SUSTAINABILITY
Labor Practices
WORKING ENVIRONMENT

Labor Practices

DMC strives to maintain appropriate labor practices and provide a safe, secure and comfortable working environment to enable all employees to adequately exert their abilities through work.

Number of employees (Unit: person))

  • 2017 2018 2019
    Japan Male 74 77 79
    Female 47 51 58
    Subtotal 121 128 137
    Indonesia Male 316 314 285
    Female 417 369 338
    Subtotal 733 683 623
    Total 854 811 760
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Average age (Unit: age)

  • 2017 2018 2019
    Japan Male 40.0 40.9 41.7
    Female 41.5 40.4 39.8
    Subtotal 40.9
    Indonesia Male 26.8 26.7 28.5
    Female 24.8 25.0 27.0
    Subtotal 27.4
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Average number of years of service (Unit: year)

  • 2017 2018 2019
    Japan Male 8.7 9.3 10.0
    Female 8.2 8.5 9.0
    Subtotal 9.6
    Indonesia Male 7.8 7.7 7.7
    Female 6.0 6.1 8.0
    Subtotal 7.9
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Number Hired (non-consolidated)(Unit: person)
  • 2017 2018 2019
    New raduates Male 0 4 2
    Female 0 3 4
    Subtotal 0 7 6
    Midcareer recruits Male 7 5 3
    Female 1 5 2
    Subtotal 8 10 5
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Number of individuals in managerial positions (Unit: person)
  • 2017 2018 2019
    Japan Male 15 16 17
    Female 0 0 1
    Subtotal 15 16 18
    Indonesia Male 37 33 46
    Female 6 5 7
    Subtotal 43 38 53
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Ratio of female employees (%)
  • 2017 2018 2019
    Japan 38.8 39.8 42.3
    Indonesia 56.9 54.0 54.3
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PROMOTING

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.

Promotion of Women’s Empowerment

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. As a result of these policies, an outstanding female employee was appointed to a managerial position for the first time in April 2019.

Employment Continuation System (Reemployment System)
  • Reemployment Rate (%)
    2017 2018 2019
    Male 100 100
    Female 100 Not applicable
  • 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. 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.

VOICE

Accumulated experience in sales and marketing, and now exploring overseas markets


Sayaka Sunayama,
Sales Division, Italy Office

— Would you please tell us about your career at DMC and your current job?

When I joined DMC, I was assigned to communicate with customers who have overseas factories. Because I originally wanted to be in charge of sales and marketing, I was engaged in sales and marketing in Japan and then, I transferred to the Italian Office taking care of sales and marketing via distributors and supporting for end users.

— What motivated you to want to be in charge of sales and marketing? What was difficult for you?

I wanted work that allowed me to have direct contact with customers. It was a challenge to master sales skills. However, DMC provides us with chances to learn not only through role playing, but also by accompanying senior employees to business meetings. This is how I learned sales skills.

— What do you think about DMC’s support for female employees in advancing their careers?

DMC has programs to cultivate human resources and systems to support career formation by assigning appropriate personnel to appropriate locations regardless of gender. Thanks to the programs and systems, I could accumulate experience in sales and marketing, and become capable of exploring overseas markets.

I feel very comfortable working at this company because it always adapts systems flexibly according to individual conditions with fairness in mind. I feel that DMC cares about individual employees.

— How excited are you about being the first female employee with the mission to explore overseas markets?

Those of us handling sales and marketing are the only ones who can listen to customer voices directly. When I could get a contract or new order, I felt that it was more satisfying than difficult. In fact, the number of men in the overseas manufacturing industry is much higher than the number of women. In some countries, it’s not so common to see women in sales and marketing. My goal is to build and maintain good communications with customers in Europe. I would also like to spread DMC technology to overseas markets.

Promoting the Employment of Individuals with Disabilities

DMC respects the right of individuals with disabilities to work, and actively recruits from this valuable pool of human resources. The employment rate of individuals with disabilities in 2019 was 0.72% (non-consolidated). We continue working to improve the employment rate of the disabled.

DIVERSITY

Work-life Balance

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.

Approaches to Appropriate Working Hours

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.

In addition, DMC continues encouraging employees to take paid-holidays, and the rate of annual paid holiday use has increased.

Regarding overtime work, we ensure fair and proper payment in accordance with the Salary Regulations.

The average monthly overtime working hours per employee was 6 hours and 11 minutes in FY2019, a decreased from the previous year.

