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.
DMC aims to promote diversity by developing a corporate climate that respects and accepts the individuality of each employee. We place importance on mutual understanding in order to be a company where all employees can play an active role, regardless of age, gender, nationality, disability, religion, or culture. 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.
Human-Resource-Data
| Scope | Unit | FY2022 | FY2023 | FY2024 | Coverage rate | |||||||
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Male | Female | Total | Male | Female | Total | Male | Female | Total | ||||
- * The Iwaki factory, which took over the touchscreen manufacturing department from NKK Switches Co., Ltd., has been added to the scope of calculation from 2021. In addition, the number of employees increased in 2023 due to a merger with Seedsware
- * Coverage rate is calculated based on the number of people and reflects data from FY2024
- * Figures for the number of new graduates hired, the number of mid-career hires, and the turnover rates are as of FY2024.All other figures are as of December 31, 2024
Promotion of Diversity
Promotion of Women’s Empowerment
DMC promotes women’s empowerment and proactively recruits female employees.We recruit based on gender-neutral, common standards 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. In FY2024, in line with the Act on the Promotion of Women's Active Engagement in Professional Life, we formulated an action plan for April 2025 to March 2028 to promote the utilization of childcare leave and paid leave, intending to create a work environment that supports work-life balance and makes childcare easier for both men and women. In addition, we are working to raise awareness of childcare and nursing care leave systems among all employees, encourage male employees to take childcare leave, continue “Ikuboss” training for managers, and improve our work-from-home system.To improve the annual paid leave utilization rate, we are encouraging employees to take leave by publishing the annual paid leave utilization rate and the rate of childcare leave utilization by male employees.
Employment Continuation System (Reemployment System)
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Reemployment-Rate
FY2022 FY2023 FY2024 -
At DMC and DMC Iwaki, we have 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. The reemployment rate in FY2024 was 100% (coverage rate 42%). 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.
Promoting the Employment of Individuals with Disabilities
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Employment Rate of Individuals with Disabilities
FY2022 FY2023 FY2024 *Figures for FY2023 have been retrospectively amended
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At DMC and DMC Iwaki, we respect the right of individuals with disabilities to work, and actively recruit from this valuable pool of human resources. As of the end of December 2024, the employment rate for people with disabilities was 1.61% (coverage rate 42%). We will continue our efforts to improve this employment rate.
Policy on Minimum Wage and Living Wage
DMC’s basic policy is to comply with minimum wage regulations in each country and pay wages in excess of the minimum wage.
Work-life Balance
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. DMC also works to increase the productivity and satisfaction of employees through work-style reform.
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.
With regard to overtime and holiday work, an online attendance management system has been used since July 2022 to enable efficient understanding of working hours and to ensure employees’ monthly working hours are monitored. We notify individual employees whose actual working hours are close to exceeding the limit to prevent excessive overtime work.
And regarding overtime work, we ensure fair and proper payment in accordance with the Salary Regulations.
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Japan
- Average monthly overtime working hours per employee in FY2024 was 5.3 hours, which achieved the FY2024 target of a domestic average of 8 hours or less per month.
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Overseas
- In consideration of the health of employees, the Indonesia Factory has set a daily overtime limit of no more than 3 hours with data managed by division on a daily basis. At the end of each workday, the head of each division checks to ensure that the overtime limit has not been exceeded. The annual paid leave utilization rate in FY2024 was 86.3%, Work-life Balance falling short of our 90% target.
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Rate of Annual Paid Holiday UsePaid-Leave-Utilization-Rate
FY2022 FY2023 FY2024 -
Average Monthly Overtime Hours (per person)Average-Monthly-Overtime-Hours
FY2022 FY2023 FY2024 -
Total Hours WorkedTotal-Working-Hours
FY2022 FY2023 FY2024
Implementation of a Remote Working System
We view remote work as a pathway to diverse working styles and have partially introduced it according to work conditions. Going forward, we will fully examine issues and points of improvement identified through the system’s ongoing operation, and discuss the rules, scope, application, and approval methods, as well as the appropriateness of full-scale implementation.
Support for Child Rearing and Nursing Care
The DMC Group has childcare/nursing care leave, and hourly childcare leave systems in place at Group companies in Japan to ensure that employees caring for children and family members requiring care can continue to work during different life stages. In response to the revision of the Child and Family Care Leaves Act, we have started implementing systems within the company, including the availability to take hourly leave to care for children, paid leave, or family care leave, as well as a postpartum paternity leave (childcare leave at time of birth) system.
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 FY2024, no male employees and three female employees took childcare leave, while one male employee took caregiving leave.
Employee Satisfaction Surveys
The Indonesia Factory conducts an annual employee satisfaction survey in an effort to improve the working environment. All employees, including temporary employees, are asked to respond to the survey in the form of a questionnaire in five categories: functions of the general affairs and human resource divisions, management policies and strategies of the company’s management team, the state and operation of the company organization, leadership, and the work environment. The results are fed back to all employees, and KPIs are established for items that receive poor evaluations in order to make improvements while implementing the PDCA cycle. We continue to implement training aimed at improving employee capabilities and ensuring fair evaluation by supervisors, to enhance employee motivation. In addition, to enhance communication with employees at the Indonesia Factory, a monthly breakfast meeting is held (with about 120 participants per meeting) to share information with management.
