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.
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.
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.”
Our main business, which is the engineer dispatching business, consists of a cycle of recruitment, training, sales, and support activities. The Company must address the following issues for future business expansion.
We view securing and increasing the number of talented engineers as an essential requirement for the expansion of our business. Therefore, we will strive to secure high-quality talents that meet the market needs by implementing measures such as improving our recruitment criteria, securing recruitment opportunities, hiring diverse and inclusive talents, optimizing the composition of engineers by field and business domain, and optimizing the composition of new graduate and career hires.
With regard to the recruitment of new graduates, we will conduct company information sessions and interviews, etc., either online or in person, for students in order to secure participants in the selection process. We will also regularly provide detailed follow-ups to universities and prospective employees, and hold get-togethers for prospective employees in an effort to increase the percentage of prospective employees who join the Company.
At Artner, we are building a “T-shaped specialist education system,” a system for improving the skills of each and every engineer, in which the horizontal axis represents specialized knowledge and work skills, and the vertical axis represents general education and communication capabilities. Through this system, we will strive to enable new employees and workers with little or no experience to participate in cutting-edge projects at an early stage and shift their careers to growing industry fields.In addition, we will strive to improve the technical and human skills of our staff by holding skill development seminars for all employees and human development training for managers.
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.
The Company strives to improve the skills of its engineers by providing training programs that have been developed based on many years of experience. However, if the training does not turn out to be as effective as expected and the unit price of engineers does not increase due to low customer satisfaction, and/or if we fail to satisfy the requests from clients and they start to make complaints, our financial status and business performance may be affected.
Conversely, 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.
We consider science and engineering graduates to be an important managerial resource, but if the population of science and engineering graduates were to decrease due to the declining birth rate and other factors, making it significantly more difficult to hire talented graduates, our financial status and business performance could be affected.
Conversely, we hope to resonate with students by highlighting our recruitment method—we hire talent to 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 that they will be able to quickly advance their careers while gaining experience in a variety of fields. By acquiring and training outstanding talent, we can expect to maintain and strengthen a stable earnings base.
We consider engineers with work experience to be an important managerial resource. However, if the competition to secure career hires intensifies 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, the Company’s financial status and business performance may be affected.
Conversely, we hope to resonate with job seekers by highlighting our recruitment method—we hire talent to 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 that they will be able to quickly advance their careers while gaining experience in a variety of fields. By acquiring and training outstanding talent, we can expect to maintain and strengthen a stable earnings base.
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.
ESG Data
