Human Resource Development

Basic Policy

To steadily implement the DBJ Group’s value creation process, which aims to create both economic and social value, and to realize Vision 2030, our long-term vision for our future, it is imperative for us to nurture excellent employees who can implement the distinctive business models of the Group, including its integrated investment and loan services.

To this end, we think it is important to create structures in which employees will be highly motivated. Improving the value of human capital is one of our most important priorities, and DBJ is taking concrete steps to achieve this goal.

Human Resource Development Vision

DBJ’s role has evolved and developed substantially to meet the needs of the times. DBJ considers such innovation crucial to maintaining its leadership position in the constantly advancing field of finance.

To develop its all-important human resource assets, DBJ encourages autonomous and pioneering behavior in its employees as financial professionals in keeping with the vision of “generalists who can be specialists in many fields.” While it is important to acquire specialist knowledge, responding to society’s constantly changing needs also requires broad experience, deep knowledge, and the ability to see the big picture. We continue to build a wide variety of systems based on this philosophy.

Outline of Human Resource Training System

Outline of Human Resource Training System

Specific Initiatives to Increase the Value of Human Capital

Intensification of the Hiring and Exchange of Human Resources across the DBJ Group

DBJ will strengthen its hiring processes and practices and secure the personnel necessary across the entire Group to implement its sector strategy, function strategy, and area strategy.

The DBJ Group will also work to further disseminate its long-term vision, Vision 2030, and its value creation process by strengthening the exchange of human resources across the DBJ Group.

Skills Development

The DBJ Group develops human resources through practical on-the-job training and extensive training opportunities.

  • Employees are strategically rotated so that they steadily develop highly specialized skills by gaining practical and diverse experience and broad perspectives in multiple departments and outside institutions.*
    * DBJ dispatches employees to national government agencies, Group companies around the world, and companies that have received investments.
  • New employees receive thorough growth assistance with approximately three months of DBJ’s own accounting and financial analysis courses and a full year of new-employee training programs.
  • In addition to work-related training, DBJ provides not only supplementary programs for self-improvement but also a skills development program, extensive in terms of both quality and quantity, that provides rank-based training for required subjects whenever necessary.
  • Opportunities to study abroad at overseas universities and training systems are made available for developing global human resources. DBJ also operates its own leadership training program (entirely in English) in collaboration with top overseas universities for young employees and management-level employees.
  • Almost all training has been moved online due to the COVID19 pandemic, and DBJ continues to proactively enhance the flexibility and sophistication of classroom training environments.
  • DBJ plans to develop and advance initiatives to prepare personnel for engaging in investment and loan activities to realize a sustainable society based on GRIT Strategy.

Diversity Management and Productivity Improvements

To promote workplaces where diverse human resources can work together, DBJ encourages mutual understanding and takes steps to improve the productivity of each employee.

  • Improve productivity and resilience with systems that facilitate flexible work-styles, such as working from home, and flexible work schedules with core hours. Ensure a system where work is pursued while placing the highest priority on the health and safety of our executives and employees, allowing work-from-home arrangements and staggered working hours to mitigate the spread of COVID-19.
  • Hold seminars with care experts, to enhance work and leave systems for child-rearing and elderly care—for example, maternity leave, reduced working hours, and childcare participation leave.
  • Create and distribute a guide to balancing work with childrearing and elderly care, and holds “iku-boss” seminars for members of management to enable them to support employees using these systems while improving team productivity. Also hold seminars for furthering understanding of people with disabilities and promotes the building of cooperative relationships among staff to further mutual understanding.
  • Continue to advance initiatives while planning new interactive events and seminars about career development to advance the empowerment of women in the workplace.
  • Support the physical and mental well-being of its officers and employees with courses about self-resilience, as well as by offering a counseling system staffed by outside professionals, in addition to periodic health checkups.

Motivation and Engagement

We constantly ask ourselves if we have laid the proper foundation for genuinely motivating officers and employees to take the initiative in accordance with the DBJ Group’s corporate philosophy.

  • DBJ conducts engagement surveys for employees, evaluates the results of these surveys, and creates action plans that enable each department to increase motivation through improvement activities.
  • In training about career formation, DBJ creates opportunities for furthering understanding of its corporate philosophy and constructive dialogue about improvements and practical approaches.

Employees’ Use of Childbirth and Child-Rearing Support Systems, Number of Employees in Training Courses (non-consolidated)

Ratio of employees returning to work after taking childcare leave (number of employees having completed childcare leave in fiscal 2020) 22/22 (100%)
Ratio of male employees taking childcare leave (employees who had a newborn child in fiscal 2020) 111.4%
Rehiring system (number of registrants as of March 31, 2021) 25
Employees who use reduced working hours for childcare and nursing care 63
Participants in “iku-boss” training (cumulative total) About 240
Seminars for finding childcare facilities (cumulative total) About 210