Building a Leaner Management Structure Through Productivity Improvements
First written in FY2019. 5 of 7 entries say "Advanced", first in FY2020. Latest entry: FY2026.
The whole theme swung hardest in 2022: 7 of 34 companies on the "Worse" side.
25 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Under Medium-Term Management Plan 2024, covering the 3 years from fiscal 2024 through fiscal 2026, the company set growth investment in human resources development during the plan period at ¥500 million and is implementing initiatives to invest in human capital for sustainable growth.」
The company expanded its productivity improvement and work-style reform initiatives into human capital investment, specifying ¥500 million in human resources development investment over 3 years, revisions to its personnel systems, and systems to encourage employees to take ownership of their careers. - FY2025AdvancedAnnual report
「Average monthly overtime hours per employee 9 hours 50 minutes 8 hours 45 minutes Continue to keep this at 9 hours or less」
Regarding productivity improvement and work-style reform, average monthly overtime hours fell to 8 hours 45 minutes, approaching the fiscal 2026 target of 9 hours or less. - FY2024AdvancedAnnual report
「We are advancing initiatives to reduce working hours and increase motivation by improving productivity through measures such as centralizing sales-branch administrative operations at headquarters and promoting paperless operations, and by implementing measures related to work-style reform through the use of mobile tools, including tablets and business smartphones, and the wider adoption of telework.」
The company continued its productivity improvement and work-style reform initiatives, and average monthly overtime hours in fiscal 2023 were 9 hours 50 minutes. - FY2023AdvancedAnnual report
「We are advancing initiatives to reduce working hours and increase motivation by improving productivity through measures such as centralizing sales-branch administrative operations at headquarters and promoting paperless operations, and by implementing measures related to work-style reform through the use of mobile tools, including tablets and business smartphones, and the wider adoption of telework.」
The company has translated productivity improvement into specific measures, including centralizing sales-branch administrative operations at headquarters, paperless operations, mobile tools and telework. - FY2021RestatedAnnual report
「In addition, to enhance the sustainability of the region and the Bank amid a challenging operating environment, we will continue working to strengthen our management structure through higher productivity, including increasing profitability per employee. In parallel, based on our vision strategy, “Taking on the challenge of creating a new business model guided by the SDGs,” we will focus on creating new businesses and securing and developing the human resources needed to realize them.」
The company indicated that it would continue under Medium-Term Management Plan 2021 to strengthen its management structure through higher productivity and increase profitability per employee. - FY2020AdvancedAnnual report
「Under Medium-Term Management Plan 2019, the company established “evolution of CSV (*)” as its basic policy and is implementing various measures based on 3 key issues: “evolving sales activities to deliver high added value,” “evolving the framework to anticipate changes in the environment,” and “strengthening the foundation supporting evolution.” In addition, as part of its efforts to improve productivity and transition to a leaner management structure, the Productivity Improvement Project Team is taking the lead in piloting and expanding productivity initiatives, rebuilding the sales structure, and implementing branch initiatives.」
The company specified its initiatives as piloting and expanding measures by the Productivity Improvement Project Team, rebuilding the sales structure, and implementing branch initiatives. - FY2019First statedAnnual report
「Regarding productivity improvement, amid major changes in the operating environment surrounding regional financial institutions, we will implement measures from both sides, increasing output and reducing inputs, in order to build a robust management foundation. Rather than pursuing indiscriminate cost-cutting such as across-the-board expense reductions, we will firmly reduce wasteful operations while also pursuing efficiency gains through digital innovation and growth investment.」
As a measure under Medium-Term Management Plan 2019, the company outlined a policy of building a leaner management structure through both the reduction of unnecessary operations and the enhancement of results, rather than simple cost-cutting.