Reforming our corporate culture and mindset

Our Group values the connection between management and the field. Mutual communication and sharing ideas about human capital management and current issues helps unify the organization to realize management strategies.

In response to the organizational reform in July 2023, we have reviewed our activities to promote the corporate philosophy system established in 2021. After two years of activities, we have achieved a certain level of penetration, and going forward, we will aim to improve engagement while placing the corporate philosophy as an important pillar, and restructure our activities with the goal of enabling each employee to demonstrate their abilities. To improve engagement, we analyze the results of the engagement survey for each organization, identify issues, formulate directions for activities, and set goals for what activities all employees will engage in over the course of a year. In addition, we conducted a pulse survey in 2024 to measure progress.

We use an in-house SNS as a place for each employee to share their know-how and information across organizational boundaries. We create communities for each theme, such as introducing daily work, product information, and cooking trials, and employees working in our Group actively communicate with each other.

We support club activities that meet certain standards in order to deepen friendships between employees across departmental boundaries, revitalize the company, and create a friendly organization. We promote communication among employees through club activities such as golf, futsal, English conversation, and solo camping.

Based on the concept of "autonomy and collaboration" for employees, we have promoted the development of IT and mobile environments, teleworking (introducing a system of working from home or satellite offices), and web conferencing. Since fiscal 2020, we have implemented office renewal incorporating the concept of ABW (activity-based working, a way of working that allows employees to freely choose their own time and place) and introduced a free address system, while at the same time establishing systems such as "switching from landlines to mobile phones" and "promoting paperless work" for the headquarters Activity Based Working sales departments, which had particularly high levels of work tied to the office or desk. Even after the introduction, we have continued to listen to employees' voices and work to create an environment that is easy to work in.

As part of work style reform, we are introducing various systems to enable diverse working styles.
To date, we have initiatives measures against long working hours, such as encouraging employees to take paid leave, expanding the number of workplaces eligible for flextime, and introducing a super flextime system. We have also introduced an "Anywhere Office" system, which allows employees to work from satellite offices and telecommute. Our employees are working flexibly, aiming to maximize the value of their work. We will continue to promote awareness of the flextime system and the "Anywhere Office" system, and will continue to operate the system so that people with various circumstances can continue to work flexibly.
In addition, as initiatives to properly manage working hours, we link PC login and logout times with the work system to properly manage total working hours. From fiscal 2020, while promoting flexible work style reform, we conducted analysis of working hours for each Department and took measures. The paid leave acquisition rate was on a downward trend compared to fiscal 2019 due to the influence of refraining from going out during the COVID-19 pandemic, but the paid leave acquisition rate has been on an upward trend since fiscal 2021 as work style efficiency has improved. The total annual working hours (average) for fiscal 2023 was 1,946.0 hours, and overtime hours (per person) were 21.0 hours/month, down from the previous year. We will continue to promote business efficiency, such as setting departmental and individual overtime work hour targets, which we have been working on since fiscal 2022, and continue to work toward reducing overtime hours and improving the annual paid leave acquisition rate.