Principal Themes：Human Rights and Labor
Diversity & Inclusion
DNP has devoted efforts to supporting active roles of its employees who are irreplaceable assets and who have driven innovation since our founding. DNP will respect every difference of each person and will synergize these as strengths for creating new value.
- Structure to Promote Management
- Fostering a Culture that Diverse Human Resources Can Play Active Roles
- Initiatives and Systems that Support Active Roles of Diverse Human Resources
Promotion of Diversity & Inclusion utilizing diverse individuality
As part of our non-financial strategy to strengthen our business base, the DNP Group aims to significantly enhance human creativity (added value productivity). To realize this, we believe that it is important to transition from a homogenous and uniform organization to one rich in diversity. In particular, we have expanded various initiatives and systems to ensure that a wide range of talent can thrive within the Group amid the ongoing challenges of an aging population and declining birth rates.
While these efforts have received high praise both internally and externally, employee surveys have revealed disparities between the company's initiatives and the realities of individual workplaces, which we strive to resolve. This underscores the growing significance of “promoting Diversity and Inclusion (D&I) utilizing diverse individuality.” Working toward the FY2023-2025 Medium-term Diversity Vision, we will realize workplaces where “inclusion becomes second nature,” enhance the abilities of each employee, multiply those diverse strengths with each other and create new value.
Minako Miyama, Director
About the inclusion loop
Diverse individuals are inclusive of each other, and those around them support the challenges of individuals who take the initiative. We assess the results of these challenges as valuable experiences and, through open dialogue, connect them to a sense of fulfillment. This fosters a culture where inclusion becomes second nature, with individuals receiving recognition from their peers for their contributions and feeling motivated to embrace new challenges. These interconnected loops occur across various departments and, in unison, amplify the collective strength of All DNP.
Structure to Promote Management
DNP has established the Diversity & Inclusion(D&I) Promotion Department under the Managing Director in charge and the direct control of the head office as the promotion organization for permeating and firmly positioning D&I throughout the Group. Moreover, we are accelerating the promotion of diversity in collaboration with the D&I Promotion Committee and the secretariat of each business unit and Group company throughout the country.In 2020, we introduced the DNP Group Diversity Declaration as top management’s commitment to promote diversity as we strengthen the further promotion of diversity.
DNP Group Diversity Declaration
1. We will take the lead in working to promote diversity and inclusion. 2. We will transform the awareness of managers into a "Dialogue style" that utilizes the differences of each and every person as strengths. 3. We will make ourselves a company where each and every employee can actively take on challenges and create new value.
July 17, 2020
Yoshinari Kitajima, President
In 1997, DNP increased its recruitment of women and expanded the scope of their work. It has been promoting Diversity and Inclusion (D&I) since then with the goal of developing a corporate culture that enables diverse human resources to play active roles. In 2016, we established the Diversity Promotion Office within the Employee Relations Department in the head office and the Diversity Promotion Committee in each business unit and Group company. We converted the then-Diversity Promotion Office (currently the D&I Promotion Department) into an independent, dedicated organization in June 2018 in our continued efforts to eliminate the gender gap and leverage the diverse strengths of all employees, including persons with disabilities, LGBTQ+, senior and non-Japanese employees.
Management Indicators
General business operator action plan
To accelerate the creation of new value, the DNP Group promotes the active participation of women and all other employees and focuses on the development of the next generation for the future. For example, we establish and implement action plans based on laws, including the setting of targets for the percentage of females in section managers or higher positions and the ratio of male employees taking childcare leave.
Setting “D&I perception level”
We have established “D&I perception level” as our own internal indicator for measuring the entrenchment of D&I among employees, conduct surveys of our employees, and develop measures based on the results.
Recognition from Society
The efforts of DNP, aiming to create new value by promoting D&I, are highly recognized outside the company as well.
Selected as a Nadeshiko Brand
Acquisition of Kurumin certification for parenting support
Received Gold rating in the PRIDE Index
Highest-level certification in the D&I Award
J-Win Diversity Award
Second Prize in the Company Prize Advanced Category
Fostering a Culture that Diverse Human Resources Can Play Active Roles
Diversity Week
Since 2021, we have held annual internal events to cultivate the sense of involvement of employees with diverse strengths that they are the members who themselves constitute DNP’s diversity and to promote dialogue to enable employees to synergize their strengths. Many employees view D&I positively, which is shown in their actions.