Rate of Annual Paid Holiday Use (%)
  • 2017 2018 2019
    Japan Male 66 65 72.2
    Female 85 100 82.9
    Subtotal 76.5
    Indonesia Male 55 76 73.4
    Female 57 77 76.5
    Subtotal 75.6
Average Monthly Overtime Hours Human Resource Development (per person)(hours)
  • 2018 2019
    Japan Male 11.2 7.3
    Female 5.4 4.6
    Subtotal 8.8 6.2
    Indonesia Male 8.4 9.1
    Female 12.0 8.1
    Subtotal 10.3 8.5
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Implementation of a Remote Working System

USCO Group flexibly responds to workstyles for the purpose of preventing COVID-19 infection and ensuring safety. In preparation for the potential spread of the COVID-19 pandemic, DMC has implemented flextime and remote working systems on a trial basis into all offices except factories, which require employees to be physically present. Offices in Tokyo have adopted a flextime working system.

Following the government’s lifting of the state of emergency, DMC decided to continue its flextime and remote working systems between June 16 and September 15, 2020 in consideration of diversified workstyles (except for employees at Shirakawa Factory).

Regarding changes in workstyles, we will fully examine issues identified throughout the 3-month verification period, and discuss the scope, rules, application, and approval methods as well as the appropriateness of full implementation. DMC strives to develop better working systems to realize a sustainable work environment under the emergency.

Support for Child Rearing and Nursing Care

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 FY2019, two female employees took childcare leave.

HR

Human Resource
Development

Basic Concept

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.

Management Systems & Operations

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.

Support to Help Employees Acquire Specialized Knowledge

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. This includes forklift operator training.

In FY2017 and FY2018, DMC created manuals for all divisions to standardize and hand down business activities that depend upon individual knowledge and skills. In FY2019, DMC continues improving business activities and revising manuals as needed.

Training for groups at different levels

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. Through TV conferencing, approximately 50 employees participated in the seminars for target setting.

Overview of Group Training at Different Levels (FY2019)
Name of the Training Subjects Description
Seminar for New Managers Employees with leadership potential This seminar was provided to equip participants with basic knowledge for managers. Participants deepened their understanding of the roles of managers, acquired knowledge about labor laws necessary for labor management, and coaching and teaching methods necessary for managers.
Basic Seminar for Managers Managers This seminar was provided to help participants understand and recognize the roles of managers. Participants shared individual opinions about the basic roles and functions of managers.
2-Day System Coaching Seminar Managers This seminar was provided to reinforce participants’ member management ability, one of the major roles of managers, through an understanding of mindset and management functions in managerial positions.
Review Seminar for New Managers Employees with leadership potential This seminar was provided as a review of the material learned during the Seminar for New Managers to deepen the recognition of mangers’ roles through communication.
In-house Training Overview (FY2019)
Name of the Training Subjects Description
Sales Skill Seminar (held twice) Employees engaged in sales This seminar was provided to help participants develop their sales and service skills through roll-playing.
Seminar for Business Mail Rank-and-File Employees This seminar was provided to help participants learn how to write business mail, create a signature, set passwords for attached files and many other skills related to e-mail.
Seminar for prospective employees of the group and employees who have worked six months after joining the company Prospective & new employees with university degrees Seminar for improvement of communication skills & preparing for the 2nd year
Human Resource Development for Global Business

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.

Language Training Overview
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. Attendance rate was approximately 80% in FY2019.
Indonesia Factory Setting the time to learn Japanese twice a week targeting executive trainees andindividuals planning to participate in technical training in Japan. Fifteen employees participated in language training in FY2019.
ENSURING

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.

Management Systems & Operations

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.

Approaches to the Prevention of Labor Accidents

The DMC Group safety and sanitation management system strives to prevent labor accidents. We provide a wide range of training, including safety instruction for new graduates, the sharing of minor incidents, and training for risk assessment. Risk assessment helps identify potential risks and hazards at the workplace and removes or reduces them.

In addition, the President and responsible personnel conduct periodical inspections at both Shirakawa Factory and Indonesia Factory to increase the safety awareness of on-site employees.There were no labor accidents in 2019(consolidated).

Labor Accident Frequency & Severity Rate (consolidated)
2017 2018 2019
Labor Accident Frequency Rate *1 0.0 0.0 0.0
Labor Accident Severity Rate *2 0.0000 0.0000 0.0000
Industrial Accident Frequency Rate (Electronics) 0.34 0.63 0.50
Industrial Accident Severity Rate (Electronics) 0.03 0.07 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.
Employee Health Promotion

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. We conduct annual health checks and have a consultation system for the employees diagnosed with health problems as well as the face-to-face checks and advice given by our industrial physicians. The health check rate in FY2019 was 100% throughout the DMC Group.

Mental Health

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.