Human Resources Management
Personnel Philosophy
People are our greatest asset, and the philosophy of valuing our people forms the fundamental principle of our personnel policy.
Based on the fundamental recognition that employee growth leads to company development, we believe that each employee proactively excelling in the workplace, growing, demonstrating their abilities, and thereby achieving self-fulfilment ultimately becomes the driving force for company development and the source of the company’s enduring existence.
Furthermore, maintaining and improving employee health is the foundation for each employee’s self-fulfilment, and the company supports this.
Human Resource Development Policy
(1) Cultivating Professional Practitioners
We aim to develop highly marketable professionals capable of self-sufficient work.
- Individuals possessing advanced specialised skills
- Individuals who recognise and achieve their own roles and objectives
- Individuals who proactively identify and resolve challenges
- Individuals who demonstrate leadership within the workplace
(2) Cultivating Self-Directed Personnel
Transitioning towards self-directed personnel driven by intrinsic motivation
Initiatives to Strengthen Human Capital
Strategically optimizing staffing
We optimize staffing to make the most of our human capital. We launch projects to plan the best staffing across sites, business units, and segments to promote optimization.
HR evaluation framework emphasizing outcomes
For Section Chiefs and below, we fully implemented a goal management system in FY2023. The goals are established in a top-down approach, with one-on-one meetings held to promote mutual understanding of the goals. In addition, through reforming the general HR framework, including behavioral evaluation, education, and training, as well as revising programs, we are reviewing our compensation systems to reward employees for their contributions.
Establishing goals for human capital disclosure items
We have established medium-to-long-term goals regarding the figures disclosed in Integrated Reports and have established effective action plans. We flexibly incorporate any indicators that will help revitalize human capital and enhance disclosure.
Promoting Diversity, Human Resource Development and Education
Human Resource Development and Education
At DKS, we develop human resources who can contribute to our business and customers. The three pillars of our human resource development and education programs are in-house on-the-job training, external education to learn skills and abilities, and support for self-development.
In recent years, we have conducted a fundamental review of the training of new employees, and have implemented new methods with a view to making them ready to work immediately after joining the Company. In addition, we have been working on company-wide digital transformation (DX) for corporate reform that will revolutionize the way we conduct our business and operations, and we are developing human resources through our “DX Human Resource Development Program” to accelerate DX throughout the Company. By fiscal 2021, approximately 60% of our employees have received DX human resource development training.
Human resource training is established in other areas as well, including by bolstering our support for employees aiming to improve their own abilities, be it through the acquisition of qualifications, or correspondence learning (employees finishing courses with distinction have all fees covered by DKS).
Initiatives to Promote Diversity
Having set up an Employee Participation and Advancement Promotion Committee chaired by a senior management member, we are aiming to become a human resource group capable of successfully contributing to improvements in Company performance. We are creating environments in which we can maximize the abilities of diverse employees, and enable them to take an active part in our Company.
Promotion of Women’s Participation and Advancement
In addition to work friendly environments that allow female employees to remain at work for many years, we are maintaining employment environments that enable women to develop their careers.
We have implemented measures aimed at having 10.0% or more of managerial positions occupied by female employees. As of March 31, 2022, this figure was 9.1%.
Since fiscal 2019, we have created an environment conducive to the active participation of women at our manufacturing sites, and female employees are taking advantage of their diverse skills in various workplaces in the manufacturing sites, such as the administrative departments, Quality Control Section, and Production Section. In March 2022, the Shiga Plant obtained certification from Shiga Prefecture as a “Company Promoting Women’s Active Participation.”
Employment of People with Disabilities
DKS has been working to assign people with disabilities to workplaces that leverage their individual personalities and strengths, and they are currently working as valuable assets in workplaces such as our Personnel Department, General Affairs & Legal Department, and Digital Strategy Department. In February 2022, the DKS Challenge Center was created as a specialized task force for the employment of people with disabilities. We have centralized the management and operation of the employment of people with disabilities, which was previously conducted separately at each business site, to address comprehensive issues related to this purpose. The employment rate of people with disabilities at DKS at the end of fiscal 2021 was 2.57%, and we have achieved a high retention rate by creating an environment that maximizes the aptitude and abilities of each individual.
Retiree Reemployment System
In reemploying retired applicants as Senior Challenge Staff, DKS conducts monozukuri (manufacturing) by handing down senior employees’ techniques and skills that make the best use of the experience they have accumulated over many years.
Promote Work-Style Reform
To support the balance between work and home life, we introduced a telecommuting system in fiscal 2019 and a flextime system in fiscal 2020. DKS is always aiming to improve the work-life balance of our employees.
Total overtime hours for the year remained around 150 hours, and in fiscal 2021 was 151.1 hours per employee. As one of the priority measures of “FELIZ 115,” we are also working to reform the personnel system to transform our corporate culture to one that reliably rewards those who contribute to the business.