Basic Policy
Artner’s Management Philosophy is “Engineer Support Company:
We support our engineers’ dreams,” and our Purpose is to
“support the growth and self-actualization of engineers, who are
Japan’s world-class assets.” As they embody, we have promoted
our business as a corporation that exists for the sake of engineers’
growth while always asking ourselves what we can do for
them. We believe that creating value for the engineers themselves
will, in turn, create value for Artner. We also believe that
talent is our greatest business asset, and that talent development
and organizational development are key areas essential to
the Company’s growth.
Governance
Artner has established a Sustainability Committee to maximize
the value of our human capital. The Committee is composed
mainly of Directors who are not members of the Audit and
Supervisory Committee (including the President and CEO),
Directors who are Audit and Supervisory Committee members,
as well as division heads and managers. The Committee is held
four times a year. At each meeting, the members hold
discussions to promote and manage the progress of issues and
initiatives related to human capital. The Director/Head of the
Management Division serves as the overall supervisor and the
Management Division’s General Affairs and Human Resources
Group functions as the Health and Productivity Management
Promotion Office to plan, operate, and promote different
health-related initiatives. The Board of Directors oversees
sustainability matters, including occupational health and safety,
and deliberates on key issues such as respect for human rights,
the promotion of diversity and inclusion, and talent development
and retention.
Strategy
We believe that supporting the growth and self-actualization of
engineers, who are Japan’s world-class assets, and creating
value for the engineers themselves will, in turn, create value for
Artner. We consider our engineers to be not only assets of
Artner, but also shared assets of Japan, and we nurture
engineers as a platform to support their growth and
self-actualization based on our policy on talent development.
Amid a rapidly changing work environment and mindset, driven
by talent mobility and diversity, we will strive to promote the
happiness of working engineers and create a new model for “life
as an engineer.”
We are also committed to providing a satisfying work
environment and supporting the growth and self-actualization of
each and every one of our staff members, as stated in our basic
sustainability policy: “aiming for the happiness of all
employees.”
Risk Management
At Artner, the Compliance and Risk Management Meeting
identifies human capital risks and Opportunities and monitors
their progress. Risks that may have a significant impact on
investors’ decisions include the following.
Risk | Opportunity | |
---|---|---|
Effectiveness of education and training | There is a risk that the training does not turn out to be as effective as expected and the unit price of engineers does not increase due to low client satisfaction, as well as the risk that we fail to satisfy the requests from clients, and they start to make complaints. | If engineers’ skills improvement raises client satisfaction and client ratings, the unit price of engineers may increase and our competitiveness in the industry may elevate, creating opportunities for corporate growth. |
Securing science and engineering graduates | We consider science and engineering graduates to be an important managerial resource. There is a risk that the population of science and engineering graduates may decrease due to the declining birth rate and other factors, making it significantly more difficult to hire talented graduates. | We hope to resonate with students by highlighting our recruitment method (we hire talent who meet the requirements of their intended destination, provide them with education and training as engineers, and only then assign them to projects), as well as the fact that Artner is a job-based employment company that emphasizes their skills and they will be able to quickly advance their careers while gaining experience in a variety of projects. By acquiring and training outstanding talent, we can expect to maintain and strengthen a stable earnings base. |
Securing career engineers | We consider engineers with work experience to be an important managerial resource. There is a risk that the competition to secure career hires may intensify due to a shortage of engineers who wish to change jobs as a result of booming design and development activities in the manufacturing industry, making it significantly more difficult to hire talented career engineers. | We hope to resonate with job seekers by highlighting our recruitment method (we hire talent who meet the requirements of their intended destination, provide them with education and training as engineers, and only then assign them to projects), as well as the fact that Artner is a job-based employment company that emphasizes their skills and they will be able to quickly advance their careers while gaining experience in a variety of projects. By acquiring and training outstanding talent, we can expect to maintain and strengthen a stable earnings base. |
Indicators and Targets
The Company has established indicators and targets to evaluate
the effectiveness of human capital initiatives in line with our
Medium-Term Business Plan. The targets we set are reviewed
according to changes in the external environment and our
progress made on human capital measures.
*For human capital KPIs, targets, and results, see “Non-Financial
Data (KPIs, Targets, and Results)” on pages 61 and 62.
Declaration for Health and Productivity Management
Based on Artner’s management philosophy of being an Engineer
Support Company, we at Artner believe that ensuring the
health and peace of mind of employees at work will eventually
result in achieving the happiness of all the employees and
reflection within the company.
Under our mission to promote human resource development
and the happiness of all the employees, we declare that we will
work to create a workplace environment where each and every
employee can work vigorously and in good mental and physical
health.
Organization
The Director/Head of the Management Division will serve as the
overall supervisor and the Management Division’s General
Affairs and Human Resources Group will function as the Health
and Productivity Management Promotion Office to plan, operate,
and promote different initiatives.
In promoting the initiatives, these stakeholders will collaborate
with the Health and Safety Committee, industrial physicians,
and health insurance societies, and report on the progress at
the Sustainability Committee meeting.
Health Management Results
KPI | Target | FY2022 | FY2023 | FY2024 |
---|---|---|---|---|
Periodic health checkup, consultation rate | 100.0% | 100.0% | 100.0% | 100.0% |
Stress check, consultation rate | 100.0% | 82.8% | 78.9% | 82.6% |
Annual paid leave, acquisition rate (overall) | 80.0%or more | 76.5% | 85.0% | 84.9% |
Annual paid leave, acquisition rate (engineers) | 80.0%or more | 76.5% | 85.2% | 85.7% |
Improving health literacy (through training), attendance rate | 100.0% | 100.0% | 100.0% | 100.0% |
BMI below 25, ratio | 75.0% | ー | 69.9% | 71.1% |
Improving productivity (eliminating presenteeism): Assessment of work-related functionality*1 | 100.0% | ー | 92.3% | 92.1% |
Average age | ー | 30.2years old | 30.3years old | 30.4years old |
Average years of service | ー | 6.3years | 6.5years | 6.6years |
Absenteeism: Absence rate | 0.00% | 0.68% | 1.17% | 0.98% |
Number of occupational accidents | None | 3 | 10 | 6 |
Occupational accident-related fatality rate | 0.0% | 0.0% | 0.0% | 0.0% |
Downtime due to occupational accidents | 0.00hours | 76.00hours | 34.17hours | 52.50hours |
Percentage that received health and safety training, attendance rate | 100.0% | 100.0% | 100.0% | 100.0% |
Percentage of employees who have received training on diseases unique to women | 100.0% | ー | ー | 87.8% |
Work engagement score*2 | 2.7 | ー | ー | 2.6 |
*1 Measurement method: Wfun (a survey developed by University of Occupational and Environmental Health, Japan to measure the extent of work-related functional impairment
caused by health issues)
*2 Measurement method: New Brief Job Stress Questionnaire (work engagement is a state where employees feel vigor, dedication, and absorption toward their work)
Mental Health Care for Employees
To support the mental and physical health of our employees, we
provide them with mental health care from professional counselors,
thereby helping in the prevention and early detection of
mental health issues.
Occupational Health and Safety
By considering the occupational health and safety of our
employees, Artner strives to enhance enterprise value and
create an organization where all the employees can work safely
and with peace of mind. In addition, because we believe that
the ability of our employees to work in good health and with
peace of mind will result in the well-being of all the employees
and reflection within the company, we promote employee health
management and health promotion initiatives.
Risks Related to Potential Hazards
Involved in Labor
We strive to prevent accidents and reduce the risk of accidents
occurring by providing health and safety education for employees
when they join the company and when they are assigned to
clients.