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With Our Employees


Creation of Comfortable and Rewarding Workplace

Human Resources System

Our HR system aims to develop professional employees to improve corporate performance and achieve self-fulfillment of each employee. To meet above target, we strive to present them a clear image of a model employee and orient them to aim for higher roles and responsibilities.
We believe that the following three points are crucial in our personnel evaluation system:

  • 1. To identify the strengths, weaknesses, and aptitude of each employee and link these factors to his/her future skill development and appropriate assignment at POC
  • 2. To develop a system that motivates employees and leads to revitalization of the Company
  • 3. To ensure fair treatment of employees

In order to achieve the above three targets, we established various evaluation systems: "Role grading system", "Target management system", "Personnel evaluation system" and "Competence development system" . We operate them on an ongoing basis.

Fostering Young Employees

The construction industry is often described as "experience engineering". This is based on the idea that on-site experience is the key to develop personal skills. On the job training (OJT) is an effective method to grow technological skills through actual work. We appoint one senior employee to be a mentor for a each new employee during his/her OJT, and the mentor provides detailed training. This initiative helps foster a culture of co-education, where both the mentor/mentee can learn and grow together.

We also provide group, class-room style training (off-JT) to lecture on academic knowledge and business skills that cannot be taught on-site, as well as on general business insights and perspectives. These training include grade-specific training according to the current stage of job performance and job-specific training organized by each divisions group, for the purpose of acquiring specialized knowledge, etc.

We also encourage employees to obtain official qualifications and licenses necessary for working in the construction industry, and provide full support by holding in-house training sessions, covering the cost for examination fees and other costs and offering incentives for those who passed the examinations, according to the importance of the qualifications. In addition, we provide various learning opportunities for employees, such as selective learning programs that allow individual employees to choose, externally sponsored training and support for self-fulfillment through correspondence courses and other means.

Training Programs in FY 3/23

Grade-specific Training - Training conducted collectively for all job classifications
  • Training at the time of employment (training for new employees to learn business manners and the basic structure of the company)
  • Training after 6 months of employment (training for new employees assigned to each workplace to review work content and work procedures (approaches))
  • Training for the second year after joining the company (training to review the philosophy and values of each employee and to promote the formation of their first career)
  • Career design training/ Leadership training/ Pre-management training/ Team management training/ Training to achieve goals, etc.
  • Training by job classification Training for each job classification, such as engineering, sales, and clerical positions.
  • Quality management training, cost management training, construction technology training, safety and environmental health training, accounting and tax training, social insurance and labor training, etc.
  • Training for new department managers (training for business reform and other business issues)
  • Training for newly appointed managers (training to improve business skills for business reform and vision realization)
  • New evaluator training (training to understand the importance of personnel evaluation and the mindset of evaluators, and to master fair and convincing personnel evaluation methods)
  • Training for OJT promotion staff/follow-up training for OJT promotion staff (to learn the purpose of OJT and the role and attitude of those in charge of promoting OJT)
  • Workplace revitalization training (training to facilitate two-way communication)
  • Training to promote women's activities (training to raise awareness among female employees and those around them so that they can fully demonstrate their abilities)
Language training
  • Japanese language training (for non-Japanese employees working in Japan)
  • English language training (for Japanese employees working overseas)
Various types of training
  • Compliance training/ Human rights awareness training
  • Compliance training/ Human rights awareness training/ Information security training/ ISO system auditor training/ Mental health care training/ Specialized environmental training/ Promotion of public qualifications
  • Compliance training/ Human rights awareness training/ Information security training/ ISO system auditor training/ Mental health care training/ Specialized environmental training/ Training to promote acquisition of public qualifications
Training for non-Japanese employees: (Domestic)
  • Training at the time of entry into the company (training for new employees to learn about the Japanese corporate culture, business manners, and basic company structure)
  • Six-month post-employment training (training to share issues encountered during the first six months, formulate specific actions to overcome issues, and increase motivation)
  • (Training to share issues and deepen understanding of Japanese culture and business customs)
Training for non-Japanese employees: (Overseas)
  • Training for executive candidates (Understanding Finance & Budget Management, Finance for Non-Finance Professional)
  • Training to enhance employee engagement (promoting business process efficiency and work style reform)
  • Free-choice online training (free to attend courses other than the designated ones for one year)
  • Training for new employees (training to deepen understanding of Penta-Ocean)
Other training (personnel evaluation training/ ISO training/ BIM training, etc.)
Concept of Human Resource Development and Growth Model

Human Resources Systems and Capacity Building

Creating Working Environment that Encourages Challenges

In order to ensure self-fulfillment of employees while enhancing corporate performance, we give due considerations to setting their individual goals and the follow-ups. At the beginning of each fiscal year, employees meet with their supervisors to set individual goals that are challenging yet attainable. In the mid-term, supervisors follow up with employees on his/her goal through daily work and regular interviews to encourage achievement of the goal as well as personal growth.

