Human Resources

• Philosophy of Human Resource Development and the Enhancement of Internal Environments
• Approach to Human Resource Training
• Human Capital Management
• Human Resource Strategies
• Human Resources Development Program
• Personnel Evaluation System
• Employee Engagement
• Diversity

Philosophy of Human Resource Development and the Enhancement of Internal Environments

Policy on Human Resource Development, Including the Promotion of Diversity, and on Internal Environment Enhancement

In 2022, we established a new management philosophy with the mission of “Connecting People, Connecting Technology, and Enriching the World.” Guided by this philosophy, we are committed to evolving into a next-generation engineering trading firm by addressing diversifying needs through advanced technologies, high-quality services, and strong solution capabilities.

Specific Measures to Realize the Philosophy

Integrate General Positions and Career Track Positions

• Place particular emphasis on advancing women more than ever before, realize diverse working styles, and create a rewarding workplace environment
• Change from a binary choice to a system that allows employees to make flexible choices about how they work depending on their life stage

Provide Overtime Pay to Manager and Deputy General Managers

• Reorganize the roles of middle management who act as on-site players and provide overtime pay
• Improve the motivation of employees who drive on-site operations on the front line

Introduce 360° Evaluations to Division General Manager Trainings and Promotion Exams

• Ensure fair evaluations
• Understand one’s own characteristics and use them to make improvements
• Build an organization that values dialogue

Improve the Working and Growth Environment for Engineers

• Implement skill maps to assign employees to appropriate jobs and develop them over the long term
• Strengthen support measures for long-term overseas projects

Non-Japanese Employees

• Currently implementing a personnel system modeled on the role-based level system at headquarters, and also emphasizing regionality
• Education to instill governance, code of conduct, philosophy, etc.

Approach to Human Resource Training

As we strive to achieve our V2030 growth strategy, we have established “a company full of good work partners” as our vision for human resources development. We have defined our image of these human resources as follows, and reflected this definition in various personnel-related measures.

We will develop human resources who can connect people through their positive attitudes, connect technology through their thorough knowledge, and enrich the world through their devoted actions.

Human Capital Management

We approach human resources development with a long-term perspective, aiming to invest in our human capital while also achieving the sustained enhancement of corporate value. We endeavor to impart to each of our employees the aspiration to be a businessperson who can think independently and involve those around them to bring ideas to reality.

Through human capital management, we will transform the growth of our employees into a growth engine for DJK by connecting it with the enhancement of our basic business strength and employee motivation for work. We will return these benefits to our stakeholders through higher corporate value.

• Enhancing DJK’s Basic Business Strength
  For new employees, we will implement safety education from the training stage, covering the items necessary when delivering equipment, while for mid-career recruits, we will focus on the recruitment of personnel with advanced qualifications, thereby enhancing our expertise, to achieve our aim of being the next-generation engineering trading firm.
• Boosting Employee Motivation for Work and Growth
  In its seven business domains, DJK does business across a wide range of markets and industries. Our customers and suppliers are highly diverse, and deepening our understanding of this diversity provides us with earning power. With the aim of promoting diversity, we are progressively creating environments to empower women and taking a more multi-faceted approach to our recruitment activities. We are promoting a higher proportion of women in core positions and the recruitment of foreign personnel and mid-career recruits.
• Developing the Management Capabilities of Potential Senior Managers
  We are promoting a more diverse range of practical experience for the purpose of developing potential senior managers. By systematically deploying personnel to DJK’s affiliates in Japan and overseas, we are progressively developing human resources with management sense.

* Specific measures marked in yellow are measures already underway

Human Resource Strategies

Since fiscal 2021, we have implemented a new human resource system that shifts away from the traditional membership-based model to one in which each role is clearly defined by its responsibilities.

With a focus on developing next-generation talent and enhancing job satisfaction, the system offers three career tracks—Management (M), Professional (P), and Technical (T)—allowing employees to choose a path that best matches their individual strengths and ambitions.

We evaluate the effectiveness of our human resource strategies by gathering employee feedback through engagement surveys and individual interviews conducted by the Human Resources Department, based on self-assessment forms. This feedback is used in a continuous improvement cycle to review and enhance existing initiatives and to design new ones.

