Materiality
Materiality
Materiality
We identified four items of business materiality and two items of management foundation materiality to achieve our vision. We will strive to create social and economic value and aim to continuously improve dip’s corporate value with all employees working together under our Philosophy and contributing to resolving social issues based on materiality.
For more information on materiality, please visit the following URL
https://www.dip-net.co.jp/files/1911
Process for Identifying and Reviewing Materiality
dip identified its materiality in the fiscal year ended February 2023, and have been continuously reviewing it based on trends in the international community and feedback from stakeholders. During the fiscal year ended February 2024, we reviewed our materiality in light of the impact of advances in AI and other technologies on the labor market in Japan and incorporated them into, our medium-term management plan ‘dip30th.’ In the previous review, we evaluated and thoroughly discussed the impact of advances in AI and other technologies on the labor market, users, customers, and the Company. The discussions did not lead to any changes in materiality items, but the results were reflected in the descriptions of materiality, and initiatives are already under way accordingly.
Step 1：Selection of social issues
We compiled a list of social issues by reference to international guidelines, macro trends in specialized fields, requests from the ESG evaluation organization, our philosophy, opinions from experts and so forth; then analyzed risks and opportunities based thereon.
Step 2：Assessment and identification of issues
We prepared a draft (amendments to) materiality in keeping with dip’s philosophy by assessing the level of importance of each item from two perspectives—importance from the perspective of social sustainability and importance from the perspective of dip’s sustainability (in terms of finance)—and taking stakeholders’ views into account.
However, we decided to leave “climate change,” which currently has limited importance from the perspective of dip’s sustainability (in terms of finance) but is highly important from the perspective of social sustainability, on the draft materiality list.
Step 3：Dialogue with experts
We held dialogue with experts regarding the draft (amendments to) materiality and confirmed its validity.
Step 4：Resolution of the Board of Directors
We reflected the draft (amendment to) materiality in our medium-term management plan and finalized materiality after deliberation at the Sustainability Promotion Council meeting and with a resolution of the Board of Directors.
Non-financial KPIs related to social value created by "dip30th
At dip, the Sustainability Promotion Council is proceeding with discussions on the formulation of KPIs to measure the targets and progress toward each theme of materiality.
Currently, the following non-financial KPI targets have been established, and efforts are being made to achieve the targets.
| Materiality | KPI | Result | Targets | ||
| FY’25/2 | FY’25/2 | FY’27/2 | |||
| Created of diverse employment opportunities Elimination of employment mismatches | High-quality jobs that meet the needs of diverse occupations, job types and work styles*1 | 1.27million*7 | Remain No. 1 in the industry | 1.68million*7 | |
| Number of jobs welcoming seniors | 0.37million*7 | 0.40million*7 | 0.45million*7 | ||
| Number of jobs that allow flexibility for childcare/nursing care | 0.64million*7 | ‐ | 0.80million*7 | ||
| Number of jobs available to foreigner workers/foreign students | 0.16million*7 | ‐ | 0.30million*7 | ||
| Number of jobs accepting high school students | 0.13million*7 | ‐ | 0.15million*7 | ||
| Number of workers in the medical, nursing care, and social-welfare industries*2 | 22,000 | ‐ | 25,000 | ||
| Improving human resources ,economic productivity ,and Creation of rewarding workplaces | Number of companies that have introduced DX and are subject to billing in the areas of recruiting, human resources, and sales promotion | 14,000 | ‐ | 30,000 | |
| Number of jobs for which hourly wage increases or other improvements have been realized*3 | 0.93million*7 | 1.00million*7 | 1.25million*7 | ||
| Promoting DEI Respect for human rights | Jobs without age bias in hiring (number of jobs with optional age input) | 0.42million*7 | ‐ | 0.65million*7 | |
| Employment Opportunities for People with Disabilities | Long-term campaign | Year-round campaign | Year-round campaign | ||
| Certified as a provider of excellent recruitment information | Maintained | Certificate received/maintained | Certificate received/maintained | ||
| Number of cases violating labor laws and regulations | 0 | Maintain 0 | Maintain 0 | ||
| Prohibit all postings that may be considered human rights violations | implemented | Continued to implement | Continued to implement | ||
| Response to the climate crisis | GHG emissions from all offices and data centers | Scheduled to be disclosed in July | Scope1+2 and data center virtually zero*8 | Scope1+2 and data center virtually zero*8 | |
| Strengthening human capital connected with Philosophy | Engagement Index*4 | 3.59 | 4.0 | 4.2 | |
| Percentage of female employees hired as new graduates and later promoted to management positions | 43.6% | 50% | 50% | ||
| Percentage of females in management positions | 36.8% | 40％ | 40% | ||
| Percentage of female employees taking childcare leave | 100% | 100% | 100% | ||
| Percentage of female employees returning to work after childcare leave | 100% | 100% | 100% | ||
| Percentage of male who take childcare leave*5 | 100% | 100% | 100% | ||
| Percentage of employees with disabilities*6 | 2.7% | Statutory employment rate or higher | Statutory employment rate or higher | ||
| Percentage of paid leave taken | 80.7% | 80% | 80% | ||
| Job turnover rate | 19.9% | 10.0％ | 10.0% | ||
| Training time | New graduate training | 515hours | Continue to expand | Continue to expand | |
| New manager training | 52hours | ||||
| Next generation leaders development training | 150hours | ||||
| Strengthening governance | Percentage of independent directors | 2/3*9 | 2/3 as a target | 2/3 as a target | |
| Percentage of female Directors | 33.3％*9 | 50% as a target | 50% as a target | ||
| Number of material legal violations | 0 | Maintain 0 | Maintain 0 | ||
| Compliance training and testing participation rate | 100% | Maintain 100% | Maintain 100% | ||
| Number of investor interviews | 377/year | 500/year | 550/year | ||
*1: Videos, work experience functions, posting of “Message from dip-san,” etc. Measures will be taken to further increase quality
*2: Total number of workers who obtained a job by Permanent Placement Service and the number of workers by Media Service (in-house estimate)
*3: Increased hourly wages, bonus for continued service, incentive payments upon employment
*4: Indexes in our ES (Employee Satisfaction) surveys (maximum 5)
*5: Based on the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members, the percentage of employees taking childcare leave, etc. and leave for childcare purposes as stipulated in Article 71-6, Item 2 of the Ordinance for Enforcement of the Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members is calculated.
*6: * As of June 1 (as of the Ministry of Health, Labour and Welfare’s report on the status of employment of people with disabilities), the statutory employment rate for private companies is 2.5% (revised in March 2024)
*7:As of end of February
*8: Scope 1 and Scope 2 (city gas and electricity in all offices. Recreation facilities and data centers are included in the scope of calculation for Scope 1 and 2 from the FY’23/2.)
*9: As of May 31, 2025