At the end of the term, supervisors make final evaluations based on the level of target achievement and the degree of commitment (behavior and attitude) during the term, and his/her subordinates receive feedback of the results. By going through above protocol, each employee analyses the evaluation results and identifies the issues for his/her growth in the following fiscal year and beyond.

The labor union and the company jointly conduct an annual survey on the operation of the personnel system. Based on the survey results, we ensure that the real voices of employees are reflected in the operation of the system.

For Conducting Proper Evaluation

Evaluators hold the greatest key to the success of the operation of the personnel system. We conduct annual training for newly assigned evaluators on an ongoing basis to familiarize employees with the purpose of personnel evaluation and to minimize/eliminate inconsistencies in evaluation skills. At regular intervals, we also conduct evaluator update training for all evaluators and managers.

Diversity & Inclusion

Promotion of Diversity and Inclusion

As an advanced company that advocates D&I, we actively hire women and non-Japanese employees. We are working to create an working environment where diverse human resources recognize each other's abilities and benefit from one another. We have established an environment and systems in which diverse human resources can play an active role in spite of the diverse nationality, religion, disability, gender, age, sexual orientation, work styles, and values. As specific numerical targets for D&I, we aim to achieve the female hiring ratio of 25% or more out of total new graduate hires, and to increase the ratio of female management-level employees to 15% or more by FY 3/2036.

Respect for Human Rights

The Diversity Promotion Center, established within the Human Resources Division, aims to create a pleasant and comfortable working environment by respecting human rights of each and every employee.

In addition, we strive to raise employees' awareness of human rights, including those of their families', by soliciting human rights slogans and creating posters and leaflets on human rights.

In FY 3/23, we conducted human rights training for a total of 9,283 employees, including e-learning participants, on such themes as the anti-discrimination, sexual/power harassment, employment of persons with disabilities, and mental health.

Recruitment Processes

  • New Graduate Recruitment
    We are committed to recruiting new graduates based on the principles of "people-oriented," "no academic background required," and "any nationality accepted," and we have adopted a completely open-entry system, emphasizing dialogue with students wishing to join POC.
  • Mid-career Recruitment
    We actively promote mid-career recruitment in order to utilize the skills gained from their previous careers and to leverage our company's organizational strength.
  • Internships
    We accept internship students every year in order to promote the industry to students and to provide them with work experience to help them make future career decisions.

Promotion of Female Empowerment

To create a work environment where women can work comfortably and feel empowered, we examine the conditions of the sites where female technical staff are assigned, based on a checklist that includes the installation status of changing rooms, break rooms, toilets, safety supplies, etc. We also carry out harassment training for onsite workers and subcontracting companies. Senior female staff members regularly conduct interviews with young female staff members to understand their current situation and give guidance. In addition, we carry out training for young women in career-track position, to share career experiences and role models and to provide information on balancing childcare and work.

Number of Female Employees

As of March 31, 2023, out of a total of 3,222 employees, 392 are female, including 164 female career-track employees. In April 2023, 188 new graduates joined the company, of which 42 were female, including 38 female career-track employees.
From FY 3/24, we raised the target of hiring ratio of female career-track employees from 20% to 25%.

Number of Female Managers

We aim to increase the ratio of female mangement-level employees to 15% or more by the end of FY 3/2036.

Empowerment of Non-Japanese Employees

Every year, we hire about five excellent non-Japanese new graduate students, from universities and graduate schools in Japan and ASEAN countries, who do not speak Japanese as their mother tongue. We are developing human resources who can play an active role in our company both in Japan and overseas, by providing Japanese language education and training for non-Japanese employees after their joining. We hope these students will become engineers who can solve onsite issues, serve as a cultural bridge between Japanese employees and local staff, and take on managerial positions in the future.
We also established a new personnel system, Global Career-track Position in April 2020, which allows non-Japanese employees to play more active roles.

