Strengthening Domestic Earnings Power Through Work-Style Reform and Business Digitalization
First written in FY2019. 3 of 8 entries say "Restated". Latest entry: FY2026.
41 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In April 2026, the company conducted introductory training to improve generative AI literacy across the company and deployed a secure conversational AI (chat AI) environment to all employees who use PCs.」
The company conducted generative AI introductory training and deployed a chat AI environment to all PC users. DX and operational efficiency initiatives have advanced to the implementation stage. - 2026-09-04AdvancedGeneral Meetings of Shareholders
「The Company will accelerate digitalization across the organization, use various forms of data and AI technologies to upgrade and improve business processes and increase the speed of improvement, thereby strengthening its competitiveness.」
The Company is expanding its digital transformation initiatives beyond use of the new core system to organization-wide data utilization and the use of AI technologies. - FY2025RestatedAnnual report
「4. Promoting digitalisation and taking the first step toward achieving DX 1. Rationalise administrative operations through the launch of the new core system. 2. Select members to promote DX and advance digitalisation and DX, beginning with visualising the manufacturing floor.」
The previous policy of integrating core systems and promoting digitalisation has been made more specific through the launch of the new core system, selection of DX promotion members and visualisation of the manufacturing floor. - FY2024RaisedAnnual report
「The company will promote digitalisation and DX, centred on replacing and integrating core systems, to reallocate human capital to high-value-added operations and improve the efficiency of administrative work.」
The policy of improving efficiency through digitalisation and the use of the web has been made more specific through DX initiatives centred on replacing and integrating core systems and reallocating human capital. - FY2023RestatedAnnual report
「The company will reform its operations through ideas unconstrained by precedent, a shift in thinking and the use of digital technology, while further improving the efficiency of administrative functions and reforming work styles, with the aim of enriching the lives of each employee.」
The company reaffirms the use of digital technology, efficiency improvements in administrative functions and work-style reform as efficiency measures. - FY2021RestatedAnnual report
「The company will reform its operations through ideas unconstrained by precedent, a shift in thinking and the use of digital technology, while further improving the efficiency of administrative functions and reforming work styles, with the aim of enriching the lives of each employee.」
The company reaffirms the use of digital technology, efficiency improvements in administrative functions and work-style reform as priority initiatives in its new medium-term management plan. - FY2020RaisedAnnual report
「Strengthening earnings capacity in Japan and overseas through structural reform The company will thoroughly promote further integration of operations through the integration of systems and organisations following the merger, with the aim of significantly improving earnings capacity. It will also improve operational efficiency through digitalisation and the use of the web, and seek to enrich the lives of each employee through work-style reform.」
The company has expanded the scope from strengthening domestic earnings capacity to strengthening earnings capacity in Japan and overseas, placing greater emphasis on post-merger integration of systems and organisations, digitalisation and the use of the web. - FY2019First statedAnnual report
「Strengthening domestic earnings capacity through work-style reform The company will thoroughly promote further integration of systems and operations following the merger, improve operational efficiency through digitalisation, and seek to enrich the lives of each employee through work-style reform.」
The company has identified, for the first time as a standalone priority initiative, measures to improve domestic earnings capacity and operational efficiency through post-merger integration of systems and operations, operational digitalisation and work-style reform.