INTEGRATED REPORT 2022

dip Corporation
https://www.dip-net.co.jp/en/

The three essences embodied in our company name - “dream, idea,
and passion,” are what drive us.
With dreams, ideas, and passion as our driving force, we have overcome numerous hardships and achieved tremendous growth.
We will continue to carve out a new future with the dreams, ideas
and passion that pour out of each and every one of our people, in
our aim to realize a society in which everyone can experience thejoy and happiness of work.

dream idea passion
The dip logo is an interactive design. When it is traced with a finger or mouseon smartphone or PC screen, sparkling lights dance around the screen before
settling back into the original shape of the logo.
The logo’s white color is created by the blending together of blue, green, andred, which are the three primary colors used to produce light in digital media.
Blue represents our dreams, green our ideas, and red our passion, and themultitudes of light particles and colors symbolize our abundantly diverse
employees and their dynamism. The ability to move those pinpoints of lightaround and change them into different shapes signifies the strength of dip’s
adaptability to change.
The logo was designed by world-famous ultra-technologist collective, teamLab.

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02

INTRODUCTION

05’s Value Creation Story

22

Sustainability at11	CEO MESSAGE

23	COO MESSAGE

67

Sustainability Policy	Hideki Tomita, Representative Director,

	Masatsugu Shidachi, Representative Director,

68

Environmental Initiatives

President and CEO

Chief Operating Officer

To Realize a Society in Which Everyone— Seeking to Raise Social Value and Economic

Can Experience the Joy and Happiness

Value Based on Our Philosophy —of Work’s Philosophy
13	Business Outline /Financial & Non-Financial Highlights
15

History of Value Creation

27

Value Creation Process

29

Materiality to Achieve Our Vision31

Materiality KPIs and Targets

68 Response to the Climate Crisis
71

Resources
72 Human Rights Initiatives
73 Promotion of DEI
74	Initiatives for Health and Productivity	Kazuhisa Iwata, Board Director, Chief

Management

Business Officer
Philosophy

75 Contributions to Regional Society
77—CHO MESSAGE—
43

Contributions to Society
71 Ensuring the Diversity of Human

33	Value Creation System

37	Human Capital Connected with Our

66

Strengthening Governance
77 Management and Executive Structure

Business Overview/Strategy

		—Outside Board Directors MESSAGE—

43	Personnel Recruiting Services Business		—Full-TimeCorporateAuditorMESSAGE—

48 DX Business

85 Corporate Governance

51	Medium-Term Management Strategy
dip2025
Reporting Period

March 1, 2021 to February 28, 2022
* Certain information outside this period is also included.

Scope of This Report

dip Corporation and group companies

Reference Guidelines

IFRS International Integrated Reporting Framework
Ministry of Economy, Trade and Industry’s Guidance forIntegrated Corporate Disclosure and Company-Investor
Dialogue for Collaborative Value Creation
GRI (Global Reporting Initiative) Standards

Caution Regarding Forward-Looking Statements

The results forecasts and forward-looking statements inthis report represent our assumptions based on information available at the time of disclosure. Actual businessperformance may differ significantly from forecasts due tofuture social and economic conditions and other factors.

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Publication of the Integrated Report 2022

59	Creation of Economic Value—CFO MESSAGE—

dip’s integrated report summarizes the different
types of value the Company has provided to thecommunity to date through the strengths of its

63

95

Financial and Non-financial Data

97

Company Profile

Social Value to Be Createdbusiness model based on its Philosophy and also
the initiatives being taken to realize the societythat it aims to achieve.
In editing this first publication in 2022, we
present dip’s framework for creating value andits human capital strengths, and explain its
medium- and long-term growth strategies andits initiatives for the sustainable improvement ofcorporate value.
We hope to further engage in dialogues withdiverse stakeholders based on this report.

CONTENTSdip

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CEO ME S S AGE

We Work for People Who WorkTo Realize a Society in Which Everyone Can Experience
the Joy and Happiness of Work
Hideki Tomita

Representative Director,
President and CEO

Social Issues dip Will Address
Japan’s birth rate is falling and its population aging
more quickly than any other developed country.
This means that our society will face an increasingly serious labor shortage due to the decline in
the working population. On the other hand, theaverage wage*1 in Japan has been stagnating fora very long time, falling below that of the major
developed countries and even failing to reach theOECD average. This is creating the problems ofdisparity and poverty.
In particular, although Japan’s minimum wage
has risen slightly, it is still lower than in the West.
The minimum wage has a major impact on thewages of fixed-term workers, who account foraround 40%*2
of Japan’s workforce. The poor conditions facedby fixed-term workers in terms of compensation
and welfare benefits compared with permanent
employees and their lack of opportunities forcareer advancement are exacerbating that disparityand poverty.
The elimination of the labor shortage will requireestablishing an environment in which women,
senior citizens, and foreign nationals find it easier
to work, as well as the diversification of

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employment and work styles. To increase wages,
the elimination of employment mismatch, thestrengthening of human resources by improving
workers’ skills and operational efficiency, and theenhancement of corporate productivity with theuse of digital technologies and through digitaltransformation (DX) will be key.
Identifying these social issues as dip’s key management themes, we have set “Creation of diverse
employment opportunities/Elimination of employment mismatch,” “Improvement of humanresources and economic productivity/Creationof rewarding workplaces by companies”, and“Promotion of DEI/respect for human rights”
as the Company’s business materiality (material
issues). We are also working hard on our “responseto the climate crisis,” which is an urgent global
issue that requires concrete action.
We believe that a sustainable society will enable
diverse people to feel a sense of reward as they
demonstrate their individual abilities to the fullest,work safely in good health and with peace of mind,
and feel a sense of joy and happiness in helping togrow the economy. To contribute to the realizationof such a sustainable society, we will continue toaddress a range of social issues.
P. 29 Materiality to Achieve Our Vision

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INTRODUCTION

CEO MESSAGE

The Society We Want to Realize
with Our Vision to Become a“Labor Force Solution Company”
In 2019, dip adopted the vision of becoming a“Labor force solution company” and launched ourDX business*3, as an addition to the personnel
recruiting services business in which we have long
been engaged. To eliminate structural labor shortages, support for the retention and active participation of personnel will become increasingly
important. This will be achieved by promoting thecreation and mobility of the labor force and striving for the best matches between workers andcompanies. In addition, there is a perceived needto promote the use of technologies and to improvebusiness operations and work styles themselves
through DX.
In Japan, however, compared with leading enterprises, mid-sized enterprises and SMEs are lagging
far behind in terms of the adoption of DX. The reasons behind this include a lack of awareness ofwhich operations can be streamlined due to a lackof specialists, the cost and trouble associated withintroducing tools, and an inability to fully utilize thefunctions after deploying the tools.
To counter these issues, dip developed KOBOT, a
packaged DX service specifically designed for midtier enterprises and SMEs. By offering products
and price points that make it easier to introduce
and continue to use this service, we have alreadydelivered KOBOT to more than 10,000 companies.
The adoption of DX will improve business operational efficiency and, in turn, make it possible toassign to individual employees the tasks that will
enable them to demonstrate their respective abilities to the full. Employees will be able to work withmore vitality, making the office environment a
better place. When this happens, employee retention rates will improve, skill proficiency will be
improved and productivity enhanced, which willlead to stronger corporate competitiveness.
Leveraging personnel recruiting services and DX
services together to solve various problems in thelabor market, so that diverse people can demonstrate their individual capabilities and enrich their

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work, with the aim of enhancing corporate competitiveness and realizing a society where everyone
can feel the joy and happiness of work—this is theintention instilled in our vision of becoming a“Labor force solution company.”P. 51 Medium-Term Management Strategy, dip2025

Pursuit of User First Policy
In our Management Policy, we have declared a“User First” policy that places top priority on thesatisfaction of the users of our services.
With our insistence that our recruiting platforms
offer only the freshest, most abundant job listingsand provide unique services, such as workplace
introduction videos, we have exceeded our users’
expectations. In doing so, we have significantly
improved the brand power of the dip websites andgenerated high advertising benefits for our clientcompanies. Even under the circumstances of the
global COVID-19 pandemic in 2020, we launcheda series of measures under this policy. In March
2020, when the number of COVID-19 cases rose
sharply, we immediately announced an economic
support measure for our users whereby users who
had obtained employment through dip’s services
would be provided with one half month’s income
if they contracted COVID-19. Many users of dip’s
services are fixed-term workers who do not haveadequate absence allowances and other buffers.
If they were to contract the virus, they would suffer
the dual blows of illness and financial uncertainty
due to a drop in their income. The idea of providing
income support was born from our desire to help
people in this kind of situation. To appeal for thenecessity of better work conditions and to protect
the employment of fixed-term workers, not only by
dip but by society as a whole, we announced this
support measure in a national newspaper with themessage, “Protect casual workers.” In July 2021, welaunched the “Vaccine Incentive Project” to promote vaccination against COVID-19, which wasstrongly recommended by the government.
We encouraged client companies to grant special
leave for vaccination and to offer other incentives,

such as raising the hourly wage of vaccinatedworkers, and we have also posted these suggestions on our website. By encouraging vaccination,
we have promoted the creation of safe and secure
workplaces for both jobseekers and clientcompanies.
These initiatives received significant attention
from the media. We believe that addressing issues
from the perspective of jobseekers will also help
client companies and, eventually, extend to thesolving of social issues.

Efforts for Improvement of
Conditions for Workers
One area in which we have made significant efforts
is the improvement of conditions for fixed-term
workers. In December 2021, we launched the “dipIncentive Project,” in which proposals from oursales staff to client companies, such as increasing
hourly wages and providing congratulatory payments upon employment, are posted on our website. There was initially some concern that clientcompanies would object to negotiations to raise
wages. However, we were able to gain the supportof many of our clients with the argument that it
would strengthen their recruitment capabilities in
anticipation of the serious labor shortage predicted
after the pandemic ends. As of October 2022, thenumber of companies participating in the dip
Incentive Project stands at 940,000*4, with morethan 420,000 cases of hourly wages being increased.
We also conducted similar initiatives in the past.
In 2013, under the policies of ‘Abenomics’, theJapanese government urged business leaders toraise wages, with the aim of enabling Japan tobreak free from its deflationary spiral. However,the benefits of this campaign did not extend to
fixed-term workers. After listening to the desperate
voices of jobseekers, we launched a ‘Raise theSalary Campaign’ to encourage our client companies to raise hourly wages when recruiting new
staff. We also placed an advocacy advertisement in
the major national newspapers with the slogan,“Raise Wages. Raise Japan.”Our desire to contribute to the revitalization of
the Japanese economy by improving working

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INTRODUCTION

CEO MESSAGE

conditions for fixed-term workers was endorsed bymany of our clients, and, among participating
enterprises, the average hourly wages posted on
Baitoru increased by 3.9% in just one year*5.
The dip Incentive Project boosted the averagehourly wage to a record high 1,222 yen, an increaseof 9.1%*6 in one year.
In this way, every single one of dip’s employees
has put in incredible efforts for the sake of ourusers and client companies, enabling us to gather
support from many users and client companies.
  P. 15 History of Value Creation

Philosophy-Based Management
During the pandemic, our employees have taken
on a variety of unprecedented challenges,
responding with economic support measures forusers and wage rise negotiations for the improvement of conditions for fixed-term workers. Our
philosophy has supported those employees andbeen a consistent thread running through dip’s
administration, business operations, executive
management, and corporate culture.
Our philosophy comprises our Corporate
Philosophy of “Here at dip, we want to tap into
dreams, ideas and passion to create a better society,” our Vision of becoming a “Labor force solution company,” our Brand Statement of “One to
One Satisfaction,” the “dip WAY,” which is our codeof conduct for all employees, and “the Founder’s
Spirit,” which serves as our behavioral philosophy.
Nurtured by the history of dip’s various challenges
and born in the course of overcoming various
hardships, this philosophy forms the foundation of
our management and the “soul” of the Company.
It also serves as the “axis” for all decisions that
we make.
The value that we offer must continue to evolvein line with the times. However, without an “axis”
that must never be changed, that evolution would
be brittle and fragile. Our philosophy provides thestarting point to which our board members andemployees will return at all times. It is also thesource of power that moves their hearts and sup-

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ports them in their many challenges.
This philosophy enhances employee loyalty andis materialized through their day-to-day work inaddressing social issues, generating loyalty in our
many users and client companies as a result. It
also leads to the creation of social value and highgrowth in our sales and profits.
  P. 11 dip’s Philosophy

The Belief That ‘People Are
Everything and People Are Assets’
Based on the belief that ‘people are everything andpeople are assets,’ dip has strived for an improvement in human capital by creating an environmentthat allows every single employee, each with theirown diverse characteristics, to refine their abilities
and demonstrate them to the full, thus enhancing
their sense of happiness. In 2006, we recruited 200
new graduates, our first ever large-scale new-graduate recruitment. Given that we only had around
350 existing employees at the time, accepting sucha large number of new graduates was quite difficult, but our decision to do so was based on the
belief that, for a corporation to grow, it is vital tocreate a unique, strong corporate culture with new
graduates, who offer a clean slate and unlimited
potential. Since April 2015, we have recruited
around 300 new graduates every year. In 2022, arecord-high 414 new graduates joined us, and in
2023, we aim to increase that number to 600.
Nurturing new graduates from scratch is no easytask, but thanks to our unique training systems
and the affection and passion of our many managers and senior employees, these new recruits havegrown to become highly loyal employees who havedemonstrated their abilities and driven the
Company’s rapid growth. We have also attracted a
growing number of mid-career professionals, suchas engineers, who have advanced knowledge andskills as well as abundant experience. In this way,a strong and diverse organization is being formed.
The single factor on which we place the mostvalue when recruiting people is their empathy with
dip’s philosophy. While of course, candidates’

potential, skills, and experience are important, if
they do not empathize with our philosophy andcorporate culture, they will not be able to fully
demonstrate their abilities, no matter how talented
they may be. Even after joining the company,
through a rich program of grade-based training,large-scale general meetings of employees, buttressed with various creative measures and communications such as internal social media, ouremployees develop a deeper understanding andawareness of the philosophy.
Precisely because our philosophy exists, thesense of unity in our organization has become
stronger and the individuals within that organization are demonstrating their respective abilities.
The combination of these two things has becomea major driving force behind our rapid growth.
P. 37 Human Capital Connected with Our Philosophy

The Intentions Instilledin the Company Name andthe Corporate Philosophy
On March 14, 2022, dip marked the 25th anniversaryof its foundation. A reflection on our history overthose years reveals that there has been a continuous stream of countless hardships. Nevertheless,we have never given up on our dream, no matter
what the circumstances, and with our passion forideas that turn crisis into opportunity, we haveovercome difficult conditions. Since those very firstdays of the company, which we started with nomoney, completely from scratch, we have continued to hold onto our dream, ideas, and passion,never wavering. The Company’s name “dip” comesfrom the first letters of these three concepts. If you
have a dream that you really want to make cometrue, an idea to achieve it will emerge, and yourpassion to give shape to that idea will overflow. I
started dip on my own 25 years ago, and today, we
have over 2,600*7 employees. Each and every oneof those employees is a reassuring companion,
brimming with dreams, ideas, and passion.
The Corporate Philosophy, “Here at dip, we wantto tap into dreams, ideas and passion to create abetter society” that connects these companions,and resonates deeply with the SDGs. With a strategy of ‘Societal improvement through businesses
based on SDGs,’ we are working on the creation of
new businesses with external partners, including
investee companies. Going forward, we will continue to take on the challenge of solving social
issues, identify changes in the new era without
missing any, and transform those changes into our
evolution.
We will strive to contribute to a sustainable society and to work for the enhancement of dip’s
medium-to long-term corporate value and sustained growth, by uniting all our employees as one
under the philosophy and generating social andeconomic value. Here at dip, we work for people
who work. I hope that our stakeholders will holdhigh expectations of dip into the future and continue to support our endeavors.

November, 2022

*1: OECD survey*2: Labour Force Survey (Basic Tabulation), Statistics Bureau, Ministry of Internal Affairs and Communications.
*3: The DX Business was launched in April 2019 as the AI/RPA Business. It was renamed in April 2021.
*4: dip incentives include increases in hourly wages, retention bonuses, congratulatory payments upon employment, vaccination incentives, etc.
*5: Average hourly wage for job placements posted in dip’s job advertisements (May 2014, year-on-year comparison)*6: Average hourly wage for job placements posted in dip’s job advertisements (May 2022, year-on-year comparison)*7: Total of full-time, contract, temporary, and casual employees

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INTRODUCTION

dip’s Philosophy
Nurtured by the history of dip’s various challenges and born in the course of overcoming various
hardships, dip’s Philosophy forms the foundation of our management and the starting point towhich our officers and employees will return at all times.
The Philosophy provides the driving force for dip’s rapid growth and has been the impetus fora range of innovations.

Corporate
Philosophy

Brand
Statement

dip WAY

Here at dip, we want to tap into
dreams, ideas and passion to create
a better society.
One to One Satisfaction
We pursue ‘user-first’ services that are accessible to each and every one of our customers.
We will achieve ‘No. 1 satisfaction’ for everyone involved in our business.
Based on the belief that ‘people are everything and people are assets,’
we aim to be ‘No. 1 in employee well-being’dream

We have our own dreams. We talk about our dreams. We strive to make our dreams come true.
We never give up along the way.

idea
Ideas are the source of growth and development. We will create a free and vigorous corporate
culture overflowing with diversity and as innovators in the field, we will pursue the creation ofvaluable services.

passionBeing passionate about our work encourages the people around us to be passionate.
Praise one another generously, celebrate joy, recognize worry, encourage each otherand discuss everything.
Maintaining unity, we continue to win the victory through our teamwork and leadership.

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VisionLabor force solution company
Through the provision of human resource services and DX services, and by working tosolve various problems in the labor market, we aim to realize a society in which everyone can experience the joy and happiness of work.

Founder’s
Spirit1 See tough situations as opportunities.
Turn difficulties into opportunities through a change in mindset.
Under every circumstance, be vigilant; don’t let your guard down. Take a bird’s-eyeview of things from every angle and then pioneer your own way.

2 Continue to take on new challenges.
No matter the situation, do not be afraid of failure; persevere boldly.
Solve social issues as an innovator with the spirit of a pioneer.

3 Never give up.
With a strong will and dedicated action, keep going. Never give up.
If you fail, learn. Complete greater achievements.

4 Go beyond expectations.
Do not just accept, “think” and drive value from your own ideas. Exceed expectations. Propel your own growth.

5 Enjoy your work, enjoy your life.
It is our goal that every employee enjoys both work and private life, and leads a
happy life, fulfilled both physically and mentally.

6 Each employee has a role to play in creating dip.
Cultivate your individuality in the philosophy we share.
Make your mark in building our future.

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INTRODUCTION

Business Outline / Financial & Non-Financial Highlights
Vision“Labor force solution company”
Through the provision of human resource services and DX services, and by working tosolve various problems in the labor market, we aim to realize a society in which everyone
can experience the joy and happiness of work.

FY’20/2

46.4 bn¥​

DX Business

Human workforce solution

Digital labor
force solution

Operation of online job ads media
Provision of recruiting services

Provision of DX tools (SaaS products) for
streamlining work, supporting sales, etc.

FY’21/2

32.4 bn¥​

14.3 bn¥​

FY’20/2

14.3 bn¥​

10.0 bn

FY’21/2

Job posting

Provision of job ads

Job posting fee*1 /Application andrecruiting fee*2

Application

Provision of DX tools

1,598

7.3 bn¥​FY’22/2

5.6

¥

bn

(as of August 2022)

Female Employee Ratio(full-time employees)

47.8

%​

FY’21/2

6.5 bn¥​FY’22/2

5.3

¥

bn

Number of Offices

36

FY’21/2

0.6 bn¥​Assessment of ESG Management
Included in all five indexes adopted by GPIFFY’22/2

3.4

¥

bn

ROE

Online Job
Ads Media

FY’20/2

FY’21/2

36.0%​

2.0%

FY’22/2

11.1%

Equity ratio*3

Recruiting fee

2,631

Sales Employees

Business flow

Recruitingbn

Net Income / Net Income Attributable to Owners of Parent¥​

Recruiting
Services

39.5¥

Ordinary Income

FY’20/2

Clientcompany

FY’22/2

Operating Income
FY’20/2

Personnel Recruiting
Services Business

Employees (including temporary
and part time employees)

Sales

User
(job seeker)
Interview andjob listings
Application

FY’20/2

FY’21/2

74.3%​

84.4%

FY’22/2

76.4%

DX Services

Service use fee*4*1 Job posting fee: Fees are collected based on a specified period of time during which job ads are posted.
*2 A pplication and recruiting fee: Jobs ads are posted free of charge, and fees are collected based on application/recruiting.
*3 B aitoru PRO offers service plans for ads posting fee, application fee, and recruiting fee.
*4 T he service use fees for DX tools are collected based on subscription or a contract period.

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INTRODUCTION

History of Value Creation
Dreams, ideas and passion. dip began with the desire to work for the benefit of workers and to make society a better
place by harnessing these three driving forces. Since then, through the provision of job listings via the Internet, dip has
supported the recruitment and use of human resources by client companies, and engaged in business with the aim ofcreating a society where every job seeker can work with vitality. Now dip’s business also supports corporate DX toenrich people’s work.

1997.3–

Foundation

Starting a Challenge
to Make Our
Dream Come True

In the beginning there was no money, no office, and no colleagues. Hideki Tomita started the business from scratch withjust a ‘dreams, ideas and passion’. For two and a half years hebattled to raise funds, and finally was able to create the recruiting industry’s first portal site despite the fact that only 18% ofJapanese households had an Internet connection at the time.

Overcoming Difficulties in Raising Funds
1997 dip Corporation founded
After happening to see a program on TV on Japan Incubation Capital, a fund establishedby Mr. Nambu from Pasona Group and Mr. Son from Softbank to assist young entrepreneurs, Tomita submitted his business plan. It was approved and he was able to secure
funding and a workspace at Pasona’s office from which, at last, he was able to establish
dip Corporation.

Creating a Society in Which Everyone
Has Access to the Same Information

Responding Quickly to Client andUser Needs

2000.10 Official launch of Hatarako.net

2001.2 Started to provide information on part-time

At this stage dip’s business was struggling so Tomita went
to Silicon Valley to try to raise funds. The effort was unsuccessful, but instead of feeling down, he became even moredetermined to realize his vision and immediately took on a
new challenge. In an era when only 18% of Japanese households had an Internet connection, dip negotiated with
Lawson Inc., which at that time had about 7,500 convenience stores across Japan. Utilizing Lawson’s network of
storefront terminals ‘Loppi,’ dip was able to begin offering
employment information services as a dispatch agency. By
using the convenience store
terminals in conjunction with
the Internet, dip was able torealize a society where everyone was able to findemployment.

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and contracted jobs
At a time when most job information was paper-based, dip
began offering information services via the Internet, andadded part-time job information to Hatarako.net which
made it possible to deliver
a sufficient amount of thenecessary information tojob seekers in a timely fashion. This greatly advanced
job searching.

2001.11–Development

Turning Difficulties into
Opportunities through a
Change in Mindset

Overcoming the sudden cancellation of the partnershipwith Yahoo Japan Corporation, dip was listed on the TSE
Mothers. With the aim of further business expansion
and increasing corporate value, dip commenced large
scale recruiting of new graduates and made a boldinvestment in advertising. The strategy proved successful as dip achieved the top growth rate in the industry.

Gaining a Foothold on the Track toward
Becoming a Listed Company

Turning Difficulties into Opportunities

2001.11 Established partnership withThe decision to postpone the IPO in order to protect existing investors bolstered their confidence, and dip was able
to go ahead with the
IPO just five months
later, the fastest listing(after a postponement) ever at that time
for a Japanese stock.

Yahoo Japan Corporation
Efforts begun in 1998 finally came to fruition and dip beganproviding part-time, contract and dispatch job information
under the ‘jobs’ tab on the top page of Yahoo! JAPAN. By
partnering with a major portal site, dip saw a sharp
increase in the number of users and customers. Yet a feeling of uneasiness started to grow that it would be impossible to depend indefinitely on Yahoo! JAPAN.

Realizing the Necessity of an Independent
Business Model

2004.5 Listed on TSE Mothers

2003.12 Received notification of cancellation ofOffering the First Search Engine in the
Industry to Find and Display the Internal
Job Postings of Various Corporate Websites

partnership with Yahoo Japan Corporation

2004.10 Launched Job Engine service

Three days before the scheduled listing on TSE Mothers,
Yahoo Japan Corporation abruptly informed dip of the termination of their partnership. Although becoming a listed company had been a long-cherished goal since its foundation,
given the circumstances, dip decided to postpone the IPO.
dip had originally planned to hold a party onboard a yacht tocelebrate the IPO. Instead the event was held as a party tocelebrate graduation from Yahoo! JAPAN, and together all
the employees renewed their determination to grow thebusiness without further assistance from Yahoo! JAPAN.

