Human Capital Development

Workplace Environment that Leverages Human Capital

Talent—or human resources—is Dentsu's greatest asset. Accordingly, Dentsu has introduced a system that enables us to recruit talent with expansive potential and create workplace environments in which employees can play active roles.

At Dentsu, our commitment extends beyond advertising — we aim to realize the sustainable growth of our clients and society in an integrated manner. We support each employee in embracing change and continually challenging themselves for their own growth, the growth of our clients, and the progress of society. We also strive to support each employee in maximizing their lifetime value.

To accelerate this growth, we focus on understanding the condition of our employees and organizations through data. We aggregate and analyze a wide range of HR-related data — including labor data, aptitudes, values, engagement, experience, and skills.

Based on these insights, we identify talent-related challenges and plan, execute, and assess actions to address them, while promoting the visualization of human capital through data. This initiative was recognized with two awards in FY2022: the Excellence Award in the Learning Category at the 7th HR Technology Awards, which honors outstanding initiatives in Japanese HR technology and big data (analytics), and the Grand Prize in the People Analytics Category (Data Utilization Practice Division) at the Digital HR Competition 2022 hosted by the People Analytics & HR Technology Association.

We implement a variety of initiatives to support the learning and growth of all employees, enabling every member of Dentsu — with their diverse backgrounds and aspirations — to take proactive steps each day and nurture their motivation for personal growth.

We design and deliver programs to strengthen the "Dentsu Business Core Skills" essential across all areas of the company, while cultivating the knowledge and mindset needed to drive transformation — for Dentsu, for clients, and for society. In addition, programs covering the latest trends in digital, global, and leadership domains, as well as those supporting career autonomy are offered. We foster habits of self-directed learning and accelerate each individual's growth cycle of learning and action.

To build an organization that can succeed as teams, we also enhance management skills and perspectives. We conduct programs to support the management tier, helping leaders set short- and long-term goals, envision their ideal team and individual growth, and chart the path to achieve it.

Additionally, through initiatives such as startup programs for new hires and mandatory programs for young employees, we go beyond training to include on-the-job collaboration, instilling the mindset, behavioral standards, and foundational skills that define those who work at Dentsu. We also focus on building a foundation for long-term career development, enabling employees to continuously grow as professionals while understanding their own position and progress within the company.

To create new business, revenue, value, and to contribute to the company's sustainable growth, we focus on developing next-generation leaders who drive cross-Group collaboration and business creation across the dentsu Group. We design and implement comprehensive and practical programs that cultivate broad-based Creativity — Dentsu's core competency — to train directors across all fields, and others that develop talent capable of leading Dentsu's transformation: individuals who think independently, engage others, and drive initiatives autonomously amid increasing volatility and uncertainty.

Employees who have reached retirement age are re-employed as "senior employees" until age 65, contributing to tasks that leverage their accumulated expertise and helping to nurture the next generation.

A fulfilling life produces high-quality work, and meaningful work enriches life. Dentsu's Work-Life Balance (WLB) aims precisely for this synergy.

Realizing a work-friendly environment begins with health management. Specifically, the starting point is to reform work practices in order to boost productivity and deliver results efficiently. The in-house Labor Policy Committee formulates and implements measures to reduce overtime and encourage the use of paid leave. We have also established the "Anytime Consultation Room," a dedicated department where employees can discuss their concerns, ensuring that their voices are reflected in company initiatives and systems.

Employees can also consult external career counselors one-on-one about their future careers. Within the dentsu Group's directly owned domestic subsidiaries, we have established a Group-wide council to promote the active participation of all employees. This body coordinates activities across companies and facilitates the sharing of best practices throughout the Group's diverse industries. We also provide platforms for early career development, such as mandatory Career Workshops for young employees and Career Seminars featuring external lecturers.

Dentsu provides comprehensive health management support — from preventive care to return-to-work assistance — to ensure employees maintain both physical and mental well-being. Regular health checkups are provided for all employees, with proactive follow-ups for those who have not yet undergone screening. Employees aged 30 and above receive lifestyle disease screenings (including cancer screenings) in addition to the legally required items, while those aged 45 and above also undergo helical CT scans.

In recent years, mental health has become a central focus of our health management. Since FY2009, all managers have been required to complete mental health training. For employees returning from extended medical leave, we provide structured workplace reintegration support and recurrence prevention in collaboration with occupational physicians and public health nurses. Furthermore, the Dentsu Headquarters building houses the Dentsu Health Management Center, accessible to employees at any time. In addition to internal medicine, it offers orthopedic, ophthalmology, otolaryngology, psychiatry, and women's health consultations on designated days.

To enable employees to balance work with childcare, nursing care, or other responsibilities while continuing their careers, Dentsu has established various systems that exceed the requirements of the Child Care and Family Care Leave Act, along with consultation services for employees.

We believe that enabling all employees to work in good physical and mental health and to achieve personal growth through diverse values and work styles is essential for sustainable growth. To support this, we have implemented a variety of initiatives to help balance work and childcare, resulting in steadily increasing childcare leave utilization rates — FY2024 parental leave utilization rate: male 103.1%; female 110.9%.

We believe childcare leave should not be viewed as a burden or obligation, but as a natural step when a child is born. We foster open communication and cultivate a mindset where taking childcare leave is a natural and supported decision.

In 2025 Dentsu received "Kurumin" certification, a certification recognizing support for child-rearing, based on the Act on Advancement of Measures to Support Raising Next-Generation Children formulated by the Ministry of Health, Labour and Welfare.

With the increasing participation of women in the workforce, the government is promoting paternity leave, recognizing that sharing the responsibilities of childcare — which often fall disproportionately on women — can help support women's continued participation in the workforce. Dentsu encourages male employees to take childcare leave, believing that first-hand childcare experience broadens perspectives and deepens empathy.