Implementing Diversity & Inclusion Training
DNP is working to improve the following training opportunities, among others, in order to accelerate value creation from further enhancing and multiplying the strengths of our diverse human resources.
- Diversity Course, LGBTQ+ Training and Normalization Education Training to deepen employees’ understanding of D&I
- Mentor Development Training to acquire mentorship-related skills such as listening attentively and asking pertinent questions
- Practical Leadership Training for women to quickly engage in leadership in the workplace following promotion
- D&I Promotion Leader Development Training for deciding on and driving policies for D&I promotion activities in each organization
Mentor System
Under this system, senior employees (mentors) who have completed “mentor development training” utilize their own accumulated experience and knowledge while providing necessary information and advice to employees (mentees) who have worries in undertaking their jobs. By doing so, this system provides support for enabling mentees themselves to solve problems in a way suited to them.
Harassment Measures
With the aim of maintaining a healthy work environment, we have formulated sexual harassment
prevention regulations, power harassment prevention regulations and maternity harassment/care harassment
prevention regulations as we have established essential measures for the prevention and early detection of
problems and for devising appropriate solutions.
Additionally, as part of our management training during promotions, we educate all trainees on how to respond appropriately to harassment. We also conduct annual harassment training for all managers continuously.
Promoting the Active Role of Woman
To continuously create new value and build a better future, it is crucial that DNP enhance the diversity of its management and avoid the pitfalls of homogeneity. We are actively working on diversity with the goal of increasing the percentage of people in leadership positions that are women, including directors, statutory auditors and corporate officers, to over 30% by 2030. DNP is advancing various initiatives in accordance with an action plan based on the Act on the Promotion of Women’s Active Engagement in Professional Life. For example, we are systematically conducting trainings for female employees at different levels to continuously prepare them for involvement in organizational decision-making. In fiscal 2021, we launched the Sponsorship Program, recruiting women to decision-making roles and expanding diversity in managerial positions. The program involves three parties: female section and department managers as participants, officers and other executives from other departments as sponsors and the owners of the participants’ departments as partners. This allows them to obtain broader perspectives, including the All DNP perspective for creating new value by multiplying the diverse strengths of the DNP Group.
Moreover, in order to continue to increase the human resources we recruit, we need to expand the pipelines from the leader class. Leader-class women were selected for training until fiscal 2021, but we are currently conducting Practical Leadership Training for all leader-class female employees in the DNP Group, allowing them to gain a career vision from early on, exercise leadership in the workplace, and accumulate experience.
This training also promotes D&I in the departments by asking division manager-class D&I promotion leaders to expand their horizons to include women and think about these issues together as they engage with women’s ideas and workplaces challenges for six months. In addition, we provide a learning group setting for women participants and D&I promotion leaders. The community is designed to discuss women's development and workplace issues while implementing the learning from the training in the workplace and providing feedback to each other.
The presentation of the Sponsorship Program
LGBTQ+
DNP is constantly working to create an organizational culture that makes better use of our diversity, striving to create value that is wanted by the diverse members of our society.
As part of this effort, in fiscal 2019, we expanded the scope of our D&I promotion to not only include women’s activities, working to foster an understanding of the situations faced by LGBTQ+ people. In e-learning training for all employees, we addressed issues faced by LGBTQ+ people in the workplace and conveyed the necessity and significance of having basic knowledge about all sexes, gender identities, sexual orientations and gender expressions and the efforts to accept diversity and prevent SOGI harassment. We are also implementing D&I activities such as by not requiring applicants to state their gender in their documents during job recruitment and reviewing our systems.
At present, we are holding dialog meetings for LGBTQ+ people and “allies” who support them as well as creating internal communities, thus continuously advancing interactive efforts. In addition to internal activities, we participate in various social activities such as having book features to promote LGBTQ+ understanding at our DNP Plaza “Minna no Toi Bunko” (Books on Everybody’s Questions) and Pride House Tokyo to demonstrate DNP’s stance and actions both internally and outside the company.
DNP has been recognized for these efforts and has received the highest ranking “Gold” for two consecutive years since 2021 in the PRIDE Index, an evaluation index established by the general incorporated association "work with Pride" to promote the creation of workplaces that are comfortable for LGBTQ+ employees.
