The RENOVA Group has established the following contact points for its Corporate Ethics Hotline, to detect and correct misconduct at an early stage and ensure that we earn the trust of society. These contact points are available to all of the officers and employees of the RENOVA Group (officers, employees, loaned employees, contract employees, temporary staff and part-time employees). They can contact these offices by telephone, e-mail or facsimile, in writing, and by other means. (Internal contact points and contacts for Audit & Supervisory Board Members also offer face-to-face consultation services.)
Social
- Consultation Desk
- Engagement Surveys
- Work Style and Welfare Benefits
- Personnel Systems
- Employee Development and Training System
Consultation Desk
| Contact points for consultations | Person engaged in the handling of whistleblowing reports |
|---|---|
| Internal contact point | Person who is a member of RENOVA’s Internal Audit Office that has been specified by RENOVA |
| Contact for Audit & Supervisory Board Members | The Audit & Supervisory Board Member of RENOVA specified by the Audit & Supervisory Board |
| External contract point | Lawyer, etc. specified by RENOVA |
Escalation of details of consultations
Information provided to a point of contact for consultation is reported through the following process.
When information has been provided to the internal contact point, the person in charge of the contact point promptly conducts a fact-finding investigation. When deemed necessary, this person provides directions regarding corrective actions to the relevant department(s). Further, when the matter may materially impact the management of RENOVA, it is reported to the Full-time Audit & Supervisory Board Members or the chairperson of the Compliance Committee, depending on its content.
Information provided to the contact for the Audit & Supervisory Board Members, excluding information related to officers, is reported to the internal contact point.
When information has been provided to the external contract point, the person in charge of the contact point promptly implements an initial confirmation of the information and reports necessary details to the internal contact point.
Maintenance of confidentiality of details of consultations
Users of the points of contact may consult them either under their own names or anonymously, about misconduct which violates laws, regulations or other rules, harassment, or other acts that disgrace the RENOVA Group or negatively impact the trust that society has in RENOVA, social trust in it and other matters. The information is handled anonymously unless approval is given by the whistleblower, and a confidentiality obligation is imposed on the people who have obtained the information in the course of business. In addition, the people in charge of the internal contact point and the contact for Audit & Supervisory Board Members also follow up on matters after they are resolved to ensure that whistleblowers or others cooperating in investigations are not treated disadvantageously.
Engagement Surveys
The RENOVA Group believes that improving employee engagement is important for improving organizational performance and the retention rate. As such, we assess the results of engagement surveys as an important management indicator and use them to improve and strengthen personnel measures.
We conduct an engagement survey of all employees once a year. After each survey, we implement an annual cycle of identifying issues (faced by the company as a whole and by each division), determining key issues, implementing improvement actions, and monitoring.
Work Style and Welfare Benefits
RENOVA provides a flexible working environment and welfare benefits, allowing each employee to work autonomously as professionals, giving importance to both their career and their private life. The following programs are available to all employees.
| Systems | Details |
|---|---|
| Work Styles |
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| Stock Ownership Incentives |
|
| Leave |
|
| Health Promotion and Welfare Benefits |
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| Celebratory and Condolence Allowances |
|
| Childcare Support |
Maternity leave, spousal childbirth leave, childcare leave, exemption from overtime work, restrictions on overtime work, restrictions on late-night overtime, system for shortening work hours to care for children, leave to care for sick children, granting of paid leave and allowances to employees taking over duties (conditions apply), babysitter assistance, etc. |
| Nursing Care Support |
Caregiving leave system, caregiving leave, exemption from scheduled overtime, restrictions on overtime work, restrictions on late-night overtime, reduced working hours to provide care, granting of paid leave and allowances to employees taking over duties (conditions apply), etc. |
| Insurance |
Employment insurance, workers’ compensation insurance, health insurance, employees’ pension insurance |
Personnel Systems
1. Outline of the Systems
RENOVA values the autonomy of employees, and is committed to providing exciting career and growth opportunities for our employees. To continue creating a positive cycle that fosters the personal growth of each employee and the growth of our organization and business, we are constantly considering better ways to support business strategies through personnel strategies and systems and constantly evolving.
The three main pillars of our personnel systems for bringing employees together behind RENOVA’s mission and vision and its management policies are the role grading system, the evaluation system and the compensation system.
2. Role Grading System
The role expectations all employees must meet when executing operations or projects are defined for each grade, of which there are 6 in total, ranging from G1 to G6. These form the basis for setting evaluation criteria, judgments on promotion or demotion, and compensation.
The higher the grade (Entry Player → Support Player → Main Player → Operations/Project Manager → Operations/Project Coordinator → Operations/Project Leader), the greater the expectation to demonstrate a higher level of specialist skills, leadership and influence.
The higher the grade (Entry Player → Support Player → Main Player → Operations/Project Manager → Operations/Project Coordinator → Operations/Project Leader), the greater the expectation to demonstrate a higher level of specialist skills, leadership and influence.
3. Evaluation System
We fairly evaluate enhancement of corporate value, conduct that is in keeping with the required qualities, and achievements, as this serves as a basis for judgments on promotion and demotion and the determination of compensation.
