Tokyu Corporation aims to develop human resources who have high aspirations, think for themselves, and show initiative in getting the job done, as stipulated in the Tokyu Values formulated in FY2005. To achieve this goal, we are currently expanding individual-led learning opportunities based on employee needs, rather than company-led learning, in line with our policy of creating a "learning environment" that supports maximizing individuals.
In FY 2005, we formulated the Tokyu Values as a set of values that each and every employee should share and actions that are required. This is a clear statement of the culture and strengths that our employees have cultivated to date, as well as the abilities that will be need to be further strengthened in the future.
Employees are expected to always be aware of the three aspirations of customer value, challenge, and co-creation set forth in the Tokyu Values and to steadily practice the five actions to achieve them in their daily work: "think," "move agilely," "engage in dialogue," "see tasks through," and "learn."
By putting these Tokyu Values into practice, we aim to help each employee become a person who has high aspirations, thinks for themselves, and shows initiative in getting the job done, and to foster a corporate culture that encourages innovation.
We are implementing a variety of initiatives to support the autonomous career development of each and every employee.
＜Career review＞
＜Career expansion＞
＜Others＞
Based on the job responsibility requirements, which are the standards for positions and roles, evaluations are conducted fairly by several people. In addition to performance, evaluation items related to "culture development" in the workplace, including diversity and work-style reforms, are also included for managers, while "innovation" and "productivity" are also evaluated for general employees.
In order to improve employee satisfaction, an employee awareness survey has been conducted since 2001. In addition, in order to realize “a City Adored by People around the World,” as stated in our long-term management initiative, we believed that mutual understanding and commitment between our employees was even more necessary. To this end, we introduced an employee engagement survey in July 2019 as a mechanism to evaluate the effectiveness of our HR policies with objective indicators and to enhance employee job satisfaction. We have set the results of this survey as a KPI for the realization of our long-term management initiative, aiming to improve the evaluation of employee engagement.
We promote “Talk-with" activities to prevent the dilution of communication between supervisors and subordinates and in the workplace by promoting flexible work styles. Since FY2021, we have implemented 1-on-1 meetings as a company-wide program to ensure that supervisors and subordinates have time to talk about work and personal goals and problems, thereby bridging the psychological distance between supervisors and the organization due to different work locations and working hours.
In order to understand the career aspirations of each employee and apply them to various measures, a dedicated team from the HR department has been conducting career development interviews for all employees (excluding specialists and incumbents) since FY2016.
We conduct assessments for managerial staff every two years to strengthen communication between supervisors and subordinates. Managerial staff members receive evaluations from their subordinates and colleagues, and use the feedback to review their own management practices.
In addition to developing a human resource development system based on Tokyu Value, we are developing various programs based on the three major frameworks of our management human resources development program: "support for autonomous career development," "group management personnel training," and "specialized personnel training."
We have set targets for the utilization rate of the education system to promote the expansion of individual-driven learning opportunities based on employee needs, rather than company-driven learning.
Education system utilization rate targets
＜Results for training hours and number of participants (FY2021)＞
| Type of training | Training hours | Number of participants |
|---|---|---|
| Support for autonomous career development | 1,048 hours | 801 people |
| Group management personnel training | 1,757 hours | 31 people |
| Specialized personnel training | 1,225 hours | 10 people |
We provide training on human rights, diversity management, and harassment prevention in our training programs for new employees and new positions by job level.
We strive to deepen our awareness of human rights by providing education and training related to human rights, and in FY 2021, we provided training related to human rights in the following training programs.
| Fiscal year | Number of participants |
|---|---|
| FY 2020 | 40 people |
| FY 2021 | 39 people |
| FY 2022 | 31 people |
Training for newly appointed managers
Since FY 2014, we have been implementing a training program for newly appointed managers and supervisors. The training program covers trends in diversity in Japan and overseas, case studies of specific applications and practices, and other topics to further promote diversity management and deepen awareness of organizational management that leverages diversity.
| Fiscal year | Number of participants |
|---|---|
| FY 2019 | 118 people |
| FY 2020 | 98 people ＊Micro-learning programs |
| FY 2021 | 74 people |
Training to prevent discrimination on the basis of gender, nationality, age, religion, etc. is provided in introductory training for new employees and in rank-based training (for newly appointed employees). In addition, training on harassment, such as protection of whistleblowers and prevention of disadvantage to whistleblowers, is provided for managers who are subject to the rank-based training.
＜Number of participants＞
(Total number of newly hired employee in training and rank-based training)
| Fiscal year | Number of participants |
|---|---|
| FY 2019 | 485 people |
| FY 2020 | 251 people |
| FY 2021 | 221 people |
The company’s policy of not tolerating harassment is made known to employees through internal newsletters and postings on electronic bulletin boards, and “prohibited” clauses are part of employment regulations. In addition to the internal counseling desk set up by the Human Resources Department in FY 1999, a system has been in place since FY 2005 that allows employees to use an external counseling desk, which is posted on the company intranet and in the employee handbook. In addition, we are raising awareness of harassment prevention through training for newly hired employees, managers, and current employees, as well as through e-learning for all employees.