Reducing long working hours and supporting employees through work-style reforms
First written in FY2018. 8 of 11 entries say "Advanced", first in FY2019. Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Work engagement was at the same level as in the previous fiscal year, which we believe was supported by revisions to the compensation system and initiatives to create a more comfortable working environment.」
Work engagement rose from 54.7 to 54.8, and the voluntary turnover rate declined to 1.9%. Meanwhile, average overtime hours increased from 11.4 to 11.9 hours. - FY2025AdvancedAnnual report
「Work engagement was at the same level as in the previous fiscal year, which we believe was supported by revisions to the compensation system and initiatives to create a more comfortable working environment.」
Work engagement rose from 54.1 to 54.7, while employee engagement rose from 52.1 to 53.1. The voluntary turnover rate declined to 2.2%, whereas average statutory-exempt overtime hours increased from 10.1 to 11.4 hours. - FY2024AdvancedAnnual report
「The turnover rate declined from the previous fiscal year, with the voluntary turnover rate reaching 2.5%, achieving the target of approximately 3.0%. We will continue improving the working environment to retain talented employees.」
Regarding human capital investment and the refurbishment of the working environment, we disclosed a voluntary turnover rate of 2.5%, work engagement of 54.1, and an annual paid-leave utilisation rate of 84.6%. Management also held 14 briefing sessions for employees. - FY2024-Q1AdvancedAnnual report
「During the first quarter, we actively pursued growth investments centred on the continued strengthening of digital sales to address the increasingly sophisticated and expanding global market. To achieve stable, sustainable growth, we also sought to enhance corporate value through further improvements to the work environment under our priority human capital investment strategy, including strengthening the human resources function, establishing the Creative Studio, introducing a partnership system, and expanding employee benefits.」
Employee support and work-style initiatives were given concrete form through strengthening the human resources function, establishing the Creative Studio, introducing a partnership system, and expanding employee benefits. - FY2023AdvancedAnnual report
「The overall pay increase for our regular employees during the fiscal year was 30.1%, and we implemented the 30% increase in average base salaries announced in our press release dated 31 March 2022.」
We expanded employee support to include compensation systems, employee benefits, consultation services, and briefing sessions with management. Work engagement was 54.4, the voluntary turnover rate was 3.2%, and the annual paid-leave utilisation rate was 88.2%. - FY2022AdvancedAnnual report
「On 31 March 2022, we announced our policy of promoting a human capital investment strategy to achieve sustainable growth in corporate value. Effective 1 April, in addition to reorganising the human resources function and establishing the position of chief human resources officer, we increased average base salaries for employees in regular employment by 30%.」
We expanded employee support and work-style initiatives into human capital investment, including the reorganisation of the human resources function, establishment of the CHO position, and a 30% increase in average base salaries. - FY2021-Q2RestatedAnnual report
「After the state of emergency was lifted, the Company continued a work arrangement combining remote work and staggered working hours to prevent novel coronavirus infections among employees, business partners and others, and worked to minimize the impact by implementing infection-prevention measures for office-based work as well.」
Regarding work-style reforms and employee support, we continued using remote work and staggered working hours after the state of emergency was lifted, while maintaining infection-prevention measures in the office. - FY2021-Q1AdvancedAnnual report
「To prevent novel coronavirus infections among employees, business partners and others, the Company closed virtually all of its offices during the state of emergency and implemented remote work for all employees except some personnel required to maintain business operations.」
In terms of employee support and work styles, we closed all business locations during the state of emergency and implemented remote work for all employees except those required to maintain business continuity. - FY2020RestatedAnnual report
「As part of our efforts to promote work-style reform and reduce long working hours, we implemented various training programs, including stricter management and supervision of working hours, labor-management training and mentor training. In addition to encouraging awareness reform among officers and employees and promoting the use of paid leave, we are working to maintain and improve employee health by holding monthly Health and Safety Committee meetings.」
We continue to implement work-style reforms through working-hours management, training, and the health and safety committee, as well as initiatives to promote paid leave. - FY2019AdvancedAnnual report
「As part of our efforts to promote work-style reform and reduce long working hours, we implemented various training programs, including stricter management and supervision of working hours, labor-management training and mentor training. In addition to encouraging awareness reform among officers and employees and promoting the use of paid leave, we are working to maintain and improve employee health by holding monthly Health and Safety Committee meetings.」
In addition to existing initiatives to promote paid leave, the health and safety committee, and childcare facilities, we tightened working-hours management and conducted labor-management and mentor training. - FY2018First statedAnnual report
「As part of our efforts to promote work-life balance and reduce long working hours, we work to maintain and improve employee health by encouraging the use of paid leave and holding monthly health and safety committee meetings. We are also creating an environment in which employees can thrive by providing support for child-rearing, including establishing childcare facilities at workplaces, while fostering a rewarding corporate culture to secure and utilize talented personnel.」
Reducing long working hours, encouraging paid leave, health and safety committees, workplace childcare facilities and child-rearing support were presented for the first time as standalone issues under work-style reform measures.