Work-style reform, innovation talent development and open innovation

「The number of business-producer employees reached 57, exceeding the target of 40 set for fiscal 2021 through fiscal 2023, contributing to the creation of new businesses that address social issues.」

「Beginning in fiscal 2023, the company will manage the group's overall human capital strategy and established the Human Capital Management Department as an organization responsible for group-wide oversight. The department will manage the group's talent portfolio, visualize its human capital, and formulate and advance the group talent strategy.」

「As part of these initiatives, the company is developing and operating a talent management system and, based on its ROLES-centered HR Architecture®, is advancing three key measures: strengthening alignment between business strategy and human resources strategy; promoting career self-direction and reskilling; and acquiring and developing talent to lead priority areas, including digital-transformation and business-producer roles.」

「In addition, the company will continue to advance its corporate-culture reform and internal digital transformation initiatives, further accelerating business growth.」

「As a new initiative, in fiscal 2020 we launched an internal project aimed at increasing employee autonomy and flexibility and creating new services that contribute to resolving social issues. Project members were recruited internally, and teams were formed with an emphasis on diversity, bringing together employees with various occupations and areas of expertise, genders and ages. We also adopted a holacracy-style organization without hierarchical relationships, piloted a management model that decentralizes decision-making, goal setting and personnel evaluations, and aim to create new services and form business ecosystems through activities that transcend the boundaries of the company and its organizations.」

「Regarding corporate culture transformation, we are promoting diversity to connect stakeholders with diverse values across industries and create business ecosystems. Our initiatives were recognized through a training and on-the-job development program aimed at building a talent pipeline for female employees, the promotion of diverse and flexible workstyles through telework, and work-life balance support measures including shorter working hours exceeding statutory requirements and workshops on maternity and parental leave. We received the Cabinet Office Minister of State Award for Gender Equality in the Leading Companies Where Women Shine Awards. We will continue to further promote diversity, including women's participation in the workplace, and foster a culture that enables diverse individuals to thrive.」

「These initiatives and achievements were recognized through various awards and certifications, including the New 100 Best Companies for Diversity Management and the Minister for Internal Affairs and Communications Award under the 100 Telework Pioneers program.」

「Furthermore, regarding corporate culture transformation, we are pursuing 3 pillars: Workstyle Foresight®, which advances organizational, human capital and workstyle reform; Diversity Foresight®, which promotes diversity; and Management Foresight®, which reviews and transforms systems and business processes. In November 2018, we received the Minister for Internal Affairs and Communications Award in the Telework Pioneers 100 program, hosted by the Ministry of Internal Affairs and Communications.」

「Next, regarding corporate culture transformation, we are pursuing three pillars: Workstyle Foresight®, which advances organizational, human capital and workstyle reform; Diversity Foresight®, which promotes diversity; and Management Foresight®, which reviews and transforms systems and business processes. We recently won the Grand Prix in the Work-Life Balance Support category of the Ikumen Company Awards 2018.」

「Through its Diversity Foresight® initiatives, including the advancement of women's participation in the workplace, the company obtained Level 3 certification, the highest level of Eruboshi certification under the Act on Promotion of Women's Participation and Advancement in the Workplace (the Women's Participation and Advancement Act).」

「Regarding corporate culture and human capital transformation, we have implemented measures including the use of satellite offices, the full-scale operation of telework, initiatives to promote a balanced approach to overtime, and the promotion of paid leave uptake as part of workstyle reform. Through our diversity initiatives, we also obtained the Level 3 certification, the highest level under the certification program commonly known as Eruboshi, based on the Act on Promotion of Women's Participation and Advancement in the Workplace.」

「Meanwhile, in terms of investment, the company established a new venture capital company, キャナルベンチャーズ株式会社, to create new businesses through open innovation, and formed a fund with total commitments of ¥5 billion.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are developing the working environment through the promotion of working from home and telework, the rollout of flexible seating and the establishment of satellite offices as part of workstyle reform. We are also pursuing a culture in which employees themselves generate innovation to achieve the medium-term management plan, and research and business creation ahead of future needs, through various measures aimed at creating new businesses through open innovation.」

「Centered on the Organizational Development Department established for the fiscal year ended March 2017, the company is expanding initiatives to promote work-style reform, including a management talent and transformation leader development project, the promotion of working from home and telework, and the establishment of satellite offices. Through participation as a partner in the seed acceleration program TECH PLANTER and other initiatives, it is also working to foster a culture in which employees themselves generate innovation toward achieving the medium-term management plan, and to conduct research and create businesses ahead of future needs.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are fostering a culture in which employees themselves generate innovation to achieve the medium-term management plan through a management and transformation leader development project, expanded measures supporting the working environment, including the promotion of working from home and the establishment of satellite offices through workstyle reform, and participation as a partner in the seed acceleration program TECH PLANTER. We are also pursuing research and the creation of businesses ahead of future needs.」

「Finally, regarding corporate culture and human capital transformation, one of the key strategies, we are fostering a culture in which employees themselves generate innovation to achieve the medium-term management plan through a management and transformation leader development project, expanded measures supporting the working environment, including the promotion of working from home and the establishment of satellite offices through workstyle reform, and participation as a partner in the seed acceleration program TECH PLANTER.」

「The company is promoting the development of a culture in which employees themselves generate innovation toward achieving the medium-term management plan, through initiatives including a management talent and transformation leader development project and the creation of an environment supporting new ways of working through work-style reform.」

「To strengthen efforts to reform the corporate culture, work styles and human resources that had been examined and piloted in fiscal 2015, the company established a new Organizational Development Department to drive these initiatives in an integrated manner.」