Enhancing Management Capabilities, Talent Development and Compliance
First written in FY2016. 16 of 22 entries say "Restated". Latest entry: FY2026.
4 other companies' latest entry also says "Raised".
- FY2026RaisedAnnual report
「[Human resources development] … Developing construction managers, recruitment」
Under Vision 2035, the company treats human resources development as an investment area, and the medium-term plan allocates ¥1.5 billion to engineer training and the development and recruitment of highly skilled personnel. It updated its disclosures to report a female management ratio of 4.2%, a male childcare leave uptake rate of 21.2%, and gender pay gaps of 63.6% for all workers, 67.3% for regular employees and 40.9% for part-time and fixed-term employees. - FY2025Human capital metrics updatedAnnual report
「Percentage of female employees in management positions (%) 3.9; male employee childcare leave uptake rate (%) 25.0; gender pay gap among employees (%) all employees 63.1, regular employees 66.2, part-time and fixed-term employees 36.5」
As human capital measures, the company disclosed a female management ratio of 3.9%, a male childcare leave uptake rate of 25.0% and the gender pay gap. It also continues its human resources strategy centered on four areas: development, recruitment, preventing employee turnover and improving job satisfaction, together with measures including reviews of education plans and evaluation systems, DX and securing appropriate construction periods. - FY2024Human-capital initiatives made more specificAnnual report
「Regarding initiatives related to human capital, the Social Issues Subcommittee, an advisory body to the Risk Management Committee, is focusing on four areas: employee development, strengthening recruitment, preventing employee turnover and improving job satisfaction. Discussions are under way toward building a new human resources strategy aligned with personnel measures, together with deliberations by a working group established within the subcommittee and composed of female employees.」
The company has given concrete form to its previous human resources development and work-style reform policies through a four-item human resources strategy, a working group composed of female employees, reviews of education plans, evaluation systems and training systems, securing appropriate construction periods and third-party surveys. It disclosed a female management ratio of 3.2%, a male childcare leave uptake rate of 24.2%, and gender pay gaps of 59.9% for all workers, 62.7% for regular employees and 38.5% for part-time and fixed-term employees. - FY2024-Q3RestatedAnnual report
「Addressing the upper limit on overtime work applicable from April 2024 has also become an urgent issue. We continue to use digital technology to transform operations and develop an environment for new ways of working in order to improve productivity at worksites, as well as in sales and back-office functions.」
The company continues to address the upper limit on overtime work, transform operations using digital technology and develop an environment for new ways of working. - FY2024-Q2RestatedAnnual report
「To address the upper limit on overtime work applicable from April 2024, we are promoting the digitalization of operations. By introducing IT equipment and reviewing workflows, we are improving work efficiency, pursuing DX (digital transformation) and further improving productivity as part of our efforts to achieve work-style reform.」
The company continues work-style reform through measures to address the upper limit on overtime work, introduction of IT equipment, workflow reviews, DX and productivity improvements. - FY2024-Q1RestatedAnnual report
「To address the upper limit on overtime work applicable from April 2024, we are promoting the digitalization of operations. By introducing IT equipment and reviewing workflows, we are improving work efficiency, pursuing DX (digital transformation) and further improving productivity as part of our efforts to achieve work-style reform.」
The company continues work-style reform through measures to address the upper limit on overtime work, introduction of IT equipment, workflow reviews, DX and productivity improvements. - FY2023ReframedAnnual report
「We are focusing on four areas, namely employee development, strengthening recruitment, preventing employee turnover and improving job satisfaction, and are proceeding with discussions toward building a new human resources strategy aligned with personnel policies.」
The company has reorganized its previous human resources development and work-style reform initiatives into a human resources strategy comprising investment in human capital and four areas: development, recruitment, preventing employee turnover and improving job satisfaction. - FY2022RestatedAnnual report
「⑤ Enhancing management capabilities We will promote management that takes ESG investment into account and enhance corporate value. We will build a structure capable of responding rapidly and flexibly to changes in the business environment. We aim to make optimal use of human resources. (Promoting work-style reform and developing the next generation of talent through education.)」
The company continues its policies on ESG investment, a structure for rapid response, optimal use of human resources, work-style reform and human resources development. - FY2021RestatedAnnual report
「⑤ Enhancing management capabilities We will promote management that takes ESG investment into account and enhance corporate value. We will build a structure capable of responding rapidly and flexibly to changes in the business environment. We aim to make optimal use of human resources. (Promoting work-style reform and developing the next generation of talent through education.)」
The company continues its reorganized policies on ESG investment, a structure for rapid response, optimal use of human resources, work-style reform and human resources development. - FY2020ReframedAnnual report
「We will promote management that takes ESG investment into account and enhance corporate value. We will build a structure capable of responding rapidly and flexibly to changes in the business environment. We aim to make optimal use of human resources. (Promoting work-style reform and developing the next generation of talent through education.)」
The company has reorganized its previous initiatives in human resources development, use of ICT and work-style reform under the framework of ESG investment, a structure for rapid response and optimal use of human resources. - FY2020-Q3RestatedAnnual report
「The difficult business environment remains unpredictable, due to factors including rising construction material and labor costs and labor shortages resulting from difficulties in recruitment.」
The company continues to identify human resources-related challenges, including labor shortages caused by difficulties in recruitment. - FY2020-Q2RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
Against the backdrop of a decline in construction workers, the company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges. - FY2020-Q1RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
Against the backdrop of a decline in construction workers, the company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges. - FY2019RestatedAnnual report
「We will introduce various training programs for human resources development and management tools using ICT (information and communications technology) and other measures, and work to improve management standards. We will further promote work-style reform. (Correcting excessive working hours, ensuring employees take appropriate holidays, etc.)」
The company continues to develop human resources and enhance management capabilities through training, use of ICT and work-style reform. - FY2019-Q3RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
Against the backdrop of a decline in construction workers, the company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges. - FY2019-Q2RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
Against the backdrop of a decline in construction workers, the company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges. - FY2019-Q1RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
Against the backdrop of a decline in construction workers, the company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges. - FY2018RestatedAnnual report
「We will introduce various training programs for human resources development and management tools using ICT (information and communications technology) and other measures, and work to improve management standards. We will promote work-style reform. (Correcting excessive working hours, ensuring employees take appropriate holidays, etc.)」
The company continues to develop human resources and enhance management capabilities through training, use of ICT, work-style reform and compliance. - FY2018-Q3RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
The company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as challenges for the construction industry. - FY2018-Q2RestatedAnnual report
「In addition, as the number of workers in the construction industry declines, efforts to develop the next generation of workers and improve productivity through work-style reform, in addition to improving working conditions, have become immediate challenges, and the difficult business environment remains unpredictable.」
The company continues to identify improving working conditions, work-style reform, developing the next generation of workers and improving productivity as immediate challenges for the construction industry. - FY2017RestatedAnnual report
「We will introduce various training programs for human resources development and management tools using ICT (information and communications technology) and other measures, and work to improve management standards. We will also promote work-style reform. (Correcting excessive working hours, ensuring employees take appropriate holidays, etc.)」
The company continues to enhance management capabilities through human resources development, use of ICT, work-style reform and compliance. - FY2016First statedAnnual report
「We will hone the ability of our personnel on the front lines to make accurate decisions in response to unpredictable events arising from business activities in an increasingly complex economic and social environment.」
Key initiatives include human resources development, compliance and improving decision-making capabilities on the front lines.