Creating a Unique Corporate Culture

Early Recognition of the Importance ofMobile Networks
2004.4 Achieved featured status for dip websites on theofficial sites of the three major mobile phone carriers
After preparing carefully to depart from thebusiness model dependent on Yahoo! JAPAN,
dip’s job listing websites Baitoru andHatarako.net quickly achieved featured statuson the official sites of mobile phone carriers.

dip launched a service that enabled people
to view job ads automatically pooled from
corporate websites.

2006.4 Started large scale recruiting of
new graduates
In the ten years since being established, dip had become alisted company and developed a sound and independent
business model. During the period, dip had placed thefocus on the development of sales know-how. But at thispoint, in order to recruit and nurture the human resources
who would create dip’s unique corporate culture, management decided to undertake a large-scale recruiting of new
graduates. Although having only approximately 350
employees at the time, approximately 200 new graduateswere recruited to join the company. These employees who
would inherit the corporate DNA became the most criticalassets that would drive the fantastic path of growth onwhich the Company was about to embark.

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INTRODUCTION

History of Value Creation

Revolution

Overcoming a Crisis Basedon the Belief That “People
Are Everything and People
Are Assets”
dip Overcame a Worldwide Financial Crisis
with the Combined Effort of All Employees
2008-9 Faced the most critical challenge in the
Subprime Crisis
As one by one our competitors underwent massive restructuring, dip continued to hold fast to the belief that the best
way to overcome difficulties was through the combined
effort of our most important asset, the employees. Cost
cutting measures - such as turning off the lights during
break times - were implemented, and with great reluctance, dip also reduced the salaries of managers and transferred some employees. The remaining employees madeinnovative proposals such as the “Application Guarantee
Service” to support clients who were struggling with largescale reductions in recruiting budgets. dip also broadcast
TV commercials to encourage the dispatch agencies anddispatch employee community that had been painted in anegative light due to extreme media coverage of the“Haken Mura” (a public assistance facility built by the
Ministry of Health, Labor and Welfare and the Tokyo metropolitan government in Hibiya Park in Tokyo). Our market
share increased, and through the concerted effort of all of
our staff, dip was able to turn difficulties into opportunities.

Supporting Employees in Career Advancement
2009.1 Launched the Baitoru NEXT website forfull-time employee job listings

2008.9–dip overcame its most severe challenge to datefacing down the Subprime Crisis through the
combined efforts of all employees and turned the
difficulty into an opportunity to grow even stronger. dip updated its Corporate Philosophy andstarted to promote unique initiatives aimed atmaking a positive contribution to society morethan ever.

Recognizing the responsibility to make asocial contribution and to protect dip
employees
2009.9 Launched Nurse de Hatarako
Medicine and nursing are two fields that are not adversely
affected by fluctuations in the economy and are in fact
expected to expand as society grows. With this in mind, dip
launched a site specializing in job change information for
nurses, as a reflection of the management stance of considering social good over the mid- to long-term.

Committing to Move Forward
as an Entity That Strives toCreate a Better Society
2013.12 Listed on the TSE First Section
With the combined effort of all its staff members, dip was able
to see off many difficult challenges, including the Subprime
Crisis, and reach the long-cherished goal of listing on the TSEFirst Section. dip made a new start with a message fromPresident Tomita: “I think this is a valuable stage on which wemust aspire not only to generate large sales and profits but
also to create a better society.”

Covering All Types of Employment andSupporting the Diversification of Work
Styles for Women
2014.9 Launched Hatarako index

2010 Added Video Service and Application

Focusing on Artificial Intelligence (AI) as a
Key Technology in Tackling Falling Birth
Rate and Aging Population

Barometer features to job postings

dip achieved new standing as a public institution with its long-cherished listing on the
TSE First Section, determined to continue totake on challenges, to advance into new
business fields and create a better society.

Committing to Move Forward as an Entity That Strives to Create a Better Society

Continuing to Offer Our Users the Most
Innovative Functions

dip on-line recruiting services, created in response to theneeds of the job seeker, were completely different from job
postings run by competitors that were still mainly paper
based at the time. Posting video clips in conjunction withthe job ads was highly innovative in the era of the flipphone, and although the technical hurdles were high, as apioneer in providing Internet services, dip was able toapply our unique skill set to the challenge.

2013.12–

Expansion2016.6 Launched AINOW, AI specialized media

Releasing New and Unique Features One
after Another2018.3 Launched Job Experience/Workplace Visitfeatures
Job Experience/Workplace Visit feature created to allow job
seekers to get a firsthand understanding of a company
before committing to contracted employment

Improving Working Conditions for FixedTerm Workers and Making a Contribution
toward Economic Revitalization2013.5 Launched Raise the Salary Campaign

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dip

INTEGRATED REPORT 2022

dip conducted a large-scale campaign to encourage its
client companies to raise salaries when recruiting new
staff. dip conducted this campaign under the umbrella of
Abenomics, aiming to make sure that the benefit of government policies to break through deflation would extend
to fixed-term workers and allow all working people to contribute to the revitalization of the Japanese economy. dip
received cooperation from many clients.

dip

INTEGRATED REPORT 2022

18

INTRODUCTION

History of Value Creation

2019.4–Evolution

Continuing toCreate Value undera New Vision

By establishing a new vision to be a “Labor force solution
company” to solve various problems in the Japanese labormarket, we aim to realize a society in which everyone canexperience the joy and happiness of work.

Consideration for Users during the
COVID-19 Pandemic
2020.3 Launched financial assistance for fixed-term
workers during closures due to COVID-19

Solving Various Problems in the Labor Market through Personnel Recruiting Services and
DX Services
2019.4 Launched AI/RPA businessdip took the decision to expand beyond our internet-based job advertisement media business, and in addition to the traditional
human resources recruiting services we were well known for, we launched a business to develop and provide services using AI/
RPA. Based on this, we established a new vision to be a “Labor force solution company” to solve various problems in theJapanese labor market.

Launching New Services in DX Business2019.9 Launched KOBOT
Because traditional DX services were expensive andrequired specialists to operate, the new service wasdesigned to be easy for small and medium-sized enterprises to introduce and continue to use. KOBOT was
launched under the concept that it could be quickly andeasily utilized by anyone.

Interview Scheduling via Chatbot 24 Hours
a Day, 365 Days a Year

Because many fixed-term workers do not have adequate
paid holidays, absence allowances, and other buffers, if
they were to contract the virus, they would suffer the dual
blows of illness and financial uncertainty. In order to solve
this problem, dip provided half a month’s income (theperiod necessary for isolation and recovery) to those who
had obtained employment through dip’s services if they
contracted COVID-19. dip also appealed in national newspapers about the need for society as a whole to improve
the treatment of fixed-term workers and protect theiremployment.

Providing Information on Companies That
Have Vaccine Incentives and Strive toCreate a Safe and Secure Environment
2021.7 Launched Vaccine Incentive Project
By encouraging vaccination, we
promoted the creation of safe
and secure workplaces for jobseekers and client companies.

2020.4 Launched Interview KOBOT
We launched Interview KOBOT, a service which specializes
in automatically adjusting interview schedules for part-timejobs in all industries and company sizes.
Interview KOBOT

Efforts for Improvement of Conditions
for Workers
2021.11 Launched dip Incentive Project

Creation of Corporate Logo Symbolizing
dip’s Evolution

19

Support for Professionals and People
Aspiring to Be Professionals
2021.5 Launched Baitoru PRO job information

2019.10 Renewed corporate logo

site for specialized jobs

As a symbol of our evolution and the expansion of our business domain beyond the existing human resources services
into the development and provision of DX services, dip
renewed its corporate logo and website.

We launched Baitoru PRO, a job information site for specialized jobs that connects companies with job seekers who
have qualifications and experience or want to work as new
professionals.

dip

INTEGRATED REPORT 2022

We launched the dip Incentive Project, in which proposals
from our sales staff to client companies, such as increases
in hourly wages, are posted on our website in order toimprove working conditions for fixed-term workers.

dip

INTEGRATED REPORT 2022

20

23 COO MESSAGE

dip’s Value Creation Story	Masatsugu Shidachi, Representative
Director, Chief Operating Officer—Seeking to Raise Social Value andEconomic Value Based on Our
Philosophy —27 Value Creation Process
29 Materiality to Achieve Our Vision
31 Materiality KPIs and Targets
33 Value Creation System
	Kazuhisa Iwata, Board Director,
Chief Business Officer
37	
Human Capital Connected with
Our Philosophy— CHO MESSAGE —43 Business Overview/Strategy
43	Personnel Recruiting Services
Business
48 DX Business
51 Medium-Term Management
Strategy dip2025
59 Creation of Economic Value— CFO MESSAGE —63 Social Value to Be Created

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dip

INTEGRATED REPORT 2022

22

Materiality to Achieve Our Vision

Masatsugu Shidachi
Representative Director, Chief Operating
Officer, Chief Information Officer andHead of Service Development GroupCO O ME S S AG E

Seeking to Raise Social Value andEconomic Value Based on Our Philosophy
Based on our Corporate Philosophy of “Here at dip, we want to tap into dreams, ideas
and passion to create a better society,” we conduct business activities that addresssocial issues in the labor market.
Working to solve these issues, we have generated high sales and profit growth byoffering unique services born of innovative ideas based on our philosophy.
Going forward, we will draw on the power of technology to further increase thespeed at which ideas to “create a better society” come to fruition, and through the
pursuit of social value and economic value, we at dip will strive for sustained growth.

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In 2019, dip adopted a new vision of becoming a“Labor force solution company” as a part of ourphilosophy. By providing DX services along withpersonnel recruiting services, we are working tosolve issues in the labor market and realize a society where everyone can feel the joy and happinessof work. Toward the realization of this vision, we
defined four material issues related to businessactivities and two material issues for strengthening
our management foundation.
Japan’s labor market faces a host of issues,
including rapidly worsening labor shortages causedby the declining birthrate and aging population anda decrease in labor productivity as a result of being
slow to utilize digital technologies.
To eliminate labor shortages, there needs to begreater labor participation by diverse humanresources, a higher degree of liquidity, and morechoices in working styles. Further, it is becoming
necessary to allow the abilities of individual workers
to be more fully demonstrated by eliminating mismatches upon hiring.
In addition, it is becoming increasingly importantto create workplaces brimming with a sense of satisfaction and reward by strengthening humanresources through the enhancement of worker
engagement and skills for increased business efficiency and by utilizing DX to increase productivity
and innovation potential.
To solve these challenges through our businessactivities, we have defined the following material
issues, “Creation of diverse employment opportunities/Elimination of employment mismatch” and“Improvement of human resources and economic
productivity/Creation of rewarding workplaces.”
In addition, in order to achieve a society in which
everyone can experience the joy and happiness ofwork, what is most important is that everyone’s
human rights are respected and that humanresources with diverse characteristics positively

accept one another and work together. Based on
this belief, we have also put forth “Promotion of
DEI/Respect for human rights.”
We will also focus on “response to the climate
crisis,” which is an urgent global issue.
Many natural disasters occur in Japan, so many it
has been called a “disaster superpower.” If climatechange causes the frequency and intensity of heavy
rains to continue to increase, for example, it will not
only threaten the safety and security of workers but
also potentially take away their employment
opportunities.
We are carrying out initiatives to entirely eliminate greenhouse gas emissions given off by offices
and data centers, the foundation of our businessactivities, by fiscal year ending February 28, 2025.
To tackle these four material issues and pursue economic value by raising the social value of our businesses, it is essential that we have “human capitalconnected with our philosophy.”
Our growth so far has been the product of ourphilosophy which has created a strong sense oforganizational unity that raises individual engagement and loyalty and allows us to fully demonstrate
our strengths.
Going forward, we will continue working to maximize “human capital connected with our Philosophy”
by strengthening the hiring of people that empathizewith it, further polishing individual abilities, andincreasing levels of employee happiness.
Moreover, for dip to grow by substantial margins,ensuring the transparency and soundness of management is a must, and it will also be increasingly
important to expedite decision making and business execution. We will continue to strive for further“strengthened governance.”
We remain determined to take on the challengeof generating high levels of social and economic
value by helping to solve social issues through ourbusiness activities centering on these material
issues, and in this way we will sustainably increase
dip’s corporate value.

dip

INTEGRATED REPORT 2022

24

dip’s Value Creation Story

COO MESSAGE

dip’s Value Creation System
Our strengths are our service development capability, promotions capability, and sales capability, andthese are produced by human capital connectedwith our philosophy.
Since our founding, we have provided unique,highly competitive services through the passion of
our employees united under the innovative ideas
and outstanding leadership of Representative
Director, President and CEO Tomita, earning the
support of many site users and customers and producing high business growth.
Our services are created and developed withideas that come out of rigorous thinking about theneeds of users, starting with job seekers, and basedon the “User First” policy contained in our
Philosophy Brand Statement.
Our workplace introduction videos were developed because we were able to quickly graspchanges in user needs and the market, starting withadvanced services and DX products. The same is thecase with the conception and development of thedip Incentive Project and other initiatives.
We have been dynamically developing measures
to increase awareness of our services, to increase
the number of users, to maximize the effectivenessof job advertisements, and to improve the brandpower of the site, based on unique ideas from a“user-first” perspective.
The bold promotional investments that have produced great results to date have been made byrealizing creative ideas, repeatedly selecting appropriate media and brand characters, and verifying
the return on investment.
What determines the satisfaction level of users
who see the promotions and visit the site is thequantity and quality of the job information they findthere. Our site not only boasts the largest numberof job listings in the industry but has also focusedstrongly on the quality of that information.
It is our sales capability that enables us to collectso many job listings, raise the quality of the

25

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INTEGRATED REPORT 2022

information, and substantially increase advertising
effectiveness and sales.
We have over 1,600 sales representatives, who
are largely recent graduates, and they not only sell
job advertising but also take charge of ad production, provide expertise on successful hiring, andraise retention rates for the people who are hired;
they are required to be involved in everything up
through the growth of the client company.
For this reason, our sales reps are given the title“recruiting consultants.”
The reason they are able to generate results withproposals that have a high level of difficulty, such as
the dip Incentive Project, and provide client companies with not only personnel recruiting services but
also DX services is that a strong commitment toworkers and a strong sense of mission with respect
to the growth of client companies have been cultivated in them by our philosophy. This has created avery sturdy customer base.
Employees involved in service development, promotions, and sales, and their colleagues in personnel and management divisions who support themrefine and demonstrate their respective strengths
and collaborate beyond organizational demarcations to provide high value to users and client companies in accordance with the philosophy of action
and code of conduct in the dip WAY and Founder’s
Spirit sections of our philosophy.
By continuing to invest in human capital connected with our philosophy, we will further polish
our strengths in service development capability,
promotions capability, and sales capability, further
evolve through the power of data and technology,
and accelerate sales and profit growth.

Initiatives for Solutions toSocial Issues
To realize our Vision of being a “Labor force solution
company,” we have initiated a new strategy,
Medium-Term Management Strategy dip2025.

In the personnel recruiting services business, wewill work to further increase fresh and informative
job listings in order to eliminate labor shortages
through creation of diverse employment
opportunities.
In addition, to provide high-quality job listings
toward the goal of elimination of employment mismatch, we provide unique services that include
videos that introduce the workplace atmosphereand job in an easy-to-understand manner, a work
experience/workplace tour function that offers arealistic experience of the workplace prior to applying, and “Message from dip-san,” which conveys
the appealing points of the job and workplace froman objective perspective.
Going forward, we will utilize the latest technology
to greatly increase matching precision and speed
for job seekers and client companies and raise theefficiency of sales activities and promotional investment in order to provide higher value to job seekers
and client companies with various needs.
Further, our DX business brings about substantial
value with respect to strengthening humanresources at client companies. Its development
started with a customer base of 150,000 companies
and utilizing sales resources of over 1,600 sales reps
who provide personnel recruiting services.
Our SaaS services are uniquely designed for midtier enterprises and SMEs, where DX has generally
lagged behind, and are provided inexpensively withstrong customer success. The services can be
deployed regardless of industry or sector and
immediately improve the business efficiency ofclient companies.
When a company can primarily assign its limited
human resources to processes that only humans
can perform, it further strengthens humanresources and raises the company’s productivity.
Around 70% of mid-tier enterprises and SMEs havenot conducted DX initiatives, and given this, we
believe that progressive implementation of these
services will contribute greatly to the improvementof economic productivity.

Improving corporate productivity not only leads
to higher wages and other improvements in thetreatment of workers, but by promoting DX, people
will be able to take on jobs that allow them to fully
demonstrate their abilities, thereby creating a more
rewarding workplace.
We will continue to enhance our lineup of DX
products with the power of the latest data and technology and further expand sales channels to work
toward realizing “DX for anyone, anywhere” asstated in our Medium-Term Management Strategy.
In addition, we are launching initiatives in thearea of new businesses as well based on a policy of“Societal improvement through businesses basedon SDGs,” starting with bold investment in the newsite Baitoru PRO. We have a program internallycalled dip Accelerator that grows new businesses
from employee ideas, and we will work to generate
new businesses through this program.
In addition, in 2020, we started a \9.0 billion CVC
fund, DIP Labor Force Solution Fund, and are conducting active investment in startup companies tocreate new growth businesses.
In this tumultuous era, when change is incessant,uncertainty and complexity are increasing, andunforeseeable situations occur in succession, decision-making needs to be even quicker andresponses more flexible. To solve social issues,
going forward, we will further expedite strategy
execution, and by pursuing both social and economic value, we will work to sustainably increase
dip’s corporate value.
To all our stakeholders, I want to thank you foryour continuing support.

dip

INTEGRATED REPORT 2022

26

dip’s Value Creation Story

Value Creation Process

Materiality

Financial capital

P. 29

P. 59

Economic Value
P. 59

Aspirations
FY’25/2

Social Valueevelopment ca
ed
pa
c
i
bi
rv
lit
e
S

tec

hn

ol
og
y

y

Human capitalconnected with philosophy

Management Foundation
Materiality
Strengthening human capital­connected with Philosophy

it
y

ot
m
o
r
P

27

dip

INTEGRATED REPORT 2022

l ity
i

 trengthen human resourcesS
through worker engagement andskill buildingI mprove working conditions of
employees and create satisfaction
by improving corporate
productivity
 reate a technology base forCstreamlining work and innovation

Solid customer base romote advancement of womenPin the workplace, increase inemployment rates for disabled
persons and senior citizens

 rust relationship with clientT
companies educe the number of workers
R
whose human rights have been
violatedUser base with a wide age range

 ooperation with AI ventureC
companies
Intellectual capital 

Strengthening governance

ap

P. 43

l

Social and related capital Newbusinesses

ab i

DX
business

sc

bi
pa
ca

Response to the climate crisisI ncrease in employees who demonstrate their capabilities andwork with a sense of being
rewarded and a high level ofhappinessdream idea passion​

Personnel
recruiting
servicesbusinessdream idea passion​
P. 37

P. 11

P. 63
I ncrease job and workstyle/career
options, and expand employment
opportunities for diverse humanresourceson

Human capitalconnected with
Philosophys
Sale

Philosophy

Promotion of DEI
Respect for human rights

ilit

y

Improvement of human resourcesand economic productivity
Creation of rewarding workplaces

Non-financial capital

c

ab
ap

an d

Creation of diverse employment
opportunities
Elimination of employment
mismatch

Sales ¥100 bn
Op. income ¥30.0 bn

Business Activities

Data

Business Materiality

Financial base to achieve
value creation

Medium-Term Management
Strategy dip2025
P. 51

 urb climate crisis and expandC
the ratio of renewable energy educe the loss of employment
R
opportunities for people who havebeen affected by climate crisis

Sales know-how
 now-how for developing originalK
services and functions

dip

INTEGRATED REPORT 2022

28

dip’s Value Creation Story

Materiality to Achieve Our Vision
Identification Process

Materiality (Details)

To identify materiality (material issues), a comprehensive list of social issues was compiled by referring to internationalguidelines and macro trends in various specialized fields. To achieve our vision, we reviewed the level of importance of
these issues from the two perspectives of ‘elements of social issues’ and ‘elements for raising dip’s earning power’,taking into account dip’s Philosophy, and then decided on materiality through discussion of these among senior management and a resolution by the Board of Directors.

Creation of diverse employment opportunities
Elimination of employment
mismatch

Identified Materiality
We identified four items of business materiality and two items of management foundation materiality to achieve ourvision. We will strive to create social and economic value and aim to continuously improve dip’s corporate value with all
employees working together under our Philosophy and contributing to resolving social issues based on materiality.

VisionImprovement of humanresources and economic
productivity
Business
Materiality

Labor force solution company
Through the provision of human resource services and DX services, and by working to solve
various problems in the labor market, we aim to realize a society in which everyone can experience the joy and happiness of work.

Promotion of DEI
Respect for human rights

Materiality (Material Issues)
Business Materiality
Creation of diverse
employment
opportunities
Elimination of employment mismatch

Improvement of humanresources and economic
productivity
Creation of rewarding
workplaces

Promotion of DEI
Respect forhuman rights

Management Foundation Materiality

Strengthening human capital connected with
Philosophy

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INTEGRATED REPORT 2022

Strengthening governance

Creation of rewarding
workplaces

By creating a diverse workforce and a variety ofwork styles, we will increase the mobility ofhuman resources while eliminating mismatches inhiring. In this way we allow the strength of eachindividual to be demonstrated to the fullest andimprove their working conditions, thus increasing
the number of employees who experience the joy
and happiness of work.
By increasing the engagement and skills of hired
personnel and raising their productivity andcapacity for innovation, we help companies
increase their profitability, improve the compensation of their workers, and create a workplacethat is full of job satisfaction.
We will strive to create workplaces and environments where people with different personalities
respect each other and work together, and conduct business activities where the human rights ofall those involved, including users and client companies, are respected.

Response to the climate crisis

We will make efforts to reduce CO2 emissions
throughout our supply chain in order to curb theclimate crisis. We will provide employment support for people who have been affected by disasters and accidents resulting from the climate
crisis.

Strengthening human capitalconnected with Philosophy

We will hire and train people who empathize with
our Philosophy and strive for each person’s
strengths to be fully demonstrated by increasing
their engagement, loyalty, and level of happiness.

Strengthening governance

We will secure management transparency andsoundness, while working to speed up decisionmaking and business execution in order to createsocial and economic value and continue sustained
high growth.

Response to
the climate crisis

Management
Foundation
Materiality

dip

INTEGRATED REPORT 2022

30

dip’s Value Creation Story

Materiality KPIs and Targets
At dip, the Sustainability Promotion Council is proceeding with discussions on the formulation of
KPIs to measure the targets and progress toward each theme of materiality.
Currently, the following non-financial KPI targets have been established, and efforts are being
made to achieve the targets.

Engagement score (*)(*) Score in our ES (Employee Satisfaction) survey

FY’22/2

FY’22/2(*) V ideos, work experience functions, posting of “Message from dip-san.” Measures will be taken to further increase
quality in the future

FY’22/2

1.16 million offerings*

FY’25/2(No. 1 in the industry)

0.5 million*1

FY’25/2(No. 1 in the industry)

Improvement of humanresources and economic
productivity
Creation of rewarding
workplaces emain No. 1
R
in the industry

 emain No. 1
R
in the industry

FY’22/2

FY’22/2

Strengthening humancapital connected with
Philosophy

FY’25/2

One-time activity

FY’25/2

0.21 million*1

FY’25/2

1 million*1

FY’22/2

systemPrior to the start of the0

FY’22/2

Year round activity

Response to the climate
crisis31

dip

INTEGRATED REPORT 2022

Implemented

567.7t-CO2e/year*2

Effectively 0100%
rate*3 or higher

56.6%

FY’25/2

80%

25.4 hours/month

FY’25/2 
Not more than

20 hours/month

15.2%

FY’25/2

10.0%

FY’25/2 Continue to expand50%

May 31, 2025

Not less than 2/3

May 31, 2025

50%

Percentage of women on the Board of Directors
As of May 31, 2022

Strengthening
governance

1/3

Number of serious violation of laws and regulations
FY’22/2

0件

FY’25/2

Maintain 0

Percentage of employees who completed compliance training and testing
FY’22/2

FY’25/2

FY’25/2

Percentage of independent directors on the Board of Directors

Maintain 0

Continue
implementation

100%

FY’25/2 
Statutory employment

2.6%

As of May 31, 2022

GHG emissions of all offices and data centers
FY’22/2*2

10.7%

New graduate training: 326 hours
New manager training: 36 hours
Next generation leaders development training: 143 hours

maintained

FY’25/2

FY’25/2

FY’22/2

0.4 million*1

Prohibition of the posting of offerings that are thought to be violating human rights
FY’22/2

100%

Training time

FY’25/2 
Certificate received/

FY’25/2

40%

Turnover rate

Number of incidents violating labor laws and regulations
FY’22/2

FY’22/2

FY’22/2

Certificate of Good Recruitment/Candidate Information Provider
Promotion of DEI
Respect for human rights

FY’25/2

Average extra hours worked

Increase in the number of job offerings that welcome senior citizens (age 60+)
FY’22/2

33.2%

Percentage of people with disabilities employed

FY’22/2

Enhancement of “Campaign to Support the Employment of People with Disabilities”
FY’22/2

50%

Percentage of paid holidays taken* Increased hourly wages, bonus for continued service, gift payment for joining company, etc.

