Labor Practices
Human resource data (As of December 2021)
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FY2019 FY2020 FY2021 JAPAN Male 79 84 87 Female 58 61 98 Total 137 145 185 Indonesia Male 285 260 449 Female 338 298 267 Total 628 558 716 Total 760 703 901 -
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FY2019 FY2020 FY2021 JAPAN Male 41.7 41.3 41.3 Female 39.8 38.7 42.1 Total 40.9 40.2 41.8 Indonesia Male 28.5 30.5 28.2 Female 27 29.4 29.8 Total 27.4 29.5 29.0 -
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FY2019 FY2020 FY2021 JAPAN Male 10 10.6 10.1 Female 9 9 5.5 Total 9.6 9.9 7.7 Indonesia Male 7.7 8.4 7.6 Female 8 7.9 8.8 Total 7.9 8.6 8.2 -
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FY2019 FY2020 FY2021 New raduates Male 2 5 1 Female 4 5 2 Total 6 10 3 Midcareer recruits Male 3 1 1 Female 2 0 5 Total 5 1 6 -
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FY2019 FY2020 FY2021 JAPAN Male 16 25 26 Female 1 1 1 Total 17 26 27 Indonesia Male 39 35 22 Female 7 7 6 Total 46 42 28 -
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FY2019 FY2020 FY2021 JAPAN 42.3 42.1 53 Indonesia 54.3 53.4 37.3 -
FY2019 FY2020 FY2021 JAPAN Male 7.8 5.9 1.3 Female 14.3 4.9 8.2 Total 8.8 5.5 4.3
Promotion of Diversity
Basic Concept
DMC aims to promote diversity by developing a corporate climate that respects and accepts the individuality of each employee. DMC also places a priority on mutual understanding to be a company where all employees, including females, non-Japanese, seniors, and the disabled can work with peace of mind. We also believe that such a corporate climate allows us to produce new and flexible ideas that meet diverse customer needs and secure excellent human resources.
DMC promotes women's empowerment and proactively recruits female employees. We recruit based on standards that apply regardless of gender, and provide support for career formation through our human resource development programs regardless of gender through the assignment of the right person to the right place. In accordance with the Act on Promotion of Women's Participation and Advancement in the Workplace, firstly we set a target in FY2021 to increase the ratio of executive positions in female employees from the current 40% to 60%, the same as male employees, and we are making every effort to achieve this target.
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Reemployment Rate (%)
FY2019 FY2020 FY2021 Male 100 100 100 Female Not applicable 100 100 -
DMC has a reemployment system that allows employees with accumulated experience and knowledge to exert their abilities after retirement. Retiring employees who satisfy the requirements and express a desire to do so are eligible to continue working up to the age of 65. The reemployment rate in FY2021 was 100%. Losing senior employees with accumulated knowledge and experience due to retirement is a significant loss for DMC, a company whose business requires advanced skill to maintain its competitiveness. DMC fully utilizes senior employees as important human resources capable of educating and training younger generations to improve the company's capability in the engineering business.
DMC respects the right of individuals with disabilities to work, and actively recruits from this valuable pool of human resources. The employment rate of persons with disabilities in FY2021 was 0.70% (non-consolidated) and 1.08% (non-consolidated + Shirakawa + Iwaki). We will continue our efforts to improve this employment rate.
Promoting work-life balance
Basic Concept
DMC improves in-house systems to allow all employees to choose their own way of working in an environment that ensures a good work-life balance according to family situation. DMC also works to increase the productivity and satisfaction of employees through work-style reform.
DMC ensures appropriate working hours for employees and prevents overwork in accordance with the Rules of Employment specifying appropriate working hours, overtime and holiday work, and the Labor-Management Agreement.
Overtime and holiday work are monitored each month by divisions, and we notify individual employees whose actual working hours are close to exceeding the limit to prevent excessive overtime work. Moreover, in consideration of the health of employees, the Indonesia Factory has set a daily overtime limit of no more than 3 hours with data managed by department on a daily basis. At the end of each workday, the head of each department checks to ensure that the overtime limit has not been exceeded.
Regarding overtime work, we ensure fair and proper payment in accordance with the Salary Regulations.
Average monthly overtime working hours per employee in FY2021 was 7 hours, which achieved the FY2021 target (ten hours or less).The rate of paid holiday use was low in both FY2020 and FY2021 due to the rapid increase in orders.
