ESG Reporting

S Social
PeopleTo continue growing 100 years from now, we strive to create a Company where all
employees can work long-term in a healthy and fulﬁlling environment, develop humanresources and promote diversity.

Health Management and Diversity
We clarify management challenges to resolve by Health Management and work on promoting diversity.

Promoting Health Management
In FY2022, Daiseki formulated its health management
strategy, and clarified challenges to resolve and has
promoted necessary investments and concrete actions.
This year, Daiseki and Daiseki MCR were again certified
as a“2023 Health and Productivity ManagementOrganization.”This was in recognition of our efforts tomaintain and enhance employees’
physical and mental
health and to create workplaces that are easy to work
at. We will aim for obtaining White 500 Certification and
Bright 500 Certification by creating work environments
where employees can show high performances.

Health management initiatives
and results
The measures and systems Daiseki is currently
working on are as follows.

● Health consultations and employee
training by public health nurses
Daiseki newly hired a public health nurse in FY2024.
In FY2024, in addition to receiving health consultations
from employees, the public health nurse is holding
health-related seminars among other activities.

● Care by external expert institutions(mental and physical healthconsultations, specific health guidance)
In cooperation with a health insurance association,
we have established a health consultation hotline
which is available 24 hours a day. In addition to
health consultations, this consultation hotline isavailable for employees to receive mental healthcounseling, second opinion service, etc. Furthermore,
we are encouraging employees to receive specifichealth guidance when contacted by the healthinsurance association. Going forward, we will work intandem with the public health nurse to promote
opportunities for the guidance for employees.

37● Stress Checks
The Daiseki Group has been conducting stresschecks for all employees. Employees experiencing highlevels of stress are reassigned appropriately based on
their requests as well as interviews and consultations
with physicians.
The Daiseki Group’s stress checks implementation
FY

（%）

2021

2022

2023

Stress check
implementation rate

91.2

90.0

89.6

Proportion of highly
stressed employees

6.98.710.1● Regular Medical Checkups andComprehensive Health Examinations
The Daiseki Group continues to provide periodical
medical exams for all employees to maintain andimprove health. We also facilitate comprehensive
health examinations for employees aged 35 and overto ensure the early detection and treatment of illness.
The Daiseki Group’s attendance rate of regular medical checkups
and comprehensive health examinations (FY2023)（%）

Attendance rate

Regular medicalcheckups

Comprehensive
health examinations

10092.3● Employee engagement surveys
From FY2023, Daiseki and Daiseki Eco. Solutionhave begun surveying employee concerns anddissatisfaction about the workplace as part of healthmanagement efforts to increase employee
engagement, and are working to make improvements.
These surveys are kept confidential and individual
employees are not identified. Feedback is provided tothe heads of workplaces where employees had a highlevel of concern or dissatisfaction, and improvements
are being promoted.

ESG Reporting

Society: People

Main accomplishment related to society in FY2023 (the Daiseki Group)
Training hours per person

Turnover Rate

Paid Leave Acquisition Rate

7.3 hours/person

3.2％

67.3％

(7.0 hours/person)（1.9％）（70.2％）

Note: ( ) shows the number with Daiseki only

The Daiseki Group’s Promotionof Diversity

Promoting diversity and creating
comfortable working environments

Employees by Gender

Managers by Gender

Women
163

Women
3

In FY2023, 18 Daiseki Group employees utilized
childcare leave, of whom six were male employees.

Men865

FY2023 end:
1,028

Men
195

FY2023 end:
198

Note: Full-time employees only

Note: Full-time employees only

New Graduate and Mid-Career Managers Hires by Gender (New Graduates)
Mid-Career
161

New Graduate
37

Women
12Men7

Acquisition of Paid Leave and Maternity/Childcare
Leave at the Daiseki Group
FY

2021

2022

2023

Paid leave acquisition rate (%)*1

58.8

60.5

67.3

Utilized maternity leave (people)

3

7

102

Men who utilized childcare leave (%)*

‐

10.8

21.4

Avg. number of days used formen’s childcare leave (days)

