Work style reform & engagement

Based on the concept of "autonomy and collaboration" for employees, our company has been promoting the development of IT and mobile environments, telework (introducing work systems from home and satellite offices), and the use of web conferencing. From fiscal 2020, we will simultaneously develop systems such as "switching from landline phones to mobile phones" and "promoting paperless technology," targeting the head office administration department and sales department, whose work was particularly tied to offices and seats. We implemented an office style that incorporates the concept of ABW (Activity Based Working = a way of working that allows you to freely choose your time and place) and introduced free addresses. Even after the system was introduced, we continue to listen to the voices of our employees and work to create a comfortable work environment.

As part of work style reform, we are introducing various systems to enable diverse working styles.
To date, we have promoted measures against long working hours, initiatives 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 annual total working hours (average) for fiscal 2023 was 1,946.0 hours, and overtime hours (per person) were 21.0 hours/month, both of which were lower than 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.

By working to improve employee engagement, we will maximize the sense of fulfillment for each employee. As a result, we believe that performance will improve and we will be able to provide greater value to customers. We conduct an engagement survey once a year, and our engagement score for fiscal 2023 was 45%, a 4% improvement from the previous survey. While we were able to confirm that the management style and work environment of direct superiors were particularly favorably received, we also confirmed that there were issues with the penetration of management strategies. To improve this, we will strengthen communication by utilizing town hall meetings (Joy for Life^® Dining) that are held continuously and dialogue meetings held individually by management.
It is important to analyze the survey results and take action to improve. By improving employee engagement, we hope to increase our corporate value.