Ensuring a Safe, Civilized Work Environment
Development of Human Resources
Recognizing that human resources are its greatest asset, the Group provides employees with appropriate capability-developing opportunities and supports employee self-development, in line with each individual’s career and the organization’s goals.
Diversity Promotion
Promoting Female Participation
Dentsu helps develop and support the careers of female employees. To maximize the Company’s strength, we formulated an action plan for the promotion of diversity to run from January 1, 2015 until December 31, 2019. Through the plan, Dentsu is striving to expand its existing female-friendly work environments so that female participation in the workplace might increase.
Summary of the Action Plan
Goals
- Increase the ratio of women among new graduate recruits (permanent employees) to at least 35% by 2020.
- Increase the ratio of women among managers to at least 10% by 2020.
Specific efforts
- Adopt measures to recruit and select female employees.
- Enhance management skills of managers.
- Foster career awareness among female employees.
- Dispel uncertainty over work–family balance (raising children, providing care) by revising current systems and support measures.
- Redesign work style to encourage greater output, reduce long working hours.
Summary of the Action Plan ➡ https://www.dentsu.co.jp/csr/workingenvironment/workplaceenvironment.html
In fiscal 2013, we launched the Female Employees Promotion Project, to create a working environment in which temporary leaves of absence will not jeopardize employees’ careers. In addition, at an early stage of their careers, women are given ample opportunities to think about their careers at, for example, lunch meetings with senior female employees. This gives them the chance to hear about the experiences of others, and to attend career seminars held by lecturers invited from outside the Company.
Employing People with Disabilities
As part of its efforts to promote the employment of people with disabilities, in April 2013 the Company established Dentsu Solari, a wholly owned Group company that was designated as a special-purpose subsidiary in November of that year. The employment rate of people with disabilities at three Group companies (Dentsu, Dentsu Works, and Dentsu Solari) is 2.07% (as of June 2017). The Company also employs people with disabilities in account management, as well as in creative and other areas. Along with Dentsu Solari, we are trying to expand their employment opportunities.
Work-friendly Environment
Promoting Work–Life Balance
The Company believes that a fulfilling personal life improves the quality of one’s working life, and that satisfying work increases one’s level of self-fulfillment in life. The object of Dentsu’s work–life balance program, therefore, is to generate synergy between the two. The most important factor in creating a work-friendly environment is health management. The starting point is the implementation of work-style reform, to increase productivity and efficiency in achieving results. Dentsu has established a special in-house Labor Administration Committee that is developing and implementing programs to reduce overtime and make it easier for employees to take holidays. A Human Relations Management Department was set up to respond to employee concerns and build employee opinions into the system.
Environmental Improvement through the Working Environment Reform Plan
In July 2017, we announced the Working Environmental Reform Plan comprising promises, targets, challenges and goals as reforms to create a new Dentsu. To ensure we never again repeat our past labor issues and fulfill our promise to fully comply with laws and regulations to reduce violations of Article 36, harassment and overwork to zero, we are currently engaged in or otherwise plan to launch the following measures going forward:
- Commitment0
- Violations of Article 36: Zero
Harassment: Zero
Overwork: Zero
- Prevent nighttime work
-
- • Prohibit work between 10 pm and 5 am
- Establishment of HRM managers throughout the Company
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- • Implement placement of executive directors in charge of HRM in each division to be responsible for employee time and heath management and prevention of harassment
- Imbue awareness & compliance with work regulations
-
- • Enhance labor regulation training
- • Evaluate the understanding of labor regulations
- Revise employee evaluation metrics
-
- • Introduce “compliance with legal and societal rules” metric to evaluate criteria
- • Introduce “work efficiency” metric to evaluate criteria
- Pay attention to & care for each employee
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- • Introduce healthcare program for new employees
- • Enhance training programs to prevent excessive disciplinary code
- • Introduce a leadership survey system to maintain awareness of subordinates’ viewpoints and opinions
- • Introduce a time management system that visualizes the current working situation
- Counteract harassment & enhance mental health care
-
- • Expand and disseminate different methods of reporting and consultation
- • Enhance system that regularly reports information about individuals who are sick or on leave
- Advance workplace reforms
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- • Establish “Work Style Review Week” every year during MHLW's Death from Overwork Awareness Month (November) for all employees to review their work environment
- • Introduce special training program for newly promoted management
- •：Currently Underway
- •：Currently in Development
- Target80
- Achieve full output while reducing employee work time to 80% via reforming work environment and operations
Reduce total working hours per person to 80% in FY2019 compared to FY2014, completing working environment improvements and business reforms aimed achieving 100% new working style in the next two years.
