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.
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.
In FY2013, 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.
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 2.14% (as of 1st of June, 2018). 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.
Our Working Environment Reforms Commission, in seeking to improve the Group-wide working environment in Japan, announced our Working Environment Reform Plan in July, 2017.
The reforms comprise four stages: Commitment, Target Setting, Challenge Identification, and Attaining the Goal. Currently, we are implementing various improvements and reforms, involving from in-house facilities and environments to work processes. Recognizing that employees with healthy minds and bodies are the foundation of management, we aim to foster the self-actualization of each employee while reducing working hours and increasing operational quality. In 2017, the pillars of reform were comprehensive labor management, enhanced worker protection, review of workflows through job inventories, and smart work styles. As a result, we are implementing reforms that cover labor management, business processes, internal infrastructure, the office environment, personnel evaluations, and health management systems.
Through the resultant changes, we will fundamentally alter the work style of Dentsu employees and implement reforms to create a new Dentsu.
With regard to the progress of our reforms, the Independent Advisory Committee for Labor Environmental Reform Activities, comprising outside experts, is engaged in ongoing monitoring of our efforts.
The total amount of time worked by employees (including managers) in 2017 was down 135 hours year on year to 2,031 hours. This was lower than the 2,100-hour 2017 target announced in our Basic Plan.
Following the January 2017 transition to the management of overtime in excess of statutory working hours, only one employee exceeded the Article 36 rule in March. Since April, no employee has exceeded the rule.
The employee rate of paid leave utilization in 2017 was 64.0%, an improvement of 8 points compared with the 56.0% rate for the previous year.
Based on the goal of, by the end of 2017, having RPA—software with artificial intelligence and machine learning capabilities— account for 12,000 hours of high-volume, repetitive work that previously required humans to perform, December that year saw some 400 work processes automated, accounting for some 12,000 work hours per month.
In terms of costs incurred related to work environment reforms, we spent ¥1.3 billion for an urgent increase in employees; ¥4.0 billion for operational efficiencies, including the introduction of IT, RPA, and ICT for inhouse work inventories, policies such as outsourcing, and labor management; and ¥1.7 billion for office environment improvements, amounting to a total of ¥7.0 billion.
In 2018, we plan to invest a total of ¥13.0 billion, broken down into ¥8.0 billion for promoting the creation of a foundation for future growth through the acceleration of various measures and work environment reforms; ¥2.5 billion for office environment improvements; and ¥2.5 billion for the hiring of additional employees.
An "Input Holiday", a monthly company-wide no-work day, has started from June 2018 on a trial basis. This is outside the statutory-based paid holidays and is set on a Wednesday or Friday of the second or third week of every month.
Employees are encouraged to take in "input" that is considered to have a positive influence on their "output," including doing something beneficial for their health or spending time on selfdevelopment. The Company aims to promote a notion that healthy employees with adequate rest is good for employees themselves, their families, our clients, and Dentsu. We will continue to study the effectiveness of holiday programs, including this one, to develop the most appropriate holiday system.
"Vitality Note," an automatic health-check tool, has been fully launched throughout the Company from July 2018. Employees receive objective analysis of their health conditions by instinctively answering a question that pops up automatically each day they first log on to their office PCs. It has been introduced on a trial basis since this April.
The "Vitality Note" system has been internally developed based on five metrics (PERMA) used in the field of positive psychology, an advanced study that helps people to attain their well-being. The system is beneficial to both employees and management because employees can learn their health conditions and managers can grasp the condition of an entire team, leading to the creation of a healthier work environment.
We have been developing various training programs for employees who have different capabilities and career plans based on our philosophy of emphasizing "employees' growth is the source of the Company's growth." To further our effort, we will develop programs that focus on the growth of individual employees.
We are currently developing a wide variety of programs with bold ideas and a scale never seen before. The programs have been gradually implemented from October, aiming to offer more than 100 hours over one year of learning opportunity per employee.
Other programs to be implemented:
Going forward, we will continue to execute our reform programs steadily, focusing on full compliance with labor regulations, the reduction of long working hours, and the physical and mental health of our employees.