At this year's Keidanren Summer Forum, lively discussions were held under the overarching theme of "A Vision for Japan's Economy and Society to Thrive, Even Amid Population Decline." In the subcommittee I joined, I introduced ITOCHU Corporation's initiatives to enhance labor productivity, with a particular focus on promoting women's advancement.

ITOCHU began its efforts in 2003, starting by increasing the proportion of women hired as new graduates for career-track positions and assigning them to all departments. However, at that time, few women were employed in face-to-face business sectors, and our unprecedented talent development plans and support measures for female career-track employees frequently failed to correspond with their actual circumstances and needs. As a result, our initial progress was limited.

A turning point came in 2010, when we launched our company-wide Work-Style Reforms. Notably, the introduction of our morning-focused working system—which in principle prohibits work after 8 p.m.—served as a catalyst for a fundamental review of individual time management and workplace operations. In line with diversifying work styles, we also expanded our measures in support of women's advancement, including childcare support, assistance for overseas assignments, and childcare leave for male employees, and actively promoted the use of these programs. As a result, we have seen not only reduced overtime hours and improved labor productivity, but also a birth rate among female employees that far exceeds the national average—outcomes we regard as clear achievements of these initiatives.

Through more than 20 years of persistent endeavors and reflection, we have learned that uniform, company-wide systems alone are insufficient to effect meaningful change, whether at the individual or organizational level. Employees only make greater use of these systems when the systems and their rules are flexible and tailored to the specific needs of each employee. Systems are not complete once established; it is essential to continuously refine them by listening to feedback from the workplace every day and adapting to individual circumstances.

At our company, we have already seen that the goal of enabling everyone, regardless of gender, to work energetically, thereby becoming a source of new innovation and contributing to the greater added value for all of Japan, cannot be achieved simply through textbook methods. For Japan to continue to thrive in the years to come, I believe it may be essential for the entire business community to make even greater efforts to foster the participation of diverse talent going forward.