0.85 million*1

FY’25/2

Percentage of men who take childcare leave

Number of job offerings that have realized improved working conditions, including
increased hourly wages (*)

FY’22/2

41.3%

Percentage of women who take childcare leave and return to work

Number of job offerings in the medical, nursing care, and childcare fields that support
the social infrastructure
FY’22/2

4.0 (maximum 5)

Percentage of female managers

Number of high-quality (*) job offerings that meet the needs of diverse humanresources and workstyles

1

FY’25/2

Percentage of women among new graduate employees promoted to managerial positions
FY’22/2

Creation of diverse
employment
opportunities
Elimination of
employment mismatch

3.82 (maximum 5)100%

FY’25/2

Maintain 100%

FY’25/2

500/year

Number of investor interviews
FY’22/2

245/yeardip

INTEGRATED REPORT 2022

32

dip’s Value Creation Story

Value
Value Creation
Creation System
SystemCreating Value by
Our Philosophy by
Uniting Capabilities in
Service Development,
Promotions, and Sales

Creating Social Value by Uniting
the Service Development Capability,
Promotions Capability and Sales
Capability

Kazuhisa Iwata

Board Director, Chief Business Officer

The continued evolution of dip through the creation of innovative businesses and services
has been the result of all our employees, strongly connected with our philosophy, working
together so that our capabilities in service development, promotions, and sales are united tocreate a sum larger than their parts.
Our Corporate Philosophy of “Here at dip, we want to tap into dreams, ideas and passion tocreate a better society” is actualized by 1) Designing and developing services, 2) Promoting
their value to users, 3) Implementing a cycle of proposals and sales to client companies, 4)
Further bolstering and expediting that cycle through data and technology, and 5) Drawing
on the strengths of employees for co-creation with society.

evelopment c
ap
ce d
ab
rvi
e
ili
S
)
t

1

y

ity
bil
pa
a
c

y

4) Da
ta a
nd

tec
hn
ol
og

Value Creation System

5) Human capitalconnected with philosophy

The dip Incentive Project involves proposing toclient companies that they raise the wage levels ofworkers, fixed-term workers in particular, with theeconomy beginning to return to form following the
COVID-19 pandemic. Raising wages increases a
company’s recruiting capability and promotes theretention and performance of its human resources,
which in turn promotes the further growth of theclient company and allows it to pay even higher
wages. We started the project with the aim of being
the flagbearer for this positive cycle.
Many client companies had been voicing major
concerns, saying that they were putting out job listings but were receiving fewer applicants than in thepast and even suggesting that they may have toclose if they are not able to hire anyone. However,in some cases, the wages that were being advertised were not at the levels desired by workers. We
responded by investigating and analyzing wage
levels, compensation, and the recruiting results ofjob listings with high numbers of user applications,and then our sales representatives made detailed
proposals to client companies on the necessity ofincreasing wages, the expected response in terms
of applications, and the benefits that would comewith successful hirings.
Initially, most companies were hesitant to raise
wage levels with the economic outlook far fromclear. However, through persistent negotiations,they gradually came to understand the advantagesof doing so, and the number of companies agreeing
with the intent of our project and deciding to raise
their wages increased. As a result, we were able topost over 420,000 job listings with higher hourly
wages and better benefits. If dip’s sales representatives had simply made the rounds trying to peddle
products, they would not have been able to makesuch high-degree-of-difficulty proposals. They truly
performed in a way befitting their “recruiting consultant” title.
On the other hand, our straightforward promotional ad copy sent a message that really hit homewith users: “Manager, raise my hourly wage!” Thismessage was conveyed in large-scale promotions
that included television commercials. Speaking on
behalf of job seekers, the story had a dip sales rep
played by the celebrity Daigo ask a company toraise its hourly wage. This captured the hearts ofusers and led to a large increase in the number ofapplications. It also served as a powerful measurefor helping eliminate personnel shortages at clientcompanies that had struggled to make hires.
Amid public calls for a wage increase to create apositive economic cycle, the average hourly wage ofjob listings posted through this campaign increased
9.1% for the year, well above the level in society. I
believe our success in this had a major impact onsociety as a whole.
In this way, as a presence making society betterbased on our philosophy, dip’s businesses createuser-first services, capture the hearts of users
through promotions, and help solve issues faced by

P. 43

ty

io
ns

pa
ca
es

c ap

New
businesses

ot

l
3) Sa

bi
li

DX
business

ab i l i t ydream idea passion​

Personnel
recruiting
servicesbusiness

2)

om
Pr

dip Incentive Project

33

dip

INTEGRATED REPORT 2022

dip

INTEGRATED REPORT 2022

34

dip’s Value Creation Story

Value Creation Systemclient companies related to personnel shortages
and utilization through our over 1,600 sales representatives. In this way, we create social value.

Unifying Three Capabilities throughOur Philosophy to Realize Highly
Innovative Ideas
There are many cases of highly innovative businessand service ideas being reduced to ordinary policies
through the process of implementation due tofacing a variety of restrictions or from organizational circumstances. At dip, employees involved inservice development, promotions, and sales areclosely connected with our philosophy; they bounce
constructive opinions off one another beyond organizational boundaries and work together as a single
team. This has successfully brought bold ideas tofruition. Each individual employee works to embody
the Founder’s Spirit, which means they “Continue
to take on new challenges,” “Go beyond expectations,” “Never give up,” and “Each employee has arole to play in creating dip,” and in doing so they
have worked uncompromisingly and with a strong
determination to bring new businesses and services
to life.
Our workplace introduction videos, a unique job
information service, were started in 2011, and as oftoday, there have been 690,000 postings, but
making this service a reality was an extremely difficult endeavor at a time when YouTube and othervideo services were just getting started.

Choose a way to search that works for you

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dip

INTEGRATED REPORT 2022

There were of course technical hurdles to thestable transmission and reception of video using
pre-smartphone-era cell phones with limited transmission capacities. There was also the question of
how to convey to users the value of an unprecedented service and get them to understand its benefits. Additionally, there was the matter of how toconvince client companies reluctant to film theirworkplaces and employees and get them to takepart. Employees involved in service development,
promotions, and sales truly came together as one
under our philosophy and worked to make the service a reality.
The goal for system development was achieved
relatively quickly thanks to the substantial efforts ofthe engineers, but the videos themselves started at
ground zero; they had to be shot and edited andthen linked to each individual job listing. Filming
know-how was passed on to sales representatives
from employees in charge of video production.
Sales representatives had to carefully explain thebenefits to client companies—stronger recruiting,fewer mismatches, less early separation—and gain
permission to film the videos. Once the company’s
permission had been obtained and filming actuallybegan, it was done by sales representatives on cell
phones with much creative ingenuity because
smartphones were not yet in widespread use. One
month before the service was launched, sales activities were stopped, and all employees, including
staff from general affairs and other administrative
divisions, dedicated their time to filming the videos,
and thanks to this, we were able to post videos for
90% of job listings. A major promotional campaign
was then run, and user numbers immediately
increased.
Our competitors tried to emulate us with a similar service, but they were unable to post videos forthe vast majority of their listings. The workplace
introduction video service has been creating andoffering high value unique in the industry to users
and client companies.

Making Society Better Through thePower of People and the Power ofData and Technology
Sales at dip is not a matter of setting sales KPIs,
giving instructions to take predetermined actions,and implementing a PDCA cycle. The reason is thatthe labor-related issues of client companies arehighly diverse and solutions are needed that matchthe client’s circumstances. It is not possible to solvethese issues with standardized, uniform businesses
and services alone. For this reason, we not only
instruct the employees we hire in the knowledge
and skills required of recruiting consultants, we alsoteach them in detail how to embody our philosophy
in order to demonstrate these strengths.
Knowledge for solving issues that has been accumulated within the company, an organizational culture of sparing no effort in developing junioremployees, and the example of senior employeeswith extensive track records and sterling successes
all support the growth of recent graduates andother young employees.
Along with these training and development initiatives, we are promoting sales DX to utilize data andtechnology in solving the issues of client companies
and robustly promoting the development of services
that provide the optimal job matches for users.
What types of job listings do users peruse on job
sites and decide to act on? Which companies are
putting out job listings in each region and what
conditions do they offer? At dip, an enormous
amount of digital data related to applications andhiring is accumulated on a daily basis. By bringing
AI and other technologies to bear on this data, we
can further evolve our businesses and services at ahigh speed.
For example, for users that have visited job sites,
we recommend the best job on their browsing
trends. For client companies, we are using thepower of data and technology to provide higher

precision proposals for how to succeed at recruiting
based on the timing of listings, what information to
include, and what level of wages to offer.
We will enhance our sales capability, evolve ourservice development capability, polish our ability toefficiently develop promotions in the most effective
way possible, and fully demonstrate these capabilities, all based on our philosophy. Personnel withthese three capabilities who are strongly connected
through our philosophy will generate substantial
value on a united basis. The speed and scale of thisvalue creation will be further accelerated andenlarged through the power of data andtechnology.
Another major strength for value creation isusers and client companies. The dip Incentive
Project and our workplace introduction video service would not have come about without feedback
from users. Nor would they have been possible
without the understanding and cooperation ofclient companies.
Our services were developed through co-creation
with users and client companies. Social value
through solving social issues and creating a better
society as stated in our Corporate Philosophy is
generated with the help of society and the capabilities of many people, including users, client companies, and our many partner companies.

dip

INTEGRATED REPORT 2022

36

dip’s Value Creation Story

Human Capital Connected with Our Philosophy
Based on the belief that “people are everything and people are assets,” dip focuses intently onhuman resources—it is among the most important themes of management—and makes active
investments in it. Our philosophy is at the core of our human capital management. It is at once ourphilosophy of management and our code of conduct, and it was cultivated as CEO Tomita and his
employees overcame a variety of challenges following the company’s founding.
Even though we are a company of over 2,000 employees, we are able to flexibly and sensitively
adapt to change and evolve as if we were a startup company with only several dozen people onstaff. The reason is that our employees deeply understand and sincerely embody our philosophy.
We will continue to hire and develop human resources connected with our philosophy and will
enhance conditions and systems that allow their abilities to be fully demonstrated.

TUNAG In-House Social MediaWe administer an in-house social media site called TUNAG to continue to raise awareness of
our Philosophy. On TUNAG, Board Directors and Executive Officers share their thoughts on
the philosophy. Examples of how the philosophy has been embodied by employees are also
introduced, along with scenes from training and other employee interactions. The site is an
important tool for enlivening internal communication.
In October 2020, we introduced a new communication tool, Slack, which promotes open
communication and raises the effectiveness of collaborations.

TUNAG Posts from Employees

35/month(February 2022) Tsunaguba! Strengthens Employee Bonds

Tsunaguba! is a mechanism that generates connections between employees beyond organization and age demarcations.
It provides the opportunity for employees to come together across the organization, andOrganizational Culture-Building
General Meeting for Instilling Our Philosophy

In order to build an organization permeated by our philosophy, we are particularly focused

gatherings are held on a variety of themes. There are groups directly connected to work inwhich participants think about organizational issues and share their opinions with one
another, and there are others like a fishing group in which the participants get together

Tsunaguba! Participants

1,034/year

around a shared pastime. These opportunities for internal communication are utilized bymany employees, and allows them the platform to raise each other’s motivation.

(total)on the General Meeting of Employees, which is held in March, the start of the fiscal year.
Employees assemble from around the country, CEO Tomita goes over initiatives and resultsfrom the previous fiscal year and announces the new fiscal year’s theme and management Employee Satisfaction Survey
to Raise Engagement

policies based on the philosophy.
At the meeting, which is a fairly lengthy five hours, there are passionate, creative presen-

General Meeting of Employees
Satisfaction

Score of

4.3

* Anonymous survey; score out of 5

General Meeting of Employees
Per-Person Expenses

We conduct employee satisfaction (ES) surveys twice atations with various types of performances. Celebrities featured in our television commer-

year in June and December. The response rate is nearlycials also make an appearance. Surprise end-of-the-year bonuses may be announced as well.

�.��

�.��

�.��

announced the same day by department and section,

The theme for each new fiscal year that is announced at the meeting is concretely inte-

and all employees are allowed to see them. Thereafter,

grated into the strategies of headquarters, business divisions, and departments. The theme
employees.

�.��

100%. After the surveys, the tabulated results are

Our employees have a lot of fun, and it raises motivation.

is presented internally via a video presentation and thoroughly communicated to all

Satisfaction Level

based on the survey results, meetings are held at each

ES Survey Response Rate

97.2%

workplace to increase employee engagement andJob
Workplace
Boss
Company
Satisfaction Satisfaction Satisfaction Satisfaction

better actualize our philosophy.

(June 2022)* Anonymous survey

53,000 yen* Includes transportation costs

Reward Trips to Hawaii a Continuing Program

At the General Meeting of Employees, employees who performed in the top 10% for the fullyear are lavishly honored. And those honored are rewarded with a trip to Hawaii. These highperforming employees get together in Hawaii to discuss their work actualizing our philosophy and celebrate one another’s efforts. The reward trip is an opportunity for participants tostrengthen their resolve to take on new challenges. The next trip will take place in December
2022, and 318 employees* are scheduled to take part.

Employees Awarded Trip
to Hawaii

134

37

dip

(in FY2021)

INTEGRATED REPORT 2022

* The trip was postponed in 2020 and 2021 due to the COVID-19 pandemic, so the total includes employees
from these years as well.

Work Engagement
I feel proud to workat this company

19%Work Engagement by Age
37%

I sympathize with the
Corporate Philosophy

27%

40%

I perceive the social signiﬁcanceof this company’s business

28%

43%

■ Yes, I agree■ Yes, I more or less agree■ Can’t really say either way■ No, I more or less disagree■ No, I disagree

30% 10%4%
25% 6%

2%

23% 5%

1%Young
Mid-Career
Section Manager
Department Manager

17%

27%

41%

38%

67%

46%

Level of Happiness

どちらかといえばそう思わない

32%
49%

どちらともいえない

11% どちらかといえばそう思う
I am currently happy 17%34%2% そう思う
19% 5%
I
feel
joy
and
3%
12%
30%
fulﬁllment in my job
9%1%
I have hope
27% 3%
for the future 10% 23%
3%

32%
34%
39%

12%
5%

17%
20%

7%
8%

Major Factors Influencing Happiness(1) I feel my current job is rewarding (r=0.55)(2) I feel I will be able to continue to grow at
this company (r=0.50)(3) My current job suits me (r=0.49)(4) I feel pride in working at this company (r=0.48)

dip

INTEGRATED REPORT 2022

38

dip’s Value Creation Story

Human Capital Connected with Our Philosophy

Main Training Programs

New Graduate and Mid-Career Hires
Philosophy-Based Recruitment

In creating an organization based on our philosophy, it
is important to closely examine whether candidates
are in sympathy with our philosophy during the hiring
process. In order to do this, we spare neither time nor

Training by Level(participation required)

New Graduate Hires(People)

���

���

���

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effort. Many employees participate in the hiring pro-��

cess and vividly discuss their real work experiences

Average Interview Time Per
Person until Hiring

6.2 hours (FY2022/2)

with applicants. All employees are involved in hiring
because they understand that “each employee has arole to play in creating dip.”
For senior employees, involvement in the hiring process is an opportunity to think about the meaning of
their own work at the company and to reexamine
themselves in light of the philosophy, so the hiring

2018

2019

2020

2021

2022 (Year) Philosophy Training by Level and Problem-Solving Training

We have a variety of training programs by level designed to strength human capital based on
our philosophy, including third-year philosophy training, philosophy leadership training, and• Third-year philosophy training• Philosophy leadership training• Philosophy practice/critical reflection
training

philosophy practice/critical reflection training.

Elective Training(participation is voluntary)

their third year, all employees take part in problem-solving training in which they take up prob-• Problem-solving training(basic, applied)• Document preparation training• Presentation training• Mentor training• Training to improve arrangement-making ability• Writing training• Practical IT training

For employees to “create a better society” as stated in our Corporate Philosophy, it is important to cultivate in them theoretical problem-solving ability as they gain work experience. Fromlems related to their respective jobs and workplaces and propose solutions to them.

Mid-Career Hires(People)

89

52

67

85

Leader Development

process also helps in the further development of existing employees.
2018

2019

2020

 New Manager Training to Enhance Managerial Ability Basedon Our Philosophy

2021 (Year)

The presence of managers is what supports a strong organization united by philosophy. In

Member Development

developing managers, we are particularly focused on educating new managers through a fullslate of programs.
The average age of dip’s managers is 36.1, but we also have many young managers who New Graduate Training for
Deep Thinking on Our Philosophy

In training new graduates based on our philosophy,
we are particularly focused on new employee trainingthat takes place in the first week. Board Directors and

New Graduate Training Time326 hours (FY2022/2) Elective Training for Managers

In order to further enhance the skills needed to

New Manager Training(participation required)untary). Each elective training program draws

tory of dip and gain an understanding of the future towhich it aspires. New graduate employees listen to thetalks and then hold multiple discussions with their colleagues based on the content and further deepen theirphilosophy to overcome the various difficulties that are

INTEGRATED REPORT 2022

philosophy and learn the skills needed to put them into practice.

directly with the participants, who learn about the his-new graduate employees the ability to draw on ourdip

36 hours (FY2022/2)

company. New managers take time to think about management techniques based on ourgrow as a manager, we also offer a variety of

We began providing coaching in 2020 to cultivate in

39(Explaining their dreams, ideas
and passion to senior employees)

Total New Manager
Training Time

Training for Managers Philosophy Coaching for
Deeper Job Engagement

8 times (FY2022/2)

Training for new employees

Executive Officers, starting with CEO Tomita, talkunderstanding of the philosophy.

Average Times Coaching
Received Per Person

are promoted to managerial positions as quickly as three and a half years after joining the• Management principles• Labor and compliance training• MBO training• Coaching training• Case handling training• Critical reflection training

Elective Training(participation voluntary)• Process management training• Training to enhance self-initiative• Training on motivation techniques• Training on formulating strategy• Practical labor-related training• Training on how to praise and criticize• Training to enhance self-efficacy

elective training programs (participation is volaround 50 participants per session. Employees
think critically about real concerns at theirrespective workplaces and initiatives to make
improvements. By discussing issues and othermatters in this way, they help enhance one
another’s skills.

Trust in Managers
17%
38%
I have a good relationship with my boss
My boss enthusiasticallyprovides instruction and training

I respect my boss

My boss does not make inappropriate comments
or engage in inappropriate actions(abuse of power, sexual harassment, etc.)

41%

29%

36%

37% 17%

36%

62%

25%

35% 21%

22%11%■ Yes, I agree■ Yes, I more or less agree■ Can’t really say either way■ No, I more or less disagree■ No, I disagree

experienced upon starting their jobs.
During philosophy coaching, new employees from thesame year reflect on events they experienced on the job
while asking each other questions and thinking deeply
about how to embody the philosophy in their own work.
dip

INTEGRATED REPORT 2022

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dip’s Value Creation Story

Human Capital Connected with Our Philosophy “Leadership Journey”: Elective
Training for Aspiring Executives

An elective training program called Leadership Journeyis held to train executive candidates to be the next
generation of dip leaders.
The training involves groups of around ten mangers
gathering at the company’s recreational facility inZushi, Kanagawa Prefecture once a month for eightmonths. There they work to increase their ability toembody our philosophy as leaders by first setting atheme related to transformation at the workplace andthen learning and polishing together the skills required
for such a transformation. After completing the training, a leadership conference is held where they present

Total “Leadership Journey”
Training Time143 hours (February 2022)

the results of their efforts. They give their presenta-

Numbers of Department
Managers(People)

32.4%

40.2%

36.6%

42.2%

44.2%

71

71

67

63

63

2018

2019

2020

2021

2022

34

41

45

46

C H O MES S AG E
Improve Work Engagement through Jobs
That Allow Diverse Individuality to Shine50

 umber of department managers
N(new graduate hires)Number of department managers(mid-career hires)
Rate of new graduate hires

Regular meetingtions in front of CEO Tomita and other executives. In
FY2022/2, 15 people were selected as executive candidates and received the training, and for FY’23/3, 21
people have been selected.

Nobuaki Kitou

Executive Officer, CHO (Chief Human Officer)
Head of Personnel & General Affairs Group

Evolve Businesses and Services by
Creating an Environment in Which People
Can Demonstrate Their Individuality

Promoting Women’s Active Participation “F Pro” Project for Self-Directed Career
Development by Female Employees

The Full of Work Project (F Pro) was started at dip in 2015 to help womentake a more active role at the company. The project promotes initiatives
in support of self-directed career development by women employees. In
its third term, 100 people participated.
We also hold the “BOSS F Pro” project to enhance the ability of male

Percentage of Female Employees

45.6% (FY2022/2)

managers to develop the career skills of female employees. The efforts ofour many women employees are published in the Career Share Book,and the “F Café” is also held for women to talk with one another in acasual atmosphere. In this way, dip is actively working in a variety ofways to help women take an even more active role at the company.

 Management Training with Awareness of the
Gender Gap

We have conducted joint surveys and research with Akiko Kokubo, anassistant professor at the University of Shizuoka, since September 2020
on promoting women’s active participation at the workplace. Based on
the results, it has been found that self-esteem is one of the factors that

Percentage of Female
Managers

33.2% (FY2022/2)
41

dip

INTEGRATED REPORT 2022

gives rise to a gender gap in promotion motivation and other areas.
Based on this research, we developed training for managers and are
conducting management skill training for raising self-esteem amongfemale employees.

dip’s Philosophy puts into words the way of life of dip
founder, Hideki Tomita, culminating in the “dream,
idea, and passion,” from which the Company derives its
name. It represents our cherished approach to survival
in a drastically changing society, namely, to overcome
hardships with dreams, ideas, and passion.
As our conviction that “people are everything andpeople are assets” suggests, dip’s business value isderived from the power of our employees. The job of
the personnel recruiting services business is to enrich
the lives of people who work. It is a business that would
not be viable unless the employees involved in it found
it rewarding and believed in their own career potential.
It is for this very reason that, compared with other companies, we are more unstinting in the time and moneythat we devote to strengthening our human capital.
There is an approach to recruitment called “jobbased recruitment,” which first clarifies the job description and then assigns a person to that job. At dip,
however, our organizational culture has a strong “people-first” approach. We identify people’s potential,
create environments and work that will allow them todemonstrate their individuality to the fullest, and indoing so generate synergies. This is how we evolve ourbusinesses and services, and it is one of dip’s strengths.

While we have long cherished the Philosophy, people
tend to focus only on achieving short-term goals as weget busy with day-to-day operations. To turn dip into anorganization that leverages the Philosophy even further
and that is able to set itself apart from other companies, it is important that we create time and space todiscuss the Philosophy across the boundaries of organizations and hierarchies.
While we cherish this “people-first” approach in ourbusiness, we must also evolve our work and organization through digital transformation (DX). However, thisdoes not mean making work boring and insubstantial
through DX. Rather, it means increasing the percentageof work that can only be done by people and that willallow people to demonstrate their individuality. This is
how we will improve company-wide productivity andwork engagement.

To Be a Company That Enables Individual
Employees to Feel a True Sense ofContributing to Society
Going forward, we will not be able to survive as a company unless we can give our employees a sense of
meaning in their work. As well as establishing the fact
our employees are making a contribution to society,this also requires that we be a company that enables
employees to gain a true sense of that contribution in
their day-to-day work. As a “Labor force solution company,” we aim to realize a society in which everyone
can experience the joy and happiness of work. To thisend, we will work on realizing this vision within our own
company first.
At dip, we manage the company with the belief that‘people are everything and people are assets’ as our HR
policy. The environment surrounding us is changing
rapidly and significantly. It is precisely in such an environment that we must encourage the growth of ouremployees, who are the Company’s assets, and support
them from long-term perspectives.
dip

INTEGRATED REPORT 2022

42

dip’s Value Creation Story

Business Overview/Strategy
Services That Address Jobseekers’ Needs

Personnel Recruiting Services Business
Human work force solution

Business Description

In the Personnel Recruiting Services Business, we support the recruitment and utilization of human resources that
underpin core corporate activities through the provision of job advertisements and recruiting services. Based on our“user-first” management policy, we have developed a variety of unique, industry-first functions to respond to the job
selection needs of job seekers, and we help client companies to match with potential employees in view of ensuring theretention and active participation of those new employees after they are hired.
In this way, we are pursuing solutions to the labor shortage issues that companies face and contributing to the creation of an environment in which each and every employee can work with vitality.

Services
Quickly connects jobseekers and client companies with the kind of freshness of
information and rich variety of content that only the internet can offer.

Japan’s largest portal websites for part-time employees
Marked its 20th anniversary in October 2022

Assists jobseekers in advancing to the next stage in their careers by helping
them maximize experience gained in part-time jobs

Job site for full-time and contract workers seeking a careerchangeConnects client companies with jobseekers who are looking for full-time, temporary and part-time work

Japan’s largest comprehensive job information platforms
Already No.1 in the dispatch worker job information market

Our dedicated career advisers assist jobseekers with career moves and changes
by providing them with job information that matches their individual
preferences.

