Improving communication and transitioning to a proactive organizational culture
First written in FY2016. 2 of 6 entries say "Restated". Latest entry: FY2025.
The whole theme swung hardest in 2019: 1 of 6 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「Beginning in fiscal 2024, a newly established DE&I (diversity, equity and inclusion) promotion team has taken the lead in creating a workplace where all employees, including women, foreign nationals, people with disabilities and older employees, can work comfortably and demonstrate their capabilities more fully.」
Making the organizational culture and work-style initiatives more concrete through efforts led by the newly established DE&I promotion team to create a workplace where diverse employees can work comfortably and demonstrate their capabilities. - FY2023AdvancedAnnual report
「The following are examples of specific initiatives undertaken in fiscal 2022. (Job Return Program) We introduced a “Job Return Program” that enables us to rehire employees who have left the Company. …… (Internal Free Agent Program and Internal Job Posting Program) Beginning in fiscal 2023, we will operate an Internal Free Agent Program and an Internal Job Posting Program to enable employees to take jobs they want, increase their sense of fulfillment at work, enhance job satisfaction and assign people to positions suited to their capabilities.」
Making the organizational culture and work-style initiatives more concrete through the introduction of a Job Return Program and the launch of an Internal Free Agent Program and Internal Job Posting Program from fiscal 2023. - FY2019ReframedAnnual report
「Fiscal 2019 is the first year of the medium-term management plan and is positioned as the year for “laying the groundwork for the growth strategy.” Specifically, under <Priority initiatives>, the Company will focus on the growth strategy for the core businesses (strategic fields), improve operational efficiency through work-style reforms and the renewal of core systems, establish a personnel development program, and continue implementing effective measures to prevent serious accidents and disasters and quality complaints.」
In addition to existing cross-organizational activities and efforts to improve the organizational culture, explicitly identifying work-style reform and human resources development as priority initiatives for fiscal 2019. - FY2018RestatedAnnual report
「③ Promoting cross-organizational activities to integrate the Group」
Continuing to make the integration of the Group through cross-organizational activities a priority initiative. - FY2017RestatedAnnual report
「③ Promoting cross-organizational activities to integrate the Group」
Presenting the integration of the Group through cross-organizational activities as a priority initiative for fiscal 2017. - FY2016First statedAnnual report
「Steadily raising the level of communication and changing the organizational culture to one that is positive and proactive.」
Identifying improvements to the organizational culture and internal communication as action items.