PeopleHuman resource development
| Targets |
1. Acquisition of human resources and support for human resource development that will support the growth of a “100-year company” and “VISION2030” 2. Transformation of corporate culture 3. Building of structures to support new challenges 4. Reconstruction of our training system |
|---|---|
| Performance（FY2023） |
|
| Measures |
1. Recruitment or outsourcing of training personnel 2. Enhancement of support for acquiring qualifications |
Human resource strategy and human resource development policy
In order for Daiseki to last 100 years as "an environment-creating company contributing to society through the environment by making the best use of limited resources," every one of our employees must address environmental problems and we must support them in their effort. Toward that end, we believe it is important that each of our employees plays an active role as an autonomous being and that the company fully draws out their value as a human resource.
Achieving the company's management strategy will require active participation by diverse human resources. Placing the development of next-generation management human resources at the core, we will enhance level-specific training that spans all levels of employees from newcomers to managerial members and will enhance development programs in line with employees' career orientations to raise their inner motivation. Making use of job rotation as a tool for further human resource development, we will broaden employees' perspectives, raise their curiosity toward work, and boost internal communication. Daiseki will develop human resources capable of flexibly adapting to changes in society and to diverse values.
Message from the Director in charge of Human Resources
Our company aims to be friendly to the Earth, with all employees united under our corporate purpose of "an environment-creating company contributing to society through the environment by making the best use of limited resources." So that all employees can play an active roles as an autonomous being and tackle environmental issues head-on, we are enhancing our development programs in line with employees' career orientations.
We are also focusing on developing our internal and workplace environments so that employees can proudly engage with their work and also make their families proud.
President Tetsuya Yamamoto of Daiseki Co., Ltd., who assumed the position in May 2022, has communicated inside and outside the company that our top priorities are the health of employees first, safety second, and compliance third.
We believe that key elements in motivating our employees toward work and holding a strong desire for growth are the accumulation of successful experiences through our personnel system, 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.
Targets
-
1. Acquisition of human resources and support for human resource development that will support the growth of a “100-year company” and “VISION2030”
- ●Development of employees who support the workplaces
- ●Training of employees who drive technological development
- ●Development of employees who support the business and the building of a training system
- 2. Transformation of a corporate culture through inter-departmental collaboration
- 3. Construction of a system to support new challenges
Creation of mechanisms for the creation of “human resources who independently absorb knowledge from every direction and take action” - 4. Restructuring of our training system by employing or outsourcing training personnel
Performance
The Daiseki Group actively participates in trainings programs considering that employees are our human capitals. From FY2023, we are inviting outside instructors to hold new training course for female managers. We will also continue holding compliance study sessions for all employees.
Total training hours at the Daiseki Group (FY2023)
| Description | Total training hours (hours) | Total number of attendees (people) |
|---|---|---|
| Compliance study session | 5,726(5.1 hours per employee) | 11,452 |
| Training per job levels | 400 | 32 |
| Female manager training course | 68 | 3 |
| Other trainings | 1,958 | − |
| Total | 8,152(7.3 hours per employee) | 11,487 |
Measures
1.Employing or outsourcing training personnel
●We will look for training personnel and will also select consulting firms to restructure our training system
2.Enhancement of support for acquisition of qualifications
●Revision of the benefits payment system related to "qualification recommendations” in FY2024
●Clarification of qualification examination fee subsidies and examination of lump-sum payments for the acquisition of difficult qualifications from FY2024 onward
3.Development of future leaders
●Step-up training
Daiseki provides candidates to be promoted to the chief (engineer) position with the training so that they can become independent professionals.
The training emphasizes digging deep into their own career history, envisioning ideal goals and future career to be realized, and enhancing spontaneous motivation.
In FY2023, 15 employees participated in this two-day training, and studied ideal state of future Daiseki and themselves, training of junior colleagues, and setting of goals.
●New manager training
Daiseki provides employees newly appointed as managers with the new manager training.
The training emphasizes acquiring mindset as managers, high and broad perspectives, and capabilities to manage subordinates and workplaces.
In FY2023, 15 employees participated in this two-day training, and studied the vision of the Daiseki Group, ideal supervisors, appropriate evaluation methods for subordinates, etc. in formats of lecture and group discussion.