We have introduced MBO (Management by Objectives), and set individual targets for the achievement of our organizational targets according to the grade (role expectations) of each employee every six months based on an agreement between the employee and their supervisor. Evaluation of performance during the evaluation period and promotions and demotions are determined through self evaluation, evaluation interviews, evaluation meetings within and between divisions, and review committee meetings, and evaluated employees receive feedback on their evaluation results and the reasons for them from the primary evaluator.
We have introduced MBO (Management by Objectives), and set individual targets for the achievement of our organizational targets according to the grade (role expectations) of each employee every six months based on an agreement between the employee and their supervisor. Evaluation of performance during the evaluation period and promotions and demotions are determined through self evaluation, evaluation interviews, evaluation meetings within and between divisions, and review committee meetings, and evaluated employees receive feedback on their evaluation results and the reasons for them from the primary evaluator.
Engagement surveys
We utilize our engagement survey results for accurately analyzing the status of our organization, and measure and evaluate engagement on a regular basis to help us improve and strengthen personnel measures.
Measures to develop managers
With the increase in size of our organization and business, the importance of developing the skills of manager-class employees is greater than ever before. We are, therefore, strengthening initiatives such as 360-degree feedback questionnaires, project manager training programs and various other types of training.
4. Compensation System
We link compensation to role grades, evaluations and our business performance, and we fairly reward contribution to the enhancement of corporate value and conduct in line with the required qualities.
In addition to basic salary and bonuses, there are “special rewards” for outstanding achievements or projects that have made a special contribution on a groupwide level, and “special additional pay” for employees who have outperformed their role or expectations.
In addition to basic salary and bonuses, there are “special rewards” for outstanding achievements or projects that have made a special contribution on a groupwide level, and “special additional pay” for employees who have outperformed their role or expectations.
5. Feedback
Supervisors (primary and secondary evaluators) and subordinates (subjects of evaluation) set targets at the beginning of each fiscal year by making adjustments based on performance targets and expected results related to behavioral evaluation items.
The two parties engage in individual interviews and interim interviews throughout the year, aiming to achieve targets. The scope of these evaluations is all regular employees and some contract employees.
We have introduced a stock compensation plan that grants employees who are expected to significantly contribute to the achievement of strategic targets the right to receive delivery of shares once every year.
Employee Development and Training System
RENOVA’s corporate philosophy includes its Commitment/Management Principles which emphasize the creation of an environment where talented individuals can gather and each individual can pursue self-actualization.
To support the growth of each individual employee, we primarily utilize on-the-job training (OJT) during everyday work. We also conduct group training sessions and online learning programs to supplement the knowledge and skills required for each role and job responsibility.
Examples of Development Programs
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Mindset
The values and mindset we cherish at RENOVA
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- ・Training for new graduates/new employees
- ‐ Mission, Vision, Values, Competencies
- ‐ RENOVA’s business and history etc.
- ・Training for new graduates/new employees
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General skills and knowledge
Business skills and knowledge that are needed in any field (regardless of industry, company, department or job category)
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- ・Online learning support
- ・IT training
- ・HSE training
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Specialized skills and knowledge
Project, operational, and role-specific specialized skills and knowledge
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- ・Study sessions and seminars led by in-house experts
- ‐ Fundamentals of business development
(land acquisition, permit acquisition) - ‐ Renewable energy generation mechanisms and technologies
- ‐ Financial modeling
- ‐ Introduction to business operations etc.
- ‐ Fundamentals of business development
- ・Training by external instructors (examples)
- ‐ Project management
- ‐ Training for organizational managers etc.
- ・Certification support program
- ・Study sessions and seminars led by in-house experts
The training for developing mindsets is aimed at deepening employees’ understanding of RENOVA and building relationships between employees.
The curricula for the training programs for developing general skills and knowledge consists are common to divisions. We provide training programs with a broad range of content that will be needed in any field, including IT literacy, risk management, logical writing, task management, self-management, communication, cross-cultural skills and leadership.
Further, to develop specialized skills and knowledge, we provide specialized training that is specific to each division, project, operation and job category. Specifically, the training programs are classified into three categories: business development and operation (including specialized technologies in the areas of wind power, solar power, power grid and storage batteries, in addition to finance), project management and organizational management.
Skills and Knowledge Development Training
Rough targets regarding the relationships between capability development measures and employee grades in RENOVA’s capability development system are shown in the following chart (These programs were implemented in FY2024.). The measures taken take the form of the allocation of personnel, transfers, other personnel measures and coaching, in addition to training sessions, e-learning programs, orientation meetings and other measures. Some of these measures are implemented selectively for the divisions, departments and trainees that need to develop specific capabilities.
In the chart, “T” indicates training sessions, “E” indicates an e-learning program, and “O” indicates orientation meetings.
RENOVA provides the training needed to acquire the knowledge and skills that are necessary at each stage where the responsibilities and roles required of the employees change, such as when they are joining the company, when they become a project leader, and when they are promoted to a managerial position.
| Timing | Example training programs |
|---|---|
| Employment | Training for understanding the company or training related to basic literacy required of new working adults |
| Project leader appointment | Development programs based on the capabilities required of a project leader, which will be implemented before and after projected leaders are appointed, are being considered and prepared. |
| Promotion to a managerial position | We implement multiple training programs to enable employees to acquire organizational management literacy. Some human resources who will be candidates for managerial positions participate in the training program, in addition to employees who have been promoted to these positions. |
| Appointment of officers | Executive coaching is implemented. |