Creating a Rewarding Workplace and Improving Productivity
First written in FY2018. 3 of 7 entries say "Advanced", first in FY2019. Latest entry: FY2026.
3 other companies' latest entry also says "Other".
- FY2026Higher employee turnover and lower paid-leave utilizationAnnual report
「Indicator FY2023 actual FY2024 actual FY2025 actual Target Employee turnover rate (%) 5.21 5.10 6.30 4 % or less (FY2026) Indicator FY2023 actual FY2024 actual FY2025 actual Target Paid-leave utilization rate (%) 62.9 63.4 61.4 65 % or more (FY2026)」
The employee turnover rate rose to 6.30% in FY2025, while the paid-leave utilization rate fell to 61.4%. The FY2026 targets of an employee turnover rate of 4% or less and a paid-leave utilization rate of 65% or more remain unchanged. - FY2025AdvancedAnnual report
「Indicator FY2022 actual FY2023 actual FY2024 actual Target Employee turnover rate (%) 4.18 5.21 5.10 4% or less (FY2026) Indicator FY2022 actual FY2023 actual FY2024 actual Target Paid-leave utilization rate (%) 56.8 62.9 63.4 65% or more (FY2026)」
For human capital, the company disclosed an employee turnover rate of 5.10% and a paid-leave utilization rate of 63.4% for FY2024, and maintained its targets of reducing the turnover rate to 4% or less and increasing the paid-leave utilization rate to 65% or more in FY2026. The paid-leave utilization rate rose from 62.9% in the previous fiscal year. - FY2023AdvancedAnnual report
「Accordingly, we introduced a personnel system that welcomes challenges based on four principles: "going beyond established boundaries," "being recognized for trying," "having a sense of personal growth," and "embracing diversity and encouraging career autonomy." By implementing this personnel system reliably, we will work to create systems that welcome challenges.」
A new personnel system that welcomes challenges was introduced, moving employee initiatives into the system implementation phase. Indicators and targets were also established: an employee turnover rate of 4.18% in FY2022, with a target of 4% or less in FY2026, and a paid-leave utilization rate of 56.8%, with a target of 65% or more in FY2026. - FY2022RaisedAnnual report
「② Building a company where employees can continue to thrive A. Building mutually supportive relationships in which employees and the company celebrate each other's growth ・Creating systems that welcome challenges ・Reforming the organizational culture B. Growing into a company of which employees can be proud ・Promoting diversity ・Achieving health-oriented management」
The scope has expanded from the previous employee initiatives involving challenge programs, IT use, and productivity improvements to include organizational culture reform, diversity, and health-oriented management. - FY2020RestatedAnnual report
「While promoting productivity improvements through the use of information technology, we will also work to improve employee satisfaction, taking into account the preferences of employees across our group as working styles and values diversify.」
The company has indicated a policy of continuing to promote productivity improvements through the use of information technology, respond to the diversification of working styles and values, and improve employee satisfaction. - FY2019AdvancedAnnual report
「Our group has also implemented measures including the promotion of paid-leave utilization. Going forward, we will seek to reduce overtime work and improve productivity through measures such as the use of IT technologies and the introduction of efficient production equipment.」
The promotion of paid-leave utilization has been implemented, while reductions in overtime work and productivity improvements through IT use and the introduction of efficient production equipment have been identified as the next measures. - FY2018First statedAnnual report
「Accordingly, we will address the design of systems that enable employees to take on challenges and the development of the corporate culture. Specifically, we will promote productivity improvements through measures including the use of IT technologies and reductions in overtime work. In addition, because the business areas differ and the challenges we face are becoming more complex and changing more rapidly, it has become necessary to ensure autonomy in decision-making within each business.」
New measures include systems and a corporate culture that enable employees to take on challenges, the use of IT, reductions in overtime work, productivity improvements, and autonomous decision-making by business.