FY2022 initiatives

Implementation of workplace environment improvement investment

In July 2020, we established a company-wide policy for work style reform, and starting in fiscal 2021, included a new workplace environment improvement category in our capital expenditure budget with the aim of creating a more comfortable workplace environment, raising employee motivation, and improving productivity. In fiscal 2022, we decided to allocate approximately 1.3 billion yen of our capital expenditure budget to workplace environment improvement and implemented investments totaling approximately 1.6 billion yen.

Implementation of stress checks and holding of result briefing sessions

In FY2022, we held stress check result briefing sessions at all our business sites, and subsequently conducted workplace improvement training by a third party at those sites where such training was requested.

Implementation of collaborative measures with health insurance union

1. ① Strengthening of smoking cessation measures (smoking cessation clinics, cost assistance for smoking cessation aids)
2. ② Consideration of dental checkups
3. ③ Implementation of measurement sessions (muscle mass measurement and walking guidance) for the purpose of preventing falls

Conducting an Employee Awareness Survey

In April 2020, we conducted an employee awareness survey for all employees. In the previous survey conducted in fiscal 2017, we reflected various system reforms, such as the reform of the personnel evaluation system and job category system, and made efforts to improve the working environment for employees. In this survey, we will again grasp the current situation and issues of the company, including the effects of the measures taken previously, and lead to the implementation of planned measures to create an environment in which employees can demonstrate their capabilities.

Follow-up after employee awareness survey

Identification of issues from employee awareness survey

Comparison of Survey Results (FY2020/FY2017)

Compared to the previous survey, the overall evaluation has improved due to the introduction of various measures, such as a complete revision of the HR system.

• ※Standard score:Criteria established by research companies

Issues and Measures from Employee Awareness Survey

Comparing the results of the employee awareness survey for fiscal 2017 and fiscal 2020, overall evaluations show an improving trend.
Major items that saw significant improvement include "Safety," "Stakeholders (Customer Focus)," and "Work Style." We believe that the strong messages from top management to raise safety awareness and the conduct of business with awareness of ESG and SDGs have led to these improved evaluations. On the other hand, items that were around the standard score include "Workplace Vitality," "Management System," and "Systems, Evaluations, and Treatment." These three items were also pointed out as areas for improvement in the fiscal 2017 survey and have been reflected in subsequent human resource strategies. We will continue to promote various initiatives aimed at solving fundamental issues and are considering the establishment of numerical targets (KPI) to enhance effectiveness. We will also continue to conduct employee awareness surveys on a regular basis.

Examples of specific systems to support balancing work and child-rearing or nursing care

(1) Childcare-related systems

1. Reduced working hours system: Employees who are raising children until the end of the 6th year of elementary school can shorten the prescribed working hours to 6 hours a day, or by up to 1 hour in 15-minute increments.
2. Nursing care leave: Employees raising children up to the end of the sixth year of elementary school may take up to five days of paid leave per year (may be taken in hourly units).
3. Continuing employment support system: Company subsidizes 50% of childcare fees (up to 10,000 yen) for one child

(2) Systems Related to Nursing Care

1. Care leave: Up to 365 days in total per family member requiring nursing care, may be taken in up to 3 installments within the period
2. Employees caring for family members in a nursing care condition can take up to 5 days of paid leave per year (can be taken in hourly units).
3. Employees who are caring for a family member in need of nursing care may shorten their working hours to 6 hours per day or up to 1 hour in 15-minute increments.

(3) Systems that can be used according to life events

1. Working-from-home system: Expanded scope of application to all employees of head office, branches, sales offices, and Innovation Center, and abolished application requirements
2. Staggered working hours: Employees can adjust their time of arrival at work in 30-minute increments between 7:00 and 10:00.

Promotion of taking annual paid leave and reduction of long working hours

Denka complies with the Labor Standards Act and, in consultation with labor unions, promotes the curtailment of excessive overtime work and the proactive acquisition of all paid leave. By implementing the following measures, Denka is working to improve the working environment so that each employee can demonstrate their maximum performance.