PeopleCreation of comfortable working environments
| Targets |
Note: ( ) shows figures for Daiseki only |
|---|---|
| Performance（FY2024） |
Turnover Rate Paid Leave Acquisition Rate Note: ( ) shows figures for Daiseki only |
| Measures |
1. Working environment improvement project 2. Support for balancing work with childcare 3. Support for new graduate employees 4. Mid-career hiring 5. Return system 6. Shareholding association system 7. Paid leave 8. Programs to support work, life events, and self-actualization |
Internal environment improvement policy
We believe it is important that employees find fulfillment in both their jobs and their private lives so that they can engage in work that makes their families proud. We believe that key elements in keeping all the employees highly motivated for work and aiming for further growth are the accumulation of successful experiences through work, demonstration of teamwork through the fostering of a culture of mutual recognition and praise, enhancement of employees' private lives through efficient achievement of results within limited time, and, as a prerequisite for all of these, good health of the employees and their families.
Focusing on our immediate workplace environment as well as the global environment, Daiseki is building a culture in which employees can continue to grow and take on challenges. We provide a workplace environment in which our employees can work with pride and enthusiasm and make their families proud.
Structure
Targets
- 1. Respect for employees' individuality and fostering of a culture of mutual support
- 2. Creation of comfortable workplaces that are physically and mentally healthful
- 3. Creation of a company that the employees can proudly work in and make their families proud
- 4. Turnover rate of less than 2.0%(1.0%)
- 5. Paid leave utilization rate of over 80.0%(80.0%)
- Note: ( ) shows figures for Daiseki only
Performance
Acquisition of paid leave and maternity/childcare leave at the Daiseki Group
| FY2022 | FY2023 | FY2024 | |
|---|---|---|---|
| Paid leave acquisition rate (%)※1 | 60.5 | 67.3 | 63.4 |
| Utilized maternity leave (people) | 7 | 10 | 3 |
| Men who utilized childcare leave (%)※2 | 10.8 | 21.4 | 37.5 |
| Avg. number of days used for men’s childcare leave (days) | - | 12.1 | 61.7 |
| Women who utilized childcare leave (%)※2 | 85.7 | 150.0 | 200.0 |
| Avg. number of days used for women’s childcare leave (days) | - | 255.3 | 454.3 |
The Daiseki Group's turnover rate(FY2024)
| |
Male employees | Female employees | Total |
|---|---|---|---|
| Turnover Rate（%）※3 | 3.9 | 4.2 | 3.9 |
- *1 Paid leave utilization rate is the ratio of paid leave taken by employees to paid leave granted to employees
- *2 Childcare leave acquisition rate is the ratio of the number of employees who began taking childcare leave to the number of employees to whom a child was born in the fiscal year
- *3 Turnover rate is the ratio of the number of employees who left the company during the fiscal year to the number of emploees as of fiscal year end
Measures and programs
Measures and programs currently in operation are as follows.
1. Working environment improvement project
- ●The employees in charge of the project and each department are working together on improvements while listening to employees’ opinions and requests for improvements to the workplace
2. Support for balancing work with childcare
- ●To make it easier for employees who are raising children to balance work and childcare, Daiseki allows those with children up to the beginning of the fourth grade of elementary school to choose to work shorter hours. In March 2024, we further revised our work rules to allow employees to select from 4, 5, or 6 hours of reduced work hours, and to select a start time of 9:00 or 10:00 a.m.
3. Support for new graduate employees
- ●We introduced a mentor program in FY2022 to support new graduate employees.
4. Mid-career hiring
- ●As an effort to minimize turnover, we have created a Human Resources Guidebook to explain not only work rules but also the varied programs of the company. We also make efforts toward referral-based hiring, which we are working to enhance through means including referral fees.
5. Return system
- ●While no clear program is in place, we actively hire persons who wish to work at Daiseki again after retiring from the company.
6. Shareholding association system
- ●To encourage employees to take more interest in the company's management and to enhance their benefits package, Daiseki supports their acquisition of company stock by granting a stock ownership incentive of 15% of the accumulated amount. In April 2024, we also decided to introduce a restricted stock incentive plan for the shareholding association system (Shareholding Association Restricted Stock). The hope is that employees will work harder and better than before to improve our company's performance.
7. Paid leave
- ●While the Japanese law stipulates 10 days of paid leave after six months of employment, from FY2023 Daiseki grant five days of paid leave after three months of employment (following the end of the trial period) in an effort to create an environment in which employees can work with peace of mind.
8. Programs to support work, life events, and self-actualization
- ●Childcare leave program
- ●Nursing care leave program
- ●Congratulatory/condolence leave program
- ●Shareholding association system
- ●Corporate defined contribution pension plan
- ●Qualification support system
Daiseki reviewed its rules for support of qualification acquisition in March 2024 in order to motivate employees to learn and improve their abilities. We decided to subsidize the cost of acquiring qualifications designated by the company, and to grant a qualification allowance to employees who utilize their acquired qualifications in their work. We are committed to creating a rewarding workplace where employees can maximize their potential.
9. 360-degree diagnostics
- ●Daiseki launched its 360-degree diagnostics in FY2024. This is an initiative to visualize the abilities of management employees and provide opportunities for “awareness” for improving the work environment and organizational performance, through a method of observing the regular management behavior of those subjects from the various perspectives of their supervisors, subordinates, and colleagues. The results of the 360-degree diagnostics conducted in FY2024 on department manager-level employees and above showed that the subject employees became increasingly aware of how they were viewed by their subordinates after the diagnostics. Daiseki believes that the subject learned how their daily activities were perceived by others, enabling them to identify their own management and leadership strengths and weaknesses that they were previously unaware of. In FY2025, this initiative will be extended to include deputy department manager and above.