Recruiting services specialized in nurses

No.1 career change support service for nurses in Oricon CS Ranking
Survey® for 2022
Leverage qualifications and experience or aspire to be professionals in fields
such as healthcare, nursing care, beauty care, childcare, WEB/IT, distribution,and sales services

Comprehensive job information site for specialized jobs

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dip

INTEGRATED REPORT 2022

Workplace Introduction Videos

Application Barometer

These videos present, in an easy-to-understand way, theatmosphere of workplaces and the content of the work
performed there, aspects that are difficult to convey withtext or photos alone.
Videos posted on job listings help to increase theaccuracy of matchingusers with the right jobs.

Visualize the application status for listed jobs. This function is in response to user needs, such as a preference
for applying for popular jobs or, alternatively, for jobs
where there is lesscompetition withother jobseekers.

Job Experience/Workplace Visit Application
Function
Gives users a real sense of the workplace throughhands-on job experience
prior to application. Thisis effective in the prevention of mismatching.

Uniform Search Function
Around 60% of users are interested in what the uniforms
worn in part-time jobs are like.
In addition to posting theimages of uniforms, our uniform
search function answers thewishes of users who want towear a uniform that they like for
their part-time job.

MESSAGE
Our Style of Pursuing “User-First” Services Is
an Approach That We Will Steadfastly Retain as
a Strength of dip.
A recent trend across the industry is to reduce the burden on
client companies looking for workers and to dispense with thehassles involved in recruiting.
Here at dip, our sales reps shoot and edit videos, explain our
industry-first hands-on experience/workplace visit functions toeach of our client companies, and negotiate with them to raise
hourly wages. I believe that the effort that our people expend
on each client is more than double that of competing platforms.
All of that effort is essential to help users make their lives better
through work. This approach makes our client companies happy
because it makes jobseekers happy. “User-first” is dip’s code of
conduct.
Even though these services require a great deal of effort andrun counter to industry trends, we have achieved high growth inproductivity per sales rep. Our style of pursuing “user-first”
services is an approach that we will steadfastly retain as astrength of dip.

Takatsune Inoue

Executive Officer, Service Officer(Baitoru, Baitoru NEXT)
Head of Regional Sales Groupdip

INTEGRATED REPORT 2022

44

dip’s Value Creation Story

Business Overview/Strategy

Past Performance and Future Outlook

The macroeconomic environment for the fiscal year ending February 2023 shows factors of uncertainty related to theunstable international situation and associated trends in the supply and prices of resources. On the other hand, due toprogress made in vaccination and other factors, it is expected that the COVID-19 pandemic will be brought under control.
While the labor market has not returned to pre-pandemic levels, net sales of the Personnel Recruiting Services
Business recovered significantly in April 2022.
In anticipation of the recovery in the job advertisement market, we expect to increase sales and profits this fiscal year
by increasing the number of job applications through active promotion and by reinforcing our sales efforts to further
expand our market share.
Sales and Segment Profit of the Personnel Recruiting Services Business*¹(Million yen)Sales

46,300-44,700

Segment profit

43,63318,850FY’20/2 Actual

34,44829,865
11,830FY’21/2 Actual

9,436
FY’22/2 Actual

15,800-14,100

FY’23/2 forecast*²

Note: The new revenue recognition standards have been applied to both actual performances and forecast figures.
*1: Baitoru, Baitoru NEXT, Baitoru PRO, Hatarako.net, and Nurse de Hatarako*2: Performance forecasts were revised on October 13, 2022.

Market ShareAccording to calculations based on the results of the latest independent market survey, our share of the part-time andtemporary worker job information market
Trends in Our Share of the Part-Time and Temporary Worker Job
increased from 21.4% in the fiscal year ended
Information Market
23.7%
February 2021 to 23.7% in the fiscal year ended
February 2022. In this way, we have steadily
increased our market share even under panIncreased market
demic conditions, and the gap with the No. 1
share during theShare acquisition to
pandemiccompetitor in the industry has narrowed significoincide with an’s termination of services
cantly. We will aim for the No.1 position byimplementing a range of initiatives, including
FY’15/2 FY’16/2 FY’17/2 FY’18/2 FY’19/2 FY’20/2 FY’21/2 FY’22/2
strengthening new graduate recruitment, promoting digital transformation (DX) in sales, and* Prepared by dip based on independent market size survey
implementing unique promotional strategies.

M ESSAGE
We Will Continue to Deepen Our Collaboration
with Agencies Who Empathize with thePhilosophy in Our Effort to Enhance Both the
Quality and Quantity of Job Listings.
The more than 1,000 salespeople at our agencies who share our
Philosophy are able to fill a large number of job openings,
providing users with the opportunity to select jobs that meettheir needs, even in areas where we do not have a sales office.
In April 2022, the sales division that handles the accounts ofmajor client companies that operate business nationwide suchas restaurant chains and the division responsible for liaisingwith agencies were merged into the Business Solutions Sales
Group. This move has facilitated more in-depth sharing of
information and know-how to allow sales reps to engage withthe head office of the chain and their affiliated individual stores
simultaneously, enabling us to promote more sophisticatedsolution proposals. Our direct marketing sales reps and thesales staff of our agencies nationwide will unite in their efforts
to deliver information on diverse job openings to jobseekers inwider areas and to meet their various needs.

Jun Sagano

Executive Officer, Head of Business Solutions SalesGroup

FY’23/2 Strategy

With our unique functions and services based on “user-first” ideas, such as the “dip Incentive Project” and other promotions and posting “Message from dip-san,” we will enhance the value provided to users and client companies. We
will also work to improve sales productivity by expanding the functions of sales efficiency tools developed in-house andstrengthening cross-selling of our four main media and DX products. In addition, we will conduct promotions that are
optimized by area and job type, including launching concentrated advertising in priority areas.

Record-High Number of Applications
Thanks to our active promotions in anticipation of further labor shortages, the number of applications in the Personnel
Recruiting Services Business has reached a new record high. By improving recruitment effectiveness, we will connect
this success to further expansion of net sales.

Quarterly Trends in the Number of Applications in the Personnel Recruiting Services Business*

dip’s Sales Strategy through Agents

Empathizing with dip’s Philosophy as “partner companies,” our agents actively engage in the sale of dip’s products. In
the “dip Incentive Project” as well, they work together with direct marketing sales reps to win more hourly wage
increases and expand sales in order to improve conditions for workers. As colleagues who share the same Philosophy,
we will continue to deepen our cooperation for the betterment of society.
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FY ended
Feb. 2018

FY ended
Feb. 2019

FY ended
Feb. 2020

FY ended
Feb. 2021

FY ended
Feb. 2022

FY endingFeb. 2023* Baitoru, Baitoru NEXT, Hatarako.net

dip

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dip’s Value Creation Story

Business Overview/Strategy

New Service, Baitoru PRO

Aims of the service

This is a comprehensive job information site for specialized jobs focused on industries that face serious labor shortages. The service encourages movement in the labor force by supporting professionals as well as individuals aiming tobecome professionals. By leveraging our strengths, including our approximately 1,500 sales staff and unique promotions that combine digital and mass media, we aim to expand sales in the professional field, which is estimated at 380
billion yen*. Baitoru PRO has grown steadily in the ten months since its launch in May 2021, reaching the No. 1 positionin terms of the number of job postings in all of the healthcare, nursing care, childcare, and beauty care sectors.
* Data provided by dip

Future Strategy
While continuing to be ‘No.1’ in the number of
postings for the healthcare, nursing care, childcare, and beauty care fields, we will put efforts
into obtaining job postings in the food & beverage, office, manufacturing, and logistics/lightduty fields. As we strive to set ourselves apartfrom our competitors with our unique services
and functions, we will accelerate our user expansion efforts through promotions, and by usingsocial media to increase awareness. In addition,
we will work toward optimal combinations of job
advertisements and recruiting services by broadening the target of our recruiting services
beyond nursing positions to include pharmacists, care workers and other medical and longterm nursing care positions.

Baitoru PRO*¹Growth Image for Sales and Segment Profit(billion yen)
Sales

Segment profit

4.3
‒4.0

1.9
(2.0)
FY’22/2(Actual)*²(1.2)‒ (1.9)FY’23/2(Forecast) *³

DX business
Digital labor force solution

Business Description

To contribute to the greater adoption of DX among mid-tier enterprises and SMEs, in September 2019, we launched“KOBOT,” a package of DX services designed with selected functions that make it easier to introduce and continue to
use the service. The automation of tasks that do not require human hands will help our clients to improve their productivity and enhance employees’ sense of reward in their work by assigning tasks that will allow them to demonstrate
their abilities. This is part of our aim to realize a society in which everyone can experience the joy and happiness ofwork. In April 2021, we changed the name of the AI/RPA Business to the DX Business.
In 2021, dip was certified as a “DX Certified Operator” by the Ministry of Economy, Trade andIndustry (METI) for its efforts to promote the adoption of DX among client companies, in addition to the promotion of DX within dip itself.

KOBOT Series Product Lineup
Streamlining of recruiting and personnel administration

FY’24/2(Plan)

FY’25/2(Plan)

Stock ProductLaunched in Jun. 2021 From ¥20,000/month*1 I n March 2022, the agency business (Nurse de Hatarako) and the Baitoru PRO business were integrated. This is reflected retroactively in the figures for the fiscal year
ended February 2022 in the graph above.
*2 T he new revenue recognition standard has been applied to actual performance
figures.
*3 Performance forecasts were revised on October 13, 2022.

Stock ProductFlow productM E S S AG E
Stock ProductBaitoru PRO Will Continue to Take on the
Challenge of Solving Issues in Japan’sLabor Market
In the first year since it launched, Baitoru PRO delivered over
500,000 job postings, and it reached the No. 1 position in termsof the number of job postings in the healthcare, nursing care,childcare, and beauty care fields.
With the birthrate falling and the population aging at an accelerated pace, the highest priority challenges for Japan’s labormarket are eliminating labor shortages in healthcare and longterm nursing care positions and securing childcare workers. To
create a society in which people can work in a way that is true tothemselves, there is a need in these fields to generate value that
only humans can offer.
To solve these social issues, we will improve the working environment through the implementation of DX. This will help reduce
staff turnover, make it easier for people to return to employment, and increase the number of jobseekers who want to takeon new challenges in these fields. Through these efforts, we will
strive to promote greater labor mobility.

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No need to create recruiting webpages in-house.
Quickly create original pages featuring Baitoru’s uniquefunctions, such as workplace introduction videos.

Automatically schedules recruitment interviews with applicants (automatic response by chatbots).
Launched in Nov. 2019 From ¥30,000/month

Provides paperless solutions for part-time worker onboarding and labor management.
Launched in Jul. 2021 From ¥20,000/month

Sales support

Stock Product

Automatically creates a list of target companies for sales
activities of temp agencies.
Calls companies on sales list on behalf of temp agencies.
Launched in Sep. 2019 From ¥40,000/monthMarketing support

Tomohiro Kitazato

Executive Officer, Service Officer(Hatarako.net, Baitoru PRO)
Head of HR Sales Group

Stock Product

Issues membership certificates on LINE app, offers store
visit reward points and coupons. Supports marketing activities by restaurants and retailers.
Launched in Dec. 2021 From ¥9,800/monthdip

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dip’s Value Creation Story

Business Overview/Strategy

Business Overview

In Japan, mid-tier enterprises and SMEs are lagging behind in the adoption of
DX. The major reasons behind this include a lack of awareness of which operations can be streamlined with DX, the cost and trouble associated with introducing DX tools, and the inability to fully utilize the functions after deploying the DX
tools. dip provides easy-to-introduce DX tools at reasonable prices, as well as
maintenance and operation support with extensive customer success support,
providing unique customer value in a one-stop service.

Past Performance and Future Outlook

Percentage of Companies
Deploying DX

74%

38%

SMEs

Major Companies

Source: dip, based on “Annual Report on theJapanese Economy and Public Finance 2021”
by the Ministry of Economy, Trade andIndustry

Simple functions and cloudformat enable use on same
day as installment

Reasonable prices
Fees start at ¥20,000/month,with no development or introduction costs

Extensive customer success support
The monthly fee covers maintenance and operation

Conventional
DX services

dip’s DX service

Supportby sales reps

Remote support bycustomer successteam

One-stop service including installation, operation, and maintenance

Strengths of the DX BusinessOur 1,600 direct marketing sales reps engage in consulting sales of DX products to our customer base of
approximately 150,000 companies. We also provide implementation and operation support with our 70 in-housecustomer success team members. Making use of these strengths, we are creating a DX market for mid-tierenterprises and SMEs.
Marketing, sales

Customer success (CS) support

Products designed specifically for
mid-tier enterprises and SMEs

Over 1,600 direct marketing
sales reps

Extensive in-house CS team

Packaged products developed in-house and1,500 personnel recruiting services sales reps

with partner companies (e.g., start-ups) are+ over 100 dedicated sales reps*

provided at low cost with excellent UI/UX.

Customer base of 150,000 companies

Single-function / multifunctional

Inbound marketing
Characteristics of Startup SaaS Company

Segment profit

46

903

827
(536)

2,500
‒1,900

2,954

(538)

FY’21/2 Actual

FY’22/2 Actual

FY’23/2 forecast*

Note: The new revenue recognition standards applied at the beginning of the fiscal year
ending February 2023 have been applied to both actual performances and forecast figures.
*Performance forecasts were revised on October 13, 2022.

¥

Product development(Million Yen)

FY’20/2 Actual

¥

5,300
‒4,700DX Business Sales & Segment Profit

Sales

Characteristics of KOBOT Series
Easy to introduce

In the fiscal year ended February 2022, sales of our Interview Scheduling KOBOT, which automatically schedules
recruitment interviews with applicants, and Temp Agency KOBOT have grown thanks to the reinforcement of
our sales promotion system. Sales of stock products also increased. The products include the Corporate
Recruiting Page KOBOT, which creates recruiting webpages on behalf of clients, featuring Baitoru’s unique functions such as workplace introduction videos. In the fiscal year ending February 2023, sales and operating profit
are expected to increase significantly due to an increase in the number of companies charged monthly payments and the improvement of ARPU.

Approx. 70* CS personnel provide
implementation support

Inadequate support

Feb. 2022 (Actual)(New Standard)

Feb. 2023 (Forecast)(New Standard)Monthly sales¥320 mn*¹¥610 mn– ¥430 mn

No. of companies charged
monthly payment

9,300

16,200–11,800

ARPU*2¥34,000¥37,000

Stock Sales Ratio*³

46%

73
–71%

*1 T
 his is a provisional figure based on the application of the
new standard for revenue recognition.
*2 A
 RPU: Monthly sales divided by the number of paid clientcompanies*3 S
 tock sales ratio: Stock product sales (automatic renewal or
long-term contract) divided by total sales
From FY’23/2, “Temp Agency KOBOT for Interview Scheduling”
and “Interview Scheduling KOBOT” being sold with a contract
term of one year or longer are included in the “stock sales”
category since the churn rate has improved.

FY’23/2 Strategy

We will strive to improve product quality to a level that exceeds the standards of other companies, improve sales
efficiency by strengthening bundled sales, and implement sales enhancement measures by recruitment advertising agencies. We will also work on the reinforcement of the CS team to curb churn rate and promote up-selling by streamlining CS operations with DX.

M ESSAGE
dip Will Provide Full Support for the Adoption of
DX by Mid-Tier Enterprises and SMEs, Which Are
the Key to the Advancement of DX in Japan.
It has long been pointed out that Japan trails the rest of theworld in terms of the promotion of DX. The major reason forthis is the slow adoption of DX among mid-tier enterprises andSMEs, which account for about 99% of all companies.
To achieve “DX for anyone, anywhere,” dip supports the
adoption of DX by mid-tier enterprises and SMEs, which will play
an essential role for the advancement of DX in Japan. Suchsupport takes the form of introducing easy-to-use DX tools at
reasonable prices with extensive customer success support. By
automating tasks that do not require human hands such as
simple paper-work tasks, we will create an environment inwhich people can focus on tasks that can only be performed bypeople. In doing so, we will contribute to the creation of
workplaces that are brimming with a sense of reward.

Hideki Miura

Executive Officer, Head of DX Business Group* As of April 2022

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dip’s Value Creation Story

Medium-Term Management Strategy dip2025

To Become a “Labor Force Solution Company”
With the vision of becoming a “Labor force solution company,” as it declared in March 2019,dip aims to tackle various issues in the labor market through the provision of personnel recruiting
services and DX services, and realize a society in which everyone can experience the joy andhappiness of work. The path to achieving that goal is outlined in the Medium-Term Management
Strategy dip2025.

Three Business Strategies and Six Business Foundations
We aim to make the DX Business a growth driver by expanding revenue from stock products to complement continued progress in the Personnel recruiting Services Business. We will also work toenhance corporate value by establishing new businesses based on the SDGs.
Personnel Recruiting Services BusinessIn addition to collecting large numbers of high-quality job postings through direct marketing sales, we will leverage our high brand recognition to accelerate the acquisition of jobseekers (users) to meet existing and potential needs. In doing so, we will create value inthe form of “matching jobs quicker than anywhere else” by significantly improving theaccuracy and speed at which jobseekers and client companies are matched, leveraging thepower of cutting-edge technology.

Formulation Process Involving All Employees

Business Strategies

dip2025 is filled with the “dreams, ideas and passion” of all our employees.
To formulate the vision of becoming a “Labor force solution company”, we first solicited ideas from all
employees. In order for every employee to understand the management and business policies and work
together to realize the vision, it was necessary for each individual to be involved in the formulation of the midterm management strategy as if it were their own, in the essence of the founders’ spirit, “Create your own dip”.
The competition attracted 1,194 entries that were filled with the passionate intentions of the individual employees. The employees who came up with the best ideas created and distributed presentation videos. Particularly
outstanding ideas were then selected in a company-wide vote, and after a presentation event, the winners were
decided.
Those winners, together with the executive management team, formed the dip2025 taskforce to refine theideas that had emerged from the competition, and prepare a draft of the Strategy. After discussions in four
meetings of the Management Council, the Strategy was finally approved by the Board of Directors.

DX BusinessTo contribute to the greater adoption of DX among mid-tier enterprises and SMEs, welaunched “KOBOT,” a packaged DX service designed with selected functions that make iteasier to introduce and continue to use the service. We continue to provide operational
support after implementation with our extensive customer success team, with the aim ofpromoting “DX for anyone, anywhere.”

New BusinessSocietal improvement as a business based on SDGs New Business Under the strategy of“societal improvement as a business based on SDGs,” we will launch new businesses toachieve continuous growth and contribute to realizing a sustainable society.

Growth Strategy and Aspirations
As our aspirations for the year ending February 2025, we have set targets of sales of 100 billion yen and operating income of 30 billion yen, with the DX Business to account for 45 billion yen of total sales and 10.8 billion yenof total operating income.

To complement continued progress in the

New Businessmake the DX Business a growth driver by
expanding revenue from stock products

DX Business

Personnel
Recruiting
Services
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Business Foundations

Personnel Recruiting Services Business,

Sales
To improve sales productivity, we will
strive to offer optimal proposals byleveraging the power of data and technology to identify customers’ needs
more quickly.

Personnel
We will create an innovative organization that is full of diversity, while being
firmly connected under the Philosophy.

Promotion
By strengthening awareness acquisition
measures and increasing the first recall
rate, we aim to be No. 1 in online
recognition.

Dialogue with the market
We will work to help the stock market
understand the strengths, growth potential, business risks, etc. that support ourhigh sales growth and profit margins.

Development
We will build a development structurethat allows us to more quickly realize
ideas for improving society.

Implementation
We will think and act together to flexibly
respond to changes in the external
environment, and thereby evolve.

dip

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dip’s Value Creation Story

Medium-Term Management Strategy dip2025

Personnel Recruiting Services Business

New Business“Matching jobs quicker than anywhere else”“Societal improvement as a business based on SDGs”



Positioning “matching jobs quicker than anywhere else” at the heart of the value that we deliver, we will offer optimal
matching between high-quality job postings collected by direct marketing sales, which are dip’s strength, and the existing and potential needs of jobseekers, using the power of technology.
To support each user in the process of selecting jobs suited to them, in the fiscal year ended February, 2022, the firstfiscal year of dip2025, we focused our efforts on
High-quality job postings supJobseekers (users) with existincreasing the number of job postings andportedbydirectmarketingsales
ing and potential needs
expanding the types of industries and jobs
Fresh, accurate and high-quality job
High brand recognition
offered. In so doing, we have strengthened both
postings
Websites and apps with user-friendly
the quality and quantity of job advertisements.
Appealing job information postings
UI/UX that makes it easy to search
Going forward, we will work on building aleveraging production and editing skills
for jobs
proposal-based information provision systemusing AI technology. Such a system will help jobOffers optimal matching using
seekers to find jobs and workplaces that are
the power of technology
more suited to them.



dip’s corporate philosophy “Here at dip, we want to tap into dreams, ideas and passion to create a better society” is inline with the SDGs. Under our strategy of ‘societal improvement as a business based on SDGs,’ we will launch new businesses to achieve continuous growth and contribute to realizing a sustainable society.
The “dip Accelerator,” which grows new businesses from employee ideas, is part of this endeavor. Under this initiative, we are proceeding with the deliberation of new businesses based on ideas that have been refined through multiple
selection processes.
In 2020, we established the CVC fund, “DIP Labor Force Solution Fund” (9 billion yen in total) to explore and discover
seeds for new businesses. Through this fund, we consider alliances with start-ups and make investments in them. Goingforward, we will continue to contribute to the solution of social issues through the creation of innovation.

DX Business“DX for anyone, anywhere”
We will change the current situation where small and midsize companies are unable to promote DX even though they
may want to. By helping companies to eliminate labor shortages through the adoption of DX and enabling people whowork to engage in jobs where they can demonstrate their respective capabilities, we aim to realize a society in which
everyone can experience the joy and happiness of work.
In the fiscal year ended February 2022, we largely completed the development of our business foundations, such as
establishing sales methods and building our product planning process. Going forward, we will work on improving sales
productivity and reinforcing our customer success support while improving product quality. In doing so, we will expand
our business to realize “DX for anyone, anywhere.”
Approx. 4,000
companies

Major systems integrators/
IT Consultants

The strengths of dip’s DX business

Mid-tier companies
Approx. 300,000
companies
Areas where existing
players are scarce
Large companies

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dip

S
 ales force of approximately 1,600 sales reps
Customer base of around 150,000 companies
dip target markets

Small and medium-sized companies
Approx. 1,600,000 companies

INTEGRATED REPORT 2022

Major systems integrators have not expanded into the
mid-tier and small and medium-sized company markets,since introduction and follow-ups involve a lot of effort
and require the establishment of a sales framework.

D evelopment and introduction of packaged
products for various industries, leveraging
product procurementE xtensive customer success team

M ESSAGE
In addition to our knowledge in the human resources
field, we will promote activities that leverage themanagement support, marketing knowledge andexperience of our employees, who have extensive
experience in launching new businesses.
We consider new business development to be the creation of
future core businesses for our sustainable growth. We are
drawing up investment strategies that put into words thebusiness opportunities of ten years into the future.
When considering a new business, we consider bothinvestment by CVC (Corporate Venture Capital) and in-housestart-ups, and operate the entire new business process as
one team. In addition to our knowledge of human resources,
at which we have always excelled, we utilize the management support and marketing knowledge and experience of
newly hired employees with extensive experience in launching businesses.
We will build a system that can support our portfolio companies, and in new business development, we will create
future core businesses by focusing not only on vertical launchbut also on business management and producing results.

Shoji Fujiwara
Executive Officer

Head of COO Office and Deputy Head of Service Development
Group

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dip’s Value Creation Story

Medium-Term Management Strategy dip2025

Sales

Promotion“No.1 web recognition”“Hybrid sales”In addition to pursuing optimal combinations of in-person and online meetings with client companies, we will promote
inbound sales through BtoB marketing and other means. In our efforts to improve sales productivity, we will also use
data and technology to swiftly identify the emergence of recruitment needs and make optimal proposals.

PICK UP
Here at dip, we have developed our own Customer RelationshipManagement (CRM) system that gives sales reps recommendations fortarget clients. These recommendations are based on analysis of a variety of data, including sales action histories and details of businessmeetings, as well as the status of ad placements in competing media.
Going forward, we will further evolve data-driven sales activities of thisnature.

By strengthening measures to increase awareness through the use of hybrid promotions, we aim to increase the natural
inflow of job applicants to our sites. Reinvesting the application acquisition cost savings into promotional measures, wewill create a virtuous circle of enhancing recognition even further. In the fiscal year ended February 2022, we reinforced
our social media measures and promotions by area and job type. We will continue to deepen the collaboration between
the product development, marketing, and sales divisions in an effort to achieve No.1 web recognition.

PICK UPIn March 2022, we stepped up our unique social media
promotions by establishing the “Pep Squad for
Companies Raising Wages” together with Hajime
Shacho, a video creator whose YouTube channel has
more than 10 million subscribers, and other video
creators.

M ESSAGE
M ES S AG E

We Will Achieve No.1 Recognition on the Internet
through User-First Product Improvements andEffective Investments in Hybrid Promotions.

