We promote various measures for both "work style reform" to improve productivity and job satisfaction and "organizational culture reform" to promote the realization of the Group's Core Values.

Our work style reform initiatives are based on the voluntary initiatives of each department.

As measures to support our employees who challenge themselves, and to enable them to better show their abilities, we work to improve their work-life balance by expanding systems that support balancing both work and diverse life events such as pregnancy, childbirth, childcare, and nursing care, as well as various leave systems, flextime, and remote work systems, etc.

We have introduced a "remote work system" since January 2017. By reducing constraints on work locations, this system will enable employees to perform their conventional duties more efficiently and focus on creative work. This is expected to bring about improved productivity per hour and other enhancements to work quality and performance.

Allowing work outside of the office even if they are not able to work at the office partially for personal reasons during working hours also enables employees to improve easiness to work and job satisfaction.

It is different from the existing "home work system"(introduced in FY2012) which is intended to support child care and nursing care, as it is usable by anyone meeting certain conditions such as application of the flextime. We also have other systems in place to support diverse work styles.

In order to continue to grow and respond to the rapidly changing environment after the Covid-19 pandemic, we promote a hybrid work style in which each organization and employee flexibly combines office and remote work depending on their business and assignment. By maximizing the benefits of the work style, we aim to increase productivity and job satisfaction and achieve results as a team.