PeopleCreation of comfortable working environments
| Targets |
|
|---|---|
| Performance（FY2023） |
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 1%
- 5. Paid leave utilization rate of over 80%
Performance
Acquisition of paid leave and maternity/childcare leave at the Daiseki Group
FY2021
FY2022
FY2023
Paid leave acquisition rate (%)※1
58.8
60.5
67.3
Utilized maternity leave (people)
3
7
10
Men who utilized childcare leave (%)※2
-
10.8
21.4
Avg. number of days used for men’s childcare leave (days)
-
-
12.1
Women who utilized childcare leave (%)※2
-
85.7
150.0
Avg. number of days used for women’s childcare leave (days)
-
-
255.3
The Daiseki Group's turnover rate(FY2023)
Male employees
Female employees
Total
Turnover Rate（%）※3
2.6
6.2
3.2
- *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 in FY2023 to the number of emploees as of February 2023
Measures and programs
| FY2021 | FY2022 | FY2023 | |
|---|---|---|---|
| Paid leave acquisition rate (%)※1 | 58.8 | 60.5 | 67.3 |
| Utilized maternity leave (people) | 3 | 7 | 10 |
| Men who utilized childcare leave (%)※2 | - | 10.8 | 21.4 |
| Avg. number of days used for men’s childcare leave (days) | - | - | 12.1 |
| Women who utilized childcare leave (%)※2 | - | 85.7 | 150.0 |
| Avg. number of days used for women’s childcare leave (days) | - | - | 255.3 |
| |
Male employees | Female employees | Total |
|---|---|---|---|
| Turnover Rate（%）※3 | 2.6 | 6.2 | 3.2 |
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
- ●We are currently considering an extension of the shortened working hours period for childcare following the childcare leave period, which is currently until the child enters elementary school.
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
- ●Daiseki has a shareholding association system and pays joining employees a 15% incentive based on contribution.
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
- ●Payment of qualification examination fees (scheduled for expansion)
9. Round-table meeting with management and employees
- ●Daiseki does not have a labor union, but instead regularly holds round-table meetings with participation of management and employees with the aim of creating a workplace that allows open and smooth communication. In FY2023, we held round-table meetings seven times where the president and junior employees from the head office and six business sites attended. We will continue to hold this meeting to create comfortable working environments.