Sustainability / Materiality
Our employees are our most valuable asset. We can only accomplish our corporate mission by ensuring the safety of our employees and by continuously investing in employees to attract and retain top talent. Creating a people-centric work environment allows employees to give their best while enjoying their work. To do so, we promote a diverse and inclusive workforce.
Our safety culture nurtures trust between the company and our employees by ensuring optimal work conditions. We have put in place comprehensive measures to safeguard our workers’ safety, such as by having an Environment, Health and Safety (EHS) Guideline, providing EHS training for employees and suppliers, and implementing a crisis and incident management system. We also hold mandatory meetings ahead of projects to discuss EHS-related concerns and policies with construction contractors, suppliers in charge of power plant maintenance and local businesses outsourced by power plants.
We strive to ensure the highest safety standards for our power plants. Operating in an earthquake prone region means preventative safety measures are essential to minimize risks. Before site development we conduct Probable Maximum Loss (PML) assessments, and plan sites accordingly. During operation, we follow strict Safety Guidelines that uphold high safety standards. As an example, to reduce risk of heatstroke for personnel performing maintenance on wind turbine nacelles, we install internal fans to regulate the temperature of the space. Nacelles are machine compartments at the top of the wind turbine tower that contain general components of the wind turbine, including the generator, which can become very hot due to the equipment. We also maintain clear access routes to power plants, by removing fallen trees, branches and cutting grass, to provide quick access in the event of an emergency.
In the event of an EHS-related incident, JRE has put in place a crisis management system outlined in our EHS manual, which defines a reporting line to notify incidents as soon as they happen. The employee who notices such incidents first reports to the relevant division head, who then communicates with the president and the head of the Risk Management Department. After an assessment of the gravity of the situation, a task force is established to take appropriate corrective measures, including information disclosure to stakeholders.
In 2020, we revised our original EHS Policy to add the prohibition of child labor and forced labor, hereby enhancing our efforts.
As COVID-19 disease control measures, we have established Disease Control Guidelines as employee guidelines for behavior during the coronavirus crisis. Anti-droplet protective panels and sanitizer dispensers have been set up where deemed necessary.
* Please scroll horizontally to see the table below.
|Health and safety indicators||2017||2018||2019||2020|
|Number of employee-related incidents *1 (including lost-time injuries)||0（0）||1（0）||4（1）||2（0）|
|Number of construction contractor-related incidents *1 (including lost-time injuries)||2（0）||1（1）||2（2）||3（2）|
|Number of fatalities||0||0||0||0|
|Lost Time Injury Frequency Rate (LTIFR) *2 – employees||0||0||2.49||0|
|Lost Time Injury Frequency Rate (LTIFR) *2 – construction contractors||0||1.25||2.92||1.76|
*1 Total number of labor injuries of lost-time accidents (lost for one day or more) and lost occupational accidents caused by labor, and the number of sufferers of commuting injuries
*2 Injury occurrence rate with labor loss per million hours (calculated as the number of lost-time injuries ÷ total working hours ×1 million hours)
To attract and retain top talent in our work force, we invest into the personal growth of our employees and foster a diverse, people-centric working environment. These initiatives aim to enhance the long-term growth of the company while promoting employee’s job satisfaction. Our career development system fosters top talent by encouraging our employees to drive the direction of their career development, and ensuring we provide the opportunities necessary to enable this professional growth. To ensure that our employees are empowered to fulfill our corporate mission, we link employee performance and bonus payment to our renewable energy generation goal.
Creating a people-centric work environment helps bring out the best in our employees. We strive to improve workers’ productivity and reduce overtime through business process optimization. We have implemented a workplace improvement project to promote a comfortable working environment, which proactively involves employees. To take into consideration the various personal situations of our employees, we provide shift based working hours (where employees are free to choose their start and end time around their core working hours, upon advance application). Additionally, we provide a compassionate sick leave system that applies to emergencies such as employees’ and family members’ sickness. In 2020 we introduced work-form-home system. We also created a volunteer leave system to encourage employees to contribute to the community. To continuously monitor employee engagement regarding their role, working environment, superiors, and the company, we conduct a biannual employee satisfaction survey reflect the opinions and ideas acquired through this survey into plans for workplace improvement.
* Please scroll horizontally to see the table below.
|Number of employees *1||149||169||215||249|
|Percentage of female employees (%)||32||28||24||26|
|Average training cost per employee (JPY/year)||118,000||254,000||208,000||100,000|
*1 The sum of Japan Renewable Energy Corporation and JRE Operations Corporation