Global Personnel System

In FY 3/18, we adopted a personnel evaluation system for non-Japanese workers in Singapore and Hong Kong, which are the major footholds of our international divisions group. In July 2018, we introduced a grading and remuneration system.
The objective of the personal evaluation system is to motivate employees to attain their goals, promote personal development, and facilitate communication between superiors and subordinates.
The grading and remuneration system boosts the incentive to perform well and achieve goals by reflecting performance and evaluation in the international division in remuneration, and enhances non-Japanese workers engagement in efforts to achieve their individual targets.

Employment of Physically Disabled Persons

The employment rate of persons with disabilities among all employees is 2.76% as of June 1, 2022. Following the spirit of the Act for Promotion of Employment of Persons with Disabilities, we are making efforts to expand the employment of persons with disabilities using satellite offices. We have set up workrooms in Mitaka and Yokohama to create an environment where persons with disabilities can work comfortably.

Empowerment of Senior Employees

Based on the revised Act on Stabilization of Employment of Elderly Persons, we offer new jobs and new working conditions to all career-track employees and officers who wish to continue working after reaching the retirement age. In FY 3/23, 33 employees reached their retirement age, of which 28 employees (84.8%) applied for rehiring.
We also create opportunities for active participation of senior employees, for example, by utilizing senior employees with abundant knowledge and experience as instructors to train young employees at the Safety and Quality Education Center.

Work & Life Balance Promotion

Work & Life Balance Promotion

In FY 3/18, we formulated the Fourth Action Plan for Supporting the Development of the Next Generation, and we are implementing a five-year plan to flexibly balance work and personal life during childcare and nursing care.
As specific initiatives, we produce handbooks to support the balance between work and childcare and nursing care and consultation sheets for those taking childcare leave.
These efforts aim to create an easy atmosphere to take childcare and nursing care leaves, and enhance mutual understanding with the company and bosses about working styles and careers after returning to work. Also, we have systems that allow employees to continue working during childcare and nursing care. These systems include promoting active use of the childcare leave system, the nursing care leave system, and other childcare support systems, and holding discussion meetings among those taking childcare leave.
In 2020, we expanded the system for balancing childcare and work, and established a new system for returning to work (promoting reemployment of retired employees due to childcare, nursing care, transfer of the spouse, etc.).
We are creating an easy atmosphere to take leave, as we require our employees to take five days off in a planned manner annually. We also hold work-life balance seminars to foster awareness of the balance between work and personal life.

Childcare Leave

We have a childcare leave system so that employees can continue to work even when they have a life event such as childbirth or childcare. In FY 3/23, 111 employees (including 96 male employees) took childcare leave. As part of our childcare support system, we have a system that allows shortened working hours and adjusting starting and ending time of the workday (until the child graduates from elementary school at the maximum) to provide an environment where both men and women can easily balance work and childcare.

Nursing-care Leave

We offer a long-term nursing care leave system so that employees who need to take care of their families can continue their work. Also, if an employee has a family member requiring nursing care or has a child before completing elementary school, needs to care for a family member or a child, the employee can take 6 to 12 days of leave in addition to the annual paid holidays.

Number of Employees Taking Childcare Leave

In FY 3/23, the number of employees who took childcare leave was 111 (including 96 male employees). The rate of female employees taking childcare leave is 100%.
As part of our childcare support system, we offer shorter working hours, as well as earlier end/later start of work hours until the child completes elementary school.
The number of days available for emergency leave under the child nursing care leave system is 6 days/year for one child and 12 days/year for two or more children.

Number of employees taking childcare leave

Number of Employees Taking Nursing-care Leave

Nursing care leave can be taken from 3 months up to 5 months. In the past, 6 employees including one male employee took the nursing care leave.
An employee can take the leave in separate occasions (up to three times) for one family member/one condition requiring nursing care.
The number of days available for nursing care leave under the nursing care leave system is 6 days/year for one care-receiver and 12 days/year for two or more care-receivers.

Acquisition of Annual Paid Leave

In FY 3/23, the average rate of taking annual paid holidays per employee was 68.0%, and the average number of days of annual paid holidays taken was 13.3 days. In FY 3/18, taking paid holidays on a half-day basis was newly available. In FY 3/22, taking paid holidays on an hourly basis became possible. As a result, employees are now able to take holidays flexibly according to their lifestyles, to lead a fulfilling private life.

