Securing Talent and Improving Operational Efficiency Through Work-Style Reform
First written in FY2020. 3 of 6 entries say "Advanced", first in FY2024. Latest entry: FY2026.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「During the fiscal year, we used various proposal programmes to strengthen employees’ creativity and initiative, while working to create a safe and secure workplace by improving paid-leave utilisation and addressing employees’ health concerns. As a result of promoting health-enhancement measures in cooperation with an occupational physician, we were certified as a 2026 Certified Health and Productivity Management Outstanding Organisation (SME category). To improve the rate of parental-leave uptake, we enhanced explanations of the system for eligible employees, resulting in a parental-leave uptake rate of 75% among male employees.」
We were certified as a 2026 Certified Health and Productivity Management Outstanding Organisation through health-enhancement measures conducted in cooperation with an occupational physician, and disclosed a 75% parental-leave uptake rate among male employees following enhanced explanations of the system. - FY2025AdvancedAnnual report
「During the fiscal year, based on the results of the engagement survey conducted in fiscal 2023, we established a new proposal programme to strengthen employees’ creativity and initiative, and conducted communication training by organisational level to improve employee engagement. We also held self-leadership workshops as part of our efforts to create a workplace where women can thrive.」
We implemented a new internal proposal programme, communication training by organisational level and workshops aimed at supporting women’s advancement. As performance indicators, we disclosed a paid-leave utilisation rate of 68.6%, 380 applications under the internal proposal programme and ¥6.30 million in education-support expenditure. - FY2024AdvancedAnnual report
「Specifically, we have identified “Creating a safe and secure workplace,” “Promoting diverse working arrangements” and “Developing people who will shape the future” as key themes, and will create a workplace where everyone can make use of their strengths and continue to grow through the promotion of DX across all initiatives.」
The policy on work-style reform and securing human resources was translated into specific measures covering a safe and secure workplace, diverse working arrangements, human-resource development and DX, and 2030 targets and actual results were disclosed for multiple indicators. - FY2023RaisedAnnual report
「Going forward, we are further strengthening human-resource development to support sustainable manufacturing toward the realisation of “SustainabilityVision2030” by 2030. Specifically, we have identified “Creating a safe and secure workplace,” “Promoting diverse working arrangements” and “Developing people who will shape the future” as key themes, and will create a workplace where everyone can make use of their strengths and continue to grow through the promotion of DX across all initiatives. Paid-leave utilisation rate: 80.0% in 2028, actual 56.0%. Percentage of female employees among employees hired: 50.0% in 2030, actual 44.4%. Number of applications under the internal proposal programme: 500 in 2028, actual 282.」
The existing policy on work-style reform and securing human resources was expanded to cover diversity, the workplace environment, DX and human-resource development, with targets for 2030 and numerical performance indicators. - FY2021RestatedAnnual report
「Management is entering an era in which work-style reform, including telework, the establishment of a stable supply chain, and environmentally responsible operations centred on the SDGs are strongly required.」
Work-style reform, including telework, securing human resources and improving operational efficiency were reaffirmed as management priorities. - FY2020First statedAnnual report
「To respond to the rapidly changing business environment, we will seek to establish a stable earnings base and achieve stability by securing human resources and improving operational efficiency through work-style reform, expanding our share of the housing-materials market by pursuing further value creation for MDF, an environmentally friendly product, implementing initiatives that more strongly reflect energy conservation and recycling in our manufacturing and sales process improvements, and setting management objectives from a medium- to long-term perspective, incorporating them into our management plans and ensuring their achievement.」
We first explicitly stated our policy of using work-style reform as the basis for securing human resources and improving operational efficiency, while combining higher value-added MDF, market-share expansion, energy conservation and recycling to establish a stable earnings base.