Relation Between the Human Resource Strategies and Management Strategies, and the Basic Policy

In the medium-term management plan (FY2024 to FY2027), the Group focuses on core management strategies, namely, strengthening existing businesses, expanding business areas, and fostering our corporate culture, to expand the foundation for growth and improve productivity. The Group considers human resources as the most important capital in executing these management strategies. Given that the very source of its corporate value lies in transferring and advancing the instrumentation engineering technology cultivated since its founding, enhancing human capital is essential in meeting the strong market needs of recent years, which are expected to continue. Specifically, the Group deems the following actions important: strengthening the organizational structure by increasing the number of employees; enhancing employees’ skills and capabilities through education and training; and creating an environment that motivates employees and enhances employee engagement to maximize their performance. Its basic policy is to enhance human capital from three perspectives: securing human resources; nurturing human resources; and empowering human resources.
Specifically, under its human rights policy, the Group aims to create a workplace where diverse human resources, including women, young employees, elderly employees, mid-career personnel, and persons with disabilities, can grow and play active roles. Furthermore, it identifies the strengthening of human capital as a management issue to comply with the maximum overtime regulations that became applicable from FY2024 and address the shortage of human resources, and is working on related efforts.

Strategy for securing human resources

The Group aims to improve its retention rate by recruiting diverse human resources throughout the year without limiting itself to new graduates, promoting the hiring of women, promoting the active participation of non-regular employees, ramping up the hiring of young employees, securing elderly employees by raising the retirement age, among other initiatives, as well as by supporting upskilling and motivating employees after they join the Company.

Strategy for nurturing human resources

To develop the secured human resources into professionals in their fields, the Group has systematic nurturing programs in place tailored to their levels of experience, skills, responsibilities, etc. The Group is committed to nurturing human resources through various measures, including position-specific training to improve logical thinking, problem-solving, and management skills; specialized technical training at facilities such as the Dengi Academy and Technical Center; an on-the-job training (OJT) system through a trainer system; a personal development program and a reskilling program through e-learning, etc.; a program to support the acquisition of various qualifications; and regular career self-assessments and career interviews with employees by managers and the human resources section of the headquarters.

The Dengi Academy, launched in April 2024, provides new employees with group training (including on-site training) for one year after they join the Company. The training ensures that young engineers promptly grow into full-fledged professionals by concentrating on learning the instrumentation technology, which forms the foundation of our business, from fundamental to advanced levels. It also ensures that consistent and high-level technical capabilities are maintained and strengthened across the Company through training on the same educational platform.

Furthermore, the Group acquired approximately 5,000 m2 of land for construction in Narashino-shi, Chiba in June 2025, and has been driving forward the establishment of a new training and research and development base as a place for the transfer of our accumulated expertise and for technological innovation that pioneers the future. Its full-scale operation is slated to start in a few years. The Group plans to use this facility as the core for further improving the efficiency and the sophistication of our human resource nurturing and for strengthening our human resource nurturing foundation. We also aim to further strengthen human capital through employees’ self-driven growth and enhanced engagement.

Strategy for empowering human resources (creating a comfortable workplace, promoting health and productivity management, and respecting human rights)

We have embraced well-being-oriented management in the interest of creating better working environments. The Well-being Committee, chaired by the President, meets on a monthly basis to work on measures aimed at promoting diversity, safeguarding employee health and safety, improving work-life balance by addressing long working hours and supporting balancing work with situations outside work, developing working environments and various systems that emphasize engagement and motivation, and promoting health and productivity management.

Under the Nihon Dengi Group Health Declaration, the Group is also actively working on making its health and productivity management efforts more visible, including by being certified as Health and Productivity Management Outstanding Organization (Large Enterprise Category) for the seventh consecutive year.

Under the Nihon Dengi Group Human Rights Policy, the Group has established action guidelines to respect the human rights of all officers and employees of the Group who are affected by the Group’s business activities as well as all business partners involved in the Company’s business operations, including suppliers, and is working to put the guidelines into practice.

The above three strategies interlock with each other, generating a virtuous cycle comprising the following: securing excellent human resources; systematic nurturing; producing results by creating systems and a workplace that encourage workers to show their abilities; and securing additional excellent human resources by becoming an appealing workplace. The Group aims to simultaneously improve productivity and expand the foundation for growth through this virtuous cycle, thereby reliably executing the management strategies and sustainably enhancing its corporate value.

Reference information

Indicators and targets

Status of measures adopted