- Increase staff
-
- • Immediately increase personnel numbers, to reduce individual workload - Recruit full time mid-career employees (now 50) - Increase contract employees & temp staff (now 224)
- • Increase number of full-time employees - 250 employees to be hired in FY2017 (about 1.5 times the previous year)
- Streamline work
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- • Promote “Work-Diet” that reviews and implements visualization of workflows; boost streamlining - Complete creation of business list for all 65 departments including Kansai and Chubu. Business inventory scheduled to be completed throughout the entire Company by the end of August
- • Realize Robotic Process Automation (RPA) - 300 processes by the end of December, 2017 - Streamline operations for 58,000 hours a month
- Optimum allocation of human resources
-
- • Reallocate personnel based on optimal departmental levels
- • Introduce a system of “New Talent Management” considering every employees’ career track
- Reform work conditions through extensive IT investment
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- • Enhance “Smart-Work Style”; a teleworking system
- • Introduce a satellite-office system - Testing operations in 20
location in Japan have been installed by September this year
- • Introduce a working-from-home system
- Improve business processes in unison with clients and industry organizations
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- • Request cooperation from clients
- • Create rules based on industry organization practices
- Review entire HRM system including recruitment, education & evaluation
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- • Review professional duties/grade system so that all employees can remain active regardless of age or employment status
- • Establish a system of training and evaluation enabling individual growth in medium to long term
- • Boost recruitment of recent graduates and utilize broader methods of recruitment
- • Cultivate more supportive environment for female employees
- • Examine support measures for management skills, knowhow and burden reduction
- •: Currently Underway
- •: Currently in Development
After that, we will enter a new growth stage, establishing the goal of creating a new Dentsu realizing new growth for the company and employees through the transition to a new workstyle where 20% of the newly available time will be used to improve mind and body, engage in daily enrichment and support a variety of experiences and learning.
- Challenge20
- Reinvest the 20% of time newly released to improve employee physical & mental wellbeing and QOL through encouraging individual learning, lifeenhancing experiences and career development
- Reform leave-taking
programs
-
- • Increase the number of leave days that can be taken
consecutively
- • Consider one-month sabbatical leave system
- • Consider 4-day work week system
- • Consider incentives to promote taking leave
- Bolster employee health management and care
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- • Validate a rest interval system to ensure adequate downtime between workdays
- • Develop and Implement vitality score system, an original Dentsu data health measure
- Foster employee development
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- • Support skills development and pursuit of certifications
- • Support family care, child-rearing, and social contribution activities
- •: Currently Underway
- •: Currently in Development
- Goal100
- +NEW
Shift to new working style to contribute to new path of employee and Company growth to create a new Dentsu
Ongoing Verification of the Progress and Effectiveness of the Basic Plan
Although the progress and effectiveness of the reforms need to be verified from a multifaceted perspective, we are currently focusing on "0" and "80" centering on the actual situation and verification.
- 0Violations of Article 36: Zero Harassment: Zero Overwork: Zero
-
- The number of employee working over the time stipulated in Article 36 (daily / monthly)
- Participation rate of harassment prevention training
- Monthly out side permitted working hours per person
- Monthly number of days working on personal days per person
- 80Achieve full output while reducing work time to 80% via changes to work environment and operations
-
- Total working hours per person
- Gross profit per person
- Operating profit per person
- 20Dedicate newly released 20% of time to improved employee wellbeing, self-enrichment & QOL, as well as career development
-
- The number of paid holidays taken per person
- The number of people taking special leave
- 100
+NEWShift to new working style to contribute to new path of employee and Company growth to create a new Dentsu
-
- The rate of increase in employee-realized happiness/ respite/creativity
Labor Management
The Group emphasizes the development of good labor–management relations, while striving to maintain and improve a relationship of trust between employees and management by creating regular opportunities for conversations between management and the union. As of January 1, 2017, the staff labor union participation rate is 46.9%.