‐

‐

12.1

Women who utilized childcare leave (%)*2

‐

85.7

150.0

Avg. number of days used for
women’s childcare leave (days)

‐

‐

255.3

The Daiseki Group’s turnover rate (FY2023)
Male employees Female employees

FY2023 end:
198

FY2023:19

Note: Full-time employees only

Directors by Gender
Women
1Turnover Rate (%)*3

Note: Full-time employees only

Hires by Gender (Mid-Career)
Men
6

Women
9as ofMay 25,
2023
7

Men
49

Average Length of Service by Gender Average Annual Salary by Gender

Women

10.7 years
7.5 years

Note: As of FY2023 end; full-time employees only

MenWomen

6.2

Total
3.2

*1 Paid Leave Acquisition Rate shows the rate of paid leaves employees acquired within the leaves given*2 Childcare leave acquisition rate shows the rate of employees who utilized childcare leave versus thenumber of employees who had newborns in that fiscal year; the childcare leave acquisition rate may
exceed 100% if there were childcare leaves that spanned multiple fiscal years.
*3 Turnover Rate shows the rate of employees who resigned in FY2023 within the number of employees
in February 2023

● Comments from employees who took childcare leave Voice

We were able to share the joys andtribulations of childcare as a couple
Jiro Asada, Daiseki Kyushu Works Sales Division 1, Assistant Division Chief

FY2023:58

Note: Full-time employees onlyMen

2.6

7.57 million yen
4.80 million yen

Note: 1. As of FY2023 end; full-time employees only
2. Male average age: 42.7 years old; female
average age: 37.6 years old

After the birth of our second child (our first son) inNovember 2022, I took childcare leave in March 2023 toreduce the burden on my wife, who was taking care of ourson and daughter by herself. While I was on childcare leave, I
took care of cooking, laundry and other things, and was able
to reduce the burden shouldered by my wife. It was also atime for me to mentally refresh by being with my kids more,and I gained a renewed motivation for my work. By taking
childcare leave, I was once again
able to experience the joys anddifficulties of raising kids and gained
useful life experiences. From 2022
it is possible to take split childcare
leave, so I am planning to takeanother leave period later on.
Childcare38

ESG Reporting
Society: People

Human Resource Development and Workplace Improvement Efforts
We aim for company’s continuous evolution by enhancing human resources development and creating
environment where employees can work comfortably.

Human resources development policy

Internal environment improvement policy

The involvement of various personnel is necessary
for the realization of the company’s management
strategy. We have positioned the development of
next-generation management personnel as our corefocus, and we will raise internal motivation byenhancing training per job level from new
employees to managers, as well as by enriching
training programs tailored to the career aspirationsof employees.
Also, by utilizing job rotations for the purpose ofhuman resources development, we will broaden
employees outlooks, increase their curiosity in theirwork, and improve in-house communication. Daiseki
will cultivate personnel who can respond flexibly tochanges in society and diverse values.

In order for employees to be proud about their work
to their families, we believe it is important that they arefulfilled in both their work and personal lives. We
believe that in order for each employee to feel fulfilledin their work and have high motivation for growth, it isimportant to accumulate successful work experiences,
to demonstrate teamwork by fostering a culture ofmutual recognition and praise, to enrich personal lives
by achieving results efficiently in limited time, and toensure the safety and health of employees and theirfamilies, around which the above factors revolve.
Daiseki will build a corporate culture that allows us
to consider everything from our immediate work
environment to the global environment, and tocontinue to grow and take on challenges, and provide
a work environment in which employees can workwith vigor and be proud of to their families.

Target and performance for human resource
To promote Health Management and diversity, theDaiseki Group set concrete target figures in FY2023.
In March 2023, four female employees were newly
appointed to management positions, such that of a
total of 201 managers, there are now seven female
managers, a rate of 3.3%.
Actual and target figures related to human resources for FY2023
ActualTarget

Turnover Rate

3.1% (1.9%)

Below 2% (below 1%)

Paid Leave Acquisition Rate

67.3% (70.2%)

80% or more (80% or more)

Rate of Female Managers

1.5% (1.6%)

By FY2027 10% or more
(10% or more)

Note: ( ) shows figures for Daiseki only

Female manager training
In order to achieve the target of increasing theratio of female managers to at least 10% by the endof FY2027, from FY2023 Daiseki began efforts totrain future female management candidates.
Between October 2022 and January 2023, threefemale employees in the assistant division chief orchief class attended the four-day female manager
training course. In this course, participants learned
about the state of female managers, leadership,
logical thinking, management of direct employees,
and the formulation of action plans, among othertopics. We will continue bolstering efforts for thedevelopment of female managers.

