Improving operating efficiency and the quality of results through workstyle reform and performance management
First written in FY2018-Q1. 5 of 13 entries say "Restated". Latest entry: FY2026.
41 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company has established the percentage of female employees in management positions, the rate of male employees taking childcare leave, the gender pay gap, the engagement survey score (satisfaction with the results) and the paid-leave utilization rate as indicators for creating a corporate culture that enables each employee to fully demonstrate creativity, a challenging spirit and unlimited potential. The company will continue to consider effective measures and improve the internal work environment, with the goal of exceeding the previous year's actual results.」
The workstyle reform and human capital initiatives have been made more specific through the establishment of indicators for the percentage of female managers, the rate of male employees taking childcare leave, the gender pay gap, engagement and the paid-leave utilization rate, with operations aimed at exceeding the previous year's results. - FY2025AdvancedAnnual report
「The company will periodically review the regulations currently established by each group company, including those relating to leave and telework, create an environment in which each employee can work comfortably, continue considering effective measures and improve the internal work environment. It will also conduct an engagement survey once a year and provide feedback on the results and take action.」
The workstyle reform and human capital initiatives have been made more specific through the review of internal regulations, an annual engagement survey and responses to the results. The company has also disclosed results including a female management ratio of 8.2%, a male childcare-leave uptake rate of 100.0% and an engagement survey score of 74.2%. - FY2024AdvancedAnnual report
「For this purpose, we use the percentage of female employees in management positions and the rate of male employees taking childcare leave as indicators. We also use the paid-leave utilization rate as an indicator for promoting work-life integration. Although targets have not yet been set, they will be established based on the calculated figures for the fiscal year ended February 2024 in conjunction with the formulation of the next medium-term management plan, covering the fiscal years ending February 2026 through February 2028.」
The workstyle reform and talent development themes have been made more specific through the establishment of indicators for the percentage of female managers, the rate of male employees taking childcare leave and the paid-leave utilization rate, together with a policy of setting targets in the next medium-term management plan. - FY2022ReframedAnnual report
「② Improving group productivity (Efficiency): We will promote the digital transformation of operations, respond to digitization, use RPA, and recruit and develop specialized personnel.」
The initiatives have been reorganized from the previous focus on talent development, mindset reform and workstyle reform to improving group productivity, DX, RPA, and the recruitment and development of specialized personnel under the fourth medium-term management plan. - FY2020-Q3RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
Workstyle reform continues as the third key initiative in the second year of the IR plan, together with talent development and mindset reform. No specific implementation results have been presented. - FY2020-Q2RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
Workstyle reform continues as the third key initiative in the second year of the IR plan, together with talent development and mindset reform. No specific implementation results have been presented. - FY2020-Q1RestatedAnnual report
「In the second year of its medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
Workstyle reform continues as the third key initiative in the second year of the IR plan, together with talent development and mindset reform. - FY2019Specific measuresAnnual report
「We will promote the use of ICT and groupware, talent development, mindset reform and workstyle reform, and advance initiatives to maximize synergies.」
In addition to the previous initiatives of talent development, mindset reform and workstyle reform, the company explicitly identifies the use of ICT and groupware as specific measures. - FY2019-Q3RestatedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
Workstyle reform continues as the third key initiative in the new medium-term management plan, together with talent development and mindset reform. - FY2019-Q2RestatedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
Workstyle reform continues as the third key initiative in the new medium-term management plan, together with talent development and mindset reform. As in the previous quarter, no specific implementation results have been presented. - FY2019-Q1ReframedAnnual report
「In the first year of the Group’s medium-term management plan, “Interlife Revolution (IR),” the Group (the Company and its consolidated subsidiaries) has identified three priority initiatives: ① establishing a structure to maximise stakeholder value, ② developing growth areas and building a flexible organisational structure that can respond promptly to changes in the environment, and ③ promoting human resources development, awareness reform, and work-style reform, and is working to achieve growth for the Group.」
The specific measures of workstyle reform, performance management and improved operating efficiency under the previous framework have been reorganized in the new medium-term management plan as the third key initiative, together with talent development and mindset reform, under workstyle reform. - FY2018-Q2SoftenedAnnual report
「As its policy for the final year of the medium-term management plan, “Building an Interlife brand chosen for quality,” the Group (the Company and its consolidated subsidiaries) will strengthen its organisational structure and promote group synergies in preparation for achieving significant growth under the next medium-term management plan.」
The specific measures described in the previous quarter, including workstyle reform, thorough performance management, and improvements in operating efficiency and the quality of results, were not repeated. The disclosure was limited to higher-level policies of strengthening the organizational structure and creating group synergies. - FY2018-Q1First statedAnnual report
「As its policy for the final year of the medium-term management plan, “Building an Interlife brand chosen for quality,” the company is working to strengthen its organisational structure and promote group synergies in preparation for achieving significant growth under the next medium-term management plan. Specifically, it has worked to strengthen the Group’s overall structure by making performance management more thorough under the theme of work-style reform and by seeking to improve operational efficiency and the quality of results, while deepening mutual understanding to promote cross-functional support and group synergies so that each group company can maximise its capabilities.」
The company has for the first time explicitly stated measures to thoroughly implement performance management under the theme of workstyle reform, thereby improving operating efficiency and the quality of results. Cross-functional support and mutual understanding among group companies are also described as means of achieving this.