Cultivating an Autonomous, Customer-Oriented Culture through And Game
First written in FY2020. 3 of 5 entries say "Reframed", first in FY2023. Latest entry: FY2026.
Fdk moved to the "Worse" side of this theme in 2023, 1 year after the typical company in this theme (2022).
The whole theme swung hardest in 2021: 1 of 9 companies on the "Worse" side.
3 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In April 2026, we also formulated the medium-term business plan “R3” (fiscal 2026–fiscal 2028), with “multifaceted expansion of existing businesses,” “diversification of the business portfolio” and “fostering a culture that learns from failure and enables people to feel their growth” as its key pillars.」
The cultural expression changed from R2's “culture of recognizing and elevating one another” to R3's “culture that learns from failure and enables people to feel their growth.” Fostering a culture that connects challenges and failures to the next stage of growth is identified as an issue. - 2026-04-28ReframedFinancial results briefing materialsSuggests it is closing out
「Under the third pillar, “fostering a culture in which we learn from failure and feel our growth,” we will work to create an environment in which employees take on challenges boldly, regard failure as an investment and generate value for the future, and to establish mechanisms that create added value by leveraging employee diversity.」
The wording and framework of initiatives changed from R2’s “culture of mutual recognition and mutual improvement” to a culture in R3 that treats failure as an investment and enables employees to feel their growth. - FY2023ReframedAnnual report
「In addition, to respond to all of the stakeholders of our Group—customers, partners, employees, shareholders and society—we will work to foster a culture of “recognizing and elevating one another” by establishing mechanisms that enable each person to demonstrate their abilities and improving the quality of management, including governance.」
The cultural expression and framework of initiatives have changed from the previous “And Game” and autonomous, customer-focused corporate culture to the fostering of a “culture of recognizing and elevating one another” under R2. - FY2021RestatedAnnual report
「To realize “And Game,” which responds to all of the stakeholders of our Group—shareholders, customers, society and employees—we will work to foster a corporate culture in which employees autonomously make every effort to satisfy customers.」
The Group has reconfirmed the fostering of “And Game” and a corporate culture that autonomously pursues customer satisfaction as policies for realizing R1 and the ideal state we seek to achieve in 10 years. - FY2020First statedAnnual report
「To realize “And Game,” which responds to all of the stakeholders of our Group—shareholders, customers, society and employees—we will work to foster a corporate culture in which employees autonomously make every effort to satisfy customers.」
With a view to realizing R1 and the ideal state we seek to achieve in 10 years, the Group newly adopted “And Game,” which responds to all shareholders, customers, society and employees, together with an autonomous, customer-focused corporate culture.