Developing the next generation of leaders

Since 2014, we have been conducting selective training as a mechanism to develop future executive candidates. The selective training programs include sessions for the executive officer in charge of human resource development, next generation of leaders, and selected employees.
The advanced selective training program for next generation of leaders has been a key focus, with a total of 59 participants completing the course by March 31, 2025. Employees who have completed this training program are actively contributing as key talent at the core of the Group’s business operations.
In addition, we offer a variety of training programs, including stratified training, skill enhancement for on-site staff, and programs aimed at improving organizational strength, all designed to raise the overall capabilities of our employees.

Investing in employees who are motivated to grow

For employees who are highly motivated to learn and take on challenges, we believe that it is our responsibility to support them in building diverse careers.
Although we are providing employees with opportunities for growth by inter-Group transfers through open recruitment, secondment outside the Group, and other such opportunities, we still feel the need for more opportunities that will generate diverse experiences.
We will also enhance our training programs, provide opportunities to gain broad experience in different departments, and provide spaces for interaction with people outside of the Company. Through these measures, we will continue to encourage employees to take on challenges.

Educational system and training programs

Enhancing the educational system is essential to operate an organization where employees enthusiastically work for the growth of the Company.
We have established a systematic education system. The main training programs include “Companywide training” on the code of conduct (Daiei Kankyo Group Business Conduct Guidelines) and compliance, as well as “stratified training” implemented in conjunction with promotions and other such events, and “skills education” implemented by job type across business locations.
In recent years, we have also focused on expanding selective training with the aim of cultivating the next generation of executives and leaders, as part of building the foundation for a 100-year company. We also actively support taking external courses and other training to acquire the necessary qualifications, licenses, skills, and knowledge for an employee’s work, and support approximately 300 different qualifications. Aiming to develop human resources who can practice the commitment to creation, innovation, and meeting challenges, the Daiei Kankyo Group is working to establish an educational system to support employee growth.
The most important issue in human resources development is to systematically nurture leaders who will carry the Group forward into the future. In the development of our educational system, we are therefore placing particular emphasis on enhancement of selective training. We plan to evolve our training programs by utilizing outside educational institutions and experts. Nurturing outstanding management executives also necessitates cultivating a wide range of knowledge and expertise through experience in a variety of businesses and departments. We are therefore proactive in providing effective job rotations in cooperation with Group companies.

Health and productivity management

We believe that the mental and physical health of employees leads to the well-being of the employees and their families, and is the driving force behind their motivation to work. We strive to improve work environments where employees can continue to work in good health by implementing various measures such as mental health support measures, a subsidy system for additional medical examinations, a subsidy system for medical examinations of the spouses of employees with 10 or more years of service, and promoting smoking cessation activities.
To address smoking cessation, we have been separating smoking areas to prevent secondhand smoke at some sites. We will continue to make improvements at sites where the separation of smoking areas is ambiguous. Smoking has also been prohibited in Company vehicles from the fiscal year ending March 31, 2025 to prevent passive smoke inhalation and promote employee health. We also provide support to employees who want to quit smoking in addition to promoting smoking cessation. We will continue to implement initiatives such as a smoking cessation program via remote guidance to promote smoking cessation.

Balancing work and childcare

In the Group, we help employees balance work and childcare and support working women by expanding employees who are eligible for working shorter hours to care for children. We have also expanded the system to enable employees to choose shortened working hours for pregnancy, childcare, and caregiving, thus improving the system to enable them to adopt a workstyle that suits their personal circumstances.
Interest in childcare has increased among male employees, and we are promoting a system that enables them to balance work and family. We distribute a guidebook to parenting employees and provide an explanation of the system available to them. This system has become established as a regular practice, resulting in the rate of male employees who take childcare leave reaching 90.9% as of March 31, 2025. We will aim to maintain 90% or higher in the fiscal year ending March 31, 2026 as well and will continue our efforts to reach 100%.

Fair evaluations and treatment

The Group ensures employee compensation in compliance with the legally mandated minimum wage and the principle of equal pay for equal work. In conducting evaluations that form the basis of employee compensation, supervisors hold semiannual interviews with employees and fairly assess not only work performance but also organizational contributions from multiple perspectives, reflecting these assessments in compensation.

Assignment and reassignment of employees

In determining assignment of new employees, we confirm the wishes of the employee, take their wishes into consideration, and observe those wishes in assigning them, insofar as possible.
We have also introduced a self-reporting system and provide annual opportunities for employees to submit their wishes in writing. The employee’s superior and the Human Resources Department speak with the employee and, based on the employee’s wishes, make an effort to incorporate positive wishes to the extent possible, enabling them to outline a future career plan.

Initiative to rectify the wage gap between men and women

In the fiscal year ended March 31, 2025, women’s wages in the Group were 72.3%* of men’s wages. Due to the nature of our business model, there is a traditional tendency for more men to be employed, and except for office-based roles, the majority of our workforce is men. As a result, in non-office roles, supervisory and managerial positions are predominantly held by men, which significantly affects the wage gap between men and women.
Securing human resources for non-office roles is an urgent challenge, making the active participation of diverse personnel essential. Supporting women’s career planning and providing more opportunities for their advancement are key initiatives we believe will help close the wage gap.

* The wage gap between men and women is calculated as specified in the Act on the Promotion of Women’s Active Engagement in Professional Life (Act No. 64, 2015).

Training implementation steps

Targets for training