In the engagement survey conducted in March 2023, a common concern raised was the lack of medium-term training programs. In response, we improved the interview process to enable more in-depth discussions about long-term career paths during self-assessment interviews. We are also advancing internal discussions aimed at promoting more autonomous career development across the organization.

Human Resource Development Committees

DJK’s Human Resources Development Committee, composed of members elected from all the business divisions, the Engineering Division, and the Administrative division, meets four times each year. In addition, overseas human resources development committees, linked to four overseas areas of the Americas, Europe, Asia, and China, meet twice each year. The two Representative Directors also participate in committee meetings. Through the vigorous exchange of opinions with committee members, they have established a systematic human resources development program based on business strategies. In FY2024, we further strengthened the alignment between our business strategies and human resource strategies by identifying the “As is–To be” gap for each business division and overseas region. Based on this analysis, we developed a new medium- to long-term human resource development program that clearly distinguishes between company-wide training conducted by the Personnel Department and division-specific training.

In addition to this program, we introduced a new e-learning platform offering a wide range of content to support employees’ autonomous career development. We also enhanced our systems to help individuals realize their career aspirations—by leveraging the self-assessment reporting system already in place and preparing to launch a new internal job posting system. Through these efforts, we aim to foster a more diverse workforce, promote innovation, and steadily implement our V2030 growth strategy.

Human Resources Development Program

Notes:

• 1. Employees who acquire official certifications or various qualifications necessary for their duties receive incentive bonuses and monthly allowances.
• 2. This applies equally to employees of non-Japanese nationality.

Personnel Evaluation System

Management by Objectives Evaluation System

Under this system, employees complete self-assessment forms that outline the Management by Objectives framework, the frequency of performance reviews, and other relevant details. There are no limitations on the length or depth of the responses.

Following submission, employees participate in interviews with their immediate supervisors, as well as separate discussions with Human Resources personnel. The outcomes of these conversations are reported to the President.

By leveraging this system and maintaining regular points of contact, senior management gains deeper insight into employee perspectives and actively cultivates an open, communicative workplace culture.

Employee Engagement

Purposes of Engagement Surveys

We have implemented an employee survey on engagement for the purposes of strengthening our human resources strategies (human capital investment, employee development and education, improving working environments, etc.) and promoting sustainability management.

Outline of the Survey Results

Employees have a high level of engagement in their work, and are able to work proactively with a sense of worth.
As was the case with last year’s survey, aspects such as enabling employees to exercise discretion and autonomy in performing their work, and relationships with superiors and subordinates received a highly positive evaluation.
Similarly to last year, aspects such as long working hours (unbalanced working hours) and the burden of work received a low evaluation.

Although employees are able to exercise discretion and autonomy in performing their work, we recognize that the high burden placed on individuals has been an ongoing issue since the previous year that requires company-wide priority efforts to address.

Item		Unit	FY2023	FY2024
Number of Employees Surveyed		Employees	602	636
Response rate		％	84.9	91.8
Positive response rate	Engagement	％	69.2	76.2
	Satisfaction rating	％	65.8	66.8
	Work fulfillment	％	65.3	66.9
	Organization/culture	％	48.5	51.8
	Interpersonal relationships	％	54.3	58.7
	Treatment/environment	％	52.3	57.3

Response Going Forward

Since last year, we have been working to rectify the long working hours, including by reducing the number of meetings. Going forward, we will continue to reduce working hours by promoting appropriate personnel allocation (interdivisional transfers and strengthened recruitment) and the advancement of staff positions (formerly general positions).

In addition, we have changed the content of division general manager training to place a greater emphasis on dialogue. By accurately understanding the situation of subordinates and creating appropriate work assignments, our aim is for employees to realize their career goals, create a more balanced workload, and improve engagement, which will translate into increased productivity.

Diversity

Basic Approach

The DJK Group has more than 1,000 employees, and a wealth of human resources supports its business activities. Active utilization of talented human resources regardless of gender, nationality, or social background is essential for future corporate growth in global business expansion.

We believe that by instilling our philosophy, growth strategy and other policies in each and every employee of our Group, including non- Japanese employees, we can firmly establish a sense of unity as a Group and a sense of working within the organization.

We will continue to proactively work on the development of competent non-Japanese employees as one of our key policies.

Promotion of Women’s Participation and Advancement

The U&I Project