Transforming Work Styles and Corporate Culture
First written in FY2020. 5 of 10 entries say "Advanced", first in FY2025-H1. Latest entry: FY2026.
The whole theme swung hardest in 2021: 3 of 8 companies on the "Worse" side.
17 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To remain a company whose raison d'être is to "create, protect and nurture, together with customers, the infrastructure (business environments and spaces) that forms the lifeline of customers' business activities," we have positioned the 3-year period as a foundation-building phase for transforming our business structure away from legacy businesses and continue to develop new business offerings and invest in human resources and businesses. We have also begun full-scale efforts to renew our corporate culture, with the aim of strengthening the organizational foundation supporting transformation.」
In the second year of the medium-term management plan, the company states that it has begun full-scale efforts to renew its corporate culture, in addition to developing new business offerings and investing in human resources and businesses. - FY2026-H1AdvancedAnnual report
「Our group's medium-term management plan, "Change & Challenge 80th" (April 2024 to March 2027), has entered its second year. … We have also begun full-scale efforts to renew our corporate culture, with the aim of strengthening the organizational foundation supporting transformation.」
The disclosure states that the renewal of the corporate culture has progressed from a policy previously expressed in principle to the stage of full-scale implementation. - FY2025-H1AdvancedAnnual report
「Our group launched the new medium-term management plan, "Change & Challenge 80th," in the current fiscal year (April 2024 to March 2027). … We have positioned the 3-year period as a foundation-building phase for transforming our business structure away from legacy businesses and are actively working to develop new business offerings and invest in human resources and businesses.」
"Change & Challenge 80th" began in April 2024. The 3-year period is positioned as a foundation-building phase for transforming the business structure away from legacy businesses, and the company has begun developing new business offerings and investing in human resources and businesses. - FY2024ReframedAnnual report
「Based on the theme of the medium-term management plan, "Change & Challenge 80th," we will work to transform our conservative corporate culture, which follows traditional methods and ways of thinking. By maintaining a strong cost-conscious mindset, we will improve the profitability of existing businesses and develop "Multi-Gateway" as a new business pillar through collaboration with other companies.」
The plan's wording has been updated from the previous medium-term management plan theme, "Purpose and Renewal," to corporate-culture transformation, cost consciousness and the development of Multi-Gateway under "Change & Challenge 80th." - FY2022RestatedAnnual report
「Based on the theme of the medium-term management plan, "Purpose and Renewal," we will work to transform our conservative corporate culture, which follows traditional methods and ways of thinking.」
The theme of the medium-term management plan is explicitly stated as "Purpose and Renewal," and the transformation of the conservative corporate culture continues. - FY2021RestatedAnnual report
「Based on the theme of the medium-term management plan, "Purpose and Renewal," we will work to transform our conservative corporate culture, which follows traditional methods and ways of thinking.」
The policy of transforming the existing corporate culture and advancing business-structure reform continues. - FY2020First statedAnnual report
「We will establish work styles that enable employees to maintain a balance between work and private life and work with a sense of purpose and vitality. We also recognize that, to make a major shift toward transformation, it is essential to transform our corporate culture into one that welcomes challenges while increasing the effectiveness of our human resources.」
As initiatives supporting business-structure reform, the company has set out work styles that maintain work-life balance and the transformation of its corporate culture into one that welcomes challenges.