Social
Human Resources

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.

• RESILIENCE:The mental flexibility to turn business experience into an opportunity for self-transformation
• FAITH:Respect for cooperation in work and the ability to build mutual trust
• PROFESSION:Contribution to all stakeholders

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

Approach to Human Resource Training and the Enhancement of Internal Environments

• Approach to Human Resource TrainingDevelop human resources and build organizations possessing both the flexibility and strength to adapt to changes in the environment
• Approach to the Enhancement of Internal EnvironmentsAim to deepen and enhance recruitment, education and training, and internal systems, pivoting on highlevel expertise, autonomy, diversity, health and productivity management

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 strengthFor 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 growthIn 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 managersWe 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 Resources Development Program

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 FY2023, in order to further align our business strategies with our human resources strategies, we identified the “As is - To be” gap for each business division and overseas area, and created a new medium- to long-term training program by dividing training into that which is common to the entire Company (Personnel Department) and that which is specific to each business division. In addition to this program, we have introduced e-learning with a wide range of content to support each individual’s independent career development. Furthermore, we will enhance our systems, including by utilizing the self-assessment reporting system that has already been introduced and the new open job posting system that is scheduled to be introduced, to enable individuals to realize their career aspirations and to develop diverse human resources, thereby promoting innovation and steadily implementing our V2030 growth strategy.

*Measures common to national staff as well

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 companywide priority efforts to address.

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 development of employees’ abilities.
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.

*1 Paid leave utilization rate = number of days of paid leave taken ÷ number of days of paid leave granted × 100
*2 Figures are limited to those organized by the Personnel Department, but other education and training programs are also provided by each organization.

Diversity Management

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 foreign 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 foreign national employees as one of our key policies.

Promotion as Core Employees

In order to increase the number of foreign employees as core human resources, we share our management methods, corporate culture, and others by distributing our archive of educational videos in multiple languages, and promote expatriate exchange between Japan and our overseas bases in an effort to develop human resources from multiple perspectives.
For promoting female employees as core human resources, we will develop a clear career path with a switch to professional positions group, thereby developing a path for future promotion to core human resources.
As we aim to expand our business scale and evolve our business, we have a wide range of roles to play, requiring personnel with a variety of skills. Mainly, we plan to continuously increase the number of technical specialists (engineers) to strengthen our engineering function, and we will provide a clear career path for the promotion of mid-career employees to core human resources.

*3: Defines management positions and senior professional positions such as Innovative Leaders (IL), Specialists (SP), and senior technical positions of TS and T1.

Toward Diversification of Working Styles

In order to help each employee achieve a better work-life balance, we have established recommended days and months for paid leave, and are working to create a better work environment.

Introduction of Telework System*

To institutionalize telework, which was adopted as an emergency measure in the wake of the COVID-19 pandemic, we established the telework operating procedures, which went into effect in January 2022. Our telework program is currently based on work from home and is capped at 8 days per month during normal times. Going forward, we plan to further expand our efforts to allow workers to work from any location, with plans to sequentially develop an environment that allows them to work outside of their homes.

*: We refer to the use of information and communication equipment loaned by the Company at the employee’s home or at a location authorized by the Company to perform their job duties.

Flextime System

We have introduced a flextime system that defines the prescribed monthly working hours and allows employees to choose their work hours according to their work duties, except for core working hours (11:00 a.m. - 3:00 p.m. ). We strive to realize flexible work styles for employees as well as to enhance individual work-life balance.

Hot Desking

In order to promote the effective use of office space and to stimulate communication within the Company, with the exception of a few assigned seating, the Company has introduced a hot desking system that allows employees to choose their seats, rather than having fixed seating.

Support for Balancing Work with Childcare, Nursing Care, Medical Treatment, etc.

For employees who wish to balance work with childcare, nursing care, or medical treatment, we provide a variety of support services that enable them to work with peace of mind.