Social
Human Resources

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

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.

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.

Human Resources Development Program

DJK’s Human Resources Development Committee, composed of members elected from all the business divisions, the Engineering Division, and the Administration & Accounting Divisions, meets four times each year.
The President & CEO and the Senior Managing Executive Officer, who are the 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.
We have also implemented overseas human resources development committees linked to four overseas areas: the Americas, Europe, Asia, and China. We are working to share DJK’s philosophy with our overseas employees and expand business with foreign companies. Just as we provide opportunities for our Japanese employees to gain experience through overseas postings, we are also creating opportunities for overseas employees to work at posts in Japan and other bases. We are progressively building systems to revitalize human resources mobility within the Group, aiming to deepen intercultural understanding by promoting diversity and expand our businesses in each region.

Human Resources Strategies

We launched the operation of DJK’s new personnel system in the fiscal year ended March 31, 2022. Unlike the previous membership-style personnel system, the new system clearly defines the roles associated with each duty. Based on the main themes of developing human resources to lead the next generation and enhancing job satisfaction, the new system established the professional positions group (P positions) and the technical positions group (T positions), in addition to the management positions group (M positions: former management positions) beyond the career track positions group, allowing employees to choose the positions group that best suits their individual needs.
We verify the effectiveness of measures under our human resources strategies by summarizing the opinions of employees through engagement surveys and individual interviews by the Personnel Department, based on employees’ self-assessment reports. This input is then used to amend measures and formulate new measures, creating a cycle of improvement. In the engagement survey implemented in March 2023, we found that some employees indicated a shortage of medium-term educational measures. We have therefore improved the system to enable employees to discuss their long-term career path at self-assessment interviews. We are also promoting internal discussion aimed at more autonomous career-building.
We established our General Employers Action Plan as interim targets in April 2023, which will be linked to various measures based on human capital management. We are pursuing the following targets under MT2024.

*1: Incentives and monthly allowances will be paid for acquiring official certifications and various other qualifications required for work.
*2: This system is common to foreign employees.

*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.