Efforts for nurturing human resources● Employee trainings
The Daiseki Group actively participates in trainings
programs considering that employees are our humancapitals. From FY2023, we are inviting outside
instructors to hold new training course for femalemanagers. We will also continue holding compliancestudy sessions for all employees.
Total training hours at the Daiseki Group (FY2023)
Description

Total training hours (hours) Total number of attendees (people)

Compliance study session 5,726(5.1 hours per employee)
Training per job levels
Female manager training course
Other trainings
Total39400

11,452
32

68

3

1,958

−8,152(7.3 hours per employee)

11,487

Female manager training course

ESG Reporting

Society: People

Creating comfortable working environments●W ork Environment Improvement Project
Daiseki has been engaged in the“Work Environment
Improvement Project.”This involves in-house improvement
activities aimed at creating a workplace where allemployees can work in health and safety. The employees
in charge of the project and each department are working
together on improvements while listening to employees’
opinions and requests for improvements to the workplaceenvironment.

Implementing RPA to improve work
efficiency (Daiseki Eco. Solution)
Daiseki Eco. Solution implemented company-wide
RPA in FY2023 with the aim of improving work
efficiency. RPA stands for Robotic Process
Automation, which is a technology that uses robots
to automate tasks done on PCs. By utilizing RPA,
benefits such as work streamlining and reduced costs
can be expected. The largest benefit of this for
D aiseki Ec o. Solution came fr om checking thecheckbox after confirming that analysis results werea c c ur a t e . W i t h t hi s t e c hn o l o g y w e h a v e b e e n
successful in reducing the time spent on analysis
work by 40 hours per month. We are planning
additional work streamlining going forward.

Flow of Work Environment Improvement Project Activities

Shareholding association system

Overview of RPA (Daiseki Eco. Solution)

Daiseki regards employees as human capital, andto encourage employees to have an interest in thecompany’s management and to expand employee
benefits, we grant a stock holding incentive of 15% of
the reserve amount to support employee ownershipof company shares.
Attendance at shareholding association at Daiseki
FY

2021

2022

2023

● Comments from an employee engaged in work streamlining Voice

Number of shareholding
association members (people)

492

545

570

Attendance rate forshareholding association (%)

77.1

81.4

82.7

Using digital tachographs to streamline
vehicle dispatch and reduce overtime work

● Improving the work environment with renovations
At Daiseki Kanto Works we expanded the officespace and changed the layout to create a new dining
space. This made the space more open, contributed
to a better working environment, as well as work
efficiency and enhanced motivation. It also made thedining space easier to use as kitchen and basin areas
are consolidated onto one floor. This has increased
the number of opportunities to have meals withe mp l o y e e s f r o mother departments,
deepening bonds
and making it easier
to collaborate onwork.
Cafeteria after renovation(Daiseki Kanto Works)

Yusuke Ishikawa, Daiseki Chiba Works Operations
Division, Assistant Division Chief
We installed digital tachographs on all industrial wastetransport vehicles at Chiba Works. Before these wereinstalled, employees would write a work report every day
after returning to the company, but by using digitaltachographs this was no longer necessary, contributing to a
reduction in overtime hours worked. Employees in our section
said they were happy that they no longer needed to write areport after returning to the office, and that they were nowable to leave work earlier. Furthermore, this initiative enabled
us to monitor the location of eachtransport vehicle, making the return
time to the company more predictableand enabling us to arrange efficientdispatching of vehicles. Production
section employees can also quickly
ascertain the delivery time of items to
be received, proving a synergistic effectfor other departments. We willcontinue endeavors to streamline
operations to facilitate the work ofsection employees.

40