SUSTAINABILITY FOR THE MEDIA DO GROUPIMPROVEMENT OF WORK ENVIRONMENT
In our efforts to maximize the growth of both employees and the organization, we have undertaken various initiatives aimed at achieving a balance between job satisfaction and ease of work. As a result, we were ranked 34th in the “Top 100 Platinum Companies” by the Nikkei Newspaper in 2024.
Initiatives to Create High Motivation
We provide intrinsic and extrinsic motivation so that employees feel fulfilled in their work.
- Intrinsic Motivation Based on the theory of intrinsic motivation, we foster intrinsic motivation through “competence, autonomy, and relatedness.”
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Specific Initiatives:
- Competence: Enhancing capacity development through increased “challenge expectations, dialogue opportunities, and training opportunities.”
- Autonomy: Promoting proactive goal setting and achievement processes aligned with expected roles, along with a system for reassignment based on employee preferences, and increasing flexibility in working styles according to life stages and intentions.
- Relatedness: Sharing background information from management regarding business decisions, enriching discussions between supportive supervisors and subordinates, and creating communities among employees who joined at the same time.
- Extrinsic Motivation Based on the theory of extrinsic motivation, we enhance employees’ “monetary and non-monetary satisfaction.”
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Specific Initiatives:
- Monetary Rewards: Maintaining and improving wage levels, with clear differentiation in rewards based on roles and performance.
- Non-Monetary Rewards: Offering long-service awards, congratulatory gifts for children entering elementary and junior high school, and stock compensation for executives.
Creating a Healthy Work Environment Both Mentally and Physically
The retirement of employees who have contributed to our company is a significant loss. We will improve the work environment, health environment, and D&I environment to ensure that talented employees do not give up their careers due to changes in their life stages, and to enable more flexible work styles that better suit employee preferences.
Specific Initiatives:
We propose new working styles that incorporate flexible working arrangements such as flextime and remote work. Additionally, to promote and strengthen value creation through communication and connections within and outside the company, we conducted a major renovation of our headquarters floor and installed a café in February 2023. Furthermore, to ensure that all employees can work in good mental and physical health and perform at their best, we are committed to reducing overall overtime, promoting the use of paid leave through the granting of refresh leave, and other measures.
Furthermore, the Company achieved its goal of having 30% of newly appointed managers be women in March 2023, one year ahead of the initial plan. To further promote women's empowerment, we will continue to focus on this issue by adding two training programs aimed at women employees with growth ambitions and male and female managers to our internal education program. Regarding the employment of people with disabilities, we are developing job coaches to explore various internal business opportunities while actively promoting the hiring of individuals with disabilities. We are also working with external supporters to create an environment where employees with disabilities can work comfortably and stably.
For more information on the results of these initiatives, please refer to the ESG highlights.
| Fiscal year ended Feb. 28, 2023 | Fiscal year ended Feb. 29, 2024 | |
|---|---|---|
| Average Monthly Overtime Hours | 12 hours 36 minutes | 9 hours 24 minutes |
| Percentage of Paid Leave Taken | 66.8% | 79.1% |
| Ratio of women among newly appointed managers | 18.2% | 43.3% |
| Ratio of employees with disabilities | 1.19% | 2.64% |
