Action Plan based on the “Act on Advancement of Measures to Support Raising Next-Generation Children”
We are continuously committed to creating a workplace where employees can thrive while balancing their roles in raising children. In particular, the rate of male employees taking childcare leave has been on an upward trend year by year. This action plan has been formulated with the goal of firmly embedding the achievements of our ongoing efforts and continuing to maintain and enhance them.
Period
April 1, 2026 – March 31, 2028
Objectives
(1)Extending the duration of childcare leave taken by male employees, and establishing a workplace environment where employees of all genders can balance childcare and career.
| Numerical target | During the plan period, the average duration of childcare leave taken by male employees shall be 60 days or more. |
|---|---|
| Methods | ・Provide individual notification of the childcare leave system to employees who report their spouse’s childbirth, along with information encouraging extended leave periods ・Share statistical data and personal experiences of employees who have taken childcare leave via the company intranet and internal newsletter, fostering a workplace culture that encourages leave-taking ・Inform managers about promoting childcare leave among their team members and securing sufficient leave duration |
(2) Ensuring appropriate management of working hours and maintaining a working environment where all employees can preserve a healthy work-life balance.
| Numerical target | During the plan period, the average overtime and holiday working hours of all employees shall be kept under 30 hours per month. |
|---|---|
| Methods | ・Monthly monitoring of overtime work and feedback to department heads ・Adjustment of workload distribution to prevent the occurrence of long working hours ・Promotion and continuous communication of various leave systems |
Action Plan based on the “Act on the Promotion of Women’s Active Engagement in Professional Life”
We are continuously committed to creating a workplace environment where diverse talent, including women, can fully demonstrate their abilities and thrive. The proportion of female employees has been on an upward trend year by year. Building on these ongoing efforts, this action plan has been formulated with the goal of supporting career development for female employees and promoting the active engagement of female managers, based on findings from workplace assessments.
Period
April 1, 2026 – March 31, 2031
Objectives
(1) Promoting career development support for female employees and active engagement support for female managers, aiming to increase the ratio of female managers.
| Numerical target | Increase the ratio of female employees in managerial positions to 25% or higher |
|---|---|
| Methods | ・Conduct fact-finding surveys and analysis at least twice a year, and implement measures based on the results ・Foster an environment where female managers can continue to thrive, through initiatives such as regular networking meetings for female managers, phased management skills training based on years of experience, and regular feedback/one-on-one meetings by supervisors ・Aim to increase the proportion of female employees who view career advancement positively to 55% or higher, through initiatives such as promoting flexible work styles and sharing examples of female managers’ success and diverse management role models within the company |
(2) Ensuring appropriate management of working hours and maintaining a working environment where all employees can preserve a healthy work-life balance.
| Numerical target | During the plan period, the average overtime and holiday working hours of all employees shall be kept under 30 hours per month. |
|---|---|
| Methods | ・Monthly monitoring of overtime work and feedback to department heads ・Adjustment of workload distribution to prevent the occurrence of long working hours ・Promotion and continuous communication of various leave systems *The initiatives related to working hours are implemented as content shared with the General Employer Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children. |
Information Disclosure on Female Empowerment in the Workplace
| FY 2021 | FY 2022 | FY 2023 | FY 2024 | FY 2025 | ||
|---|---|---|---|---|---|---|
| Percentage of new female employees | 28.1% | 29.3% | 32.0% | 28.2% | 21.3% | |
| Percentage of female employees (as of the end of the fiscal year) | 16.5% | 17.7% | 18.7% | 19.9% | 20.0% | |
| Gender Pay Gap (Women’s wages as a percentage of men’s wages) | All workers | – | – | 76.1% | 73.1% | 78.6% |
| Regular employees | – | – | 78.7% | 76.9% | 79.8% | |
| Part-time and fixed-term employees | – | – | 71.7% | 65.2% | 69.5% | |
| Percentage of women in managerial positions (as of the end of the fiscal year) | 7.8% | 8.3% | 8.5% | 7.8% | 8.1% | |
| Average percentage of annual leave taken per year | 60.0% | 67.7% | 72.7% | 67.8% | 70.2% | |
| Percentage of eligible employees taking parental leave | Female | 100% | 100% | 100% | 100% | 100% |
| Male | 5.8% | 26.3% | 44.8% | 40.0% | 67.7% | |
| Average overtime hours | 27.0 hours/month | 23.6 hours/month | 22.9 hours/month | 24.9 hours/month | 22.1 hours/month | |
※Includes part-time and contractual employees