Transforming Corporate Culture and Becoming a Company Where Employees Feel Happy
First written in FY2018. 6 of 12 entries say "Advanced", first in FY2019. Latest entry: FY2021.
3 other companies' latest entry also says "Achieved".
- FY2021AchievedAnnual report
「Through initiatives to improve the working environment, develop human resources and reduce administrative costs, the company has built the foundation for a corporate culture that continues to embrace “challenge.”」
The company concludes that, under the previous medium-term management plan’s transformation of the corporate culture, it was able to build the foundation for a new corporate culture through improvements to the working environment, human-resources development and reductions in administrative costs. - FY2021-Q3RestatedAnnual report
「Regarding the transformation of the corporate culture, the company introduced staggered working hours and remote work, promoted the transition of internal meetings online, and reduced costs.」
The company continues to describe the transformation of work styles and cost reductions through staggered working hours, remote work and the transition of internal meetings online. - FY2021-Q2AdvancedAnnual report
「Regarding the transformation of the corporate culture, the company introduced staggered working hours and remote work, promoted the transition of internal meetings online, and reduced costs.」
The company states that, in addition to staggered working hours and remote work, it promoted the transition of internal meetings online, producing the concrete result of lower costs. - FY2021-Q1AdvancedAnnual report
「Regarding the transformation of the corporate culture, the company introduced staggered working hours and remote work in response to the need to prevent the spread of COVID-19, and implemented initiatives for new ways of working.」
Regarding the transformation of the corporate culture, the company introduced staggered working hours and remote work to prevent the spread of infectious diseases and implemented new ways of working. - FY2020-Q3AdvancedAnnual report
「Regarding the transformation of the corporate culture and the strengthening of the Group's sales capabilities, the Group began operating under the new sales structure.」
The company began operating under a new sales structure as part of the transformation of its corporate culture and the strengthening of the Group’s sales capabilities. - FY2020-Q2AdvancedAnnual report
「Regarding the transformation of the corporate culture and the strengthening of the Group's sales capabilities, the Group reviewed its sales organization to establish a more effective and agile sales structure.」
The company reviewed its sales organization as part of the transformation of its corporate culture and the strengthening of its sales capabilities. - FY2020-Q1AdvancedAnnual report
「Regarding the transformation of the corporate culture, the company abolished 2 departments within the head office administrative divisions, the Corporate Strategy Department and the General Affairs and Legal Department, to improve operational efficiency by integrating similar functions. It also newly established the Planning and Administration Department and the Compliance Management Department to strengthen the “safety” and “compliance” functions that are important to the continuation of its business.」
The company implemented an organizational restructuring that abolished 2 head-office administrative departments and established 2 new departments, advancing operational efficiency and strengthening its safety and compliance functions. - FY2019AdvancedAnnual report
「Regarding transformation of the corporate culture, the company implemented initiatives including securing diverse human resources and upgrading employee skills, and progress was broadly in line with the plan.」
Regarding the transformation of the corporate culture, the company states that initiatives to secure diverse human resources and upgrade their skills have progressed broadly in line with the plan. - FY2019-Q3RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched from the current fiscal year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The company reconfirms its policy of launching a new medium-term management plan in the current fiscal year and undertaking 3 years of awareness reforms and foundation-building. - FY2019-Q2RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched in April this year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The company reconfirms that it launched a new medium-term management plan, including the transformation of its corporate culture, in April this year and is addressing 3 key issues. - FY2019-Q1RestatedAnnual report
「The company launched in April this year its new medium-term management plan, “Azuma Challenge Next100 — Toward the Next 100 Years,” based on the policy of devoting the next 3 years to steadily implementing awareness reforms and building the foundation for a new corporate culture that continues to embrace “challenge” as the company looks toward its next 100 years,」
The company continues to state that it launched a new medium-term management plan, including the transformation of its corporate culture, in April this year. - FY2018First statedAnnual report
「The next 3 years will be devoted to steadily implementing awareness reforms and building the foundation for a new corporate culture that continues to embrace “challenge” as the company looks toward its next 100 years. (1) Transforming the corporate culture — becoming a company where employees feel happy」
As a key issue in the new medium-term management plan, the company has for the first time identified transforming the corporate culture as an independent theme, including improving the working environment, developing human resources, reducing administrative costs and building the foundation for a new corporate culture.