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 our work style reform, we have introduced various systems to enable diverse work styles.
To date, we have promoted initiatives to combat long working hours, including encouraging the taking of paid holidays, 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 work from home. Employees aim to maximize the value created by their work and are realizing flexible work styles. We will continue to carry out further educational activities regarding the flextime system and the "anywhere office," and promote the operation of the system so that even people with various circumstances can continue to work flexibly.
Additionally, as part of initiatives to properly manage working hours, we are linking PC login and logout times with the work system to appropriately manage total working hours. Starting in fiscal 2020, while promoting flexible work style reforms, we conducted an analysis of working hours for each Department and took countermeasures. The rate of paid leave taking has been on the decline compared to 2019 due to people refraining from going out due to the coronavirus pandemic, but as work styles become more efficient, the rate of paid leave taking has been on the rise since 2021. The annual total working hours (average) in FY2022 was 1,964.0 hours, which decreased from the previous year, and the overtime working hours (per person) increased from the previous year to 21.9 hours/month. We will continue to promote operational efficiency, such as setting overtime hours targets for each department and individual, which we have been working on since fiscal 2022, and will continue to work towards reducing overtime hours and increasing the rate of annual paid leave taken. Masu.

In order to improve job satisfaction and job satisfaction, we utilize employee awareness surveys (engagement surveys) to reform our organizational culture. What we aim for in engagement is "a state in which employees empathize with the policies and strategies of the company or organization, and work voluntarily and with pride." Improving engagement is essential to revitalize organizations and improve productivity for sustainable growth. From 2022, we have changed the satisfaction survey we have been conducting to an employee awareness survey (engagement survey). By conducting engagement surveys, we can better visualize not only satisfaction levels but also the current state of the organization, leading to effective and efficient improvement measures necessary to improve engagement.