1. The Second Founding
2017-2024
(5) Major Working Style Reform
- 2017
- As a key pillar of our Long-Term Vision, we have launched a “Working Style Reform.” Following intense labor disputes shortly after our founding, we have maintained a steadfast commitment to valuing our people. This principle has always been non-negotiable for us.
In October 2015, the Japanese government declared its aim to achieve a “Society of Dynamic Engagement of All Citizens,” with the primary challenge being “Working Style Reform.” The government's goal was to create a society where people could choose diverse workstyles that suit their individual circumstances. This need arose from significant social factors, such as the declining working-age population due to low birth rates and an aging society, and the increasing need to balance work with childcare and caregiving.
Anticipating these societal changes, we had already been focusing on our unique “Working Style Reform” in conjunction with our efforts towards globalization and diversity. The severe labor disputes we experienced early on instilled in us the belief that “employees and the company share a common destiny.” Since then, regardless of economic conditions, we have consistently emphasized “valuing people.” This focus is a core theme of our management.
In the 1990s, we promoted flexible working systems. In the 2000s, we expanded our initiatives to include enhanced childcare and caregiving support measures and introduced new working systems for post-retirement employees. While these efforts led to an increase in female employees and re-employed retirees, the issue of “reducing long working hours” remained unresolved.
Entering the 2010s, the automotive industry faced significant changes, described as occurring once in a century. To navigate these changes and lay the foundation for future growth, we established the “Five Pillars of Management Reform” in our Long-Term Vision for 2025. One crucial pillar is the “Working Style Reform.”
Our vision for the “Working Style Reform” is to leverage employee diversity as a growth driver and aim for “a virtuous cycle of creating time for each individual and fostering growth.” Specifically, we aim to improve productivity and reduce working hours to create new time. This newly created time can be allocated to new work, learning, household chores, childcare, social contribution, community activities, and health promotion, leading to personal growth and the creation of new value. We intend to reinvest this value back into work.
- Deep DiveHR Initiatives for Working Style Reform
- During the 2010s, we introduced a series of new HR initiatives to concretize our Working Style Reforms. Here are some key implementations:
1. Selective Discretionary Labor System (2011):
Introduced in 2011, this system primarily targets administrative and technical assistant managers.
2. Off-site Work System (2013):
Launched in 2013, this system targets management and specialist roles, allowing them to work from locations outside the office.
3. Morning Shift (2015):
In 2015, we introduced the “Morning Shift” initiative, encouraging employees to start work an hour earlier than the regular start time and leave earlier as well.
4. Start-up Support Fund (2017):
To support individual health promotion and encourage continuous learning, we introduced the “Start-up Support Fund” in 2017.
Parallel to these HR initiatives, we also focused on eliminating unproductive tasks and meetings in each workplace to enhance productivity and reduce working hours.
Furthermore, as the next step in Working Style Reform, we focused on enhancing "job satisfaction." Beyond merely reducing working hours, it is crucial to consider employee motivation and job satisfaction. With this understanding, we embarked on reforms to enhance work fulfillment.
We have long been committed to improving employee health and working environments. In addition to these efforts, we initiated “Three Reforms”: “Job Reform,” “Management Reform,” and “Communication Reform.” Through these reforms, we aim to enhance each employee's job satisfaction and fulfillment.
- Deep DiveThree Reforms for Enhancing Job Satisfaction
- 1. Job Reform:
- We have introduced telework and other flexible work arrangements to create an environment where employees can focus on their tasks and fully utilize their individual abilities.
- By leveraging IT tools, we have transformed work processes to make them more efficient and conducive to concentration and productivity.
2. Management Reform:
- We have developed educational programs for managers to enhance their leadership skills.
- We have implemented systems to promote active dialogue between supervisors and subordinates, aiming to strengthen management practices that harness the synergy of a diverse workforce.
3. Communication Reform:
- We have introduced initiatives like the Transformation Action Support Fund, which supports activities where employees can learn and elevate each other.
- We have redesigned office spaces to foster communication and improve job satisfaction, creating environments where employees can thrive and feel more engaged.