We Will Refine Sales Processes through Optimal
Collaboration between Humans and Technology
To achieve our vision of becoming a “Labor force solution
company,” we believe that, if we are to improve the economic productivity of our client companies, it is vital that wefirst improve our own sales productivity. As a company witharound 1,600 sales reps, dip must take the lead in adopting
DX in our own sales processes, to build a lean and highly productive organization. We must also be able to provide thatknowledge to client companies.
In advertisement production, which can be described as
the heart of recruiting media, we are streamlining our operations by dividing them into core elements – those which havean impact on hiring and therefore need to be created withhuman thought and consideration, and other elements thatwould not be any different if they were to be produced by AI.
Through the optimal collaboration between humans andtechnology, we will refine the series of processes from proposal to receipt of order, ad production, and posting, andpropagate the advancement of DX ourselves.

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Goryu Hada
Executive Officer,

Head of Business Promotion Group,
Head of Business Planning Division for the GroupTo date we have been aggressively investing in marketingand improving our app, web search, and product experience.
One year later, Baitoru is now the first or second ranked
product on the Appstore for “part-time job” searches, andwe are continuing to catch up to our major competitors in
web search. The product experience value has also
improved, achieving the No. 1 position in mybest’s list of
most recommended popular part-time job search website
ranking*. With the natural increase in job applications andthe growth of habitual users of the service, the efficiency ofadvertising investment is improving. Going forward, as wework to improve product experience by leveraging saved
costs and conduct hybrid investment in TV commercials andinternet recognition advertising, such as YouTube and othersocial media videos, we hope to achieve No.1 recognition on
the internet.

Kei Shinto
Executive Officer

Deputy Head of Service Development Group,
Head of Media Production Division for the Group* mybest “18 most recommended popular part-time job search website ranking[Thorough comparison in August 2022]”: https://my-best.com/4924

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dip’s Value Creation Story

Medium-Term Management Strategy dip2025

Development

Personnel“Ongoing development of products by a team of 200 people”“Firm philosophy, flexible people and work”



We will build a team that will develop ideas for the improvement of society more quickly and in greater numbers. To
achieve a team of 200 people, we hired around 40 engineers in the fiscal year ended February 2022, and steady progress
is being made in the transition to in-house development. We will also accelerate investment in data and technology.

PICK UP

We will work to strengthen the connection between our employees through dip’s
Philosophy and to recruit more new and diverse colleagues who empathize with thePhilosophy. We will also strive to evolve into an organization that generates innovation
through more flexible workstyles. We started building our new personnel system in April
2022, and it is scheduled to be implemented in March 2023.

In May 2022, a delegation led by dip’s CTO Toyohama gave a presentation on our “Data Center Graduation Project” at
the AWS Summit Online 2022 held by Amazon Web Services Japan Inc.

Dialogue with the Market“Plain explanations, correct understanding”For the enhancement of corporate value, we believe that it is important to give the stock market a better understandingof our sustainable strengths that support high sales growth and profit margins, as well as our growth potential, businessrisks and others. By enhancing information disclosure and conducting dialogues with stakeholders, we feed the views of
our stakeholders back into the company. These efforts are leading to the improvement of management quality.

Promote Correct Understanding to Enhance Corporate Value
M ES S AG E

Enhance information

Expand opportunities for

Share feedback from the­disclosure Plain explanations

dialogue with the market

market within the company

 nhance disclosure of dip’sEstrengths, human capital, and nonfinancial information, as well as
business strategies nhance briefings for institutionalE
and individual investors
Expand opportunities for dialogue
with top management, including
outside board directors

 trengthen mechanisms to provideS
feedback to top management anduse that feedback to inform management strategy and capital/financial strategy

To Further Accelerate the Development Capabilities
of Both the Personnel Recruiting Services Businessand the DX Business, We Will Strengthen Our System
Design and Architecture Development.
For the two years or so since I joined dip, I have been working from an engineer’s perspective on the establishment of
the necessary environments, reviewing our system design,and strengthening our organizations, including the recruitment and development of employees, so we can give shape
to various ideas more quickly based on our user-first
approach. Going forward, as CTO, focusing more on systemdesign and architecture development, I will work to makemajor improvements in our development capabilities in boththe Personnel Recruiting Services Business and the DX
Business and in the speed of such development, while also
proceeding with the delegation of authority.
If we are to keep launching services and functions forusers as a presence that improves society, it is importantthat our engineers and other employees enjoy their work as
they put their respective creativity to use. I will continue towork hard myself to build those kinds of environments andsystem foundations.

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Yoshinobu Toyohama
Executive Officer,

CTO (Chief Technology Officer)
Head of System Development Division, Service Development
Group

Implementation“A medium-term strategy requiring all employees to learn, implement, and change”

dip2025 represents the state to which we aim for the realization of our Vision. Given the vastchanges in the external environment related to dip’s business, we will review and change
our strategy and tactics in a flexible manner. In the fiscal year ended February 2022, wewere able to implement 80% of the measures. Going forward, all of us at dip will unite in ourefforts to work on the measures contained in dip2025.

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dip’s Value Creation Story

Creation of Economic Value

Toward the Sustained Enhancement of Corporate
Value through the Creation of Economic Value

In such ways, we will be more aggressive in investing in systems, promotions, and human resources toexpand our non-financial capital and establish abusiness operation structure, with the aim ofenhancing sales and improving profit margin.

To build our user base, which is an important formof non-financial capital, we have invested a total of¥20 billion in systems development for services and¥70 billion in promotional activities to attract users
and increase their loyalty. Over the more than 20
years since the service was launched, we have

expanded our user base by repeatedly reinvesting
the cash flow generated from sales and profit
growth as financial capital.
The larger the user base, the more recognition
and brand power are heightened, enhancing theefficiency of our investments in promotions. Social
media-based promotions and other efforts create a
network effect, in which existing users attract evenmore new users, reducing the percentage of advertising expenses spent on promotions. This results inhigher profit margins and improved cash generating capability, further enhancing economic value.
To strengthen our sales capabilities for the
expansion of our customer base, we have increased
the number of sales staff through large-scale
recruitment of new graduates and taken other initiatives, such as enhancing our training systems
and promoting digital transformation (DX) in sales
activities. These efforts have helped improve sales
productivity (sales per sales staff). While annual
average sales of first-year new graduate employeesis ¥3.5 million, this figure jumps to ¥25 million by
their 3rd year.
Currently, 1,600 sales staff engage in day-to-day
consulting sales for client companies, and theirefforts have built a customer base of more than
150,000 companies.
In addition to sales positions, we also actively
recruit mid-career employees in a variety of fields,
including engineers who enhance service development and promotional capabilities, as well as highly
specialized planning staff.

Sales

Operating Income

Operating Income Margin

Here at dip, through efforts to solve social issues based on our Philosophy, we are expanding
our user base and customer base, as well as our non-financial capital that strengthens thesebases, namely our human capital that generates service development, promotional, andsales capabilities.
In doing so, we will enhance corporate value in a sustained manner by increasing ourcapacity to grow our net sales and profits, strengthening our financial capital, and creating
economic value.

Enhance Corporate Value in a
Sustained Manner by Solving Social
Issues Based on dip’s Philosophy
Under our Corporate Philosophy, “Here at dip, wewant to tap into dreams, ideas and passion to create
a better society,” our employees, who empathizewith the Philosophy, are addressing social issues in
the labor market and embodying the Philosophy intheir day-to-day work. Over the years, they haveworked to create employment opportunities formany and diverse jobseekers and to eliminate theproblem of employment mismatch. In doing so,they have enhanced the recruitment and humanresource capabilities of our client companies andsupported their growth.
The social value thus created is helping dip to
expand its economic value, that is, to achieve highgrowth in sales and profits and generate ample
cash flow.
The development and effective promotion of“user-first’ services attract more users to our website, and those users apply for the many quality job
ads that we have gathered through our sales capabilities. This generates high advertising effects forour client companies, and in turn, leads to repeatedrequests for listings. Developing new client companies results in even more listings, leading toincreased media appeal, which brings more newusers to the site and more job ad requests fromclient companies, all of which ultimately result in
the expansion of sales.

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The repetition of this virtuous cycle has allowed us
to build user and customer bases that are highly
loyal to dip. These bases, along with our non-financial capital, namely, our human capital that supports
them, are the very strengths of dip, and they arecontributing to the creation of economic value, thatis, the sustained enhancement of corporate value.

Improve Capacity for Sustained Growthin Our Sales and Profits by Enhancing
Financial and Non-financial Capital(Million yen)

(Million yen)

38,062

42,17651,500–49,400

46,415

Review of Financial Results for Fiscal
Year Ended February 2022
As a result of high growth in the DX business andsteady recovery in the personnel recruiting services
business, sales increased by 21.6% YoY to ¥39,515
million, while operating income decreased by 23.4%
YoY to ¥5,602 million. This was due to the implementation of large-scale advertising as an upfront investment to realize further growth in market share in thepart-time job and dispatch recruiting segment, andto increase recognition of Baitoru PRO.
Amid slow recovery in the job advertisement
market, we rolled out large-scale promotion of thedip Incentive Project. This resulted in an increase in
the number of job advertisements with higher
hourly wages and the number of applications
increased steadily. Sales in the personnel recruiting
services business achieved an early recovery to prepandemic levels. As a result, our share of the parttime and temporary worker job information market
increased from 21.4% in the fiscal year ended
February 2021 to 23.7% in the fiscal year ended
February 2022, and the gap with the industry’s No.
1 competitor in the industry narrowed significantly.

(%)

14,356

12,600–10,400

12,745
10,79939,51528.4

32,494

30.2

30.9

7,312

24.5

22.5

5,602

–21.1
14.2

FY’18/2

FY’19/2

FY’20/2*1

FY’21/2

FY’22/2

FY’23/2
forecast*2

FY’18/2

FY’19/2

FY’20/2*1

FY’21/2

FY’22/2

FY’23/2
forecast*2

FY’18/2

FY’19/2

FY’20/2*1

FY’21/2

FY’22/2

FY’23/2
forecast*2*1: As consolidated accounting was not performed for the fiscal year ended February 2020, the figures for that fiscal year are from non-consolidated
accounting. *2: Performance forecasts were revised on October 13, 2022.

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dip’s Value Creation Story

Creation of Economic ValueIn May 2021, we launched a new service called“Baitoru PRO,” a comprehensive job informationsite for specialized jobs. This service has grown
rapidly, achieving the No. 1 position in terms ofnumber of job postings in the healthcare, nursing
care, childcare, beauty care sectors in March 2022.
In the DX business, in addition to the Interview
Scheduling KOBOT and Temp Agency KOBOT, salesof stock products increased significantly, particularly the Recruiting Page KOBOT, etc. Going forward, we will strive to increase sales and profit andto contribute to the improvement of economic productivity for our client companies by strengthening
product quality, curbing the churn rate, promoting
up-selling, and improving sales efficiency by
expanding bundled sales.
12,600～10400Cash Flow(Million yen)

10,926

9,729

12,391

10,482
5,905–1,965–4,364

FY’18/2–4,356–6,360
FY’19/2–3,041–3,375–2,524–3,850–4,515–9,643

FY’20/2*1

FY’21/2

FY’22/2

Cash flow from operating activities
Cash flow from investing activities
Cash flow from financing activities

ROE
(%)

37.2

39.6

36.0

19.8
11.1

–16.0

2.0
FY’18/2

FY’19/2

FY’20/2*1

FY’21/2

FY’22/2

FY’23/2
forecast*2*1: As consolidated accounting was not performed for the fiscal
year ended February 2020, the figures for that fiscal year are
from non-consolidated accounting.
*2: Performance forecasts were revised on October 13, 2022.

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Evolving to a Profit Structure That Is Less
Susceptible to Economic Fluctuations byExpanding the Business Foundation
The part-time and temporary worker job advertisement market feels the effects of economic conditions
to no small extent. For this reason, building a resilient
profit structure has been an issue for the Company.
Under such circumstances, dip has succeeded inlaunching one new business and one new service inthe past three years. As both of them are less susceptible to economic fluctuations, steady progresshas been made in strengthening our profit structure.
One of these new launches, the DX business, hada successful early start by leveraging our existingcustomer base and by the bundled marketing of job
advertisements and products to clients by our sales
staff. In the three years since its launch in
September 2019, the DX business has grown into abusiness with annual sales of ¥5 billion (projected).
The adoption of a monthly billing model has madethis business less susceptible to economic fluctuations, which has helped to strengthen our profit
structure. Also, because the sales staff responsible
for job advertisement sales also engages in themarketing of DX business products and services,
the business has not required a large investment inpromotion, allowing for a high profit margin.
The other new launch is “Baitoru PRO,” a comprehensive job information site for specialized jobs.
Since its launch in May 2021, Baitoru PRO hasgrown rapidly, recording sales of more than ¥900
million in the second quarter of the fiscal year
ending February 2023.
The size of the job advertisement and placement
market that Baitoru PRO targets is around ¥380 billion. Of this, the healthcare, nursing care, childcare,beauty care sectors are expected to see a further
rise in job advertisement needs, due to extremely
high job opening-to-application ratios and structural labor shortages in these sectors, and theirlower susceptibility to economic fluctuations.
Going forward, we will work aggressively to create
more new businesses and services and press further
ahead with building a business portfolio that is lesssusceptible to economic fluctuations.

C F O MES S AG E
Aim for Further Evolution by Strengthening
Efforts toward ESG Management
In the Environment area, dip announced our endorsementof the TCFD recommendations in October 2021 and, after
setting medium-term targets, disclosed a variety of KPIs.
In the Society area, we enhanced our disclosures of humancapital-related data and implemented other initiatives,
including setting targets for the percentage of female managers, and announcing our endorsement of the Declaration
on 100% Childcare Leave Acquisition by Male Employees.

Haruhiko Arai
Executive Officer, CFO (Chief Financial Officer)
Head of Corporate Management Group

Optimal Capital Allocation for a Balance ofGrowth Investment and Shareholder Returns

In Governance, in addition to having women account for
one-third of the Board of Directors, we also disclosed changes
to the methods for determining individual remuneration
amounts for Directors by the Nomination and Compensation
Committee and those remuneration amounts. Further, we
are undertaking measures to raise the effectiveness of theBoard of Directors and for the enhancement of various policies, including the Basic Policy on Compliance.

To achieve the sustained enhancement of corporate value,

As a result of these efforts, dip has been selected for all fivewe optimally allocate cash flow generated from economicof the ESG indexes adopted by GPIF, and our MSCI ESG rating

value creation to growth investment and shareholder

has been upgraded to “AA,” the highest in the industry.

returns. We also work on the expansion of future cash flow

Going forward, we will further promote and evolve ourthrough growth investments with objectives such as launch-

ESG management, including the setting of KPIs for the

ing new businesses, developing services, and recruiting andcreation of social value.

developing human resources. Further, we have strengthened the return of profits to our shareholders by raising thepayout ratio from 30% to 50% from the fiscal year ended

Improve Management Quality throughDialogue with Stakeholders

February 2021.
In terms of shareholder returns, while we believe that

For the enhancement of corporate value, we believe that it isnothing is more important than improving our share price inimportant to give the stock market a better understanding

the medium to long term by enhancing corporate value, weof the sustainable strengths and growth potential of ouralso emphasize continued increases in dividends by improv-

businesses, which support high growth and profitability, as

ing business performance and expanding profit. In addition,

well as of the business risks. To this end, in the fiscal year

we will consider extra shareholder return measures such as

ended February 2022, we held 245 interviews with investors.

the repurchase of company shares, while taking into compre-

Opinions, requests, and ideas from investors are reported

hensive consideration factors such as the state of the balance

in detail to the Board of Directors and the Meeting ofsheet, including cash and deposit levels, and share price.

Executive Officer on a quarterly basis, and this feedback is

In terms of return on asset (ROA) and equity (ROE), dip

put to use in management and business operations. We also

has achieved a ROA of 13.6%, which is higher than the TSEcommunicate the stock market’s evaluations and expecta-

average of 4.2%. Despite a temporary decline due to thetions to our employees and encourage them to study man-impact of COVID-19, prior to the pandemic, ROE stood atagement perspectives and put them to use in their work.

36%, which is much higher than the cost of shareholders’

Taking the publication of the Integrated Report 2022 as

equity. In anticipation of the end of the COVID-19 pan-an opportunity, we will strive to improve management

demic, we will work on the recovery of ROE to 25% as early

quality by further deepening our dialogues withas possible, and on achieving 30% in the medium term.

stakeholders.
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INTEGRATED REPORT 2022

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dip’s Value Creation Story

Social Value to Be Created

We Will Realize a Sustainable Society with the“Dream, Idea and Passion” to Carve Out the Future
Until now, dip’s economic value has been generated through the creation of social value that
attracted many users and client companies and enhanced their loyalty.
Creating working environments in which diverse people can work safely, healthily and withpeace of mind, while feeling a sense of reward from a variety of working styles, and experience thejoy and happiness of work, we help companies to grow and develop the economy. This is the kind ofsustainable society that we will seek to realize, and to that end, we continue our efforts to createsocial value.
Creation of diverse employment opportunities/Elimination of employment mismatchI ncrease options for jobs, workstyles and career and expand employment opportunities fordiverse peopleIncrease the number of workers who can demonstrate their capabilities andwork with a sense of reward and a high degree of well-being
In recent years, advances in the creation of comfortableworking environments for women and seniors have encouraged the employment of these two groups, resulting in an
increase, albeit slight, in the working population. However,the decline in the working population caused by the fallingbirthrate and aging population has exceeded that increase,
and with the growth in demand for staff after the pandemic,
serious labor shortages are predicted going forward.
At dip, we have increased the number of job offerings
with an abundance of fresh information, to give diverse
people more options for a variety of workstyles. ThroughBaitoru NEXT and Baitoru PRO, we also provide employment
opportunities that help users take on the challenge of forging new careers.

In addition, we provide job information that is enrichedin both quality and quantity through our unique functions
and services, and work to eliminate mismatches at the timeof employment so that each individual can fully demonstrate
his or her abilities in a rewarding way.
In times of drastic change, workstyle values are becoming increasingly diverse. The kind of society that dip aims torealize is one in which everyone can do the work that theywant to do whenever they want to. It is a society in which
everyone can pursue the challenge of their desired career
and, by fully demonstrating their own abilities with a senseof reward and receiving better conditions, experience the joy
and happiness of work.

Promotion of DEI/Respect for human rights
Promote advancement of women in the workplace and increase employment rates for people
with disabilities and senior citizens
Reduce the number of workers whose human rights have been violated
For companies to generate higher value and realize a sustainable society, it is important that they increase their productivity and create innovation by utilizing employees ofdiverse backgrounds and giving them opportunities to fully
demonstrate their respective capabilities.
In this regard, it is important to establish working environments of mutual respect among workers where their
psychological safety is ensured and where there are no
unreasonable differences in conditions or treatment basedon age, gender, race, employment type, or other factors, nor
any unconscious or implicit prejudice. The human rights ofall workers must be respected.

Response to the climate crisis
 ontain the climate crisis and expand the share of renewable energyCReduce the loss of employment opportunities for people who have been affectedby the climate crisis
Humanity is at an important crossroads as to whether it will
be able to curb the climate crisis to realize a sustainable
society for future generations. Sufficient countermeasures
must be taken without delay in order to curb such an emergent climate crisis. In the face of potential climate crises ofthe future, action is needed now to avoid and mitigate
damage.

Improvement of human resources and economic productivity/Creation of rewarding workplaces
 trengthen human resources through worker engagement and skill building
SImprove working conditions of employees and create job satisfaction
by improving corporate productivity
Building a technological infrastructure for operational efficiency and innovation
There is currently a growing need for companies to engage
in human capital-focused management for the enhancement of corporate value over the medium to long term, byviewing their people as important “capital” and drawing on
the strengths of their workforce to the full. This approach issomething that all companies are being called on to do,regardless of the size of their business or industry.
Here at dip, through the provision of personnel services
and DX tools, we help client companies to establish an environment in which they can strengthen their recruitment
capabilities, retain the people hired and help them flourish
in their work. We also support mid-tier enterprises andSMEs, who are lagging far behind in terms of the adoptionof DX compared with large enterprises, and in doing so,

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contribute to the building of the technological foundations
for innovation.
Promoting DX improves not only productivity but also
employees’ sense of reward. The time savings generated
through operational efficiency improvements can then be
put into the reskilling of workers. This will serve to enhancethe engagement of each and every worker, and, in turn,strengthen the human resources through the advancementof workers’ skills.
The value created by companies through the improvement of economic productivity and the creation of innovation will increase significantly, resulting in a society withimproved conditions for workers and higher job satisfaction.

Here at dip, we carry out DEI (Diversity, Equity &Inclusion) projects and work with client companies to establish workplaces where women, senior citizens, and people
with disabilities can participate more actively in the workplace. In doing so, we are aiming to promote stability andsecurity in employment.
Under our Human Rights Policy, we conduct humanrights due diligence and work to reduce risks so that thehuman rights of all people associated with our business,
including users and client companies, are respected, withthe aim of realizing a society where the human rights of all
people are respected.

At dip, we have developed concrete plans to reduce CO2
emissions across our entire supply chain and commenced
efforts to contain the climate crisis. When disasters occur,
we will work to provide support so that people who havebeen affected by those disasters are able to keep working.
Our goal is to protect the safety and security of people’s
lives for future generations, and to create a society where
disaster victims do not have to worry about losing their jobs
due to the effects of the climate crisis.

To Realize a Sustainable Society
A society in which people with diverse characteristics and abilities
can engage in work that only humans can perform and that are
the most suited to the individual, and in which people can dream
and work with passion while devising various ideas, and, in turn,support economic growth. This is the society in which everyone
can experience the joy and happiness of work. We, at dip, haveset forth our goal to realize such a society as our Corporate
Philosophy, and aim to realize dip’s vision of becoming a “Labor
force solution company.”
We at dip will continue to take on the challenge of creating
new social value in the labor market, enhancing economic value,and continuously increasing corporate value for the sake of a sustainable society.

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INTEGRATED REPORT 2022

64

Sustainability at dip

67 Sustainability Policy
68 Environmental Initiatives
68 Response to the Climate Crisis
71 Contributions to Society
71	Ensuring the Diversity of Human
Resources
72 Human Rights Initiatives
73 Promotion of DEI
74	Initiatives for Health andProductivity Management
75	Contributions to Regional
Society
77 Strengthening Governance77	Management and Executive
Structure		— Outside Board Directors
MESSAGE —		— Full-Time Corporate Auditor
MESSAGE —85 Corporate Governance
95 Financial and Non-financial Data
97 Company Profile

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66

Sustainability at dip

Sustainability Policy

Environmental Initiatives

dip has identified materiality for continuous improvement of corporate value. Based on our
Philosophy, all employees work together to conduct business activities centered on this materiality, thereby creating high social value and economic value, and aiming to achieve sustainableimprovement of corporate value.
Sustainability Policy
Under our Corporate Philosophy of “Here at dip, we want to tap into dreams, ideas and passion to create a better society,” we aim to improve our corporate value over the medium to long term and achieve continuous growth, as we contribute to a sustainable society.
We will promote business activities to achieve our vision of becoming a “Labor force solution company,” and realize asociety in which everyone can experience the joy and happiness of work.

System for the Promotion of Sustainability Activities
dip has established the Sustainability Promotion Council, chaired by the Representative Director and COO and consisting of
all executive officers, to engage in efforts toward the realization of a sustainable society. The Sustainability Promotion Council
formulates strategies and measures based on the sustainability policy decided by the Board of Directors, and evaluates the
progress once a quarter. In addition, the Board of Directors regularly receives reports from the Sustainability Promotion
Council on the content of its discussions and the progress of measures, and gives instructions as necessary. In addition to proposals from the Sustainability Promotion Council, ideas from employees are also deliberated when formulating sustainabilityrelated measures.

Board of Directors

Sustainability Promotion Council
Chairperson: COO
Members: Executive officers

Subcommittee forSocial Contributions
through Business

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Subcommittee forAchieving No. 1
in Employee Well-Being

Environmental
Subcommittee

Internal and ExternalCommunications
Subcommittee

Environment

Response to the Climate Crisis

dip considers the issue of climate crisis to be an important management issue and established its environmental policy inDecember 2020 as a guideline to fulfill its responsibilities toward the realization of a sustainable society. To reduce our environmental impact, we actively educate our employees about the environment in addition to reinforcing our system for protecting
the environment and disclosing information such as CO2 emissions from our business activities.

Environmental Policy
Based on its management philosophy, “Here at dip, we want to tap into dreams, ideas and passion to create a better
society,” dip has established the following environmental policy as a guideline to engage in efforts to reduce the environmental impact from its business activities and to fulfill its responsibilities toward the realization of a sustainable
society.
Basic ApproachWith society as a whole facing serious global environmental problems, and with the Paris Agreement, a new international accord to combat global warming, coming into
effect in November 2016, companies are now being called
on to engage in environmental conservation activities asa management issue and contribute to solving environmental problems.
dip strives to create an effective framework for environmental conservation activities and to make continuous
improvements so that we can realize a sustainable global
environment and pass it on to future generations.
Contributing to the Resolution of Global
Environmental Issues through Our Business Activities
Since its foundation, dip has operated online job information sites that do not use any paper resources. In addition, through the provision of DX services, we are working
to solve environmental issues by reducing the environmental impact of our client companies’ business activities
and improving their environmental efficiency.
In order to realize a sustainable society, we will continue
to develop environmentally friendly businesses while correctly recognizing and assessing the impact of our business activities on the environment, while also proactively
promoting energy and resource conservation, waste
reduction, and other activities to reduce our environmental impact. In addition, we will strive to recycle resources,
maintain biodiversity, and prevent pollution.

