Developing overseas local employees and strengthening internal management systems
First written in FY2016. 4 of 9 entries say "Restated". Latest entry: FY2026.
5 other companies' latest entry also says "Raised".
- FY2026RaisedAnnual report
「In the Medium-Term Management Plan “Medium-Term Plan 86,” covering the fiscal years ending March 2026 through March 2028, the company has identified “experience-focused personnel development” and “development of next-generation leaders” as key measures for the domestic construction business, and “recruitment and development of personnel” to expand overseas operating structures and “strengthening cooperation among bases” as key measures for the overseas construction business. Through these initiatives, it is strengthening its personnel base across the company.」
In addition to developing local employees overseas, Medium-Term Plan 86 explicitly identifies recruiting and developing personnel to expand overseas operating structures and promoting personnel exchange and cooperation among bases as key measures, broadening the scope of its personnel initiatives. - FY2024RaisedAnnual report
「In the overseas construction business, the company will promote the localization of operations by expanding local employees’ active participation in management and education for young engineers, while actively recruiting personnel with a view to the next several years.」
The scope of overseas personnel initiatives has expanded from the conventional development of local employees to their participation in management, expanded education for young engineers and recruitment with a view to the next several years. - FY2023RestatedAnnual report
「① Improving work engagement among local employees and developing autonomous personnel, including management talent ② Increasing orders and improving construction profit ③ Utilizing directly employed workers ④ Expanding operations into fields and regions expected to grow, including M&A and the real estate business」
The company continues overseas personnel initiatives, including improving work engagement among local employees and developing autonomous personnel. - FY2022RaisedAnnual report
「Overseas operations will focus on: improving work engagement among local employees and developing autonomous personnel, including management talent; expanding orders and improving construction profit by strengthening technical capabilities; and systematically developing Japanese staff.」
The scope of personnel initiatives has expanded from the conventional development of local employees to include work engagement, autonomous personnel including management talent, and the systematic development of Japanese staff. - FY2021RestatedAnnual report
「To rebuild a robust ¥45 billion-scale organization and move toward the next stage, the company will work with local employees to increase orders by strengthening sales activities and improving cost competitiveness, and strengthen profitability by improving construction profit.」
The company reiterated its overseas business policy of working with local employees to strengthen sales activities, cost competitiveness and construction profit. - FY2020RestatedAnnual report
「To rebuild a robust ¥45 billion-scale organization and target a ¥60 billion scale at the next stage, the company will work with local employees to increase orders by strengthening sales activities and improving cost competitiveness, and strengthen profitability by improving construction profit.」
The company reaffirmed its policy of working with local employees to strengthen sales activities, cost competitiveness and construction profit. - FY2016First statedAnnual report
「The company will systematically develop local employees and strengthen its internal management systems to build a robust management foundation for further future growth.」
The company cites the development of personnel and establishment of management systems accompanying the expansion of overseas operations as measures to build its management foundation.