A Challenge to Transforming the Corporate Culture
First written in FY2017-Q1. 12 of 15 entries say "Restated". Latest entry: FY2026-H1.
No other company in this theme has enough history to compare yet.
- FY2026-H1RestatedAnnual report
「Ensuring Safety and Construction Quality」
As part of the initiatives under Medium-Term Management Plan 2027, the company continues to identify ensuring safety and construction quality as priorities. - FY2024-Q3RestatedAnnual report
「The company has worked to develop an area strategy with a view to the future, strengthen the value chain as one group, promote work-style reform, and ensure safety and construction quality.」
As part of the initiatives under Medium-Term Management Plan 2027, the company is continuing measures related to corporate culture reform, including work-style reform and ensuring safety and construction quality. - FY2022RaisedAnnual report
「For our group, whose core business is facilities construction, the pursuit of safety has been an important theme that has remained unchanged since our founding. We will establish a corporate culture in which accidents never occur. In addition, by responding to customer needs and working to improve quality and strengthen technological research and development, we will become a company chosen by customers. We will also promote work-style reform initiatives in anticipation of the amended Labor Standards Act, which will apply to the construction industry from April 2024, as well as initiatives to secure diversity formulated under Diversity 2022, and strive to create a company where employees can thrive.」
Regarding corporate culture reform, the safety target is expressed emphatically as “ensuring that accidents never occur,” while work-style reform in anticipation of the amended Labor Standards Act taking effect in April 2024 and “Diversity 2022” are explicitly stated. - FY2020ReframedAnnual report
「4. Advancing corporate culture reform ① Establishing a safety culture ② Promoting work-style reform ③ Ensuring thorough compliance ④ Promoting diversity」
The company has moved from continuing its previous corporate culture reform to specific measures under the new medium-term management plan covering four areas: safety culture, work-style reform, compliance, and diversity. - FY2020-Q3RestatedAnnual report
「① Responding to changes in the environment and pursuing growth, ② securing stable earnings, and ③ further advancing corporate culture reform」
The three key priorities, including further advancing corporate culture reform, have been continued through the final year of the medium-term management plan. - FY2020-Q2RestatedAnnual report
「The group further accelerated its efforts in ① responding to changes in the environment and pursuing growth, ② securing stable earnings, and ③ further advancing corporate culture reform, and promoted them as one group.」
The three key priorities, including further advancing corporate culture reform, have been continued through the final year of the medium-term management plan. - FY2020-Q1RestatedAnnual report
「The group further accelerated its efforts in ① responding to changes in the environment and pursuing growth, ② securing stable earnings, and ③ further advancing corporate culture reform, and promoted them as one group.」
The three key priorities, including further advancing corporate culture reform, have been continued through the final year of the medium-term management plan. - FY2019-Q3RestatedAnnual report
「③ Further advancing corporate culture reform」
It reiterates corporate culture reform as one of the three key priorities of the medium-term management plan. - FY2018RestatedAnnual report
「In addition, because the trust of customers and society is essential to a company's survival, the company worked to ensure thorough compliance and safety awareness.」
It states that thorough compliance and safety awareness were implemented as part of efforts to reform the corporate culture. - FY2018-Q3RestatedAnnual report
「③ Further advancing corporate culture reform」
The company reiterates corporate culture reform as a key policy of the medium-term management plan. - FY2018-Q2RestatedAnnual report
「③ Further advancing corporate culture reform」
The company reiterates corporate culture reform as a key policy of the medium-term management plan. - FY2018-Q1RestatedAnnual report
「③ Further advancing corporate culture reform」
The company continues to position corporate culture reform as a key policy and describes it as being advanced further. - FY2017-Q3RestatedAnnual report
「④ Taking on the challenge of transforming the corporate culture」
The company reiterates transforming the corporate culture as a key policy of the medium-term management plan. - FY2017-Q2RestatedAnnual report
「④ Taking on the challenge of transforming the corporate culture」
The company reiterates transforming the corporate culture as a key policy of the medium-term management plan. - FY2017-Q1First statedAnnual report
「④ Taking on the challenge of transforming the corporate culture」
Transforming the corporate culture is stated as a key policy of the medium-term management plan. No specific measures or numerical targets are provided.