Initiatives and Systems that Support Active Roles of Diverse Human Resources
Work Style Reform
The DNP Group launched a labor-management project in 2004 and started initiatives such as reducing working hours by improving work efficiency and promoting the taking of annual paid leave. Since 2009, as work style reform activities, DNP has advanced these initiatives to the stage of effectively utilizing time resources and increasing the added value of work. Presently, DNP is working to maintain and improve the physical and mental health of each and every employee to realize “work styles that create value.” Concurrently, DNP is promoting the creation of an organizational culture that raises engagement so that employees can feel both job satisfaction and ease of work.
Work/Leave System
We have built flexible work systems suited to the job characteristics of each person.
●Flexible work systems ●Discretionary work system ●Short-time work system, etc.
Moreover, we have established diverse leave systems matched to the lifestyle of each person.
● Annual paid leave (maximum 20 days annually) ● Childcare leave (five-day paid leave per child) ● Caregiving leave ● Life support special leave (the number of days equivalent to expired annual paid leave of each person when the employee needs leave for childcare, caregiving, infertility, volunteering, illness, etc. and leave is approved by the company), etc.
Support for Balancing Work and Childcare/Nursing Care
DNP has established the “Return to work from childcare leave program.” This system aims at creating an environment in which employees can take leave for childbirth and childcare with a sense of reassurance, smoothly return to their workplaces, and balance their work with household duties while deploying their capabilities.
The seminar, Kangaroo Club, to support balancing work and childcare
We provide annual seminars for employees to think together with their partners about balancing work and childcare, share their current anxieties and concerns and visions for the future, and build a vibrant career even during childcare. Many employees and their partners participate in the Pre-Mom and Dad seminars for those expecting a baby within one year and the “Dad and mom doing childcare” seminars for those on maternity leave/childcare leave or raising children three years of age or under, and their partners.
Encouraging male employees to take childcare leave
In December 2020, DNP announced its participation in the Male 100% Childcare Leave Declaration both internally and externally. We provide information about our childcare leave and other programs to both male and female employees who have reported their or their spouse’s pregnancy or the birth of a child and interview employees to confirm their intentions regarding taking a leave of absence. In addition to sharing information about the activities of the D&I Promotion Committee in which DNP Group management participates, we share within the company the relevant issues and experiences of male employees who have taken childcare leave to encourage other employees planning to take childcare leave in the near future by giving them tips such as how to take childcare leave, changes in behavior, perceptions, etc. after taking leave. This helps to facilitate the understanding of male childcare leave takers among their supervisors and colleagues in the workplace. As a result of these efforts, the ratio of male employees taking childcare leave increased to 83.6% in the fiscal year 2022.
Other Childcare Support Systems
We support employees and their families in balancing work and childcare even after employees return to work through various systems that include assistance for babysitting fees, assistance for childcare facility fees, nursing care leave, and special leave for life support.
Supporting a Balance Between Work and Nursing Care
We provide information in a handbook which is a compilation of basic knowledge, programs, reference cases, etc. about nursing care. We are enhancing support tailored to the life stage of each employee, such as a family care leave system that allows each employee to take leave an unlimited number of times up to 366 days per each care recipient and enables them to have periodical consultations regarding nursing care.
Firmly Establishing the Employment of People with Disabilities
Over long years, DNP has been promoting efforts throughout the entire Group for recruitment, settlement, and support of the active participation of people with disabilities with the aim of creating workplaces where these persons can play active roles in keeping with the basic concept of “normalization,” which helps create a society in which all people live equally comfortable lives regardless of any disabilities. To further promote these initiatives, in February 2019, we established DNP Business Partners Co., Ltd. primarily employing people with disabilities. In October of the same year, this company obtained certification as a special subsidiary from the Minister of Health, Labour and Welfare. We will support the employment of people with disabilities by the Group companies and expand cross-organizational operations within the Group to create opportunities for many more employees to actively participate. Moreover, we decided to support the ideas and efforts of the Valuable 500, a global organization engaged in activities facilitating people with disabilities to play an active role in society, and joined the organization in July 2020.
Support for Other Various Work Styles
Employment of Elderly Persons (Flexible Retirement System)
We have introduced a flexible retirement system that enables employees to continue working as professionals at workplaces even after they reach age 60.
