Human Capital Investment Focused on Improving Employee Satisfaction and Engagement
First written in FY2023. 4 of 5 entries say "Advanced", first in FY2024. Latest entry: FY2026.
The whole theme swung hardest in 2021: 1 of 11 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「As a result of standardizing work procedures through manuals and sharing information to prevent operations from becoming dependent on individual employees, and promoting male employees’ use of childcare leave, the rate reached 100.0% in the fiscal year ending March 2026. We will continue to regularly raise awareness of and promote male employees’ use of childcare leave, create an environment in which they can take leave with confidence, and maintain the rate steadily at 85% or higher.」
Efforts to standardize work procedures and share information brought the rate of male employees taking childcare leave to 100.0%, and the company stated its policy of maintaining the rate steadily at 85% or higher going forward. - 2026-05-08AdvancedEarnings
「We aim to achieve a male childcare-leave uptake rate of 85% and a paid-leave utilization rate of 70%, while developing a workplace environment in which diverse talent can thrive.」
Presented new numerical targets of an 85% male childcare-leave uptake rate and a 70% paid-leave utilization rate. - FY2025AdvancedAnnual report
「To improve employee engagement, we introduced “TUNAG” in October 2024 as a tool to promote internal communication. We also launched a project to promote women’s participation in the workforce in order to create an environment where women can thrive.」
We gave concrete form to ES and engagement initiatives, including the introduction of TUNAG, a project to promote women’s participation in the workforce, employee awareness surveys, and the introduction of a five-day workweek with two full days off. The rate of male employees taking childcare leave reached 60.0%. - FY2024AdvancedAnnual report
「Specifically, in addition to improving the percentage of women in management positions, the percentage of male employees taking childcare leave, and the gender pay gap, as described in “I. Overview of the Company, 5. Employee Information,” we will improve employee benefits and compensation, measure the effectiveness of the personnel evaluation system, enhance talent development training, consider introducing a five-day workweek with two full days off, and set proprietary ES and EG indicators as internal targets, thereby promoting improvements in ES.」
We introduced a new personnel system and gave concrete form to measures for effectiveness measurement, use of self-assessment forms, overtime reduction, training for female managers, a 16.6% rate of male employees taking childcare leave, correction of the gender pay gap, and preparations for a five-day workweek with two full days off. - FY2023First statedAnnual report
「We believe that as Employee Satisfaction (hereinafter, “ES”) and Engagement (hereinafter, “EG”) improve together, employee and company objectives will become aligned, leading to initiatives pursued with a shared sense of purpose and ultimately serving as a driving force for improved business performance. Accordingly, we are working to improve ES under our medium-term management plan, “Dreambed2025 Change & Challenge Plan.”」
We established for the first time a systematic policy of treating ES and EG as proprietary indicators and linking them to human capital initiatives, including improved employee benefits and compensation, the personnel evaluation system, talent development training, and a five-day workweek with two full days off.