Abstract
In recent years, Japan Drilling Co., Ltd. (JDC), the sole offshore drilling company in Japan, operates most of its rig fleets outside Japan. Competing against foreign drilling companies as the unique drilling company based in the resource-limited country like Japan, we would say that one of JDC's strengths on human resources aspect would come from the policy on the management of employees that (1) JDC deploys mainly Japanese employees under lifetime employment system for the prominent positions of the rigs such as a Drilling Superintendent, a Barge Superintendent, Chief Engineer/Electrician and so on and also that (2) JDC does utmost effort to minimize layoff of foreign employees as much as possible during the idol period of the rig unlike other foreign drilling companies which, it's just like they say, often do so, and we believe that such way of management eventually leads the drilling operations stable and also leads to receive recognitions from the clients in the world.
On the other hand, in its medium-term management plan JDC also recognizes the polarization in the generation of rig employees as the one of most urgent and important issues to be tackled. JDC is therefore making its best effort (1) to recruit competent employees especially to secure talented new-graduates majored in the engineering faculty and (2) to train/foster and develop career of such fresh employees rapidly so that we can accelerate a generational change in proper timing.
Securing workforce and career development are an important issues not only for Japanese employees but also for non-Japanese employees however due to limitations of space, it is focused on how JDC tackles such issues on young Japanese employees including new-graduates this time.
