Section 5. Harmonious Coexistence with Society

7. Working Style Reform Initiatives

In April 2017, in response to demand for diverse working styles, Daibiru established new area-specific career-track positions, reviewed the requirements for the job grades that would be involved, and conducted a partial review of its personnel system as measures to enable clerical personnel to achieve their potential and enjoy broader career opportunities

In April 2018, the company launched full-fledged efforts toward working style reform, and in June 2019, the company introduced a personal goal management system that describes desirable employees who are capable of independent action, discovery, planning, and execution as a “4 DIMENSIONS DEVELOPER.” Due to the difficulty of objectively evaluating goal achievement levels and reflection on the fact that only goals set at the beginning of a fiscal period were subject to evaluation, this personal goal management system was designed to enable communication with supervisors for the duration of a fiscal period after goals had been set, in order for subordinates to share their strengths, weaknesses, and concerns. In April 2019, Daibiru introduced a mobile work system that aimed to improve productivity and enable flexible working styles through the effective use of free time outside the company, rapid sharing of information, and reduction of company documents that could be removed from the premises.

In fiscal 2020, Daibiru also implemented a new system for granting annual paid leave on an hourly basis and conducted reviews of the special refreshment leave system and the annual paid leave system for contract-based employees.

Daibiru has established a general business owner action plan that took effect in April 2022 on the basis of the Act on Advancement of Measures to Support Raising Next-Generation Children as an initiative aimed at improving productivity and enabling flexible working styles. Furthermore, on the basis of the Act on the Promotion of Women’s Active Engagement in Professional Life, Daibiru has set targets for increasing the ratio of female managers and will educate employees about the use of teleworking systems and telecommuting systems, promote participation in training programs, and carry out other initiatives in order to promote career advancement for women.