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FY2019 FY2020 FY2021 JAPAN Male 72.2 48.4 48.0 Female 82.9 57.6 62.2 Total 76.5 52.2 53 Indonesia Male 73.4 75.6 86.2 Female 76.5 77.8 81.5 Total 75.6 76.9 89.2 -
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FY2020 FY2021 JAPAN Male 8 10.3 Female 6.2 5.0 Total 7.2 7 Indonesia Male 5.3 16 Female 5.7 12 Total 5.6 14 -
USCO Group flexibly responds to workstyles for the purpose of preventing COVID-19 infection and ensuring safety. Where possible, DMC offices continue implementing flex-time and remote work. Such systems are, however, impossible at factories, where the physical presence of employees is essential for operations.
In addition, regarding the implementation of diverse workstyles after COVID-19, we will fully examine identified issues and points to be improved, and discuss the rules, scope, application and approval methods as well as the appropriateness of full-scale implementation.
DMC has childcare leave, nursing care leave, and childcare time systems to ensure that employees caring for children and family members requiring care can continue working during different life stages.
We believe that helping employees to continue working leads to increased corporate value through the retention of competent individuals with valuable experience. Therefore, division managers have meetings with employees who are taking care of children or family members requiring nursing care to better understand the employees’ situations and promote the use of support systems. In FY2021, one female employee took childcare leave.
The Indonesia Factory conducts an annual employee satisfaction survey in an effort to improve the working environment. All employees, including temporary employees, are asked to respond to the survey in the form of a questionnaire in five categories: functions of the general affairs and human resources departments, management policies and strategies of the company's management team, the state and operation of the company organization, leadership, and the work environment. The results are fed back to all employees, and KPIs are established for items that receive poor evaluations in order to make improvements while implementing the PDCA cycle.
Human Resource Development
DMC believes in individual potential and works on the improvement of in-house education systems aiming to help employees exercise their abilities and improve themselves.
USCO Group sets the goal of contributing to society through the persistent growth of companies keeping in mind the hopes, dreams and happiness of our employees and their families. To cultivate the spirit required to realize this goal and improve the capabilities and careers of employees, DMC continues its development of a wide range of systems and tools to cultivate human resources that support its business activities.
In addition to our annual education and training plans for individual employees, we have also established a framework that allows individual managers to monitor the actual state of education and training as well as the effectiveness of their employees. The eligibility of fulltime employees for promotions and pay raises is evaluated on an annual basis by both the personnel affairs division and their respective division managers.
In addition, we also conduct company information sessions and school visits to secure human resources specialized in engineering that will play important roles in the future of the DMC Group. At our Indonesia Factory, we have also formulated our own annual plan and are focusing on human resource development based on business and regional characteristics.
The production of DMC touchscreens requires advanced knowledge and skills. To continue providing high-quality products, we ensure support that helps employees to acquire certifications specified by laws and regulations.
From FY2018 to FY2020, DMC created manuals for all divisions to standardize and exchange business activities that tend to depend upon individual knowledge and skills. In FY2021, DMC continued improving business activities and revising manuals as needed.
DMC Group periodically provides training for groups at different levels through seminars common to all USCO Group companies. These include Seminar for Executives, Seminar for Mangers, Seminar for Evaluators, Basic Seminar for Managers, and Global Human Resource Cultivation Seminar for New Employees. In FY2021, the following training was conducted at DMC (nonconsolidated) and the Indonesia Factory.
| Name of the Training | Description | Hours of Training per Employee |
|---|---|---|
| Management Training | Management and leadership training for managers. | 12 |
| Training Review for New Managers | Review of the beginner-level management course conducted in FY2020. | 1 |
| Mentor Training | A mentor system was introduced to strengthen internal connections among new employees. Conducted training for the three employees who would become mentors to ensure that they understood the mentoring process and its significance, etc. | 1 |
| Global Human Resource Cultivation Seminar for New Employees | Training for new graduates and new employees, focusing on the mindset and manners as working members of society. | 6 |
| Leadership Training | Acquiring knowledge of leadership through self-directed group work for management candidates. | 6 |
| Young Leadership Training | Leadership training for young employees up to the fourth year of employment, learning not only about leadership but also about followership. | 3 |
| Study Meeting for Evaluators | To acquire know-how on setting goals, evaluation, and interviewing for managers who have subordinates for the first time. | 2 |
| Compliance Seminars | Training for general employees on harassment and morals. | 2 |
| Name of the Training | Participants | Description | Training Hours | Number of Participants |
|---|---|---|---|---|
| Time management | SPV, Leader, Operator | How to make the most of your time by prioritizing work. | 2 | 20 |
| How to build the team | Dept head, SPV, Leader | What is a team and how do you build an effective one. | 2 | 25 |
| Problem solving | SPV & Leader | Actions to be taken when a problem occurs, how to give instructions on solutions, and monitoring methods. | 2 | 20 |
| Asset management | Dept Head, SPV, Leader | How to properly maintain and manage all owned assets such as buildings and facilities. | 1.5 | 15 |
| Effective communication | Leader & Operator | Communication to maximize results and fulfill responsibilities. | 2 | 15 |
DMC enhances human resources through a system that allows employees to experience business outside Japan, a practical skills training system at a factory in Japan for Indonesia Factory employees, and a system that dispatches Japanese engineers to provide training to employees at the Indonesia Factory. DMC also holds events at the Indonesia Factory to promote cross-cultural communication. These approaches are designed to develop a corporate climate that allows all employees to exchange opinions about quality improvement, etc. with the goal of manufacturing products with consistent quality based on the same standards in both Japan and Indonesia.