Observance of Environmental Compliance
We will comply with environmental laws, ordinances, andother regulations, as well as domestic and internationallaws and regulations related to the environment. We will
also strive for proactive communication on the environment with internal and external stakeholders.
Efforts to Address Climate Change
The issue of climate change is an important challengethat needs to be addressed by the entire world, as it not
only affects the entire fabric of human life, but also posesa major threat to equitable economic growth, poverty
reduction, and human security. In recent years, phenomena that are considered to be adverse effects of climatechange have been reported in various places, and it ispredicted that they will become more serious in a wider
range of regions and fields in the future. We consider theissue of climate change to be an important management
issue, and will strive to build a system to manage theimpact and risks of climate change.
Promotion of Awareness-Raising Activities
for Employees
dip will ensure that all employees are fully aware of thispolicy and will foster a foundation for each employee toact consciously toward the environment through environmental education and awareness-raising activities.

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Sustainability at dip

Sustainability Policy

Addressing the Recommendations of the Task Force on Climate-Related Financial Disclosures (TCFD)
In October 2021, dip expressed its support for the TCFD recommendations. In December ofthe same year, dip made disclosures in line with the disclosure framework recommended by
TCFD (governance, strategy, risk management, metrics and targets related to climate changerisks and opportunities). We will continue to consider expanding the content of our disclosures and aim to further strengthen our governance and business strategies related to climatechange based on the results of our scenario analysis.

3. Risk Management

At dip, the Sustainability Promotion Council reviews, evaluates and analyzes climate change risks and opportunities. This information is reflected in the annual review of the risk map and is integrated into the company-wide risk management. In addition,
the Sustainability Promotion Council examines countermeasures for identified risks and reports to the Board of Directors.

4. Metrics and Targets

dip has set a goal of reducing GHG emissions from all offices (Scope 1+2) and data centers by 100% by the fiscal year ending
February 28, 2025.

1. Governancedip’s Board of Directors deliberates and resolves on environmental policies and important related matters, including climatechange issues.
The Sustainability Promotion Council, chaired by the Representative Director and COO and consisting of all executive officers, identifies risks and opportunities related to climate change, sets measures and targets, and evaluates the progress. In
addition, the Sustainability Promotion Council is responsible for promoting measures related to climate change, and the Boardof Directors oversees the implementation of these measures.
The Board of Directors receives regular reports on the risks and opportunities related to climate change and the progress of
response measures, supervises the progress toward targets, and directs actions as appropriate.
In formulating measures related to climate change, we consider not only proposals from the Sustainability Promotion
Council, but also ideas from employees and others.

2. Strategy
Assumptions in scenario analysis

Risk

Scenario in which temperature increases are
unstoppable

Physicalrisks<Assumption>
An increase of about
4°C compared to preindustrial levels<Scenario used foranalysis>• RCP8.5• SSP5

The rise in averagetemperatures will not
be halted, and natural
disasters will become
more frequent andmore severe.

Responses and Opportunities
Occurrence of natural disasters
Occurrence ofsystem failures
Spread of infectious
diseases

Global warming will
also increase the risks
associated with infectious diseases.

<Assumption>
An increase of less than
2°C compared to preindustrial levels<Scenario used foranalysis>• RCP2.6• SSP1• IPCC“Special Report on
Global Warming of
1.5°C”

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dip

Policies and regulations will be strengthened to control theincrease in averagetemperature.
This will keep the average temperature fromrising, and the frequency of natural
disasters will notincrease significantly
from the current level.

INTEGRATED REPORT 2022

Effective Use of Natural Resources
Going Paperless

By operating an online job information service, we promote services that do not use paper resources. We arepromoting the use of electronic applications, invoices,
and internal documents, as well as sales activities using
tablet PCs, in an effort to promote paperless operations

1.	Formulate guidelines for employee behavior during
disasters.
2.	Earthquake resistance measures for buildings, systems, etc.
4.	Implement a system to confirm the safety of
employees
5. Disaster prevention training

Strengthen policies
to curb GHG
emissions

From September 2021, we started making a transition to renewable energy sources at our head office, which
accounts for approximately 25% of the entire company’s electricity usage.

Through our Business Continuity Plan (BCP), we haveformulated a response in the event of a natural disaster.

3. Data backup systems

Policy andlegal risks

Efforts at Head Office<Countermeasures>

6. Stockpiling of disaster supplies
Scenario in which temperature increases arecontrolled

Main Efforts toward Reducing Our Environmental Impact<Countermeasures>
Our goal is to reduce GHG emissions from all offices anddata centers by 100% by the fiscal year ending February
28, 2025.

Promotion of 3Rs in Office

Trash boxes beside desks have been removed, andinstead, garbage segregation zones have been put inplace in accordance with segregation rules of the regionsin which our local offices are located. dip takes thoroughsteps to raise employee awareness about waste reduction and strives to promote the 3Rs (Reduce, Reuse, andRecycle).

<Opportunities>
1.	Expanding opportunities to provide human resource
services as a result of inter-industry labor migration
related to the government’s Green Growth Strategy
Market risks

Transition to a lowcarbon society

Reputational Occurrence of repurisks
tational risks

2.	Increase investment in venture companies related tothe above growth strategies
3.	Expanding opportunities for the introduction of DX
services in line with the promotion of a paperless
society due to stricter GHG emission control policies
4.	In line with the strengthening of the above policies,
the corporate value of venture companies in which
dip has invested that solve environmental issues will
be enhanced

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Sustainability at dip

Contributions to Society
Society

Ensuring the Diversity of Human Resources​

Based on the belief that ‘people are everything and people are assets,’ dip has conducted employee training and enhanced theworking environment with the aim of creating an environment that allows every employee, each with their own diverse individuality, to demonstrate their abilities to the full, thus increasing their sense of happiness. In order to further strengthen these
efforts, we formulated the Human Resource Development Policy and the Policy to Enhance the Working Environment.

Human Resource Development Policy​
dip considers its employees to be its most important management capital, and we believe that dip’s growth is only possible through employee growth and improving employee well-being. Human resource development for this purpose isbased on our Corporate Philosophy.
dip’s education system is structured by defining the stance, knowledge, and skills for each role and level that are necessary for our employees to embody our Corporate Philosophy and to “create a better society” as stated in our
Corporate Philosophy. Based on this system, we develop and implement a unique training program summarizing our
know-how.
Employee development is positioned as the most important responsibility for managers. In OJT, it is important forsupervisors to teach employees the knowledge and skills necessary for work, and communicate the joy of working withenthusiasm.

Policy to Enhance the Working Environment​
dip will ensure safety and hygiene in the workplace and protect the mental and physical health of employees so thatevery single employee can demonstrate their independence and creativity in order to develop an innovative organization
full of diversity and strongly connected with our Philosophy.
Through our personnel hiring/development, safety and hygiene management system, and health and productivity
management initiatives that respect diversity, we will work to create a workplace environment where employees arehealthy and feel comfortable and motivated to work.
Through the promotion of women’s advancement and diverse working styles, and optimization of working hours, wewill promote the establishment of an internal environment in which employees can demonstrate their abilities to thefullest, raise work productivity, and increase work-life balance.

Society

Human Rights Initiatives

In accordance with its management philosophy, “Here at dip, we want to tap into dreams, ideas and passion to create a better
society,” dip has established a human rights policy as a guideline for respecting the human rights of all people affected by its
business activities and also for fulfilling its responsibilities, making company-wide efforts to respect human rights.

Human Rights Policy
dip understands all human rights as expressed in the International Bill of Human Rights and the ILO (International
Labour Organization) Declaration on Fundamental Principles and Rights at Work. We support and respect international
norms such as the rights to freedom of association and collective bargaining, prohibition of all forms of forced labor,
effective abolition of child labor, elimination of human trafficking, and elimination of discrimination in employment andoccupation. In addition, we conduct our business activities in accordance with the United Nations Guiding Principles on
Business and Human Rights. We also comply with laws and regulations relevant to our business in all countries andregions related to our business activities. If there is a conflict between internationally recognized human rights norms
and the laws and regulations in each country or region, we strive to respect international human rights principles to the
maximum extent possible.

Scope of Application

This policy covers all dip executives and employees, dip’s business partners such as clients, suppliers and contractors involved with dip’s business, as well as all users of dip’s job information and recruiting services, including fixedterm workers. We aim to ensure that this policy is understood and that human rights violations are prevented orwill not be encouraged throughout dip’s value chain.

Human Rights Promotion System

dip has established the Human Rights Promotion Council, chaired by the Representative Director and COO, to deliberate anddecide on initiatives relating to human rights, in line with dip’s Human Rights Policy. In addition, the Board of Directors regularly receives reports from this Council on the content of its discussions and the progress of initiatives, and gives instructions asnecessary. Regarding human rights initiatives, in addition to proposals from the Council, ideas from employees are alsodeliberated.

Human Rights Due Diligence

We have begun human rights due diligence in partnership with human rights specialists in accordance with the United Nations
Guiding Principles on Business and Human Rights. After identifying risks concerning human rights throughout dip’s value
chain, and analyzing and evaluating their impact and severity, we will continuously plan, implement, monitor, and make disclosures on prevention and correction measures.

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Sustainability at dip

Contributions to Society

Society

Promotion of DEI

Society

dip is pursuing various efforts toward work style reform, the promotion of diversity, equity, and inclusion, and work-life balanceso that employees can maintain/improve their health, choose from diverse working styles, and demonstrate their job performance to the fullest.
Initiatives for the Promotion of Women’s Active Participation
dip offers a comfortable workplace for female employees following their maternity leave and provides support to those withparenting responsibilities.

Up to seven days of leave may be taken at any time during the 30 days before and after
the expected date of birth.

Short working hours for childcare

Only those with children under three years of age are granted statutory eligibility to use
this system. However, at dip, employees can use the system for an unlimited period bytaking advantage of in-house flexible working programs.

Child nursing care leave system

Based on the belief that ‘people are everything and people are assets,’ dip considers the health management of our employees
as an important theme that directly leads to greater work productivity and employee well-being. This is not only about preventing illness, but also about acquiring greater vitality and well-being. With this in mind, dip promotes health and productivity
management based on the concept of “conditioning the mind and body.”
In March 2022, our initiatives for health and productivity management were recognized, and dip was certified as “2022
Certified Health and Productivity Management Organization (Large Enterprise Category)” jointly selected by the Ministry of
Economy, Trade and Industry and the Nippon Kenko Kaigi.

Framework for Health and Productivity Management Promotion

Childcare leave system

As a general rule, employees are eligible to use this system until a baby turns one year old. It may be
extended until the baby turns two years old in certain circumstances, such as no vacancy being available ata day care center when the baby turns one year old. In July 2022, dip expressed its support for the“Declaration on 100% Childcare Leave Acquisition by Male Employees” promoted by Work-Life Balance Co.,
Ltd., and makes efforts to create an environment in which it is easy to take childcare leave. Such efforts
include promoting diverse working styles for men and allowing men to take childcare leave even if they
have been employed for less than one year.

Spousal maternity leave system

Initiatives for Health and Productivity Management

Percentage of employees who takematernity or childcare leave /Percentage of employees who return towork after taking leave(fiscal year ending February)

2018 96.6% / 100%

We have established the Health and Productivity Promotion Committee (Operation
Manager: CHO) to promote health and productivity management initiatives, directly
under our Representative Director, President, and CEO as the Health and Productivity
Manager and our Representative Director and COO as the Health and Productivity
Promotion Manager. The Board of Directors, Executive Officers Meeting, and othermeeting bodies receive reports regularly from this Committee on the content of its discussions. Each office appoints a Healthand Productivity Promotion Leader as a member of this Committee to ensure that health and productivity management initiatives reflect opinions from employees.

Framework for Health and Productivity Management Promotion

2019 100% / 100%

Health and Productivity Manager: CEO

2020 100% / 100%
2021 100% / 87.2%

Health and Productivity Promotion Manager: COO

2022 100% / 100%

Health and Productivity Promotion Committee

We have established a child care leave system to allow employees to take up to ten days of childcare leave annually in case of
unexpected illness of a child or doctor’s appointments for a medical check-up or vaccination. At dip, the first five days taken aretreated as paid holidays, with the salary paid as usual. Employees remain eligible to use this system until their children havecompleted the third grade of elementary school.

Health and Productivity Promotion Committee Chairperson: CHO
Industrial doctor
Health and Productivity Promotion Leader

Kanto IT Software
Health InsuranceSociety(information
provider)Promoting employment of people with disabilities —Telework employment for people with disabilities—
dip actively hires people with disabilities and strives to gain the understanding and support ofits employees to make the workplace comfortable and attractive for people with disabilities.

Support for the promotion of employment of people with disabilities

Our job information sites, Baitoru and Hatarako.net both support the “Campaign to Support
the Employment of People with Disabilities” implemented by the Association of Job
Information in Japan, and dip engages in campaign activities by posting free recruitment ads
for the employment of people with disabilities. From this fiscal year, we will establish a special
feature on the employment of people with disabilities throughout the year, and will promote
the support for employment of people with disabilities through our businesses.

Hiring and work support for people with disabilities

Percentage of people withdisabilities employed at dip(as of June 1)

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Shibuya

Shinjuku

Osaka

Nagoya33 other locations

2017 1.9%
2018 1.9%
2019 1.9%
2020 1.7%2021 2.6%

We promote the employment of people with disabilities who can work remotely if it is difficult for them to commute or come towork. A dedicated staff member is assigned to a person with disabilities who works remotely, and the staff member contacts
the person on a daily basis for support, monitors work progress, and responds to consultation on troubles when necessary. In
doing so, we make an arrangement so that they can work without feeling anxious.

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Head office

Health and productivity management program
Well-regulated life
Sleep improvement
program

Diet improvement
programModerate exercise
Quit-smoking
program

Walking program

Stretch program

Mental care
Mindfulness
programdip

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Sustainability at dip

Contributions to Society

Society

Contributions to Regional Society

dip is committed to addressing issues faced by society and local communities, including regional revitalization. To accomplish
this, we work with diverse stakeholders including companies, local communities, governments, universities, NGOs, and NPOs
toward the goal of realizing a sustainable society.
Operation of SDGs CONNECT to link society with SDGs
dip believes it is necessary for all companies and individuals to cooperate together
and create a new economic and social framework in order to realize the sustainable
society that SDGs aspire to. In February 2021, we launched SDGs CONNECT, a website that links society and SDGs by distributing information for corporate SDG managers, investors, students, and others to take the first step toward achieving the2030 targets and put these into practice in their individual jobs and lives.
This website distributes various information, covering efforts by more than 100
companies, more than 10,000 news articles, and other topics, themed on how companies are using their strengths to address SDGs. The website reaches approximately 80,000 unique users per month (as of February 2022). Through ouroperation of SDGs CONNECT, we will continue to contribute to the creation of the
new society that SDGs aspire to.
Baitoru Kids Program
dip provides a career education support program in which its employees pass on to children their know-how on work gained
through personnel recruiting services to facilitate an understanding of the meaning and value of working among future generations. This is a three-day program during which children learn about various types of jobs and their characteristics, then visit
companies to interview employees themselves and present their ideas on what kind of work they would like to do and how
they would like to work in the future. In FY’22/2, we expanded the number of participating elementary schools to five (approx.
700 children) and the number of cooperating companies to 19, and held the program online over a period of approximately
three months. We will continue to play a part in helping children develop future careers and contribute to our local
communities.

Baitoru Migration Work Experience Event
dip has conducted the “Baitoru Migration Work Experience Event” since 2018 as part of its efforts to increase regional populations and revitalize industry by promoting migration to rural areas outside of cities for employment. We have held 114 events,
attended by approximately 3,600 people*¹, some of which have been held online after the outbreak of the COVID-19 pandemic.
We will continue to contribute to resolving the problem of population concentration in urban areas and labor shortages in rural
areas by creating matches between local companies and job seekers who are highly motivated to relocate, settle down, and work.

Migration work experience tour in Fukushima Prefecture

While reconstruction progresses after the Great East Japan Earthquake, the 12 cities, towns, and villages*2 of Fukushima
Prefecture are facing the issue of a declining population with the number of returning residents not increasing. Using Baitoru,
dip has worked with multiple local governments to recruit people who are interested in migrating for employment and conducted migration work experience tours to those 12 municipalities in order to increase the number of people who migratefrom other prefectures including the Tokyo metropolitan area.
We arrange opportunities for participants to hear directly from local revitalization cooperation teams and actual
migrants regarding the reasons for andappeal of relocating to and working inFukushima Prefecture. The tour program
also allows participants to visit local farms,
companies, and life convenience facilities
to get an image of life and work there.
Company visits (smile farm Co., Ltd.)

Migrant networking meeting*1. As of August 31, 2022
(Kawamata Town)*2. The 12 cities, towns, and villages refer to the municipalities directed to evacuate due to the TEPCO’s
Fukushima No. 1 Nuclear Plant accident (Tamura City, Minamisoma City, Kawamata Town, Hirono Town, Naraha Town, Tomioka Town, Kawauchi Village,
Okuma Town, Futaba Town, Namie Town, Katsurao Village, and Iitate Village)

Commissioned by the Ministry of Health, Labour and Welfare for “2022 Youth Independence Support Center Business”
No small number of people in the generation that had difficulty finding jobs during the “employment ice age” in the second
half of the 1990s through around 2000 still continue to have unstable employment situations and difficult lives. In response tothis issue, dip has made efforts to improve the employment environment, such as implementing the Second Career Support
Plan for Workers in Their Thirties and Forties*1 on Baitoru NEXT and initiatives for cooperation*2 with “Retry Support Programsfor Workers with Unstable Employment” implemented by labor bureaus.
Using this insight to help create diverse employment opportunities, in June 2022, dip was commissioned by the Ministry of
Health, Labour and Welfare for the 2022 Youth Independence Support Center Business.
In this business, we will smoothly operate local youth support stations that provide employment support to unemployedpeople between the ages of 15 and 49, including those in the “employment ice age” generation.
For details, see the following websites.
*1 https://www.dip-net.co.jp/news/109*2 https://www.dip-net.co.jp/news/1537

Image of Baitoru Kids Program

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Sustainability at dip

Strengthening Governance
GovernanceManagement and Executive Structure

Board Directors

Hideki Tomita

Masatsugu Shidachi

Kazuhisa Iwata

Eriko Tanabe

Kuniyoshi Mabuchi

Kanae Takeuchi

Representative Director,
President and Chief Executive Officer

Representative Director,
Chief Operating Officer,
Chief Information Officer andHead of Service Development Group

Board Director, Chief Business
Officer

Outside Board Director

Outside Board Director

Outside Board Director

Corporate Auditors

Tsuneyo Otomo
Full-Time Corporate Auditor

Executive Officers

Koichi Kobayashi

Akihiko Mochizuki

Yukiko Imazu

Outside Corporate Auditor(Certified Public Accountant andTax Accountant)

Board Director(Certified Public Accountant)

Outside Corporate Auditor(Lawyer)

Takatsune Inoue

Kei Shinto

Service Officer (Baitoru/Baitoru NEXT)
General Manager of Regional Business Division

Deputy Head of Service Development Group, General Manager ofMedia Production Division for the GroupTomohiro Kitazato

Shoji Fujiwara

Service Officer (Hatarako/Baitoru PRO)
General Manager of HR Business Division

Executive Officer, Head of COO Office and Deputy Head of Service
Development GroupJun Sagano

Yoshinobu Toyohama

General Manager of Business Solutions Business Division

Goryu Hada

CTO (Chief Technology Officer)
General Manager of System Development Division, Service
Development Group

Head of Business Promotion Group, General Manager of Business
Planning Division for the Group

Nobuaki Kitou

Hideki Miura

Head of Personnel & General Affairs Group

General Manager of DX Business Division

CHO (Chief Human Officer)

Haruhiko Arai
CFO (Chief Financial Officer)
Head of Corporate Management Group

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Sustainability at dip

Strengthening Governance

Career Summary of Board Directors and Corporate Auditors
Hideki Tomita (56 years old)

Masatsugu Shidachi (54 years old)

Kazuhisa Iwata (59 years old)

Eriko Tanabe (56 years old)

Kuniyoshi Mabuchi (57 years old)

Kanae Takeuchi (44 years old)

Representative Director, President and Chief
Executive Officer

Representative Director, Chief Operating
Officer, Chief Information Officer and Head ofService Development Group

Board Director, Chief Business Officer

Outside Board Director

Outside Board Director

Outside Board Director

April 1990
May 1992
March 1997

April 1991

April 1986
May 2000
June 2002
May 2005

April 1988
November 1991
April 2011

April 1995
June 1998

April 2001

March 2006

May 2018

Joined Chisan Co., Ltd.
Joined Forum Corporation
Established the Company,
Representative Director,
President
Representative Director,
President and Chief Executive
Officer of the Company(present)
President of DIP America, Inc.
(present)

March 2006

May 2006

March 2014
July 2020

Joined Sanpo Tsushin Co., Ltd.
Joined the Company
Board Director of the Company
Managing Director of theCompany
Managing Director andManaging Executive Officer of
the Company
Board Director and Managing
Executive Officer of theCompany
Board Director, Chief Operating
Officer of the Company
Board Director, Chief Business
Officer of the Company(present)

Joined Nihon Takuken Co., Ltd.
Joined TEMPSTAFF CO., LTD.*
General Manager of Internet
Planning Office, IT Head Officeof TEMPSTAFF CO., LTD.
May 2019
Board Director of the Company(present)* Currently PERSOL TEMPSTAFF CO., LTD.

Koichi Kobayashi (61 years old)

Akihiko Mochizuki (53 years old)

Yukiko Imazu (54 years old)

Full-Time Corporate Auditor

Outside Corporate Auditor (Certified Public
Accountant and Tax Accountant)

Corporate Auditor(Certified Public Accountant)

Outside Corporate Auditor (Lawyer)

April 1983

April 1983

April 1992

April 1996
January 2005

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March 1986
August 1999
September 1999
May 2007
May 2010
May 2019

Joined CHUO ACCOUNTING
OFFICE
Registered as Certified Public
Accountant
Registered as Certified Tax
Accountant
Director of Kobayashi
Accounting Office (present)
Corporate Auditor of theCompany
Full-Time Corporate Auditor of
the Company
Corporate Auditor of theCompany (present)

Joined Sapient Corporation
Representative Director andPresident of DOE Co., Ltd.
February 2009
Director of DDB Japan
March 2012
Representative Director andPresident of OgilvyOne Japan*
Representative Director andPresident of neo@Ogilvy*
February 2016
Joined FleishmanHillard Japan
K.K.
July 2018
Director of Facebook Japan K.K.
September 2018
Outside Director of PORT INC.
(present)
December 2019
Outside Director of Makuake,
Inc. (present)
May 2021
Board Director of the Company(present)
March 2022
Representative Director of
Metaverse Japan (present)* Currently Geometry Ogilvy Japan GK

Joined Tokyo Broadcasting
System, Inc.*
November 2012
Became freelance announcer
June 2020
Outside Director of SBI Holdings,
Inc. (present)
May 2022
Board Director of the Company(present)* Currently Tokyo Broadcasting System Television, Inc.

Executive Officers

Tsuneyo Otomo (63 years old)

Joined Sapporo Misawa Homes
Co., Ltd.
October 1983
Joined Recruit Co., Ltd.*
October 1994
Manager of Direct Marketing
Business Department of Recruit
Co., Ltd.
April 2002
Executive Officer of Recruit
Staffing Co., Ltd.
April 2004
Managing Director of Recruit
From A Casting Co., Ltd.
October 2005
Joined the Company, Managing
Executive Officer
May 2006
Board Director, Executive Officer
and Vice President and Chief
Operating Officer of theCompany
May 2007
Executive Vice President andChief Operating Officer of theCompany
March 2014
Board Director, Chief Human
Officer and General Manager of
Personnel Division of theCompany
May 2019
Full-Time Corporate Auditor of
the Company (present)* Currently Recruit Holdings Co., Ltd.

