Promoting work-style reform
First written in FY2017. 3 of 6 entries say "Advanced", first in FY2021-Q3. Latest entry: FY2025.
1 other company's latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「Alongside working styles, we are continually updating how we communicate. To foster various forms of collaboration, we added new community areas in our offices in June 2024, and from November 2024 increased the frequency and proportion of office attendance, shifting toward an operating approach that places greater emphasis on face-to-face, in-person communication.」
While maintaining flexible working styles under the FFF system, the company has moved toward an operating approach that places greater emphasis on face-to-face communication by adding community areas in June 2024 and increasing the frequency and proportion of office attendance from November of the same year. - FY2024AdvancedAnnual report
「Use of shared offices has also been added to “Free Location” (approximately 700 locations nationwide), promoting a hybrid working style that gives employees greater freedom and flexibility in choosing how to work.」
Under work-style reform, shared offices have been added to the FFF system, which combines free location, free address and flex time, creating a system that provides access to approximately 700 locations nationwide. - FY2021ReframedAnnual report
「In addition, lifestyles and values have changed significantly, and work-style reform, including the adoption of telework, has advanced in corporate activities, leading to renewed recognition of the need to use digital technology.」
The focus of work-style reform has shifted from the previous explanation centered on diverse working styles and working-hour management to one that includes telework and the use of digital technology. - FY2021-Q3AdvancedAnnual report
「We decided to transfer fixed assets held by the company in order to make effective use of management resources, secure financial flexibility and review the conventional working style premised on working in the office.」
The company explicitly stated that the purpose of the fixed-asset transfer was to review the conventional working style premised on office work, setting out a specific response to work-style reform. - FY2019RestatedAnnual report
「Through the development of the next generation of management personnel by actively appointing capable employees regardless of age, gender or nationality, as well as promoting work-style reform, we aim to become a company where each employee works with purpose and energy.」
The company has reaffirmed the development of the next generation of management and work-style reform as means of developing human resources. - FY2017First statedAnnual report
「Returning to the principle that people are our greatest asset, the Group recognizes that creating an environment in which employees can work comfortably and with energy is an important issue. By establishing systems that enable diverse working styles, managing working hours across the Group and improving productivity, we aim to become a company where each employee works smartly.」
The company has newly identified the creation of a comfortable working environment as an issue, using systems for diverse working styles, company-wide working-hour management and productivity improvements as the means.