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Involvement with employees

Human Resource Development

Taikisha is an engineering company, and its best asset is its human resources. Human resource development and education is positioned as an important management challenge.
There is a lineup of training schemes available in Taikisha to enhance its members’ skills in managing projects and teams and communicating with customers, business partners, supervisors, colleagues, and subordinates in addition to improving the expertise of the individual employees. The training programs have been extended with additional allowed time for each employee to join group training and the divisions have also participated in operating the programs as Taikisha aims for its goals.
Taikisha aims to develop self-motivated human resources and train “professionals” at an early stage.

Human Development Vision

1. Develop human resources with high morals.
・They conduct fair and just business activities using global perspectives while observing the norms of society, regulations and laws, and rules.
2. Develop human resources who are capable of achieving goals and realizing the visions of organizations and individuals through their work.
・They are highly creative.
・They are cooperative and logical through their actions that are made based on mutual trust in principle.
3.  Develop human resources who flexibly respond to market changes.
・They are able to handle operations on a global scale.
・They are able to strive for business expansion.

Education and Training Schemes

Education and Training Schemes

Global Human Resource System

Different from the manufacturing business in automated factories, Taikisha’s core business has taken the work style where people conduct projects to complete operations; thus, people are a major factor in its service quality. Taikisha’s Global Human Resource System for national staff has been introduced to support this work style.
The system has been developed using the evaluation system that underpins Taikisha’s corporate philosophy, the grade system that realizes global-based personnel assignments, and the rewarding system that encourages people to practice the spirit of “Customers First.”
Introducing this system enables Taikisha to promise a stable living base for its employees and to provide consistent quality and services at high levels anywhere in the world based on the high performance.
Taikisha’s Global Human Resource System Guideline issued in 2014 is a flexible system where national and regional characteristics and governance are well balanced. It has been introduced in the group companies with a relatively high number of employees such as India, Indonesia, and Thailand to be expanded to other countries.

Corporate Culture Committee

The Corporate Culture Committee was set up in 1975 with the aim of creating an organizational culture that provides material and spiritual job satisfaction based on the spirit of mutual trust and cooperation by all employees. In this committee, the employees broadly exchange opinions about operational improvements or organizational revisions while researching, discussing, and planning in cooperation with related divisions.
In addition, it acts as a labor representative in labor and management discussions. It can voice its opinions to a corresponding planning division if any important changes are made in the schemes related to employment profits such as labor regulations and others.

Just and Fair Assessment

Taikisha’s personnel assessment is conducted based on the philosophies of just and fair operations. In concrete terms, Taikisha’s personnel are assessed with skill evaluations and performance evaluations. In the skill evaluation, the employees are evaluated on their knowledge, abilities, conduct and motivation necessary for
individuals according to Ability Evaluation Sheet. The results are given to them as feedback, which is expected to lead to enhanced human resource development.
In the performance evaluation, the employees are fully engaged in target setting and informed of evaluation results as feedback. This is done through communication at places including meetings between members and their supervisors in the aim of improving the degree of target achievement as well as training and developing human resources.
In performing evaluations, Taikisha gives consideration to the abilities of individual employees as well as their performance results to lead to increased motivation of employees, and gives importance to stimulating employees’ motivation and pride.

Improvement of the Work-Life Balance

Taikisha considers that work supports our living base and provides inspiration and joy to our lives. But at the same time housekeeping, parenting, and community affairs play an equally imperative role in our lives as well. When they have a good balance, the inspirations and joys are doubled and our lives are satisfying.
A balance between work and life ensures high-level human resource development that is the driving force and competitive power of Taikisha. As part of Taikisha’s efforts toward achieving this balance, Taikisha has various holiday/leave benefit systems.

Example of Taikisha's holiday/leave benefits

  • Compensatory consecutive days off after peak-time work: If the employee is still eligible to take compensatory days -off after his/her peak-time work, he/she is allowed to take at least three consecutive days off as compensatory days off.
  • Refreshing holidays for long-service employees: If employment has continued for over 25 years and the long-service employment award is given to the employee, he/she is allowed to take a 15 days of paid leave in addition to his/her paid holidays.
  • Utilization of remaining paid holidays: Employees who have unused and expired paid holidays over the last 10 years are entitled to use them for extended care and nursing care (unpaid under normal conditions).

Mental Health Support

Prevention 1: Activities to protect the employees from mentally unwell conditions.
  ・ Internal training to raise awareness of the employees.
Prevention 2: Measures to find problems at an early stage and take prompt and suitable actions.
  ・Suitable advice and instructions are given upon consultation or communication with the supervisors or the division leader of the person who is unwell. If needed, consultation is available for the employee.
Prevention 3: Measures to precisely learn and manage symptoms in order to prevent them from becoming worse.
  ・The Personnel Administration Department at the Administrative Management Headquarters immediately responds and provides support until the employee can return to his/her work.


Harassment Prevention

Taikisha has a specialized consultation counter for sexual harassment while other types of harassment are handled through internal and external reporting counters.
The informer is protected by Taikisha’s Whisteblowing Rules and other similar rules. As soon as a matter is reported for consultation, Taikisha takes quick actions to resolve it.
Taikisha offers enlightenment activities to make people aware of the need for countermeasures and the significance of preventing and resolving issues.


Achievement of Diversity

For organizations and corporations, making efforts for diversity has become more important in recent years.
Various types of human resources with different characters gather together in an organization or a corporation. Sharing diverse perspectives and values helps an organization to respond to changing environments and needs as well as to create an attractive and comfortable work environment.
Taikisha considers that its approaches for diversity bring out enhanced human resources and increase their motivation for work.

Promoting Women’s Career Advancement

As part of Taikisha’s efforts for promoting diversity at the workplace,Taikisha is promoting career advancement for its female employees.
Taikisha believes all employees must be allowed to fully demonstrate their individualities and abilities to make Taikisha an attractive company.
Taikisha will strive to further enhance training programs and systems to create a better working environment for female employees and step up support for women’s career advancement by setting a target of tripling the number of female employees in managerial positions by 2019.

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