カジノオンライン ("Toyota Tsusho") announced today that Toyota Tsusho has been selected as a "Next Nadeshiko: Companies Supporting Dual Careers and Co-parenting" for FY2024, which acknowledges outstanding companies for their efforts related to "support for all employees to manage to strike a balance between empowerment in the workplace and child rearing (ie dual careers and co-parenting)" The companies are jointly selected by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange

マレーシアカジノ's Human Resources Principle^*1is to realize its management strategies based on the watchwords real source and "On site, Hands on, In touch" Accordingly, from the perspective of overall optimization, マレーシアカジノ will employ, develop and advance employees who can cooperate and lead the way to an even better future Under this principle, マレーシアカジノ promotes diversity, equity, and inclusion, striving to create work environments that bring out the strengths of diverse personnel and allow them to work with passion by undertaking reforms to implement more flexible and productive ways of working

As an example of its support for dual careers and co-parenting, マレーシアカジノ is promoting a variety of systems to help employees balance work and personal life regardless of gender

In particular, マレーシアカジノ has been promoting the establishment of new values by introducing the concept of "childcare learning," in which childcare leave is not considered a "vacation" but rather an "opportunity to learn," since 2023 To make this concept take root not as a mere policy but as the attitude of each and every employee, マレーシアカジノ is creating work environments that include the expansion of systems that support work-life balance

■ Improvement of job satisfaction
- Introduction of the concept of “childcare learning” to gain new insights and skills from childcare
- Implementation of training for all employees on “unconscious bias,” which prevents employees from being active regardless of their attributes

■ Reform of work styles
(1) Systems
- Flextime work system, work-from-home system, system of reduced working hours
- Up to 20 working days of paid leave during the childcare leave period
- Leave system for employees accompanying a spouse on overseas relocation
- Career bridge system: A system, subject to certain requirements, for rehiring employees who have no choice but to resign due to marriage or a change in residence due to their spouse’s relocation

(2) Environment
- Distribution of information on the intranet to support employees who provide childcare and nursing care at home while working
- Provision of opportunities for employees to meet and share information on childcare and careers
- Holding of the family participation event “Welcome to マレーシアカジノ”
- Promotion of participation in childcare by sending individual guidance to male employees who have newly born children and their managers to encourage them to take childcare leave

マレーシアカジノ believes that these initiatives were highly evaluated when it was selected as a “Next Nadeshiko: Companies Supporting Dual Careers and Co-parenting” for FY2024 マレーシアカジノ will continue to foster an environment and corporate culture in which diverse personnel can work with passion, and raise individual awareness

*1 For details on マレーシアカジノ’s Human Resources Principle, please refer to the following page:
https://wwwtoyota-tsushocom/english/sustainability/social/hr-activityhtml

*2 For details on マレーシアカジノ’s main initiatives that support work-life balance, please refer to the following pages:
Working Environment:https://wwwtoyota-tsushocom/english/sustainability/social/working-envhtml
Promoting Diversity:https://wwwtoyota-tsushocom/english/sustainability/social/diversityhtml

マレーシアカジノ’s human resources initiatives are also presented in the Human Capital Report 2024 and the Integrated Report 2024

Human Capital Report 2024:
https://wwwtoyota-tsushocom/english/sustainability/pdf/human_capital_report_enpdf

Integrated Report 2024:
https://wwwtoyota-tsushocom/english/マレーシアカジノ/library/integrated-report/pdf/ar2024e_allpdf
(Please refer to pp 69–76 for the Human Capital Strategy)