Turnover Rate Improves by 3.6 Points Over 5 Years to 2.1%, Significantly Below National Average (11.5%)

Tokyo Water Corporation (Headquarters: Shinjuku-ku, Tokyo; President and CEO: Kazu Noda; hereinafter "Tokyo Water") has reported that its turnover rate, excluding employees retiring at the mandatory retirement age, declined from 5.7% in FY2020 to 4.5% in FY2023, 2.9% in FY2024, and further improved to 2.1% in FY2025. This represents a 3.6-point improvement over five years, reaching the lowest level in company history. This figure is significantly lower than the general turnover rate across industries. (Reference: Ministry of Health, Labour and Welfare's "Employment Trend Survey (Reiwa 6)" - Overall industry turnover rate (general workers): 11.5%)

In particular, turnover among technical staff—historically higher due to intense competition for talent—improved from 5.1% in FY2023 and 3.6% in FY2024 to 2.4% in FY2025. Administrative staff turnover also declined further, from 3.9% in FY2023 and 2.0% in FY2024 to 1.7% in FY2025, both reaching record lows.

※Turnover rate for employees aged 59 and under, excluding those retiring at mandatory retirement age

Reasons for Further Improvement in Turnover Rate

In recent years, the hiring environment has become increasingly competitive, especially for technical roles, which are in high demand from construction companies and local governments. According to the Ministry of Health, Labour and Welfare's "General Job Placement Status (April 2026)," the nationwide effective job offer-to-applicant ratio is 1.18 for all occupations, but reaches 4.98 for construction and civil engineering technicians—indicating an overwhelming "seller's market."

Amid this challenging recruitment landscape, Tokyo Water has strongly advanced, from the top down, initiatives to improve employee benefits, with a particular focus on younger employees.

For example, the age limit for company housing for technical staff was significantly extended from 30 to 40 years old, enabling employees to secure stable long-term living arrangements.

Additionally, the scholarship repayment support program has been expanded to include not only technical staff but also other roles, and educational loans have been newly added to the list of supported financial burdens, steadily reducing employees' living expenses.

To boost employee morale, the company has abolished, in principle, the dedicated employee system—which limited roles and responsibilities—and enabled interested employees to transition to general staff positions.

Furthermore, Call Center Supervisors, who were previously employed under non-regular contracts, have been converted to full-time employees to improve service for Tokyo residents and enhance employee morale.

While these benefit improvements incur costs, the company has actively pursued operational efficiency through the introduction of ICT support tools and drone-based facility inspections, achieving sustainable performance improvements. Tokyo Water will continue to build an environment where each employee can work long-term with peace of mind, strengthening the human resource foundation that will support Tokyo's water services for the future.

Going forward, the company will continue advancing initiatives to create a secure and sustainable work environment for every employee and strengthen the talent base that will support Tokyo's water supply in the long term.