In order for our employees to be able to feel happy to be the members of our group, the Daiken Group has been promoting the initiatives from the perspectives of the Promotion of Diversity, Workstyle Reform, and Human Resource Development aimed at becoming the company where every employee can fully exercise their diverse values and abilities. While COVID-19 pandemic continues, we re-realized that our employees’ health is the source of corporate management and have newly started the initiatives for health and productivity management. By continuously deploying the measures from four perspectives, we will lead to producing the favorable cycle, maximizing human resource value by improving individual performance, and improving the entire group’s corporate value.
As a new initiative to link the three elements of the Promotion of Diversity, Workstyle Reform, and Human Resource Development and to maximize human resource value, we launched the Next-Generation Sales Proposal Project by the female sales employees in May 2019. In July 2020, they conducted the Proposals of the Next-Generation Sales Style to the Management Executives as the final step. In their final proposals, the proposals toward the realization of the sales style where anyone can exercise their skills were announced, such as operational efficiency by introducing the split of the work-type model, productivity improvement by enhancing the mutual follow-up system, and reform of the ways to take leave. We will deploy their recommendations to other departments, move on to the execution phase, and launch more measures to broaden the project base from the sales division to other divisions to lead to company-wide reforms.
In the medium-term ESG plan, we set the Total Diversity Index in which the eight diversity items were indexed as our own indices and manage the targets. The total index in fiscal 2021 was 71 pt, up 19 pt from fiscal 2019, which is a benchmark, but it resulted in maintaining the same level as the previous year. “Among these indexes, the percentage of taking paternity leave shows improvement as a result of intense information sharing about our leave-system to all employees.” While the female manager ratio decreased, the female full-time employee ratio increased as the number of newly graduated females hired increased and the results of the initiatives with an eye toward the medium- to long-term corporate value improvement started to emerge. With a view to comprehensively improve the level, we will steadily proceed with the measures.
Believing that cultivating autonomy in our employees is a key for our further growth and persistent corporate value improvement, we have provided various training chances for our employees to acquire the skills or knowledge needed for their each service years, ranks, and job types. In fiscal 2021, we newly incorporated the online training method due to the COVID-19 pandemic and by continuing opportunities for learning, we worked to improve and develop our employees’ capabilities. In addition to the use of advantages unique to online training, which is less affected by time and place, we concurrently conduct practice in group training and expand and improve the training programs.
The Daiken Group launched the Workstyle Reform Promotion Project in 2015 and has been putting effort into the promotion of workstyle reform. While the shift to new workstyles has accelerated due to the COVID-19 pandemic in fiscal 2021, we have proceeded with creating the mechanism to realize diverse workstyles, such as lending of smartphones, trial of teleworking, including working at home, etc. As a result, under the issuance of the state of emergency in April 2020, we could flexibly respond to the social change as we could maintain the structure that 80% or more of our employees worked at home in the business bases, such as Tokyo and Osaka. With the introduction of the working at home system, we also promoted the active use of online tools. By maximally using the advantages of online tools not only when working at home but also when conducting sales activities and holding a seminar, we are aimed at the promotion of workstyle reform and productivity improvement.
In the medium-term ESG plan, we set Employee Satisfaction as our own index in fiscal 2020 and manage the targets. We also quantify the Degree of Actual Feeling of Job Satisfaction through an annual survey and by grasping our employees’ view on work and anxiety factors about work, and we make use of the results for Creating Pleasant Workplaces and aim to improve the entire workplace’s satisfaction. Satisfaction in fiscal 2021 was 56.7%, up 1.3 pt from fiscal 2020, which is a benchmark. We analyze the survey results from various perspectives, such as the responses to COVID-19 and factors associated with the divisions’ characteristics, and reflect the results of the analysis to our future measures.