79

Joined TOPPAN PRINTING CO.,LTD.
November 1998
Joined Yahoo Japan
Corporation*1
April 2012
Corporate Officer of Yahoo Japan
Corporation*1
April 2017
President and Representative
Director of IDC Frontier Inc.
April 2019
Corporate Group CIO of Yahoo
Japan Corporation*1
Advisor to woman innovation
association*2 (present)
May 2019
Board Director of the Company
Advisor to Adaptive, Inc.
(present)
October 2019
Advisor to RadarLab Inc.
(present)
July 2020
Board Director, Chief Operating
Officer of the Company
March 2022
Representative Director, Chief
Operating Officer, Chief
Information Officer and Head ofService Development Group of
the Company (present)*1 Currently Z Holdings Corporation*2 Currently HAPPY WOMAN Association

Joined The Daiwa Bank,
Limited*¹
October 1995
Joined Tohmatsu Consulting
LLC*²
April 2002
Joined GAGA Communications
Inc.*³January 2005
Joined the Company, General
Manager of Corporate
Management Department
March 2010
Representative of Mochizuki
C.P.A. Office (present)
May 2011
Corporate Auditor of theCompany (present)
December 2012
Corporate Auditor of IBC:
Internetworking & Broadband
Consulting Co., Ltd. (present)
September 2013
Director of Japan Society for
Negotiation Studies (present)
February 2014
Director of MINORI Inc.
(present)
August 2018
Corporate Auditor of Basic
Capital Management (present)
December 2020
Representative Director of Office
Mochizuki Inc. (present)*1 Currently Resona Bank, Limited*2 Currently Deloitte Tohmatsu Consulting LLC*3 Currently GAGA Corporation

Joined Anderson Mori*
Partner of Anderson Mori &Tomotsune (present)
April 2007
Associate Professor of Keio
University Graduate School of
Law
March 2014
Director of Ishibashi Foundation(present)
June 2018
Outside Audit & Supervisory
Board Member of DAIICHISANKYO COMPANY, LIMITED(present)
May 2022
Corporate Auditor of theCompany (present)* Currently Anderson Mori & Tomotsune

Takatsune Inoue (40 years old)

Kei Shinto (42 years old)

Service Officer (Baitoru/Baitoru NEXT)
Head of Regional Sales Group

Deputy Head of Service Development
Group, Head of Media Production Division
for the Group

Joined the Company as a new graduate in
April 2006

Tomohiro Kitazato (45 years old)
Service Officer (Hatarako/Baitoru PRO)
Head of HR Sales Group
Joined the Company in August 2005

Jun Sagano (42 years old)
Head of Business Solutions Sales Group
Joined the Company in July 2005

Joined the Company as a new graduate in
April 2006

Shoji Fujiwara (38 years old)
Head of COO Office and Deputy Head ofService Development Group
Joined the Company in May 2022

Yoshinobu Toyohama (45 years old)
CTO (Chief Technology Officer)

Goryu Hada (46 years old)

Head of System Development Division,
Service Development Group

Head of Business Promotion Group,
Head of Business Planning Division for
the Group

Joined the Company in November 2020

Nobuaki Kitou (49 years old)

Joined the Company in March 2006

CHO (Chief Human Officer)
Head of Personnel & General Affairs Group

Hideki Miura (56 years old)
Head of DX Business Group
Joined the Company in January 2019

Joined the Company in November 2014

Haruhiko Arai (43 years old)
CFO (Chief Financial Officer)
Head of Corporate Management Group
Joined the Company in March 2018
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Sustainability at dip

Strengthening GovernanceOutside Board Directors Message

n the three years or so since my appointment as an
Outside Board Director at dip, the Company has
strengthened its governance even further. In March
2020, it established a Nomination and Compensation
Committee. With the additional election of Board Director,
Mr. Shidachi, as Representative Director in March 2022, theCompany has established a structure for achieving faster
decision making and execution of its business operations.
Moreover, since May 2022, Outside Board Directors comprisethe majority of the Board of Directors, and women now
account for one-third of the Board Directors, increasing thediversity of the Board. In these ways, dip has been proceeding with the strengthening of its management structure at a
rapid pace.
There are two key points to the further strengthening ofgovernance. The first is the improvement of the Board of
Directors’ effectiveness. To evaluate effectiveness, the Boardof Directors brings issues to light by conducting anonymousquestionnaires and one-on-one interviews with the Board
Directors and Corporate Auditors. Since the fiscal year ended
February 2022, the Board has specified measures to improve
its effectiveness, identified priority matters from the perspectives of importance and urgency, drawn up a roadmap,
and is now undertaking initiatives. One important aspect in
the improvement of effectiveness is to strengthen BCP in theface of natural disasters and pandemics. The formulation of
the BCP itself has been completed, and we are now at thestage of deliberating how to further enhance its functionality. To minimize risks and continue business in the event ofemergencies, we will strive to improve effectiveness so thatmeasures can be implemented and each and every
employee can take specific action.
The second key point is the promotion of diversity, in particular, the promotion of women’s active participation in theworkforce. There is a tendency in Japanese companies for the

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I will contribute to the enhancement

I will support dip as it makes the leap toof corporate value by improving

become a technology growth company,

management effectiveness andwith “offensive” and “defensive”

promoting diversityAgovernance

Eriko Tanabe

Kuniyoshi Mabuchi

Outside Board Director

Outside Board Director

percentage of female employees to decline at the higher
levels. Here at dip, the ratio of male to female employees at
the time of new graduate recruitment is almost equal, and thepercentage of female employees among section managers
who joined the Company as new graduates is 41.3%. The factthat new-graduate recruits, who account for approximately
80% of the Company’s entire workforce, are highly evaluatedand developed into managers regardless of their gender is
one of dip’s greatest strengths. On the other hand, the percentage of women in senior management, which includes thedepartment manager level and above, is not as high as that of
the section manager level. Going forward, we will step up ourefforts in the development of female employees for senior
management roles.
In the promotion of diversity, establishing an environment
in which employees of diverse backgrounds can work comfortably and demonstrate their individual abilities will play amajor role in dip’s sustainable growth. The number of
employees with disabilities has also increased significantly, as
the establishment of a remote work environment during the
pandemic opened doors for people who have been hesitant togo out for health reasons.
Going forward, one area of management that I want topursue further is the realization of “No. 1 in employee wellbeing.” As the Philosophy clearly states, each individual has adifferent sense of well-being and a different perspective on
what he or she seeks in a job. I want employees at dip toachieve a sense of well-being which suits their own lifestyles at
any given time. I also hope that they will recognize and respect
each other’s sense of well-being as they work together andconvey the joy and happiness they feel in their work to users,clients, and society in general. In doing so, I hope that they will
become a presence that will realize a society in which everyone
can experience the joy and happiness of work.

balance between “offense” and “defense” is crucial
in strengthening governance. In times of drasticchanges, as seen in recent years, the questions of
how we should achieve that balance and how we should seekout the optimal form of governance are of immense
importance.
Masatsugu Shidachi has recently been elected as a
Representative Director of the Company. There is great significance in the fact that a person with a background in technology now has the right to represent the company
alongside the founder, Hideki Tomita. If he can embody the
Philosophy and use the power of technology to increase thespeed and scale at which the many and varied ideas thatspring from Tomita and from the front lines are implemented, dip is sure to become a truly strong company. Thisappointment is the epitome of “offensive” governance, and I
have very high expectations of it.
To make further leaps in the future, a combination of both
continuous growth and discontinuous growth will be needed.
This will require the accumulation and realization of wilder
ideas, ideas that go one step or two steps beyond what hascome before. We are working on various initiatives to nurture
the leaders of the next generation who can make that happen,
and if we place our efforts into the growth and developmentof such executive management talent, I believe that dip will
become an even stronger company.
If we are to use technology to quickly and smoothly shapeand spread the succession of ideas that emerge from thattalent, we will need to make correct and timely decisions

Afrom the perspectives of offense and defense. My role as an
Outside Board Director is to provide advice and coaching inthis regard from an objective perspective.
The management of a company is a very complicated task,
and the approaches to that task will naturally change according to the external environment at the time. To realize thefurther evolution of dip, it will be crucial to consider whatkind of ecosystem we should build, while looking at the overall balance. We need to achieve the sustainable growth of theCompany as a whole by assessing properly what should bedone now and taking relevant actions on those specific partsof the Company that need to be reinforced.
dip is viewed as a personnel services company, but whatsets it apart from other companies is its pursuit of a better
society, as stated in the Corporate Philosophy. I am referringto the fact that, while personnel services remain at the heartof what we do, we are pursuing new social reforms from ahigher perspective. I believe that dip is a company like noother, with very few companies to which it could be compared. The new services that it generates all strike at theheart of social needs. Its approach has a precise sense of thecurrent times and social issues, and it is constantly evolving.
One of dip’s strengths lies in creating social value by offering new services before anyone else, using its ability to comeup with ideas to solve social issues, bringing to bear thetechnology to make those ideas a reality, and generating
economic value as a result.
I hope that our investors will focus their attention on thosestrengths.

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Sustainability at dip

Strengthening GovernanceFull-Time Corporate Auditor Message

I will pursue dip’s true essence andI will strive to strengthen governancegrow it into a company that is lovedof the Philosophy-based managementby society

newly assumed the position of Outside Board
Director this fiscal year. In addition to the perspectives on social issues and the active participation of
women that I have addressed through my work in the mass
media industry and elsewhere, I hope to leverage myextensive overseas experience to contribute to the further
strengthening of dip’s governance. As indicated in the roleof Independent Outside Directors set forth in the Corporate
Governance Code, I will also leverage my perspectives as
an Outside Director of another company in my efforts toreflect the opinions of minority shareholders and stakeholders in the Board of Directors.
I first encountered dip’s Philosophy-based management
during the process of my election as an Outside Board
Director, and was deeply impressed. In my communications with employees as well, I am constantly surprised by
how much the Philosophy has permeated every corner ofthe organization.
In the future, there will be an even greater demand oncompanies to consider how they can solve social issues
through their business activities. Delving deeply into issues
that have previously been considered impossible to change
or difficult to mention, posing questions, and offering services are what enables a company to create social value.
I believe that dip is a company that is firmly committed tosolving social issues through its business activities andcommunicating its message based on the philosophy.
One of dip’s strengths is the fact that its “user-first”
management policy has permeated throughout the whole
company. dip has communicated its impactful message of

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Kanae Takekuchi

Tsuneyo Otomo

Outside Board Director

Full-Time Corporate Auditor

changing society through its business activities, andbecome an ally to people who work. The dip Incentive
Project has won the approval of both users and client companies, and, along with the strong message imparted
through the television commercials, had an impact on thesocial conversation. Going forward, the key to dip’s sustainable growth will be what kind of questions it poses, whatkind of messages it communicates, and what kind of services it will be able to offer for the solution of social issues.
dip’s recently formulated materiality emphasizes “people
who work” for the realization of a society in which everyone can experience the joy and happiness of work.
Precisely because it is a company that has, for many years,
seriously addressed jobseekers, particularly fixed-term
workers, it has put forth “Promotion of DEI/respect forhuman rights” as a key issue that affects the core ofhumanity. I see this as the very essence of dip.
The society of the future will become even more diversein terms of work styles, lifestyles, and values. dip’s
Philosophy contains the words “Enjoy your work, enjoy
your life.” This expresses the concept of well-being, of
seeking to enjoy both work and private life and leading a
happy and rich life in both body and mind. Taking maximum advantage of its high brand recognition and capability to communicate its messages of comprehensive
solutions to the various issues in the labor market fromboth the personnel services and DX perspectives, and putting those messages into practice, before anyone else, tobecome a company that is loved by society—that is thegrowth of dip that I hope you will be looking forward to.

ince joining the Company, I have supported CEO
Tomita’s Philosophy-based management as Board
Director, COO and CHO. I was appointed as the firstinternal Full-Time Corporate Auditor in May 2019, coinciding
with the launch of dip’s endeavor to reach for a higher stage
with a new vision. Leveraging my experience, I am working
to strengthen the Company’s governance in the course of its
sustainable enhancement of corporate value by promoting
ESG management based on the Philosophy.
dip’s Board of Directors welcomed highly independent
Outside Board Directors to its membership from an earlystage, and since May 2022, Outside Board Directors comprisethe majority of the Board of Directors as a means ofstrengthening its structure. Furthermore, the diversity of theBoard has been assured, with women now accounting for
one-third of the Board Directors.
The Board of Corporate Auditors is composed of highly specialized members, including Koichi Kobayashi, a certified
public accountant, who is responsible for auditing investees,
Akihiko Mochizuki, a certified public accountant and former
General Manager of the Corporate Planning Department, who
is responsible for accounting audits, and Yukiko Imazu, anattorney well-versed in the field of corporate legal affairs, aswell as human resources and labor, who is responsible forcompliance auditing of management execution and business.
I attend all important meetings, including meetings of the
Executive Officers, and conduct effective operational audits bygathering information through dialogue with employees,
taking advantage of the network that I have built over thecourse of my career. I pay particular attention to whether
management is being executed appropriately and whether
there are any signs of potential risks. I also examine whether
management is executed in a manner that embodies thePhilosophy, which forms the foundation of dip’s management,
and whether the company’s personnel strengths are being
demonstrated to the full, and give advice in this regard.

S

In this way, I engage in audit operations, with repeated consultation and collaboration with the audit firm, the Internal
Audit Office, and the department responsible for internal control, with the individual Corporate Auditors leveraging theirrespective expertise in the pursuit of their duties.
At Board of Directors meetings, Board Directors responsible for execution fulfil their responsibility to explain the individual agenda items to the Outside Board Directors andCorporate Auditors, and lively discussions ensue. Each
Outside Officer conducts appropriate checks of the decisionmaking processes of the Board of Directors, using theirrespective expert knowledge from an external viewpoint.
As a result of these efforts to strengthen governance, wehave been able to obtain high ratings from ESG rating agencies.
The scale of dip’s management is growing with increasing
speed. Accounting and operational audits need to be performed from more multifaceted perspectives than ever, with
the increasingly diverse services offered in the personnel
recruiting services business, the rapid growth of the DX business, active investments to create new businesses, andinvestment in human resources.
Given the dramatic changes in the management environment, unforeseeable events are expected to occur. As wework on our newly identified material issues under such circumstances, the Board of Corporate Auditors’ responsibilities
have become even more crucial to reduce risks in our businesses and to prevent the occurrence of compliance risks.
While it is a matter of course that each Corporate Auditor
will continue to ensure the soundness of management andthe appropriateness of business operations, we will conduct
auditing that contributes to strengthening compliance andgovernance. At the same time, we will also conduct audits
and offer advice regarding whether investments and initiatives aimed at maximizing human capital connected with our
Philosophy, which is the most important issue to dip’s management, are being implemented properly.
dip

INTEGRATED REPORT 2022

84

Sustainability at dip

Strengthening Governance

GovernanceCorporate Governance

Ensuring and improving effective corporate governance is essential to sustainably increase corporate
value and realize dip’s vision of becoming a “Labor force solution company.” Under an appropriate
corporate governance system, we aim to increase medium- and long-term corporate value while
fulfilling our responsibilities to all stakeholders by enhancing management efficiency and conducting
transparent business operations.

Going forward, dip aims to grow continuously andincrease medium- and long-term corporate value while
continuing to strengthen and enhance governance byimproving management efficiency and pursuing transparent management, based on the revision of the Corporate

dip’s Corporate Governance System
General Meeting of
Shareholders

Basic Governance Policy
Through the provision of human resource services and DX
services, and by working to solve various problems in thelabor market, dip aims to realize a society in which everyone can experience the joy and happiness of work, basedon a vision of becoming a “Labor force solution company”
under the corporate philosophy of “tapping into dreams,
ideas and passion to create a better society.”
Ensuring and improving effective corporate governanceis essential to realizing this vision.
In order to respond swiftly to changes in the businessenvironment and to achieve continuous and stable business operations, we have chosen to establish a company
with a board of corporate auditors in accordance with
the Companies Act. By establishing a corporate governance system consisting of the Board of Directors andthe Board of Corporate Auditors, we are strengthening
the auditing function by the corporate auditors.
dip has adopted this system because it believes that itis preferable for Corporate Auditors with independent
authority and the Board of Corporate Auditors consistingof all Corporate Auditors, to audit business management
by Board Directors independently from the Board of
Directors.
In addition, dip appoints independent Outside Board
Directors as Non-executive Board Directors. dip has established a support system to enable independent Outside
Board Directors to fully exercise their management supervision function, such as by providing extensive prior briefings on the agendas of Board of Directors meetings.
By promoting DX in operations, dip has built a framework that enables Board Directors to keep abreast of theinformation necessary for real time decision-making at
meetings of the Board of Directors and promotes livelier
discussions. Furthermore, Corporate Auditors, including
independent Outside Corporate Auditors, attend Board of
Directors meetings and actively express their opinions.
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INTEGRATED REPORT 2022

Governance Code as recommended by the Council ofExperts Concerning the Follow-up of Japan’s Stewardship
Code and Japan’s Corporate Governance Code.

The Board of Corporate Auditors conducts effective
audits by cooperating with the Accounting Auditor andthe Internal Audit and Control Office to enhance audit
functions.
dip has also established the voluntary Nomination andCompensation Committee comprised of independent
Outside Board Directors in the majority to increase
impartiality and transparency in the process of selecting
Board Director candidates and deciding individualcompensation.
In addition, dip has introduced an executive officer
system to expedite decision-making and ensure smooth
execution. Meetings of Executive Officers are held
weekly to discuss and share important matters relating
to the execution of operations delegated by the Board of
Directors to the Executive Officers. As a framework forsupporting swift management decision-making, dip has
also established the Strategy Promotion Council, a bodythat conducts preliminary reviews of Executive Officers
meeting agenda items and whose meetings areattended by the Executive Board Directors and Full-Time
Corporate Auditors.
The Board of Directors obtains and reports opinionsfrom lawyers and other outside professionals whendeliberating and making important business execution
decisions in order to ensure lawful and sound management judgment.
With the spread of COVID-19 and the expansion of
remote work, dip introduced Slack as a chat tool toencourage active internal communication. Slack is used
for reports, discussions, approvals and other communication in the execution of daily business. This serves as
an internal infrastructure to expedite risk detection andidea realization, and support dynamic management
decision-making.

Nomination andCompensation Committee
Determination of Individual
Compensation

Appointment/
Dismissal

Inquiry/
Reply

Appointment/
Dismissal

Appointment/
Dismissal

Cooperation

Audit
Board of Directors

ReportAccounting Auditor

Board of Corporate Auditors
Cooperation

Appointment/Dismissal
Supervision

Cooperation

Sustainability Promotion
CouncilReportFull-Time
Corporate Auditors

Attendance
Human Rights Promotion
CouncilAttendance

ReportDiscussion and Sharing ofImportant Matters
Report on Results of
Discussion ofImportant Matters

Audit

Audit

Appointment/
Dismissal
Representative Director,
President andChief Executive Officer

Three-way audit

ReportInternal Audit and Control
OfficeDiscussion
Executive Officers Meeting
Representative Director,
COO and CIO
Audit

Instruction/
Supervision

ReportStrategy Promotion Council

Executive Officers

GroupsGroupsGroupsGroupsdip

INTEGRATED REPORT 2022

86

Sustainability at dip

Strengthening Governance

Board of Directors

Appointment Standards

dip specifies in its Board of Directors Regulations which matters must be decided by a resolution of the Board of
Directors, and these are decided by a resolution of the Board of Directors.
The main items on the agenda at Board of Directors meetings are
as follows.
(i) Matters concerning the General Meeting of Shareholders(ii) Matters concerning financial results(iii) Matters concerning Board Directors(iv) M atters concerning shares, bonds and share acquisition rights(v) Matters concerning budgets and business plans(vi) M atters concerning human resources and the organization(vii) M atters concerning assets and funds, such as the disposal or
succession of important properties beyond a certain amountand significant investments and loans(viii) Matters concerning subsidiaries(ix) O ther matters stipulated by law such as the Companies Act or
any equivalent important matters

Board of Corporate Auditors
Corporate Auditors hold meetings with the Accounting Auditor or the Internal Audit and Control Office on a timely
basis to exchange opinions and share information as well as request a report from the Accounting Auditor or theInternal Audit and Control Office where necessary. During the process of and after the completion of an audit by the
Accounting Auditor, the Corporate Auditors receive a report on the findings of the audit, and check and verify the validity of the audit by the Accounting Auditor.
The main items on the agenda at Board of Corporate Auditors meetings are as follows.
(i) Matters concerning audit policy(ii) M atters concerning the appointment, dismissal, and nonreappointment of the Accounting Auditor(iii) M atters concerning the appointment of Corporate Auditors(iv) M atters concerning the mutual election of Full-Time Corporate
Auditors(v) M atters concerning compensation and bonuses for Corporate
Auditors(vi) M atters concerning retirement benefits for Corporate Auditors(vii) Matters to be included in Corporate Auditor reports(viii) C onsent to the proposal concerning Board Directors’ exemption from liability and the proposal to amend the Articles ofIncorporation such that Board Directors are exempt fromliability(ix) C onsent to auxiliary intervention in shareholder derivative
lawsuits(x) Matters concerning audit reports(xi) A mendment, abolition, etc. of the Board of Corporate Auditors
Regulations, etc.

Nomination and Compensation Committee
In order to strengthen the functional independence, objectivity and accountability of the Board of Directors, theCompany has established the Nomination and Compensation Committee as a voluntary advisory body to the Board of
Directors. The Committee determines individual director compensation (base amount and coefficient for each position)
based on the discretion of the Board of Directors, and also deliberates and reports on matters related to the nomination of director candidates and director compensation in response to consultations from the Board of Directors.
To ensure independence, the Committee comprises independent Outside Board Directors in the majority and ischaired by an independent Outside Board Director.
The Nomination and Compensation Committee deliberates and reports to the Board of Directors on the following agenda items in response
to inquiries from the Board of Directors.
Matters concerning nomination 
Matters concerning compensation (i) D etermination of appointment and dismissal policy for Board(i) Determination of Board Director compensation policy
Directors(ii) D etermination of procedures for determining Board Director(ii) D etermination of appointment and dismissal procedures forcompensation
Board Directors(iii) D etermination of draft proposals to the General Meeting of(iii) D etermination of draft proposals to the General Meeting of
Shareholders for Board Director compensation
Shareholders for appointment and dismissal of Board Directors(iv) D etermination of individual Board Director compensation amounts(iv) D etermination of draft proposals for appointment and dismissal(including calculation method)of Representative Directors(v) Other inquiries from the Board of Directors concerning Board(v) Matters concerning succession plans
Director compensation(vi) O ther inquiries from the Board of Directors concerning nomination of Board Directors

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Board Director and Corporate Auditor candidates are decided by a resolution of the Board of Directors, after the
Representative Director, President and Chief Executive Officer or another Board Director refers the candidates for the
Board of Directors following confirmation that the candidates meet the basic policy for appointment stated below. The
candidates are then appointed by a resolution of the General Meeting of Shareholders. The appointment of Board
Director candidates takes into account inquiries from the Nomination and Compensation Committee, a voluntary advisory body to the Board of Directors where independent Outside Board Directors account for a majority of the members.
Proposals for the appointment of corporate auditors are submitted to the General Meeting of Shareholders after
consultation and consent of the Board of Corporate Auditors. The basic policy for the appointment of corporate auditors is described below.
Board Director

dip’s basic policy for appointing Executive Board Directors requires the candidates to, among others, possess the broad knowledge and experience necessary for making corporate managerial decisions. In appointing Outside Board Directors, the candidates are required to be able to oversee and supervise business management of the Company through important
decision-making at the Board of Directors meetings, oversee whether there is any conflict of interest between the Company
management and controlling shareholders, and actively make recommendations concerning management policies and management improvements in order to advance medium- and long-term corporate value. In addition, the basic policy is to determine
the candidates after considering the appropriate balance of diverse knowledge and experience expected of such Board Directors
and appoint independent Outside Board Directors so that they account for at least a third of the members of the Board of
Directors. As of May 25, 2022, independent Outside Board Directors account for half of the members of the Board of Directors,
with Board Directors Ms. Eriko Tanabe, Mr. Kuniyoshi Mabuchi, and Ms. Kanae Takeuchi appointed as Outside Board Directors.
The dismissal of Board Directors is decided by a resolution of the General Meeting of Shareholders after timely and appropriate deliberation by the Board of Directors in view of the basic policy on the appointment of Board Directors.

Corporate Auditor

With the aim of reinforcing oversight and supervisory functions, dip’s basic policy for appointing Corporate Auditors is toappoint individuals with experience in corporate management, individuals with knowledge and experience in corporate finance,accounting and legal affairs as a certified public accountant, tax accountant or lawyer, or individuals with considerable knowledge and experience in risk management.
The dismissal of Corporate Auditors is also decided by a resolution of the General Meeting of Shareholders after timely andappropriate deliberation by the Board of Directors in view of the basic policy on the appointment of Corporate Auditors.

Reasons for Appointment of Outside Board Directors
Name

Reason for appointment

Eriko
TanabeHaving engaged in multiple projects centering on the IT field at TEMPSTAFF CO., LTD. (currently PERSOLTEMPSTAFF CO., LTD.), including the construction of websites and online systems provided by the said company, she has extensive business experience. In addition, she can utilize her unique perspective as a woman on
businesses related to personnel recruiting services and the Internet for the Company’s management, productdevelopment, and promotion of the active participation of women. We have appointed her because we believethat she is suited to give effective advice and perform oversight and supervisory functions for the Company.

Kuniyoshi
MabuchiHe has a wealth of experience in management as a manager of several businesses, including global companies. In addition, he has abundant experience and extensive knowledge related to digital marketing and thelatest technologies such as AI, blockchain, etc. We have appointed him because we believe that he is suited togive effective advice and perform oversight and supervisory functions for the Company.

