Promoting women’s advancement, securing diversity and improving the work environment
First written in FY2016. 5 of 16 entries say "Restated". Latest entry: FY2026.
22 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Metric Target Actual Number of employees Increase of at least 350 by fiscal 2026 (Set as a KPI in Medium-Term Management Plan 2026) 2,469 Women in management positions Approximately 10% by around 2030 Approximately 15% by around 2035 3.5 % Rate of male employees taking childcare leave (At least 1 week) 100% by around 2030 101.7 %」
The Company updated its disclosure to show that women account for 3.5% of management positions and that the rate of male employees taking childcare leave for at least 1 week is 101.7%. To achieve its targets of 10% and 15% for women in management positions and 100% for the rate of male employees taking childcare leave, it conducts management training, training for female employees and childcare leave information sessions, among other initiatives. - FY2025AdvancedAnnual report
「The Company is conducting management training to strengthen the development of female subordinates and eliminate unconscious bias, as well as training for female employees to promote their advancement, with the goal of raising the proportion of women in management positions to 10% by 2030. Although there is no gender pay gap for the same occupation and same duties, the proportion of women in management positions is currently low at 3.4%, and eliminating the pay gap is expected to take time.」
The Company updated the actual proportion of women in management positions from 2.8% to 3.4% and described management training and training for female employees toward the 2030 target of 10%. It disclosed that the rate of male employees taking childcare leave for at least 1 week was 86.7%. - FY2024AdvancedAnnual report
「Metric Target Actual Number of employees Increase of 220–250 by fiscal 2026 (Set as a KPI in Medium-Term Management Plan 2026) 2,230 Women in management positions Approximately 10% by around 2030 Approximately 15% by around 2035 2.8% Rate of male employees taking childcare leave (At least 1 week) 100% by around 2030 86.0%」
Regarding human capital, the Company has updated its disclosure of targets and current-period results for the number of employees, the proportion of women in management positions and the rate of male employees taking childcare leave. The proportion of women in management positions at the filing company is 2.8%, and the rate of male employees taking childcare leave for at least 1 week is 86.0%. - FY2023AdvancedAnnual report
「The Company has set targets of approximately 10% of management positions being held by women by 2030 and approximately 15% by 2035, while the figure was 2.3% as of 1 April 2023. The rate of male employees taking childcare leave for 7 or more calendar days was 65.7% for the fiscal year ended March 2023, against a target of 100% by 2030.」
Regarding the theme of women’s advancement and diversity, the Company has, for the first time, specifically disclosed its 2030 and 2035 targets and current-period results for the proportion of women in management positions and the rate of male employees taking childcare leave. - FY2022Lower Female Officer RatioAnnual report
「Men 15 Women 1 (Women’s proportion of officers 6 %)」
The Company disclosed that 1 of its 16 officers is a woman, giving women a 6% proportion. This is down from the previously disclosed 7% on a reported basis. - FY2021Disclosure of the proportion of female officersAnnual report
「Men 14 Women 1 (Women’s proportion of officers 7 %)」
Regarding the theme of women’s advancement and diversity, the Company discloses that 1 of its 15 officers is a woman, giving women a 7% proportion. - FY2021-Q3RestatedAnnual report
「The business environment continued to require a cautious approach to business management and further productivity improvements, including the need to transition to new working styles premised on preventing the spread of infection.」
The Company continues to state the need to transition to new working styles premised on preventing the spread of infection and to improve productivity. - FY2021-Q1Transition to new working styles in response to infectious diseasesAnnual report
「The business environment continued to require a cautious approach to business management and further productivity improvements, including the need to transition to new working styles premised on preventing the spread of infection.」
Under the theme of the working environment and working styles, the Company states that it needs to transition to new working styles premised on preventing the spread of infection. - FY2020Giving concrete form to the new personnel system and work style reformAnnual report
「In addition to working to introduce and embed a new personnel system that supports the development of the employment environment and the advancement of diverse human resources, and to reform working styles,」
The themes of women’s advancement, diversity and improving the working environment have been given concrete form as the introduction and embedding of a new personnel system and work style reform. - FY2018Giving concrete form to work-life balance and diverse human resourcesAnnual report
「The Company has identified “Creating a workplace environment that enables work-life balance” and “Developing diverse human resources” as priority initiatives.」
The themes of women’s advancement, diversity and improving the working environment have been given concrete form as the priority initiatives of creating a workplace environment that enables work-life balance and developing diverse human resources. - FY2018-Q3RestatedAnnual report
「Shinji Nishimura (西村 眞二), Senior Executive Officer, Head of the Work-Style Reform Promotion Office and Executive in Charge of Work-Style Reform, 1 September 2017」
The executive changes section continues to describe the structure with a Head and officer in charge of the Work Style Reform Promotion Office. - FY2018-Q2Establishment of a structure to promote work-style reformAnnual report
「Shinji Nishimura (西村 眞二), Senior Executive Officer, Head of the Work-Style Reform Promotion Office and Executive in Charge of Work-Style Reform, 1 September 2017」
The appointment of a Head and officer in charge of the Work Style Reform Promotion Office is described under executive officer changes. - FY2017-Q3RestatedAnnual report
「As urgent issues, the company will work to improve and develop the work environment, including promoting women’s advancement, securing diversity and reforming its personnel systems.」
The company continues to regard women’s advancement, diversity, personnel system reform, and development and improvement of the work environment as issues. - FY2017-Q2RestatedAnnual report
「As urgent issues, the company will work to improve and develop the work environment, including promoting women’s advancement, securing diversity and reforming its personnel systems.」
The company continues to regard women’s advancement, diversity, personnel system reform, and development and improvement of the work environment as urgent issues. - FY2017-Q1RestatedAnnual report
「As urgent issues, the company will work to improve and develop the work environment, including promoting women’s advancement, securing diversity and reforming its personnel systems.」
The company continues to regard improving women’s advancement, diversity, personnel systems and the work environment as urgent issues. - FY2016First statedAnnual report
「As urgent issues, the company will work to improve and develop the work environment, including promoting women’s advancement, securing diversity and reforming its personnel systems.」
The company lists women’s advancement, diversity, personnel systems and the work environment as urgent issues.