Pursuit of diversity-based management

Seniors’ sentiments that express their adherence to our company’s business include the following.
“Business is a reflection of personality” (a construction work is simply a reflection of personality, and is nothing less than the concretization of an abundant virtue).
“Doing something must not be taken literally as to do something, but means practicing a virtue” (a construction work can be accomplished with the internal and external trust that the person intending to do it has accumulated).
These words represent MAEDA CORPORATION’s attitude toward “human resources,” which is: the “basics of manufacturing are human development.”
We hold the following three views, which were fostered from times past where skills and heritage were handed down from seniors to juniors, or superiors to subordinates, through informal human education at the workplace.
1. Respect personality and respect humanity.
2. A subordinate matures through the bond of trust with his/her superior.
3. Learning on the site is from the “body,” not from the “brain.”
These essences have remained unchanged even in the present day as our basic attitude toward human development.

Our company’s human development is founded on a “corporate culture of developing human resources,” in which the growth of employees would lead to the growth of the company, and a “Human Resource Management Policy,” which stipulates the continued strengthening of the necessary mutual trust between the employees and the company. This is intended to make the four systems: “human resource development system,” “grade system,” “evaluation system,” and “wage system,” complement one another in order to achieve human resource development as a whole. In the development system, in particular, we formulate and implement measures to develop a broad range of human resources from specialists to generalists, while seeking human resources who will form an “integrated infrastructure service company” in cooperation with each division, under the supervision and management of the Human Resources Strategy Department.

The results of employee training programs controlled by the Human Resources Department in FY 2021 are as follows. In the education of new employees, we aim to provide equal opportunities for education and encourage them to acquire job knowledge by conducting introductory training, training by job type, and introductory follow-up training in approximately 10 months from entrance to the company to formal job assignment.

Our company has established a “self-declaration system” intended to listen to the opinions of employees. Under this system, a review is conducted twice a year, and requests or proposals from individuals are delivered to the respective departments. This system covers all employees excluding executive officers, branch managers, and senior officials, and approximately 98% of the employees use the system (FY 2021). The acquired information is shared between group leaders or higher officials of the Human Resources Department and the head office and branches. Such information is utilized as data on the direction of career development in the future, satisfaction with the workplace environment, and requests for transfer, and made available for workplace buildings where employees feel at ease when working. To establish an environment where each employee can demonstrate their maximum ability, our company provides careful support for employees’ various work styles and requests, and makes efforts to revitalize the organization and individuals.
In addition to the self-declaration system above, our company has implemented an Engagement Survey system, designed to grasp the status of the entire organization, and a MAEDA Management Feedback (360-degree observation) system, designed for the self-development of managers.

The departure ratio (to the total number of employees of all generations) of our company is 3.9% for 20s, 2.9% for 30s, 1.5% for 40s, and 0.9% for 50s. Since the departure ratio of people in their 20s is slightly higher than the other generations, last fiscal year, we started efforts to enhance follow-ups such as those for the training of young employees including new employees and their daily life. We have substantially extended the period for new employee training to approximately one year, in order to provide an equal and uniform education opportunity to all new employees, and conduct individual follow-ups using education leaders, training instructors, and OJT trainers. In addition, we intend to pursue efforts to reduce the departure rate such as increasing the amount of training for young employees in their 20s and 30s and opportunities for employees to attend training on request, regardless of whether they are in a key position or general position, and enhancing follow-ups including those related to the viewpoint of career development.
In addition, one of the recent reasons why people leave their jobs is to return to their hometown. Due to various situations such as effects of a spouse's career due to an increase in dual-income household, child's education, circumstances of parent's home (caregiving, etc.), people who leave their current jobs and change to a new occupation or type of business requiring no transfer are increasing. We consider that this is an important issue and will study measures for supporting our employees to work for the long term.

Our company promotes diversity with the aim of “building a workplace where everyone can feel at ease when working with job satisfaction” in which the diversity of individuals is valued and each individual can demonstrate their maximum ability.
To enable our employees to balance childbirth, child-raising, care, and disease treatment, we have built an assistance system that exceeds the statutory level, to establish a support system (see the figure below). With the aim of explaining and disseminating these systems to the families of our employees in an easy-to-understand manner, we have issued a “MAEDA Life Support Guidebook,” and posted a list of the systems on the intranet.
We have also continued to pursue measures to support next-generation development, and acquired “Stage 2” of the certification by the Ministry of Health, Labour, and Welfare (common name: Eruboshi [L-Star]) based on the Act on Promotion of Women’s Participation and Advancement in the Workplace in 2016. Furthermore, we have established and enhanced various systems such as loans for the cost of fertility treatment, and flexible work, teleworking, and flextime systems, to provide support for the balance of work and home.

Male employees who have obtained a leave of absence from work or leave for child raising at our company are increasing in number in comparison to the past, but at a slow pace. In April 2022, our company revised the work rules for employees and introduced a paid “childcare leave” system. For a paid “childcare leave,” it is essential to obtain 20 days’ leave by the time the child becomes one year old.
As a result, the acquisition ratio of childcare leave including childcare-related leave of male employees significantly increased to 87.5% from 8% in FY2021. On the other hand, the acquisition ratio of childcare leave excluding childcare-related leave decreased from the previous fiscal year.
The shortage of child bearers due to the declining birth rate and aging population and the productive-age population decline is said to be normalized in the future. We consider that active participation by male employees in child raising and care will lead to enhancing the work-life balance of employees in addition to realizing the promotion of active social participation by women. We intend to pursue further efforts to ensure that each employee can implement the building of a workplace where all employees regardless of gender can feel at ease when working in the future.