Kanae
Takeuchi

She has extensive knowledge in a broad range of social issues gained through her considerable experience inserving as announcer for news programs and interviewing business executives. She also has an international
perspective after lengthy experience overseas and is well versed in the promotion of active participation for
women. We have appointed her because we believe that she is suited to give effective advice on social issues
that the Company is addressing and perform oversight and supervisory functions for the Company.
dip

INTEGRATED REPORT 2022

88

Sustainability at dip

Strengthening Governance

Skills Matrix of the Board of Directors and the Board of Corporate Auditors

Composition of the Board of Directors and the Board of Corporate Auditors, and areas in which the person has ahigh level of expertise are as follows:●

Kazuhisa
Iwata

Board Director, Chief Business Officer

●

●

Eriko
TanabeOutside Board Director

●

●

●

●

Kuniyoshi
Mabuchi

Outside Board Director

●

●

Kanae
TakeuchiOutside Board Director●●

TsuneyoOtomo

Full-Time Corporate Auditor

Koichi
Kobayashi

Outside Corporate Auditor (Certified
Public Accountant and Tax Accountant)

AkihikoMochizuki

Corporate Auditor (Certified Public
Accountant)

Board of Directors
Board of Corporate
Auditors

Yukiko Imazu Outside Corporate Auditor (Lawyer)

●

●

●

●

●
●

●

●

●

●

●

●

●

●

●

●

●

●
●

●
●

●

●

●
●

●

Sustainability/ESG●●

Risk management

Representative Director, Chief Operating
Officer, Chief Information Officer andHead of Service Development Group●

Finance/accounting

Masatsugu
Shidachi●Technology●

Marketing/promotion●

Servicedevelopment

Representative Director, President andChief Executive Officer

Current Positions within the Company

Sales

HR development/
promotion of women’s
active participation

HidekiTomitaName

Outside Officer

Corporate
management

Diversity (female/internationality)

Independent Officer

Areas in which the person has a high level of expertise

●
●
●

●

●

●

●

●

●

*M
 s. Eriko Tanabe, Ms. Kanae Takeuchi, and Ms. Yukiko Imazu, are female directors. Ms. Kanae Takeuchi possesses lengthy experience from residing overseas,
and combined with her considerable experience in serving as announcer for news programs and interviewing business executives, she has international
experience and expertise.
* The above list does not necessarily a representation of all the relevant experience and expertise held by each officer.

Succession Plan
When selecting a successor for the Representative Director, President and Chief Executive Officer, the incumbent recommends candidates, after which dip’s Board of Directors selects from the candidates a suitable person as a potential
successor, and inquires to the Nomination and Compensation Committee. After deliberation and reporting back, theBoard of Directors decides on a successor. Based on the succession plan established by the Company in advance, theincumbent recommends individuals who meet certain objective criteria for recommendation, such as management
ability, aptitude, and character, and who can realize the Corporate Philosophy of “Here at dip, we want to tap into
dreams, ideas and passion to create a better society.”

Evaluation of Board Effectivenessdip evaluates the performance of its Board of Directors to improve its effectiveness.
In April 2021, a survey of, and interviews with, all Board Directors and Corporate Auditors was conducted to analyze
issues surrounding the current effectiveness of dip’s Board of Directors and consider measures that should be implemented. Going forward, dip will further expand these measures in an attempt to enhance the effectiveness of the Board.
89

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Officer Compensation
Basic Policy
The basic policy of the compensation system for Board
Directors is to share value with shareholders, taking into
consideration a sufficient level for employing and retaining competent personnel while maintaining objectivity
and transparency that enable full accountability and promote continuous growth of the Company as well as a
medium- and long-term increase in its corporate value
through a sound entrepreneurial spirit.
The policy for determining individual Board Director
compensation is determined based on the above basic
policy and summarized below. This determination policy
is decided by a resolution of the Board of Directors
based on recommendations from the Nomination andCompensation Committee, an advisory body to theBoard of Directors which comprises independent
Outside Board Directors in the majority and is chaired byan independent Outside Board Director.
Furthermore, the Board of Directors has confirmedthat the method of determining individual Board
Director compensation, etc. for the current fiscal year
and the content of the determined compensation, etc.
conforms to the determination policy, and has judgedthat these are in line with the determination policy.

 Executive Board Directors
The compensation system for Executive Board Directors
consists of cash compensation as the base compensation and performance-linked compensation, which is
aimed at emphasizing the link with dip’s share value andbolstering Executive Board Directors’ awareness toward
contributing to medium- and long-term performanceand corporate value improvement.
Compensation for the different managerial positions isderived by multiplying the base amount, which is thebase compensation for the Representative Director,
President and Chief Executive Officer, by a coefficient foreach managerial position as prescribed by internal rules.
The Board of Directors entrusts the determination of
the base amount and the coefficient for each managerial
position to the Nomination and Compensation
Committee.

 Outside Board Directors and Corporate
AuditorsCompensation for Outside Board Directors andCorporate Auditors consists solely of cash compensation as the base compensation, in principle, to ensure
the effectiveness and independence of supervision
and audit. Compensation for Corporate Auditors is
resolved by the Board of Corporate Auditors.

Policy for Each Managerial Position

Compensation for the different managerial positions
is derived by multiplying the base amount, which isthe base compensation for the Representative
Director, President and Chief Executive Officer, by acoefficient for each managerial position as prescribedby internal rules. The Board of Directors entrusts thedetermination of the base amount and the coefficientfor each managerial position to the Nomination andCompensation Committee.

 Policy on Performance-Linked (Non-Cash)
Compensation

dip has established a BIP (Board Incentive Plan) trust
for Executive Board Directors as a performancelinked compensation and also offers restricted shares
to Executive Board Directors.
Decisions regarding the levels of performancelinked compensation, and its percentage relative tobase compensation, are taken after a comprehensive
review of the medium- and long-term ratio of performance-linked compensation to annual compensationand the difficulty of achieving performance targets,
after conducting an objective benchmark comparison
that takes into account the scale of dip’s business,and utilizes a remuneration database aggregatedand analyzed by a specialist external institution.
The BIP trust adopts sales and operating income,which are dip’s key managerial indicators, at a 1:1
ratio as performance indicators. The number ofshares granted ranges between 0% and 150% basedon the achievement of performance targets.
The restricted share compensation adopts sales andoperating income, which are dip’s key managerial

dip

INTEGRATED REPORT 2022

90

Sustainability at dip

Strengthening Governanceindicators, as performance indicators. The restrictions
will be lifted in accordance with the achievement of performance targets, which will be disclosed in the financial
results report for the fiscal year ending February 28,2025. The planned target figures are 100 billion yen forsales and 30 billion yen for operating income.

 Policy on the Timing and Conditions of
Paying Compensation, etc.

The timing for payment of compensation is as statedbelow.
Type of compensation

Timing of payment

Base compensation

Annual salary(paid monthly)

Performance- BIP trust
linkedcompensation Upon retirement

Restricted sharecompensation
When restrictions are lifted

In the case of the BIP trust, officers who meet therequirements receive the Company’s shares equivalent
to 50% of the share delivery points as the performancelinked share compensation. The remaining 50% of theshare delivery points are converted within the trust andpaid in cash.
Restricted stock compensation will be subject to conditions of tenure and performance-linked conditions until
the time of termination of the restrictions on transfers.

 Matters concerning the Delegation of theDetermination of Compensation, etc.

Determination of Officer Compensation Policy
dip’s officer compensation policy is determined by theCompany’s Board of Directors based on responses toinquiries by the Nomination and Compensation
Committee.
Determination of Base Compensation 
Base compensation is determined by the Nomination
and Compensation Committee entrusted by dip’s Boardof Directors, taking into full consideration the officer’s
managerial position (including the coefficient for eachmanagerial position prescribed by internal rules),
responsibilities, and contribution to financial results,
within a range of compensation approved by a resolution of a General Meeting of Shareholders from the perspective of increasing objectivity and transparency. The
Committee comprises Representative Director, President
and Chief Executive Officer Hideki Tomita, Outside Board
Director Eriko Tanabe, Outside Board Director Kuniyoshi
Mabuchi, and Outside Board Director Kanae Takeuchi.
Determination of Performance-Linked Compensation
The BIP trust is determined separately from base compensation by a resolution of the Board of Directors
within a range approved by a resolution of a General
Meeting of Shareholders.
Restricted share compensation is determined separately from base compensation by a resolution of theBoard of Directors within a range approved by a resolution of a General Meeting of Shareholders.

Procedure for Determining Officer Compensation

Dates and Details of Resolutions by the General Meeting of Shareholders regarding Officer Compensation

The dates and details of resolutions by the General Meeting of Shareholders regarding officer compensation are
as follows.
Type of compensation

Base compensation

Date of resolution

May 23, 2015

Number of persons
eligible at time ofresolution

7

Board Directors(excluding Outside
Board Directors)

Up to 400,000 thousand yen and up to
40,000 shares every five fiscal years

5

Performance-linked com- May 26, 2021
pensation (restricted
share compensation)

Board Directors(excluding Outside
Board Directors)

Up to 900,000 thousand yen and up to350,000 shares every four fiscal years

4

Base compensation

Corporate Auditors

Up to 100,000 thousand yen per year4

dip

May 29, 2019

INTEGRATED REPORT 2022

Board Directors

Amount, etc.

700,000 thousand yen per year (including up to 100,000 thousand yen peryear for Outside Board Directors)

Performance-linked com- May 28, 2016
pensation (BIP trust)

91

Eligible persons

Activities of the Board of Directors and the Nomination and Compensation Committee
The activities of the Board of Directors and the Nomination and Compensation Committee relating to officer compensation are as stated below.
Date

Convener

Details

Nomination andCompensation
Committee
Nomination andCompensation
Committee

Determination of Board Director compensation policy
Determination of procedures for deciding Board Director compensation

March 10, 2021
February 15, 2022

Board of Directors
Nomination andCompensation
Committee

February 21, 2022

Board of Directors

April 14, 2022

Board of Directors

May 16, 2022

Nomination andCompensation
Committee

Determination of officer compensation policy- Response to inquiries on the decision to entrust the determination of individual Board
Director compensation to the Nomination and Compensation Committee- Determination of individual Board Director compensation for the year ended February 2022
is subject to the delegation of the determination of individual Board Director compensation
to the Nomination and Compensation Committee by the Board of Directors
Decision to entrust the determination of individual Board Director compensation for the year
ended February 2022 to the Nomination and Compensation Committee
Decision to entrust the determination of individual Board Director compensation for the year
ending February 2023 to the Nomination and Compensation Committee
Determination of individual Board Director compensation for the year ending February 2023

March 31, 2020
March 2, 2021

Determination of draft proposals for officer compensation policy* Including Board Director candidates planned to be appointed at the Annual General Meeting of Shareholders

Content of Officer Compensation

Total Amount of Compensation for Each Officer Category, Total Amount by Compensation Type, and Number of
Officers Eligible

Officer compensation for dip’s Board Directors and Corporate Auditors in the current fiscal year is as follows.
Total amount by compensation type (Thousand yen)
Total amount ofcompensation(w

OfficercategoryBasecompensation

Stock options

Bonuses

Retirement
benefits

Restricted
sharecompensation*

BIP trust

Numberof officers
eligible (People)

Board Directors(excluding Outside
Board Directors)

375,128

255,200———

35,67984,2484

Corporate Auditors(excluding Outside
Corporate Auditors)

38,25038,250

—

—

—

—

—

2

Outside Officers

23,00023,000

—

—

—

—

—

5

*T
 he above restricted stock compensation to directors is the amount of stock compensation expense recorded in the financial statements for the current fiscal
year. A total of 541,600 thousand yen in monetary compensation claims were paid as compensation in the current fiscal year for the allocation of restricted transferable shares, but this amount was paid in a lump sum as compensation for the execution of duties over the four fiscal years following the current fiscal year.

Total Amount of Compensation, etc. for Officers Whose Compensation Totals More Than 100 Million Yen
Officercategory

Board
Directors

Total amount by compensation type (Thousand yen)

Total amountof compensation (Thousand
yen)

Base
compensation

Hideki Tomita

102,936

Masatsugu
Shidachi

141,744

Name

Restricted
sharecompensation*

Stock options

Bonuses

Retirement
benefits

76,450———10,69015,79680,000

—

—

—

9,088

52,655

BIP trust* The above restricted stock compensation to directors is the amount of stock compensation expense recorded in the financial statements for the current fiscal
year. For the allocation of restricted transferable shares, monetary compensation claims totaling 440,050 thousand yen were paid as compensation in the current fiscal year, but this amount was paid in a lump sum as compensation for the execution of duties over the four fiscal years following the current fiscal year.

dip

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Sustainability at dip

Strengthening GovernanceRisk Management
In accordance with the Management Risk Control
Regulations, dip’s Board of Directors recognizes major
management risks in business activities, establishes
appropriate systems, and corrects operations.
In recognizing company-wide risks, we review therisk map each fiscal year and continue monitoring risks

Promotion of Complianceunder resolutions made by the Board of Directors. We
have put a framework in place by which employees who
obtain information on management risks report that
information accurately and quickly so that risks can bedetected without delay.

dip has posted the Basic Policy on Compliance on its
internal bulletin board and familiarized employees withthis policy through training.
dip also conducts training through e-learning fivetimes per year for all employees regarding information
management, labor legislation, and other compliancematters, as well as in-house lectures for Directors andCorporate Auditors and compliance training for new
employees and new managers, in order to raise awareness of compliance according to the attributes of theattendees. We have a whistleblowing system in which all
employees are given a card containing contact

information for reporting and are thoroughly informedof the process. The Board of Corporate Auditors receives
regular reports on the status of whistleblowing and consultations, and after reporting to the CEO, COO, CBO, or
General Manager, steps are taken to confirm the facts
and improve the situation, while ensuring that the whistleblower does not suffer any disadvantageous
treatment.
The Corporate Auditors and Internal Audit andControl Office work together to audit the status of thecompliance system based on the annual plan and reportto the Board of Directors quarterly.

Strengthening the Internal Control System
Information Security
At dip and its subsidiaries (“the dip Group”), personal
information and other various information obtained
from all stakeholders is recognized as one of the mostimportant assets in business management. We have formulated a basic policy for information security with theaim of developing a system to continuously protect thisinformation.
The dip Group complies with this basic policy for
information security, and has developed an information
security management system (ISMS) as well as

established various internal regulations and guidelines.
We also work to enhance and raise awareness throughefforts such as regular information security educationand cyber-attack training.
The dip Group is committed to the continuous maintenance and improvement of these information security
management systems and to the realization of a healthy
information society while preparing for changes in theenvironment and new threats that may emerge.

Basic Policy for Information Security
I.	dip will comply with laws, regulations, standards, and other contracts and social norms regarding information security, formulate a compliance program to establish and thoroughly implement an information security management system, andmake company-wide efforts to maintain and continuously improve this system.
II.	Considering improvements in technology, changes in social environment, and other factors, dip will regularly perform a risk
assessment of information assets and work to ensure their confidentiality, completeness, and availability.
III.	dip will continuously educate all employees and raise awareness regarding information security.
IV.	dip will regularly audit the handling of information assets and strive for early discovery of problems and timely
improvements.
V.	In order to achieve early resolution of various problems that arise in the course of operation of the information security management system, dip will regularly review operations and work to build a framework for continuous development of thesystem.

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In response to the Internal Control Reporting System
based on the Financial Instruments and Exchange Law,
the Company establishes and operates internal control
over financial reporting in accordance with the basic
framework for internal control indicated in the standards and regulations of the Financial Services Agency,
and assesses and improves the effectiveness of suchcontrol. With respect to the internal control report prepared in accordance with the said system for the mostrecent consolidated fiscal year in which the internal control over financial reporting was deemed effective, theauditor has expressed an opinion that the report fairly
presents the following important points.

• System for ensuring that Directors and employees execute their duties in accordance with laws and regulations and the Articles
of Incorporation• System for saving and managing information relating to Directors’ execution of duties• Rules and other systems for managing risk of loss
• System for ensuring that Directors execute their duties efficiently• System for ensuring the appropriateness of operations in the corporate group comprising dip and its subsidiaries• System for ensuring the appropriateness of financial reporting• Matters concerning employees who assist Corporate Auditors in their duties when they request such employees, matters concerning the independence of these employees from Directors, and matters concerning ensuring the effectiveness of instructions given to these employees• System for reporting to Corporate Auditors by Directors and employees, and other systems for reporting to Corporate Auditors• System for ensuring that those who make the above-mentioned reports do not suffer disadvantageous treatment for reason of
making these reports• Matters concerning policies for the procedures of prepaying or reimbursing expenses that arise in connection with Corporate
Auditors’ execution of duties, or otherwise for the processing of expenses or debts that arise in relation to the execution ofthese duties• Other systems for ensuring that Corporate Auditors perform audits effectively

dip

INTEGRATED REPORT 2022

94

Financial and Non-financial Data
Financial Data

Non-Financial Data
NonNonNonConsolidated Consolidated
NonConsolidated Consolidated
consolidated consolidated consolidated
consolidated
18th
fiscalyear*119th
fiscalyear*120th
fiscalyear*1

21st
fiscalyear

22nd
fiscalyear

23rd
fiscalyear*124th
fiscalyear

25thfiscalyear

FY’15/2

FY’16/2

FY’17/2

FY’18/2

FY’19/2

FY’20/2

FY’21/2

FY’22/2

Sales

MillionYen

19,53026,79833,17838,062

42,176

46,41532,49439,515Gross profit

MillionYen

17,677

24,66930,88635,88339,46843,37829,191

34,969

%

90.5

92.1

93.1

94.3

93.6

93.5

89.8

88.5

Million
Yen

4,806

7,162

9,119

10,79912,745

14,356

7,312

5,602

Gross profit margin
Operating income
Operating income margin
Ordinary income
Ordinary income margin
Net income/ Net income
attributable to owners ofparent
Net income margin/
Margin of net income
attributable to owners ofparent

%

24.6

26.7

27.5

28.4

30.2

30.9

22.5

14.2

Million
Yen

4,817

7,170

9,141

10,794

12,577

14,393

6,501

5,320

%

24.7

26.8

27.6

28.4

29.8

31.0

20.0

13.5

Million
Yen

2,856

4,675

6,167

7,531

8,910

10,012

607

3,487

%

14.6

17.4

18.6

19.8

21.1

21.6

1.9

8.8

MillionYen

Total assets

MillionYen

11,021

15,326

21,13928,01633,51041,11435,86942,45422nd fiscal
year

23rd
fiscal year

24thfiscal year

25thfiscal year

FY’15/2

FY’16/2

FY’17/2

FY’18/2

FY’19/2

FY’20/2

FY’21/2

FY’22/2

—

—

43.3

50.6

51.4

57.0

45.6

48.0

Total energy consumption (Scope 2)
(MWh)

—

—

1,269.4

1,586.4

1,641.6

1,467.3

1,393.9

1,474.3

Total GHG emissions (Scope 1)(t-CO2e)

—

—

7.8

9.1

9.2

10.2

8.2

8.6

—

—

608.6

723.6

704.8

638.7

590.4

559.1

—

—

0.01860.01930.01690.010

0.01840.0144——0.0396

0.04300.04010.03280.04430.0385

—

—

657.6

786.8

758.4

876.1

620.3

638.4
1,969

Total GHG emissions (Scope 2)(t-CO2e)* Scope 2: Market based

Emission intensity(Scope 1+2/Sales)(t-CO2e/Million Yen)
* Scope 2: Market based

Emission intensity(Scope 1+2/Sales)(MWh/Million Yen)
Total GHG emissions (Scope 2)(t-CO2e)

6,643

10,384

15,19320,99025,701

31,512

31,17832,989

Employees (persons)

836

1,097

1,338

1,480

1,635

1,873

2,110

New graduates (persons)

134

300

352

307

296

362

399

95

Percentage of paid holidays taken (%)

43.1

43.3

49.7

50.2

56.9

51.8

44.9

56.6

1.0

0.9

1.7

1.9

1.9

1.9

1.7

2.6

49.3

52.0

51.2

49.7

50.0

49.6

48.8

49.8

12.9

9.1

10.9

13.4

12.1

11.0

10.9

15.2

Return on assets (ROA)

%

51.4

54.4

50.1

38.5

40.9

38.5

18.1

13.6

%

52.3

55.7

49.6

37.2

39.6

36.0

2.0

11.1

Percentage of people with disabilities employed (%)*3

Equity ratio

%

60.0

66.4

69.6

72.4

74.0

74.3

84.4

76.4

Percentage of female employees (%)

Cash flows from operating
activities

Million
Yen

3,877

4,991

8,105

9,729

10,926

12,391

5,905

10,482

Cash flows from investing
activities

MillionYen(1,347)(802)(2,307)(4,364)(6,360)(3,375)(9,643)(3,850)Cash flows from financing
activities

MillionYen(1,358)(1,109)(1,700)(1,965)(4,356)(4,515)(3,041)(2,524)

Cash and cash equivalents
at end of period

Million
Yen

4,141

7,219

11,317

14,717

14,927

19,241

12,462

Net assets per shareYen

119.41*²

183.76264.76363.47448.83563.13

Net income per share

Yen

51.59

84.44

111.16135.40160.86183.80

%

30.2

30.8

32.4

31.8

31.1

30.5

INTEGRATED REPORT 2022

21stfiscal year

Total energy consumption (Scope 1)(MWh)Return on equity (ROE)

dip

20th
fiscal year

* Scope 2: Location based* Including temporary and part time employees

Voluntary turnover rate of full-time
employees (%)

Extra hours worked
33.5 hours 32.5 hours 30.1 hours 26.3 hours 25.0 hours 23.1 hours 24.1 hours 25.4 hours(Average overtime hours) (hour/month)
Donations (Million Yen)

1.0

1.0

1.0

1.5

1.5

1.5

16,569Percentage of employees who takechildcare leave (%)

34.3

30.6

36.7

46.0

38.0

44.3

50.6

54.1

547.13581.26

11.09

62.77

Percentage of men who take childcare leave (%)

0.0

0.0

0.0

2.9

0.0

3.9

6.7

10.7

505.0

97.2

Percentage of women who takechildcare leave (%)

92.3

100.0

100.0

96.6

100.0

100.0

100.0

100.0

*1 A
 s consolidated accounting was not performed for the 18th, 19th, 20th and 23rd fiscal years, figures for these fiscal years are from non-consolidated
accounting.
*2 E ffective September 1, 2015, the Company conducted a 5-for-1 stock split. Therefore, the amounts of net assets per share and net income per share were
calculated on the assumption that the stock split was conducted at the beginning of the previous fiscal year.
*3 As of June 1 (Report on the status of employment of people with disabilities)

95

19th
fiscal year

* Scope 2: Market based

Net assets

Payout ratio

18thfiscal year—

1.3

Board Directors (persons)

6

7

7

7

8

6

6

6

Percentage of Independent Outside
Board Directors (%)

17

29

29

29

38

50

33

33

Female Board Directors (persons)

0

0

0

0

1

2

2

1

Percentage of female Board
Directors (persons)

0

0

0

0

13

33

33

17

dip

INTEGRATED REPORT 2022

96

Corporate Information / Stock Information
Company Profile

Stock Information

Company name

dip Corporation

Business year

March 1 to the end of February of the following year

FoundedMarch 1997

Annual General Meeting ofMay every year
Shareholders

Representative

TOMITA Hideki, Representative Director, President & CEO

Location

3-2-1 Roppongi, Minato-ku, Tokyo

Capital¥1,085 million (As of end of February 2022)

Sales¥39,515 million (For the fiscal year ended February 2022)

Employees

Record date

Last date of February

Method of public noticeElectronic public notices will be posted on the Company website.
However, if electronic public notice is not possible due to unavoidable­circumstances, the notice will be posted in the Nihon Keizai Shimbun.

2,276 (Full-time employees as of August 31, 2022)

Administrator of shareholder register

Account management institution of special accounts
Mitsubishi UFJ Trust and Banking Corporation

Main Business

Online job information provision services
Provision of DX services

Contact information of the 1-1 Nikko-cho, Fuchu-shi, Tokyo
institution
Destination of the institution

Listed market

Prime Market of the Tokyo Stock Exchange (code: 2379)

URL:

https://www.dip-net.co.jp/en

Stock Transfer Agency

Department, Mitsubishi UFJ Trust and Banking Corporation
0120-232-711 (toll free)
P.O. Box No.29, Shin-Tokyo Post Office, 137-8081
Stock Transfer Agency Department, Mitsubishi UFJ Trust and Banking
Corporation

Offices and Group Companies
Number of offices

36

Consolidated subsidiaries

DIP Labor Force Solution Limited Partnership

Equity-method affiliates

hachidori Inc.
xOperation GroupTRUNK inc.

Stock Price Data
5,000
4,000
3,000
2,000
1,000
0
March
2019

97

dip

INTEGRATED REPORT 2022

June
2019

September December
2019
2019

March
2020

June
2020

September December
2020
2020

March
2021

June
2021

September December
2021
2021

dip

March
2022

June
2022

September
2022

INTEGRATED REPORT 2022

98