinates (particularly women, seniors, and young new hires)
Interactive training with other industries To develop abilities through interpersonal exchanges with members of other industries
Elective training To learn the necessary business skills for tasks, and to put these to use in tasks to achieve results

Annual Average Training Days and Hours (Non-consolidated)

  Unit FY2018 FY2019
Annual average training days Days/person 1.3 1.2
Annual average training hours Hours/person 9.7 9.1

Training organized by the Personnel Department. Independent training by respective areas of the company is not included.

Total Training Hours (Non-consolidated)

  Unit FY2018 FY2019
Total training hours Hours 735.0 739.5

Training organized by the Personnel Department. Independent training by respective areas of the company is not included.

Promotion of Diversity

Ratio of Female Employees

  Unit FY2017 FY2018 FY2019
Ratio of Female Employees Non-consolidated % 15.3 16.3 16.3
Consolidated 23.4 24.1 23.7

Ratio of Women in Management Positions (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Ratio of women in management positions % 1.9 2.3 1.9

Ratio of Employment of People with Disabilities (Non-consolidated)*

  Unit FY2017 FY2018 FY2019
Ratio of employment of people with disabilities % 2.12 2.29 2.25

* Ratio in each fiscal year is as of April 1. The ratio in FY2020 is 2.20%.

Creating a Work-friendly Environment

Employees Who Begin Child-rearing or Nursing-care Leave (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Child-rearing leave   Persons 13 19 27
  Number of males therein: 0 1 2
Child-rearing shorter working hours   18 12 12
  Number of males therein: 0 0 1
Nursing-care leave   0 1 2
  Number of males therein: 0 1 0
Nursing-care shorter working hours   1 1 0
  Number of males therein: 0 0 0

Ratio of Paid Leave Taken (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Ratio of paid leave taken % 73.7 77.8 85.4

Average Overtime Hours (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Average overtime hours Hours/person per month 10.4 10.5 10.7

Number of Labor-union Members (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Number of labor-union members Persons 2,908 2,878 2,832

Status of Initiatives to Improve Operational Efficiency

Sharing examples of improvement of operational efficiency Showing, via in-house bulletin boards, examples of improvement of efficiency carried out at various worksites, and sharing these within the company
Implementation of robotic process automation (RPA) Adopted in approx. 130 tasks (as of end of FY2019). Efficiency increased by equivalent of 74,000 hours/year.

Main Labor-management Committees and Topics (FY2019)

Committee When convened Main topic
Management consultation May Action policy moving forward, including business plans
Working-hours Issue Examination Committee June Accomplishments and efforts relating to working hours and productivity improvements
Autumn initiatives November through February Labor conditions other than economic labor conditions, creation of a comfortable working environment
Work/Life Balance Examination Committee December Accomplishments and efforts relating to working hours, etc.
Spring initiatives February through March Economic labor conditions, personnel systems, rules of employment, and other labor conditions

Employee Awareness Survey Results (Conducted in FY2017)

Indicator Score
Employee satisfaction 3.72

* Number of respondents: 3,219 (response rate: approx. 91.2% of survey target of 3,350 persons).
Maximum score: 5 points.

Initiatives for Occupational Health and Safety

Target of Occupational Health and Safety (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Accidents accompanied by lost time Number of accidents 0 0 0
Fatal accidents Number of accidents 0 0 0

Number of Accidents (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Work injuries (work-related injuries) Number of accidents 4 4 6
Traffic injuries Number of accidents 18 25 19

Lost-time Incident Rate*1, Accident Severity Rate*2 (Non-consolidated)

  Unit 2017 2018 2019
Lost-time incident rate - 0.36 0.36 0.31
Accident severity rate - 0.002 0.013 0.0003

*1 Lost-time incident rate: Represents work stoppages caused by occupational accidents per 1,000,000 total work hours
Lost-time incident rate = (number of work stoppages) / (total work hours of workers) x 1,000,000

*2 Accident severity rate: A safety indicator representing the number of workdays lost caused by occupational accidents per 1,000 total work hours
Accident severity rate: (Number of lost workdays / Total work hours) x 1,000

Number of Persons Who Participated in Occupational Health and Safety-related Training (Non-consolidated)

  Number of hours of training Unit FY2017 FY2018 FY2019
Education of foremen and safety supervisors (statutory) 2 days Persons 38 61 58
Education of new-employee safety promotion officers 3 hours 68 94 93
Traffic-safety training program for young employees 1 day 28 36 41
Traffic-safety training program 1 hour 334 338 235
New-employee training (mental health education) 80 minutes 90 79 74
Labor management training (safety and health education) 75 minutes 44 43 31

Medical-checkup Participation Rate (Non-consolidated)

  Unit FY2017 FY2018 FY2019
Medical-checkup participation rate % 100 100 100

Occupational Health and Safety Management System

Improvement of Customer Satisfaction (CS*)

Customer-satisfaction Survey Results

  Unit FY2017 FY2018 FY2019
Hookup Score 38.1 38.0 36.9
Repair 40.1 40.1 39.5
Periodic safety inspection 37.1 37.3 37.7

* Customer satisfaction

* Maximum score: 50 points

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