Reemployment of Retired Employees (Return-to-Work System)
This system enables the re-employment of former DNP Group employees under certain conditions. We re-employ, as appropriate, former employees wishing to resume their work in the DNP Group as human resources with diverse values and careers who are able to use the knowledge, skills, career achievements and life experiences acquired during their time in other companies or organizations.
Non-Regular to Regular Employee Conversion System
To draw out the capabilities of each person to the fullest and ensure this enables us to deploy our total strengths as an organization, we introduced this system for hiring as regular employees those outstanding part-time and non-regular staff who have a positive attitude toward their jobs and play large roles.
Telecommuting
Based on the premise of establishing and utilizing an IT environment, we are promoting the integration of telework, satellite office work, and mobile work as well as a large expansion of measures for doing so.
Side Jobs/Dual (or Multiple) Jobs
We allow some side-jobs and dual jobs involving various types of innovation and that lead to the creation of new value through DNP so long as these do not interfere with our core business.
Life Planning Promotion System
We provide information about retirement allowance, public pensions, and other topics through labor-management co-sponsorships to enable each employee to develop their own optimal life plan and live a fulfilling second life. The Second Life Preparation Guidance for employees aged 51 has been held 10 times with the participation of 922 employees and family members, while the Before Retirement Guidance for employees aged 58 has been held 12 times with participation of 601 employees and family members. Moreover, the Life Planning Seminar You Start in Your 20s for employees in their 20s and 30s has been held twice with the participation of 102 employees.
- *Post-retirement Life Preparation Guidance
To realize a fulfilling and rich post-retirement life, this guidance explains the key points in preparing for the future from the three aspects of “life purpose, health and household finances.” In particular, the guidance’s explanation of the expected amount of public pension, which is the main source of income for a post-retirement life, as well as the estimated amount of retirement allowance, is a highly acclaimed approach.
Life Planning Consultation Office
We offer support for employees and their families to realize fulfilling life plans using the social insurance system and the company’s welfare program. In fiscal 2022, we had 310 consultations with employees in a wide age range from their 20s to their 60s.
Consultation Office
We have built a system enabling employees to consult with experts, including lawyers, judicial scriveners and tax accountants, on issues such as housing (financial planning and property selection, design, construction, remodeling), laws (inheritance, family, traffic accidents), taxation and harassment and other matters of personal relevance or interest. We listen to the troubles and questions of not only employees but also family members, providing a consultation service that comprehensively supports employees of the DNP Group. In fiscal 2022, in addition to the permanent consultation services in Tokyo and Osaka, on-site consultations were held at six locations nationwide and 681 people consulted.
- *Other main consultation contact points for employees
Besides the Life Planning Consultation Office and the Consultation Office, we operate the Open Door Room and the Global Internal Whistle-blowing System as consultation and whistle-blowing contact points for matters concerning corporate ethics in line with efforts to raise management fairness. Additionally, the Career Counseling Office is supporting the diverse career designs of employees.
Employee Awareness Surveys
DNP has presented TAIWA (dialogue) as one of its Guiding Principles established in 2001 and been implementing a variety of employee surveys on a regular basis to reflect the voices of employees in corporate activities. Currently, we conduct a monthly survey of about 30,000 employees with the goal of understanding the status of employee engagement and the conditions at each workplace and developing a better corporate culture. Each organization engages in dialogue based on the survey results, which is used in improvement activities on various themes and to strengthen management. Further, we conduct fact-finding surveys regarding various styles of working due to the increase in telecommuting, the promotion of diversity and inclusion and other themes, to understand employees’ voices for the consideration of better personnel systems.
Renshikai (Mutual Relief Association)
The Company and its labor union contributed their own respective funds to establish a fund, and thereby have built an original system that allows the two parties to work together for operating various mutual aid programs.10,509 payments of benefits for births, marriages, or deaths in the family were made in FY2022.
DNP Family Friendly Days
We regularly hold the DNP Family Friendly Days (“FFD”), which are workplace tours for children aimed at promoting children’s interest in work as they will be the people who will take charge of the next generation, and facilitating their communication with their families, who are our employees. Through FFD, we provide opportunities to increase the motivation of employees and for employees to think about work-life balance with their families or organizations.