Work-Style Reform for Individuals and Organizations

「Under “evolving organizational capabilities for the future,” the company held small-group dialogue sessions between the president and employees at domestic business sites and affiliated companies as an initiative to realize the desired organizational culture, seeking to deepen mutual understanding and improve engagement. It also reviewed its personnel evaluation system to respond flexibly to changes in the external environment and organizational strategy, while improving employee growth and job satisfaction and raising performance and productivity.」

「We held small-group dialogue sessions between the president and employees at domestic business locations and affiliated companies to deepen mutual understanding and improve engagement. We also reviewed the personnel evaluation system to respond flexibly to changes in the external environment and organizational strategy, while achieving both employee growth and job satisfaction and improved performance and productivity.」

「To measure employee engagement, the company has conducted an engagement survey covering all employees since fiscal 2023. Using the engagement survey score as a KPI, it aims to achieve a score of at least 70.0 by fiscal 2026 and has already begun organizational improvement initiatives at each workplace. In addition, the company introduced 360-degree feedback from fiscal 2024 as a new initiative to encourage behavioral changes and dialogue among managers and leaders.」

「To measure employee engagement, the company has conducted an engagement survey covering all employees since fiscal 2023. Using the engagement survey score as a KPI, it aims to achieve a score of at least 70.0 by fiscal 2026 and has already begun organizational improvement initiatives at each workplace.」

「The company recognizes that securing diversity is particularly important and that creating an environment in which each individual can work with a sense of purpose and vitality is essential for diverse individuals to thrive and the organization to demonstrate its capabilities. Accordingly, from fiscal 2023, it has established improving employee engagement as a goal and has formulated and advanced human resources initiatives.」

「Against this backdrop, in the fifth year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued activities based on four guiding principles: “creating new businesses,” “expanding core businesses,” “deepening and advancing manufacturing,” and “reforming the way individuals and organisations work,” with the aim of becoming a globally “distinctive” supplier.」

「Against this backdrop, in the fifth year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued activities based on four guiding principles: “creating new businesses,” “expanding core businesses,” “deepening and advancing manufacturing,” and “reforming the way individuals and organisations work,” with the aim of becoming a globally “distinctive” supplier.」

「In the fifth year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued activities based on four guiding principles: “creating new businesses,” “expanding core businesses,” “deepening and advancing manufacturing,” and “reforming the way individuals and organisations work,” with the aim of becoming a globally “distinctive” supplier.」

「Under “work-style reform for individuals and the organization,” the company worked to enhance organizational performance and improve employees’ work-life balance, including by expanding eligibility for its work-from-home program to all employees, while also taking into account the need to secure business continuity using remote work.」

「Against this backdrop, in the fourth year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued activities based on four guiding principles: “creating new businesses,” “expanding core businesses,” “deepening and advancing manufacturing,” and “reforming the way individuals and organisations work,” with the aim of becoming a globally “distinctive” supplier.」

「Against this backdrop, in the fourth year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued activities based on four guiding principles: “creating new businesses,” “expanding core businesses,” “deepening and advancing manufacturing,” and “reforming the way individuals and organisations work,” with the aim of becoming a globally “distinctive” supplier.」

「Based on an analysis of existing operations across the Group and proposals from employees, the company advanced operational improvements, streamlined and renewed operations across the Group, and achieved a reduction in total working hours. In addition, because the company had already established a remote-work environment while advancing work-style reform, it was able to continue operations without impairing productivity even as the novel coronavirus spread.」

「Against this backdrop, in the third year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued initiatives based on four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work, with the aim of becoming a globally “distinctive” supplier.」

「Against this backdrop, in the third year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued initiatives based on four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work, with the aim of becoming a globally “distinctive” supplier.」

「Against this backdrop, in the third year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued initiatives based on four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work, with the aim of becoming a globally “distinctive” supplier.」

「During the current consolidated fiscal year, through the Work-Style Reform Department, the company analyzed existing operations across the Group and solicited proposals for operational improvements. Based on the results, it streamlined and improved operations across the Group, including by introducing RPA (robotic process automation) for tasks where higher work efficiency was expected, and advanced efforts to reduce total working hours. In October 2019, the company also obtained Kurumin certification as a childcare-support company actively promoting support for employees raising children.」

「Against this backdrop, in the second year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued initiatives based on four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work, with the aim of becoming a globally “distinctive” supplier.」

「Against this backdrop, in the second year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group pursued initiatives based on four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work, with the aim of becoming a globally “distinctive” supplier.」

「Specifically, through the Work-Style Reform Department established in April 2018, the company will streamline and improve operations across the Group and work to reduce total working hours. Based on the belief that employees’ physical and mental health is the foundation for the Group’s development and contributes to higher productivity, the company will also work to improve the workplace environment and promote employee health. Going forward, it will promote operational efficiency and work-style reform, including the introduction of RPA (robotic process automation).」

「Against this backdrop, in the first year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group established four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work. We began initiatives aimed at becoming a globally “distinctive” supplier.」

「Against this backdrop, in the first year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group established four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work. We began initiatives aimed at becoming a globally “distinctive” supplier.」

「Against this backdrop, in the first year of Stage 2 of our medium- to long-term management plan, “Breakthroughs for the future” (Advancing toward the future), the Group established four guiding principles: creating new businesses, expanding core businesses, deepening and advancing manufacturing, and reforming the way individuals and organisations work. We began initiatives aimed at becoming a globally “distinctive” supplier.」

「Guideline 4. Reforming the way individuals and organizations work: Promote autonomous and creative ways of working by developing the work environment and systems, developing talent, and reforming awareness.」