Human Resource Development
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 System & Operation
DMC fosters the mindset required to realize the USCO Group’s slogan “contributing to society through the persistent growth of companies keeping in mind the hopes, dreams and happiness of our employees and their families.” and establishes a wide range of systems and tools to promote skill development and career advancement, thereby fostering human resources who support our business activities.
Skill Maps as Annual Training Plans
We have created annual training plans called “Skill Maps” for each employee. Individual skill improvement goals are set and reviewed quarterly using a “Challenge Sheet” (personal evaluation sheet covering performance, competency, and skills). These goals are evaluated and reflected upon each quarter during interviews with department heads. Skill goals set in the Challenge Sheet are integrated into the Skill Map, including general and specialized items for each department.
HR Evaluation Based on Challenge Sheets
Evaluations based on the Challenge Sheet are recorded quarterly, combining self-assessment by the employee and assessment by the department head. Final HR evaluations for employees (permanent employees only) confirm their achievement of goals, with assessments conducted annually by department heads and HR personnel during at least one divisional and HR interview. At the Indonesia Factory, we are also focusing on individual evaluations and human resource development through a personnel evaluation system that utilizes Balanced Scorecard.
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.
Training for Groups at Different Levels
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FY2022 FY2023 FY2024 -
The Group regularly conducts group training by level with the same content as the USCO Group, either jointly or separately. Training includes the Seminar for Executives, Seminar for Managers and Supervisors, Seminar for Evaluators, Basic Seminar for Managers, and Global Human Resource Cultivation Seminar for New Employees. In addition, by including candidates for managerial positions (assistant managers) for the next term in the Seminar for Managers and Supervisors, which was previously targeted at managers (section managers and above), we are working to develop excellent human resources by fostering awareness at an early stage. In FY2024, the following training was conducted at DMC (non-consolidated) and the Indonesia Factory.
| Training Category | Name of the Training | Scope | Training Topics | |
|---|---|---|---|---|
Human Resource Development for Global Businesss
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Language-Training-Overview
Location Description -
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 Japanese lessons in Indonesia to promote smooth communication between the Head Office and the Indonesia Factory. In FY2024, Japanese language training was conducted once a week by an outside instructor to further enhance communication between engineering divisions.
Work Environment Safety
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 System & Operation
To establish a health and safety management system at our domestic bases in accordance with the Industrial Safety and Health Act, DMC facilitates the assignment of Health and Safety Managers, improvement of the health and safety promotion system, the submission of proposals for improving health and safety, education for health and safety, and measures to improve health status. DMC holds monthly Health and Safety Committee meetings to discuss basic measures to prevent risk and health impairment. The company’s industrial physician attends Health and Safety 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. The Indonesia Factory has established a Safety Management Committee to ensure safety and hygiene for all employees working at the plant. Operations personnel also prepare safety technical reports and report to their superiors every three months. With the revision of the Industrial Safety and Health Act regarding the handling of chemical substances in April 2024, we are determining our response while holding study sessions, having employees attend outside seminars as necessary, and are taking appropriate measures. We have already complied with April 2025 regulatory revisions. This involves participation in standardization meetings for each business and safety and health committee, from which information is then disseminated to the respective sections.
Approaches to the Prevention of Labor Accidents
The DMC Group health and safety management system strives to prevent labor accidents through the following initiatives.
Sharing of Past Cases
Each month, members of the Health and Safety Committee share cases of “near-misses,” “close calls,” or “hazardous” incidents that did not actually result in a labor accident, and conduct regular risk assessments at their workplaces to identify and eliminate or mitigate potential dangers and hazards.
5S Safety Patrols
As a part of 5S safety patrols, we carry out periodic inspections to check dangerous or unsafe sections, and areas where labor accidents have occurred in the past. Requests for Improvement are also issued with the aim of completing improvements within a set deadline. At factories in Japan and overseas, the President, 5S members, and site managers conduct regular patrols of manufacturing sites, and all areas requiring attention are reflected in the work manuals to help raise the safety awareness of employees working on site. As a result of these initiatives, there were no labor accidents in FY2024 (Group-wide). In addition to daily labor accident prevention efforts, we have prepared a manual in case of external leaks of the acid and alkaline solvents used in the etching process prior to their neutralization, and conduct emergency response drills once a year.
| Scope | Unit | FY2022 | FY2023 | FY2024 | Coverage rate |
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- *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 once a year (twice a year for factory employees) 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 FY2022 was 100% throughout the DMC Group. At the Indonesia Factory, a clinic has been established on the second floor of the factory building, and employees are encouraged to visit the clinic for health-related consultations as part of efforts to maintain their health. Furthermore, to create a comfortable working environment, a greening campaign is being carried out on the premises, planting approximately 200 flowering plants.
| FY2022 | FY2023 | FY2024 |
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Mental Health
In Japan, we provide 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. The stress check participation rate in Japan in FY2024 was 94%. At the Indonesia Factory, an in-house clinic serves as the primary point of contact for mental health.