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

For two years from January 1, 2026 to December 31, 2027

2. Content of the action plan

Goal 1: We will create an environment where every male employee can easily take childcare leave, aiming for a 100% of male employees taking childcare leave and childcare-related leave.

<Measures>

  • From January 2026: Internal disclosure of male employees taking childcare leave
  • Ongoing: Building a workplace environment where male employees can more easily take childcare leave, etc., and raising awareness among supervisors
  • Ongoing: Promoting communication through interviews between employees eligible for childcare leave and their supervisors

Goal 2: Reduce overtime hours and ensure that the average monthly overtime and holiday work hours for full-time workers aged 25 to 39 remain below 45 hours.

<Measures>

  • From April 2026: Promoting awareness of systems enabling diverse work arrangements and introducing new systems
  • Ongoing: Streamlining operations through digital transformation
  • Ongoing: Proper management of working hours
  • Ongoing: Continuing implementation of no overtime days

Goal 3: We will aim for an average annual paid leave utilization rate of 70% or higher to achieve work-life balance.

<Measures>

  • Ongoing: Designation of annual paid leave encouragement days
  • Ongoing: Summer (June–September) annual paid leave encouragement

Goal 4: We will promote activities that enhance children and families' understanding of employees' occupations.

<Measures>

  • Ongoing: Implementation of employee’s family workplace tours

General Employers Action Plan based on the Women’s Advancement Promotion Law

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

1. Period of the action plan

April 1, 2025, to March 31, 2028

2.Our challenges

  • （1）

    Number of female employees: The percentage of female employees in career-track positions is low (12.4%). One reason for this is the low number of female students majoring in civil engineering, which is an industry-wide trend. However, our challenge is to increase the percentage of women hired for new graduate and mid-career positions.

  • （2）

    Percentage of women in managerial positions: Although the percentage of women in managerial positions has almost doubled from 2% at the time the previous action plan was established (2022) to 3.8%, it is still considerably lower than the “average percentage of female workers in managerial positions by industry” (academic research, professional and technical services: 9.1%) according to a survey by the Ministry of Health, Labour and Welfare. Our challenge is to create a work environment in which female employees in career-track positions can aspire to managerial positions.

  • （3）

    Working hours: The annual working hours of career-track union members remains high, at an average of 2,131 hours. Although hours do seem to be improving due to efforts to reform work styles, our challenge is to steadily reduce annual working hours through further initiatives.

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 on our website our policy to increase the percentage of career-track female employees and to train and utilize female employees.
    • We will give publicity to female participation and career advancement in the company (in trade journals, company pamphlets, academic associations, and other outlets).
    • We will cooperate with other industries to promote consulting engineering.
  • Innovations in recruiting activities
    • We will recruit students in fields other than civil engineering, such as engineering, science, agriculture, humanities, and social sciences.
    • We will promote the fact that we are increasing the percentage of women hired by, for example, explaining female career-track employees’ activities at recruiting events.
    • We will hold company information sessions targeted at female university students.

Implementation period: April 2025 to March 2028

Goal 2: Increase the percentage of women in managerial positions (group leaders and above) to 6% or more. (The target for 2030 is 10% 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, in the case of our female employees, even if they are qualified for promotion, they may hesitate or give up because they have no (or few) role models, want to focus on work-life balance, or cannot imagine a career in management. Therefore, we will make the following efforts.

  • Reform management work styles
    • We will communicate a new image for management (role models).
    • We will reduce the workload of group leaders by securing manpower.
  • Reform organizational management
    • We will eliminate over-dependence on specific individuals by strengthening the team system and promoting team play.
    • We will ensure that the right people are assigned to each team.
  • Consider a training system for candidates for managerial positions
    • We will provide training for candidates for managerial positions (e.g., management training, career training).
  • Actively nominate women for secondments, committees, and academic association activities (make female employees more career-conscious through small selections and promotions over time.)

Implementation period: April 2025 to March 2028

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 through advances in project management (PM) (e.g., improving PM accuracy, promoting multifaceted measures for productivity improvement)
  • Improve productivity through AI and digitalization (e.g., promoting the use of generative AI, standardizing and automating routine tasks and office work, developing infrastructure for the use of IT tools)
  • Further implement “smart work” that allows employees to work efficiently from any location
  • Operate a proper system for evaluating efficient work styles
  • Promote diverse work styles (e.g., flextime system, revise the limited regular employee system)
  • Continue implementing No Overtime Day and No Overtime Reinforcement Month, and 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 2025 to March 2028

April 1, 2025