Addressing Work-Style Reform to Improve Productivity
First written in FY2017. 10 of 16 entries say "Restated". Latest entry: FY2025.
PS Construction moved to the "Worse" side of this theme in 2025.
The whole theme swung hardest in 2023: 1 of 8 companies on the "Worse" side.
0 other companies' latest entry also says "Worsened".
- FY2025WorsenedAnnual report
「Although the company has achieved some productivity gains through its site-support structure, it has not yet achieved workforce reduction and labor savings sufficient to significantly shorten working hours. It recognizes that technological innovation and the digitization of construction and design processes are important matters requiring an even faster response.」
The company acknowledged some productivity gains from its site-support structure, while classifying workforce reduction, labor savings and the digitization of construction and design processes as important challenges where sufficient results have not yet been achieved. - FY2025-H1Response following the introduction of the working-hours cap and development of digital talent explicitly statedAnnual report
「Meanwhile, responding to the regulations on maximum working hours that took effect in April 2024 remains an industry-wide challenge, and alongside securing personnel, the development of technologies that reduce labor and workforce requirements and the development of digital talent are urgent priorities.」
Regarding work-style reform and productivity improvement, the company explicitly identified the development of labor-saving and workforce-reducing technologies and the development of digital talent as measures in response to the April 2024 introduction of the working-hours cap. - FY2024AdvancedAnnual report
「The working-hours cap also took effect in April this year, and further acceleration of efforts to improve productivity is required, in addition to securing and developing talent.」
The company has entered a new phase with the working-hours cap taking effect in the construction industry and has indicated a policy of further accelerating efforts to secure and develop talent and improve productivity. - FY2024-Q3RestatedAnnual report
「In addition, the decline in the working population associated with the aging of the post-war baby-boom generation is expected to become pronounced in 2025, and the shortage of personnel to meet increasing demand is expected to become increasingly serious. Alongside recruiting and developing personnel, the development and implementation of technologies that promote energy conservation, labor savings and workforce reduction will be urgent.」
Regarding work-style reform and productivity improvement, the company continues to treat the development and implementation of labor-saving and workforce-reducing technologies as urgent, based on the April 2024 introduction of the working-hours cap and the expected decline in available workers in 2025. - FY2024-Q2RestatedAnnual report
「The effective date of the overtime-cap regulations is also approaching, making it urgent to improve productivity and secure and develop human resources.」
The company continues to regard compliance with the overtime-cap regulations, productivity improvement, and securing and developing human resources as urgent priorities. - FY2023RestatedAnnual report
「In the current fiscal year, while working through its substantial backlog of construction projects, each division will work independently to improve productivity and strengthen earnings capability. To prepare for the overtime-cap regulations taking effect in fiscal 2024, the company will also address the promotion of PSMAX and the utilization and development of diverse talent with even greater speed.」
The company identifies productivity improvement, compliance with the fiscal 2024 overtime-cap regulations, PSMAX, and the continued utilization and development of diverse talent as ongoing challenges and initiatives. - FY2023-Q3RestatedAnnual report
「Amid this market environment, appropriately addressing industry-wide issues such as the declining and aging construction workforce and the 2024 overtime regulations, as well as optimizing limited human capital, have become urgent issues.」
For work-style reform, the company has specified compliance with the 2024 overtime regulations and optimization of human capital as urgent challenges. - FY2023-Q1ReframedAnnual report
「Against this operating backdrop, our Group formulated Medium-Term Management Plan 2022 (FY2022–FY2024), centered on promoting environmentally responsible business activities, strengthening profitability in growth areas—major renewal, precast concrete construction, maintenance and overseas operations—and improving productivity through construction DX and the effective use of diverse human resources. From this fiscal year, we have been pursuing business activities aimed at achieving the plan's targets.」
The company has reorganized its previous challenges of work-style reform, ICT utilization and productivity improvement as themes of the Medium-Term Management Plan 2022, which aims to advance productivity through construction DX and the use of diverse talent. - FY2022-Q3RestatedAnnual report
「Technological innovation through digital transformation is essential to changing to more diverse working styles and improving profitability, and further acceleration of progress is required.」
The company continues to identify the transition to more diverse working styles through DX, profitability improvement and productivity improvement as essential challenges. It is calling for faster progress, but no specific achievement milestones can be identified. - FY2021RestatedAnnual report
「With shortages of construction engineers and skilled workers caused by the declining birthrate and aging population becoming a serious challenge for the construction industry, the review of long working hours under work-style reform and the realization of a two-day weekend system are making the shortage of workers even more apparent. Reducing the need for workers and labor through operational efficiency and productivity improvements is the main theme.」
Against the backdrop of worker shortages and the need to address work-style reform, the company continues to make operational efficiency and productivity improvement through labor-saving and workforce-reducing measures its central challenge. - FY2020RestatedAnnual report
「As measures to address risks in our business activities, we are implementing work-style reforms, including the use of flextime and telecommuting.」
The company describes concrete measures to support its work-style reform and productivity improvement policies, including the use of flextime and telecommuting. - FY2020-Q2RestatedAnnual report
「As a construction industry, we are expected to secure and develop the workforce of the future and establish an attractive industry in which people can find fulfillment. Reforming work practices and improving productivity are urgent issues.」
The company continues to position work-style reform and productivity improvement as urgent challenges in the construction industry. - FY2019RaisedAnnual report
「◆Accelerate work-style reform while making maximum use of IoT and ICT to improve operational efficiency」
The company incorporated work-style reform into the Medium-Term Management Plan 2019 as a policy to accelerate it, rather than treating it merely as an ongoing challenge. - FY2018RestatedAnnual report
「Among the most immediate challenges, the decline in construction engineers and skilled workers due to the declining birthrate and aging population is expected to accelerate further. In response to the government's work-style reform initiative, it is essential for the construction industry to reform its salary systems and review long working hours, achieve a two-day weekend system, develop construction technologies, establish production management systems and implement other measures to reform operations and improve productivity.」
The company has specified concrete measures for work-style reform, including reviewing salary systems, long working hours and the two-day weekend system, as well as developing construction technologies and establishing production management systems. - FY2018-Q2RestatedAnnual report
「As a result of comprehensively considering factors including concerns about higher material costs and cost increases resulting from work-style reforms and other measures」
The company continues to describe work-style reform as both a productivity challenge for the construction industry and a potential cost-increasing factor. - FY2017First statedAnnual report
「In the construction industry, work-style reform aimed at improving productivity has become essential, including measures to address labor shortages associated with the declining birthrate and aging population and the problem of long working hours.」
The company explicitly identifies labor shortages and long working hours as challenges for work-style reform aimed at improving productivity for the first time.