General Employer Action Plan

CTI Engineering Co., Ltd.’s General Employers Action Plan
(Act on Advancement of Measures to Support Raising Next-Generation)

We have established the following General Employers Action Plan in order to contribute to the raising of the next generation through our corporate activities.

1. Period of the action plan

January 1, 2024 - December 31, 2025

2. Content of the action plan

Goal 1: Encourage male employees to take childcare leave, with the goal of having 100 percent of eligible male employees taking childcare leave and leave for childcare purposes.

<Measures>

  • We will aim to create an atmosphere in which male employees are encouraged to take childcare leave, etc., and raise awareness of childcare leave among employees through the company intranet and other means.
  • We will raise awareness among male employees who have children and their supervisors, with the goal of having 100 percent of male employees taking childcare leave and leave for childcare purposes.

Goal 2: To enable employees who are raising children or caring for a family member to work in a rewarding manner, the company supports the balancing of work and childcare, educates managers, promotes understanding in the workplace and improves the work environment.

<Measures>

  • We will work to reduce overtime hours and increase the take-up of annual paid leave to achieve a better work-life balance.
  • We will form a workplace environment based on trust and respect by using 1-on-1 meetings, the Thanks Points system, etc., to ensure that the workplace understands the need to balance work with childcare and nursing care. We also educate managers to improve the workplace culture.

Goal 3: Promote activities that facilitate understanding of employees’ professions among their children and families.

<Measures>

  • Since 2008, we have been holding “workplace expeditions,” an initiative in which we invite employees’ family members to the company to learn about the employees’ professions. We will continue to promote activities that facilitate employees’ families’ understanding of their professions, convey how interesting and important the consulting engineer’s job is, and strive to raise the next generation through our professions.
  • By helping employees’ families to understand their professions, we support our employees so that they can balance work and child-rearing with confidence and pride.

January 1, 2024

General Employers Action Plan based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace

We have established the following action plan to promote female participation and career advancement in the workplace.

1.Period of the plan

The period of the plan is three years from April 1, 2022, to March 31, 2025.

2.Our challenges

  • (1)

    Number of female employees: The percentage of female employees in career-track positions is low (10 percent). This is due to the low number of female students majoring in civil engineering and construction, which results in a low percentage of female new graduate and mid-career hires and makes it difficult to increase the ratio of women in the hiring process.
  • (2)

    Percentage of women in managerial positions: about 2 percent, which is lower than the “average percentage of female workers in managerial positions by industry” (academic research, professional and technical services: 7.6 percent) according to a survey by the Ministry of Health, Labour and Welfare.
  • (3)

    Working hours: The average annual working hours of non-managerial employees is high, at 2,141 hours.

3.Goals, content, and timing of initiatives

To address these challenges, we have set the following three goals and will work toward achieving them.

Goal 1: Increase the percentage of women hired to at least 30 percent.

<Content and timing of initiatives>

In order to increase the percentage of new graduates and mid-career hires who are female, it is essential to increase the number of women who seek to join the company. To this end, we will publicly announce and promote our stance on hiring and training women to people inside and outside the company.
  • Publicly announce the status of female participation and career advancement in the company and our policies on hiring and training
    • We will communicate our policy to increase the percentage of female employees to 30 percent and to train and utilize female employees through our website.
    • We will give publicity to female participation and career advancement in the company. (In trade journals, company pamphlets, the Japan Society of Civil Engineers, and other outlets)
    • We will cooperate with other industries to promote consulting engineering.
  • Innovations in recruiting activities
    • We will promote the fact that we are increasing the percentage of women hired by, for example, explaining female engineers’ activities at recruiting events.
    • We will hold company information sessions targeted at female university students.

Implementation period: April 2022 to March 2025

Goal 2: Increase the percentage of women in managerial positions (group leaders and above) to 6 percent or more. (The target for 2030 is 10 percent or more.)

<Content and timing of initiatives>

Appointments to managerial and professional positions, regardless of gender, are made on the basis of candidates’ qualifications. However, compared to male employees, there are more cases of female employees hesitating or giving up on attaining these positions, even if they are qualified, because they have no (or few) role models, they want to achieve work-life balance, or they cannot imagine a career in management. Therefore, we will make the following efforts.

  • Develop the work environment and promote understanding in the workplace so that diverse ways of working by both men and women (even those in managerial positions) are recognized, and employees are able to maintain a good work-life balance.
  • Actively nominate women for secondments, committees, and academic association activities, etc. (Make female employees more career-conscious through small selections and promotions over time.)
  • Conduct training for managers to transform their awareness in regard to improving the workplace environment.

Implementation period: April 2022 to March 2025

Goal 3: Limit annual working hours to 2,000 hours, and maximum monthly overtime hours to the legal limit of 45 hours.

<Content and timing of initiatives>

Our aim is to promote the well-being of our employees. In order to do so, they must be in good physical and mental health. Reducing working hours is essential to achieve this.
Although the working environment has been improving year by year due in part to various company-wide efforts to reform work styles, we will continue to make further efforts.

  • Improve productivity by promoting project management (PM)
  • Further implement “smart work” that allows people to work efficiently from any location
  • Operate a proper system for evaluating efficient work styles
  • Secure human resources by promoting diverse work styles
  • Continue implementing No Overtime Day and No Overtime Reinforcement Month to encourage employees to take time off
  • Monitor working hours and follow up on individuals who work excess hours
  • Promote work-life balance

Implementation period: April 2022 to March 2025