DMC also established a language training system that provides English lessons in Japan and Japanese lessons in Indonesia to promote smooth communication between the Head Office and the Indonesia Factory.
| Location | Description |
|---|---|
| Head Office (Tokyo Office), Osaka Office, Shirakawa Factory | Providing periodic English lessons at each base. The curriculum consists of listening, reading and writing programs for business. |
| Indonesia Factory | Setting the time to learn Japanese twice a week targeting executive trainees and individuals planning to participate in technical training in Japan. This training was cancelled in FY2021 due to the impacts from the pandemic and flooding. |
Work Environment Safety
Basic Concept
Based on the idea that human resources are treasures for the company, DMC strives to ensure a work climate that prioritizes the safety and health of employees to create a work environment in which all the employees can fulfill their potential and find satisfaction.
To establish a safety and sanitation management system in accordance with the Industrial Safety and Health Act, DMC facilitates the assignment of Safety and Health Managers, improvement of the safety and health promotion system, the submission of proposals for improving safety and sanitation, education for safety and sanitation, and measures to improve health status. DMC holds monthly Safety and Sanitation Committee meetings to discuss basic measures to prevent risk and health impairment. The company's industrial physician attends Safety and Sanitation Committee meetings to provide advice and instruction on improvement of the working environment and employee health, and conducts inspections at each office. In the event that the state of operations and sanitation presents a risk to health, the industrial physician has the authority to immediately take the necessary measures to correct insufficiencies. The Indonesia Factory has established a Safety Management Committee to ensure safety and hygiene for all employees working at the plant. Operations personnel also prepare safety technical reports and report to their superiors every three months.
The DMC Group safety and sanitation management system strives to prevent labor accidents. We have also started new programs: Gathering slogans for safety and health from employees to increase their awareness of health and sanitation management both at work and home, and to prevent industrial accidents; Holding safety seminars for newly hired employees; Sharing minor incident cases among Safety and Health Committee members; and Holding seminars for risk assessment at work. Risk assessment allows us to identify potential danger or toxicity at work and it helps prevent and reduce those risks. During the 5S safety patrol, we carry out periodical inspections to check dangerous or unsafe sections, and the areas where minor incidents have occurred, and issue a Request for Improvement aiming to address such problems immediately.
In addition, the President and managers conduct regular patrols of manufacturing sites in the Shirakawa Factory and in the Indonesia Factory to raise the safety awareness of employees working on site. There were no labor accidents in FY2021 (consolidated).
| FY2019 | FY2020 | FY2021 | |
|---|---|---|---|
| Labor Accident Frequency Rate*¹ | 0 | 0 | 0 |
| Labor Accident Severity Rate*² | 0 | 0 | 0 |
| Industrial Accident Frequency Rate (Electronics) | 0.5 | 0.52 | 0.58 |
| Industrial Accident Severity Rate (Electronics) | 0.01 | 0.05 | 0.01 |
- *1 Labor Accident Frequency Rate: Number of deaths and injuries in labor accidents per 1 million actual working hours. It shows the frequency of labor accidents.
- *2 Labor Accident Severity Rate: Number of workdays lost per 1,000 actual working hours. It shows the severity of accidents.
DMC places a priority on creating a work environment that allows individual employees to maintain physical and psychological health to ensure the ability to continue working with vigor and satisfaction. Health checkups are conducted annually (twice a year for employees working at plants), and if any issues are picked up, employees are able to get a consultation and advice from an industrial physician. A consultation system is also in place for employees to make use of. The health check rate in FY2021 was 100% throughout the DMC Group.
DMC provides employee stress checks specified by the Industrial Safety and Health Act. We assess the stress level of individual employees, a physician provides guidance, and DMC takes measures for better employment to ensure the mental health of all employees. Since FY2021, the Personnel Department has taken the lead in conducting interviews with all employees twice a year as a measure to prevent any mental health problems. These consultations take the form of a relaxed talk about anything from problems and areas for improvement, to future career goals, and direct supervisors. The results of the interviews are grouped into the five categories of company, work, supervisors, systems, and organization, and are used to enhance management and leadership training.