Diversity and Work Style Reform

「Based on the “DE&I Action Guidelines” formulated in November 2022, we have established workplace discussions in which all employees participate, DE&I training, dialogue between experts and the president, and forums where employees discuss their careers with one another, and are distributing the related archived videos and seminars internally.」

「Based on the “DE&I Action Guidelines” formulated in November 2022, we are pursuing initiatives including workplace discussions in which all employees participate, DE&I training, dialogue between experts and the president, and forums where employees discuss their careers with one another, while sharing within the company the personal experiences of mid-career hires, employees who have taken childcare leave and others.」

「At our company, we largely completed our response during the previous fiscal year, including productivity improvements and cost reductions through office reform aimed at the new normal.」

「The shift toward a post-pandemic “new normal” also represents a business opportunity for our Group, and we have made management with the new normal in mind one of our basic policies. Regarding office reform, we changed to a new office design focused on communication among employees, and the relocation and integration of 2 subsidiaries into our head office building was completed during the second quarter, with the resulting cost-reduction benefits beginning to emerge.」

「Regarding office reform, during the six-month period ended the second quarter, we relocated and integrated 2 subsidiaries into our head office building and changed to a new office design focused on communication among employees, largely completing our response to the new normal.」

「The shift toward a post-pandemic “new normal” also represents a business opportunity for our Group. We have made management with the new normal in mind one of our basic policies and are actively pursuing initiatives including productivity improvements through office reform and cost reductions.」

「During the period of the Medium-Term Management Plan 2020, we introduced a personnel system incorporating dual-track career paths, greater opportunities for senior employees and permission for employee side jobs. We also established remote work while working to improve and expand our information systems, enabling us to minimise the impact of the COVID-19 pandemic without significant disruption to business operations.」

「As part of workstyle reform, from the fiscal year ending September 2019 we introduced a personnel system incorporating dual-track career paths, greater opportunities for senior employees and employee side jobs, and will ensure its proper operation and make continuous improvements.」

「In particular, developing highly skilled professional talent and enabling employees to make full use of their capabilities are important issues directly linked to corporate competitiveness, so we will implement measures systematically, including investment in people. We also recognise as important issues the promotion of productivity improvements through the use of ICT, information sharing and knowledge sharing, improvements to the working environment, including working hours, and the promotion of diversity, and will pursue multifaceted workstyle reform.」

「We will promote opportunities and advancement for women, expand recruitment of global talent, including foreign nationals and graduates of overseas universities, and accept interns. In addition, to achieve the sustainable growth of people and the organisation, we will create a workplace where this talent can work with vitality, while pursuing a shift to more efficient workstyles and improvements in work-life balance.」