Promotion of Work Style Reform

Activities of Work Style Reform Promotion Committee

In light of the government's policy of securing future construction workers and promoting Work Style Reform, we renamed the previous Workplace Environment Improvement Committee, the Work Style Reform Promotion Committee in FY2017. We undertake initiatives to enhance work-life balance across the headquarter and all branch offices. The activities of this committee are actively promoting activities to shorten working hours and to achieve 2 days off per week.

Initiatives to Achieve 2 days off per Week

In FY 3/23, as the entire POC Group, we worked on “establishment of 8 days off per 4 weeks” and “thorough implementation of 8 site closures per 4 weeks and site closures on Saturdays and Sundays”. In FY 3/24, we are taking initiatives to achieve “establishment of 8 site closures per 4 weeks and 8 days off per 4 weeks” and “thorough implementation of site closures on Saturdays and Sundays”.

Promotion of Flexible Work Style

To promote flexible work style, we develop systems which allows employees to choose their own work hours, by promoting a flex-time system for office workers and a staggered commuting for employees working on construction offices with prior approval. In 2020, we officially implemented work-from-home protocol, to further promote work style reform and prevent the spread of COVID-19.

Pursuing Further Productivity Improvement

With the goal of keeping overtime hours at 720 hours or less per year, we are working on improving work efficiency, visualization of work schedules, and increasing productivity. We also organize a campaign on an ongoing basis to reduce overtime work by one hour per person.

"No Overtime" Days

The Work Style Reform Committee sets a monthly payday as a "no-overtime day" and a bi-annual bonus payday as a "super no-overtime day". A reminder notification is sent by e-mail to all executives and employees.

Labor-saving Construction

As labor-saving construction, we are implementing ICT-based construction, encouraging clients to use precast members for construction, promoting web conferencing, and improving work efficiency through the use of iPad apps, WIZDOM app, etc.

Supporting Work Style Reform of Subcontracting Companies

We support the work style reforms of subcontracting companies and skilled workers, for example, by promoting the provision of incentives for skilled workers to take holidays to achieve two days off per week (increasing the labor costs when the holiday acquisition target is achieved). We are also improving payment conditions to subcontracting companies (abolishing drafts and paying cash), promoting the participation in the Construction Career Up (Advancement) System (CCUS), and providing allowances under the excellent foreman system (CCUS members only).


Employees' Health Management

The Work Style Reform Committee, composed of labor and management, is engaged in activities to promote work style reform, including "reduction of overtime work," "promotion of systematic acquisition of holidays," "improvement of productivity backed by technology," and "securing future employees by developing comfortable work environment". Through "branch office patrols" by committee members on a regular basis, we are able to analyze the actual situation at branch offices and construction sites. Then, labor-management and headquarters/branches offices work together to come up with individual solutions. *Because of the impact of the COVID-19, "branch office patrols" in FY 3/23 were conducted through a web conference system.
Furthermore, we manage the mental and physical health of the employees who have the tendency to work long hours by arranging interviews with industrial physicians etc. In particular, to deal with mental illness, we conduct stress checks once a year for early detection and early prevention of mental illness, and arrange medical examinations and individual guidance by a psychiatrist (in the medical office at the headquarters office).

Employees' Mental Health Management

We are also working on employees' mental and physical health management, for example, by providing consultations by industrial physicians for employees who work a lot of overtime work, and establishing a mental health care system. In particular, to support mental illness, we carry out stress checks of employees once a year for early detection and prevention, and carry out medical examinations and individual guidance by psychiatrists (headquarters medical office).

Communication with Employees

We established opportunities for labor-management council meetings, separate from collective wage negotiations, in the spirit of mutual cooperation to further promote the company's business development and the improvement of working conditions of the union members. Labor-management council meetings are held when necessary at each worksite to address issues such as business performance enhancement and working environment improvement. We also promote the use of the company intranet to share information company-wide and enhance communication within the organization.

Family Day

We conduct workplace visits for the family members of employees for educational purposes and for providing opportunities for them to deepen their understanding of construction work. It is also an occasion to raise motivation of employees taking childcare leave and promotion of workplace support for employees raising children.
*The program was canceled in FY 3/23 to prevent the spread of COVID-19.

Commendations on Long Years of Service

Employees who have worked for the company for 20 years receive a certificate of commendation and a commemorative gift, as well as seven consecutive days of paid leave.

Turnover Rate

The turnover rate of employees within three years of joining the company in FY 3/21 was 16.2%.

Please click here to view personnel-related information on the ESG Data sheet