Human Resources Management

DNP is implementing its unique value objective system, the "DNP Value Objectives System (DVO)," with the aim of strengthening team capabilities, transforming management, fostering trust within the organization, and Value Creation. Once a year, DNP sets "AP goals" based on organizational KPIs, as well as "team goals" to encourage autonomy, independence, and organizational culture reform for each employee and team, "growth goals" to promote growth and talent development, and "challenge goals" to motivate and support challenges. Progress toward each goal is checked through weekly team meetings and monthly 1-on-1 meetings. Furthermore, by clarifying the link between DVO goals and the performance evaluation system, DNP aims to support initiatives such as "challenges," "team goals," and "career autonomy" through the DVO system, and to create an evaluation system that places greater emphasis on the "actions and processes" involved in these initiatives, thereby increasing individual satisfaction. Through this initiative, DNP is promoting the cultivation of team spirit among employees, the visualization of results and processes, and support for autonomous careers.

DNP's personnel evaluation system evaluates not only performance and results, but also employee behavior and processes, such as contributions to the team, collaboration with other division, and support for others. Throughout the year, based on the expected roles and results (=expected contributions) required for each job group and grade, DNP monitors each employee's efforts and results in real time through the "DNP Value Goal System," weekly team meetings, and monthly 1-on-1 meetings. Based on this, at the end of the fiscal year, DNP evaluates the performance of expected roles and results toward achieving AP goals, the status of actions and processes toward team goals according to each grade level, the progress toward growth goals (talent development goals) and role level advancements, and the content related to commitments toward challenge declarations. Furthermore, a comprehensive evaluation is conducted by taking into account the progress toward goals and the degree to which expectations are met by job group and grade based on the role level table.

 DNP strictly prohibits all forms of discrimination in any respect,including but not limited to culture,nationality, race, ethnicity, language, religion, creed, personal beliefs, sex, age, physical characteristics, social status, sexual orientation, gender identity, health status, the presence of disabilities, or employment status, and marital or partnership status.We conduct fair recruitment and selection for all applicants based on individuals' aptitude, ability, and motivation.

• We disclose to applicants the qualities we look for and the details of our selection process.
• To provide applicants with realistic view of DNP, we have introduced a recruiting partner system in which young employees act as recruiting partners.
• To meet the needs of educational institutions and students who want to experience real-world business activities, we hold internships and workshop events where participants can gain work experience.
  In the 2025 academic year, 35 students participated in one long-term internship in the business course, and 111 students participated in 58 long-term internships in the technology course. In addition, 922 students participated in short-term workshop events.

• There is no age limit, and applications are accepted through our website.
• The specific job descriptions for the positions we are recruiting are clearly presented.

In order to create an environment in which each employee can maximize their strengths, the DNP Group launched a joint labor-management project in 2004 and began initiatives such as reducing working hours by improving work efficiency and encouraging employees to take annual paid leave. Since 2009, these initiatives have evolved into "Workstyle Reform" activities, which involve making effective use of time resources and increasing the added value of work.

Currently, in order to realize "value-creating work styles," we are implementing measures to maintain and improve the physical and mental health of all employees, as well as to enhance their well-being and engagement. By creating an environment where employees can feel both motivated and comfortable working, we are improving productivity and fostering an organizational culture that is conducive to innovation.

We have introduced a flexible retirement system that enables employees to continue working as professionals at workplaces even after they reach age 60.

We promote an optimal and highly productive hybrid work style that leverages both face-to-face and remote work, such as working from home, at satellite offices, or on the go, supported by a well-established and efficient IT environment.

We provide information about retirement allowance, public pensions, and other topics through a labor–management joint initiative to enable each employee to develop their own optimal life plan and live a fulfilling second life.

The Second Life Preparation Guidance for employees aged 51 was held in 12 sessions, with 500 employees and family members participating. The Second Life Last Minute Guidance for employees aged 58 was also held in 13 sessions, with 690 employees and family members participating. In addition, the Life Planning Seminar for Starting in Your 20s for employees in their 20s and 30s was held in two sessions with 143 participants.

We support employees and their families in realizing a fulfilling life plan by utilizing the social insurance system and the company's employee benefit system. In FY2025, there were many inquiries regarding retirement benefits and pensions, with 383 inquiries mainly from middle-aged and senior individuals.

We have established a system where employees can consult with lawyers, judicial scriveners, tax accountants and other specialists regarding personal problems or matters they wish to know about, such as housing (financial planning, property selection, design, construction, renovations, etc.), law (inheritance, family relations, traffic accidents, etc.), tax, harassment, etc. The consultation office not only responds to the concerns and questions of employees but also their families and serves as a consultation desk that provides comprehensive support to DNP Group employees. In FY2025, there was an increase in consultations related to inheritance due to system reforms and housing due to social conditions, and 822 consultations were received.

DNP has made "TAIWA（dialogue）" as one of its "guiding principles" formulated in 2001 and regularly conducts various surveys to incorporate employee feedback into its corporate activities.

Starting in 2021, in order to clarify employee engagement and the actual conditions of each workplace and foster a better corporate culture, we have introduced "Wevox," an engagement analysis tool provided by Atrae, Inc., to approximately 30,000 DNP Group employees and are conducting engagement surveys every month. Each organization engages in "TAIWA（dialogue）" based on the survey results, which are used for improvement activities on various themes and strengthening teamwork.

In addition to these engagement surveys, we also conduct surveys on the state of "mental capital" and "psychological safety" as outlined in the "DNP Group Declaration on Health".  We also conduct surveys on the progress of diversity and inclusion promotion and use the results to improve our personnel systems based on employee feedback.

To foster children’s interest in work and promote communication between employees and their families, we regularly hold a workplace tour event for children called DNP Family Day (formerly DNP Family-Friendly Day). This event not only increases employee motivation but also provides an opportunity for families and organizations to reflect on work-life balance.