Employees

At DeNA we have the DeNA Promise within our Value as our basic approach to human capital. We welcome the diversity of our employees and are committed to developing a workforce that will be active and contribute to society both within and outside of our company by making the experience with us irreplaceable for all employees involved and enriching their individual lives and careers. We define diversity as bringing different strengths and multiple perspectives to the organization based on each individual's background, experience, skills, and personality, and we have introduced various measures to attract such diverse human resources and provide them with opportunities and venues to make the most of their individuality.

Focus Investment for Human Capital
・Proactive transfers of key personnel
・Programs to allow employees to choose their own locations for growth
・Enabling pursuit of challenges in business creation at Delight Ventures, the DeNA Group’s fund, and at investment target companies
・Going independent, founding a startup, and spinouts available as official career path

*Please scroll horizontally to see the full chart.

Talent Acquisition
In order to strengthen the recruitment of generalist new graduates and high-level mid-career hires who can be successful in any business or environment, DeNA's executives and other ace-level personnel in the business divisions are taking the lead in recruiting activities, customizing the selection flow by job type and updating events through trial and error every year. We are also working to expand our means of acquiring engineers and designers, including the use of side jobs, and have focused on expanding the number of direct hires and branding through owned media, while collaborating with recruiting agencies. In the future, we will focus on acquiring workers in distant locations and expanding our recruitment of engineers, including new graduates.

・DeNA Hiring Open to All Ages and No Application Timeframe Restrictions
At DeNA, we believe that the various experiences of each individual can be utilized in our business. In light of the fact that nowadays people are free to study abroad, start their own businesses, and engage in a variety of other personal activities, we believe that making the point of graduation from university or graduate school the only opportunity to find a job is not conducive to making the most of diverse experiences. Therefore, DeNA's new graduate recruitment activities are open to applicants regardless of age, educational background, or work experience. We also do not limit the application period to a specific time, but rather open our doors to a wide range of applicants at any time.

Human Resource Development and Placement
For human resource development, we have introduced our own in-house recruiting system (OpenQuest) to support employees' autonomous career development, and we are building a place where employees can take on challenging and rewarding work through the latest HR technology and management enhancements. We are also actively engaged in manager training and support.
In terms of human resource allocation, we are actively transferring core personnel so that they can experience various businesses. We also have various systems in place, such as the "Shake Hands System," which allows employees to transfer regardless of the wishes of their current department if the general manager of the other department (the host department) agrees, the "Cross Job System," which allows employees to concurrently work in other departments for up to 30% of their work time at their own request, and the "Side Job System," which allows employees to work outside the company on the side.

Evaluation System
At DeNA, we use our evaluation system to promote the growth of each and every employee by showing the steps of growth and helping them build their strengths. We built our evaluation system based on our values, and we evaluate both recent results and mid to long term contribution. We reward major achievements dynamically, clarify each employee's growth vision and steps, and promote growth by incorporating mechanisms to create and develop strengths.
In order to clearly indicate expected roles and results, we have defined three job categories and seven grades, and promote human resource development by evaluating employees based on two axes: demonstrated ability and results. The compensation system also reflects the abilities and results demonstrated by each employee, and rewards significant contributions dynamically.
For fixed-term employees, the evaluation also reflects the two axes of recent results and basic work approach. We also have a system in place to convert to permanent employee status and encourage career growth.
Evaluations are conducted twice a year, and are thoroughly reviewed within the organization to which the individual belongs to ensure that the individual's contributions are accurately reflected in the evaluation. The results of the evaluation are then communicated to the individual by the manager of their organization.

Corporate Culture
In order to create an organization where DeNA Quality and the DeNA Promise are disseminated and put into practice, DeNA implements an onboarding program to support employees who are new to the organization so that they can play an active role as quickly as possible. In addition, to strengthen management that makes the most of diverse human resources, DeNA conducts management training, 360 degree feedback, and other programs.
In addition, to create an organization with a sense of solidarity through dialogue and interaction, we conduct status checks twice a year by means of an organizational status questionnaire to which all employees answer anonymously. Through this questionnaire we check that each organization is in good shape. In FY2021 we had a 98% average answer rate. Also once a month we have monthly questionnaires that all employees answer anonymously to share their on condition, and this information contributes to ascertaining the status of our organizations and employees.
We also organize employee sports viewing events and promote a hybrid work style that combines work at home and remote work.

Training and Support Systems
We promote employees' skill development and career development based on the characteristics of their job type and position.

・New Manager Training
Training is provided for newly appointed managers. The training is designed to deepen understanding of what is expected of a manager at DeNA and their role to maximize the results of the department and deliver Delight beyond imagination. In addition, we provide training necessary for management on a wide range of topics, including basic management knowledge, evaluation, people care, labor relations, mental health care, and harassment.

・Engineer In-House Study Session
DeNA holds many in-house study sessions on specific technical areas, such as iOS/Android, including "TechTalk," presentations on technology for the entire DeNA Group. Many of them are not closed to individual departments or teams, and anyone can join and see the materials. There is also a follow-up system for starting new study groups, and active study groups are held by active engineers.

