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
- Competence Development
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 |
Hybrid work where employees work autonomously combining remote and office work Flexi time without core hours |
| Leave |
Paid leave that can be taken in blocks of one hour. Various types of leave that can be taken in half days such as family nursing care leave and leave for own hospital visits Four weeks of Refresh & Development leave granted to employees who have been with the company for more than 5 years, etc. |
| Health improvement |
Subsidies for complete medical examinations, health checkups, influenza vaccinations, etc. |
| Congratulations and condolences |
Gifts of money on wedding, childbirth, death, injury or illness, disaster, etc. |
| Childcare support |
Maternity leave, paternity leave, childcare leave, exemption from work in excess of statutory working hours, limitation on overtime work, limitation on late-night overtime work, childcare short working hour system, sick/injured child care leave, babysitter fee subsidies, etc. |
| Asset formation |
Employee shareholding association Defined contribution pension (Employees and permanent contract employees under 60 years of age are eligible.) |
| Nursing care support |
Nursing care leave of absence system, nursing care leave, exemption from work in excess of statutory working hours, limitation on overtime work, limitation on late-night overtime work, nursing care short working hour system, etc. |
| Other |
Discounts of resort facilities nationwide with which RENOVA’s health insurance association has agreements Welfare benefit services (health support and welfare benefit support), etc. |
Employee Shareholding Association
The RENOVA Group runs an employee stock ownership program which supports employees’ regular purchase of RENOVA’s stock, to support employees’ long-term asset building activities and increase their awareness of participation in the management of the corporation.
All employees who wish to participate in the program are eligible for it, and a certain amount is deducted from each participating employee’s salary and bonus as contributions to the employee shareholding association. An incentive equal to 10% of the employee’s contribution is paid to employees.
Employee Stock Compensation Plan
We have introduced a stock compensation plan that grants employees who are expected to contribute significantly to the achievement of strategic targets the right to receive delivery of shares once every year.
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.
To support employees’ self-directed shaping of their careers (transfers/capability development) as growth opportunities, we identify the career plans and desired transfers of each individual through career plan surveys and use these findings to effectively assign employees to positions.
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 assessment 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 year 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 year 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.
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.
Competence Development
Exclusive Development and Training Programs for Specific Job Categories
The development of human resources with high-level skills and knowledge is essential for the achievement of RENOVA’s Corporate Philosophy: To create green and sustainable energy systems for a better world.
The skills needed to work successfully and achieve results at RENOVA are classified into 13 detailed items that are in three categories: mindsets, general skills and knowledge and specialized skills and knowledge. Based on these skills, we consolidate requests related to human resource development which are collected widely from internal divisions to exhaustively develop capability development measures and provide them to employees.
Skills required at RENOVA
The above items regarding specialized skills and knowledge are items that all employees may need to learn.
Diverse specialized knowledge and skills are required for each operation that divisions and departments engage in. The development of these capabilities shall be done within each division or department.
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. |