Work-Style Reform and Creating an Environment in Which Women Can Thrive
First written in FY2018. 5 of 8 entries say "Advanced", first in FY2021. Latest entry: FY2026.
11 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The percentage of women in management remains low at 3.8% (up 1.0 percentage point year on year), but the percentage of women in leadership roles has risen to 19.2% (up 3.2 percentage points year on year), indicating progress in developing a pool of talent who may become management candidates in the future.」
Made human capital initiatives more concrete through the development of a pool of women leaders, a 91.3% male childcare leave participation rate, an average leave duration of 65 days, acquisition of Platinum Kurumin certification and monthly operations by the Human Capital Strategy Committee. - FY2025AdvancedAnnual report
「The Group has established a Human Capital Strategy Committee chaired by the executive officer responsible for human resources. The committee generally meets monthly to discuss human capital.」
Human capital initiatives were made more concrete through the monthly operation of the Human Capital Strategy Committee, fiscal 2030 KPIs, increased investment in education, global training and next-generation leadership development. In fiscal 2024, 2 younger employees were sent overseas for six months, 95 people took intercultural competency training and 13 people took next-generation leadership training. - FY2024AdvancedAnnual report
「We have also set a target of 100% participation by men in childcare leave. By sharing employees’ intention to take childcare leave with their supervisors and the Company from three months before the birth of a child, we enable leave to be taken according to plan. The participation rate reached 90.9% in fiscal 2023, while the average number of days taken increased to 48.0 days.」
Human capital initiatives are managed in line with fiscal 2030 KPIs, including the target of 100% participation by men in childcare leave, the percentage of women in management, the annual leave usage rate and overtime hours. Under the internal open recruitment system for career choices, 24 employees changed positions, and overseas study and training programs, as well as revisions to the evaluation and compensation systems, were also implemented. - FY2022AdvancedAnnual report
「To systematically develop the talent responsible for our overseas business, which is a growth engine for the Company, we provide overseas training for younger employees, overseas-work workshops and global mindset training, in addition to our existing overseas study programs and other initiatives. We also believe that promoting the success of diverse talent, particularly women, is essential to our growth, and are promoting diversity management.」
Expanded the focus from work-style reform and women’s advancement to human capital initiatives, including the systematic development of overseas business talent, overseas training for younger employees, global training and the appointment of women to management positions. - FY2021AdvancedAnnual report
「[Diversity Committee] The committee aims to achieve diversity throughout the Group by increasing the number of women in management and creating an environment that enables flexible working arrangements, among other measures.」
Expanded work-style reform and women’s advancement initiatives to the management of policies, key issues and measures by the Diversity Committee directly under the Representative Director and President. - FY2020RestatedAnnual report
「During the fiscal year, the Audit & Supervisory Board focused primarily on (a) the status of governance, (b) work-style reform, and (c) the evaluation of the accounting auditor as key audit matters.」
The Audit & Supervisory Board treated work-style reform as a key audit matter and reviewed long working hours, paid leave, and the status of break-taking by on-site operating personnel. - FY2019Expanding work-style reform to diversity, health management, and human resources developmentAnnual report
「Based on the belief that improving each employee’s sense of fulfillment at work contributes to sustainable corporate growth, the group is pursuing diversity management that respects and makes use of employees’ diversity and individuality, health management that enables employees to perform energetically, and the development of human resources who act independently.」
The scope of the discussion was expanded from the previous year’s work-style reforms and creation of an environment for women’s advancement to include the development of a foundation encompassing diversity management, health management, and the development of human resources capable of acting independently. - FY2018First statedAnnual report
「The group will fundamentally review how all employees work, improve individual productivity and efficiency, and shift management resources to growth areas. As the number of female employees engaged in manufacturing and logistics operations at the Mishima Mill, one of the group’s core plants, has increased, it opened the on-site childcare center ＧＯＯ．Ｎ Sukusuku House in April 2018 so that they could work with peace of mind. The group will continue to strengthen initiatives to create an environment in which women can thrive.」
The group pledged to review how all employees work and opened an on-site childcare center at the Mishima Mill in April 2018.