・Career Consultation Service
To support the development of employees' abilities and careers, we have established a Career Consultation Service. Employees can discuss any concerns, anxieties, or questions they may have about their careers with counselors. The counselors do their utmost to address the concerns and anxieties of employees who come in so that they can visualize their own career path, thereby helping each individual to independently create their own career.

・Award Program (President’s Award)
Once a year we present awards to employees who achieved spectacular results during the year.

・International Academic Conference Participation Support Program
This program enables employees to participate in international conferences, seminars, forums, and exhibitions around the world at company expense in order to gain access to the world's most advanced information. Four times a year, employees themselves can select which events they would like to participate in. They make proposals based on the benefits of their participation to the company and their own motivations, which are then reviewed.

The DeNA vision states in part that “Each of us harnesses our individual strengths to make our unique business succeed.” The DeNA value includes “Providing Growth Opportunities” in the DeNA Promise, which is our social promise, and “Respect Diversity” in DeNA Quality, which is the cornerstone for employee decision-making to provide Delight. Under DeNA’s basic approach, securing diversity is necessary to provide Delight to society and continuously raise corporate value. Diversity means that each individual brings their own unique strengths and diverse view on matters to the organization from their background, experience, skills, and personality. While DeNA acknowledges that gender, nationality, hiring channel, and other characteristics are related to such diversity, these characteristics are used as one alternative metric.
On the basis of the above approach, DeNA does not only prioritize quantitative measures such as the number of employees with a particular gender, nationality, hiring channel, or other characteristic information. DeNA aims to create a situation where all diverse employees feel they can be successful regardless of their individual characteristics and perform to the fullest to provide Delight. As a part of this effort, DeNA conducted a survey to analyze if employees felt that their gender, nationality, hiring channel, or other characteristic information caused difficulty in being promoted to important positions or achieving success. This survey was titled “Survey on Environment for Diverse Personnel Success,” and conducted from September to October 2021. Of the respondents (702 of 1,346 DeNA regular employees), the percentage of those with a particular characteristic that perceived difficulty in achieving success due to the relevant characteristic were as follows.
Women: 20.6%, foreign nationals: 22.2%, mid-career hires: 15.4%
Based on the above results, DeNA aims to lower the percentage of employees who feel there is difficulty in achieving success in all of the question items and establish an environment and promote various initiatives so that diverse employees can succeed.

In order to ensure diversity, it is also essential to improve management skills.
At DeNA, we offer a program called the Manager Community as a place where managers who do not normally come into contact with each other in the course of their work can learn from and enhance each other's skills in order to encounter different perspectives. The program offers coaching courses and opportunities for dialogue among managers to improve their skills and share knowledge.

DeNA established an organization called the DeNA Women’s Council in 2012 to support employees in balancing both work and life events, which provides comprehensive support for life events particular to women, such as pregnancy, childbirth, and childrearing, to ensure that these events do not impede their ability to pursue their careers. Support includes various measures from pregnancy through the return to work. In 2019 the DWC was renamed the DeNA LIFE DESIGN PROJECT (DLDP), and updated to support employees with balancing work and life events not limited to pregnancy, childbirth, and childcare, but also a variety of life events faced by all regardless of gender, including nursing and caring for family members and their own illness or wellness concerns. DLDP proactively works to create an environment where employees facing such life events can still perform to the fullest within limited time. DeNA is fully committed to supporting employees who want to work so that they can continue to grow no matter their current life stage.
DeNA LIFE DESIGN PROJECT (DLDP) page (Japanese only)

DeNA began testing a work from home program before COVID-19, and the remote work program was formally implemented on July 1, 2020. In this way DeNA is promoting diversity in working locations. As part of our digital transformation (DX) initiatives, we are also steadily digitizing work that previously had to be done in the office, such as finalizing contracts and submitting expense reports. In addition, we are implementing technical measures to ensure information security in a remote work environment.
On the other hand, the office as a gathering place is of great importance. We moved to a new office in Shibuya Scramble Square in August 2021 and at the same time set up our Yokohama office in the expectation that employees could gather in these physical co-creation spaces to engage in high quality offline communication.
The new offices have a free address system rather than assigned desks, and the office space has been designed to accommodate various uses, including co-creation spaces, lounges, and personal booths.
In order to create a suitable combination of remote and office work, we have updated our personnel system by expanding our workplaces and introducing a remote work allowance. We also provide support for the use of shared offices, trial workation policies, and work locations for people who live in distant areas (for example for those who are traveling for work or for childcare or family reasons) as well as opportunities to employee personal interactions.
Starting in June 2022, we have also introduced a system to change the limit of commuting transportation expenses to make it easier for employees who live far from the office to come to work, and to provide actual expenses* without a daily limit.
We have introduced a discretionary work system or a flex system for working hours, which allows employees to work flexibly according to their individual duties and work-life balance.
*There is a monthly limit. Supervisor approval is required and may not be granted for some jobs.

The DeNA Group creates opportunities for many people with and without disabilities by providing an environment in which team members can engage in work responsibilities in a way that suits their individual personalities. In particular, in order to encourage more people with disabilities who are willing to work, the Niigata Customer Support Center started a work-at-home program in FY2015 as an option for those who want to work but have difficulty commuting. In 2020, we established a subsidiary company, DeNA Business Communications Co., Ltd., in Niigata City, Niigata Prefecture, which is responsible for customer support and other operations outsourced by the DeNA Group, to expand employment opportunities for people with disabilities and enhance the support system for a comfortable working environment. In addition, as a part of the DeNA benefits program we provide massage services, and we employ visually impaired people to provide this treatment on a daily basis to improve employee productivity. The employment rate of persons with disabilities for FY2021 is 2.5%. With the diversity of our employees as a source of strength, DeNA will continue to promote the employment of people with disabilities in order to contribute to a society in which as many people with disabilities as possible can live independently in the society.
Niigata Customer Support Initiatives

The DeNA Group provides a wide range of services to diverse users. In order to deliver Delight to users not only in Japan but also around the world beyond their wildest dreams, as we state in our mission, we need to leverage the abilities of employees from various cultural and national backgrounds. DeNA supports non-Japanese employees in their daily work and life in Japan, and promotes the creation of an environment that facilitates their performance. We believe that taking advantage of differences in thinking and sensibilities coming from differences in nationality and culture will be a strength for DeNA to continue to innovate in the future.

As laws that differ from those in Japan may apply overseas, the DeNA Group strives to ensure thorough compliance with local laws and regulations in our overseas operations. We aim to be a company that is trusted by all of our stakeholders and thoroughly adheres to compliance.

The DeNA Group's Code of Conduct stipulates that the Group will comply with all labor laws and regulations applicable in the countries in which we operate and ensure a healthy and safe working environment for our officers and employees. All Group companies are enhancing efforts to eradicate long working hours by setting and managing benchmark working hours based on 36 agreements, health management hours, and other guidelines. Specifically, on the system side, we have introduced an alert notification system in conjunction with a time and attendance system linked to work PCs, which promotes visualization of working hours for the employees themselves, their supervisors, and human resources personnel, and we are striving to reduce working hours by predicting and preventing excessive working hours in advance. In addition, we provide periodic training for managers to raise awareness of time management among all employees, thereby improving labor productivity and enhancing work-life balance.

Major Initiatives to Reduce Working Hours
・Obtaining attendance records on work PCs
・Implementing an attendance system to enhance the convenience of working hour management
・Predicting and calculating the possibility of going over time and sending alerts
・Periodic reporting to management
・Educational activities for managers and the whole company, etc.

In response to the requirements of the Industrial Safety and Health Act, DeNA has established a safety policy, as well as safety and health management rules and health committee rules, to ensure that all officers and employees are comfortable and safe in the workplace. Workplace inspections by the Health Committee are conducted once a month to assess working conditions, changes in operations, sanitary conditions, etc., and to mitigate risks.
In addition, training on mental health care is provided to newly appointed managers to promote understanding of mental health problems and better enable them to provide support to their team members.
Disaster prevention measures include the adoption of a safety confirmation service to confirm the safety of officers and employees, the establishment of a fire and disaster prevention manager and a self-defense fire brigade as required by the Fire Defense Act, and the submission of a firefighting plan. We also conduct evacuation drills in our offices and conduct training sessions to prepare for possible disasters at home, and update our procedures to accommodate hybrid work arrangements that combine office and remote work.

DeNA has established a risk management flow (a series of processes for identifying, managing, and monitoring risks) to analyze and evaluate risks and summarize measures to address them, and to manage and monitor risk information centrally on an ongoing basis. Risks related to occupational safety are also regularly evaluated and addressed. Specifically, risks related to working hours are viewed as particularly significant risks in light of DeNA's risk evaluation standards, and the HR department calculates a forecast of expected working hours at the end of each month based on the actual working hours of each employee during the month, and alerts the heads of departments and employees. The HR department reports the results of monitoring employee working hours to the Compliance and Risk Management Department.

The DeNA Group complies with labor laws and regulations and pays wages that exceed the minimum wage set by the government. In addition to the payment of legally stipulated allowances such as overtime and late-night premium wages, DeNA also offers accident and illness compensation, and GLTD (Group Long-Term Disability Income Compensation Insurance, which covers a certain percentage of basic income for up to three years) in the event that an employee is unable to work for more than 90 days due to illness or injury while absent from work. In addition, we have an employee stock ownership plan, a defined contribution pension plan, and a defined benefit pension plan to support employees' asset building.

DeNA has established employee representatives to represent each office. Employee representatives attend Health Committee meetings, Labor-Management Committee meetings, and Working Hours Improvement Committee meetings, and submit opinions on revisions to employment regulations and conclude labor-management agreements. Employee representatives are protected by requirements to comply with the prohibition of disadvantageous treatment stipulated in the Labor Standards Act.