Improving employee benefits and securing and developing personnel to support business strategy
First written in FY2016. 9 of 20 entries say "Advanced", first in FY2017-Q2. Latest entry: FY2026.
108 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company recognizes that personnel supporting business operations are one of the key foundations of management, and that systematic personnel development, including the use of digital technologies and AI, together with the transfer of technical expertise and know-how, is important for improving productivity and ensuring stable business operations.」
Developed personnel recruitment and development into specific systematic measures, including the use of digital technologies and AI and the transfer of technical expertise and know-how. - FY2025AdvancedAnnual report
「The company has identified “recruiting and developing personnel” as an important matter to address under Medium-Term Management Plan 2025. It will develop personnel with the outstanding ability to respond promptly to changes in the business environment and personnel who actively engage in developing new technologies, establish an organizational foundation where diverse personnel can thrive, and support career advancement.」
Reorganized personnel recruitment and development as an important matter under Medium-Term Management Plan 2025 and presented specific measures, including training by employment level, department-specific on-the-job training, performance management, career maps and support for obtaining qualifications. The female management ratio was 0.9% in fiscal 2024 against a fiscal 2030 target of 3.0%, while the male childcare leave uptake rate was 395.0% against a target of 85.0%. - FY2025-H1Explicitly identified digital talent development as an urgent personnel priorityAnnual report
「Meanwhile, responding to the regulations on maximum working hours that took effect in April 2024 remains an industry-wide challenge, and alongside securing personnel, the development of technologies that reduce labor and workforce requirements and the development of digital talent are urgent priorities.」
With regard to personnel recruitment and development challenges, explicitly identified the development of labor-saving and workforce-reducing technologies and digital talent development, in addition to responding to the regulations on maximum working hours. - FY2024AdvancedAnnual report
「Based on one of the basic policies of Medium-Term Management Plan 2022, namely, “Strengthen the development of personnel and external collaboration to respond to changes in the business environment and new technologies,” the company will develop personnel with the outstanding ability to respond promptly to changes in the business environment and personnel who actively engage in developing new technologies, establish an organizational foundation where diverse personnel can thrive, and support career advancement.」
The personnel development policy has been translated into specific measures, including training by employment level, department-specific on-the-job training, career maps and support for obtaining qualifications. The company disclosed a female management ratio of 0.9% for fiscal 2023 against a target of 3.0% for fiscal 2030, and a male childcare leave uptake rate of 133.3% against a target of 85.0%. - FY2024-Q3RestatedAnnual report
「In addition, the decline in the working population associated with the aging of the post-war baby-boom generation is expected to become pronounced in 2025, and the shortage of personnel to meet increasing demand is expected to become increasingly serious. Alongside recruiting and developing personnel, the development and implementation of technologies that promote energy conservation, labor savings and workforce reduction will be urgent.」
In anticipation of the decline in the working population in 2025, it continues to identify the recruitment and development of personnel, as well as the development and implementation of energy-saving, labor-saving and workforce-reducing technologies, as urgent priorities. - FY2023RaisedAnnual report
「Percentage of women in management 3.0% 1.2% / Percentage of men taking parental leave 85.0% 17.6%」
Added measurable targets to its talent recruitment and development initiatives: a 3.0% female management ratio and an 85.0% male childcare leave uptake rate for fiscal 2030. - FY2023-Q3RestatedAnnual report
「Amid this market environment, appropriately addressing industry-wide issues such as the declining and aging construction workforce and the 2024 overtime regulations, as well as optimizing limited human capital, have become urgent issues.」
The company identifies addressing the decline and aging of the construction workforce, the 2024 overtime regulations and optimization of limited human capital as urgent human resources issues. - FY2023-Q1RestatedAnnual report
「Against this operating backdrop, our Group formulated Medium-Term Management Plan 2022 (FY2022–FY2024), centered on promoting environmentally responsible business activities, strengthening profitability in growth areas—major renewal, precast concrete construction, maintenance and overseas operations—and improving productivity through construction DX and the effective use of diverse human resources. From this fiscal year, we have been pursuing business activities aimed at achieving the plan's targets.」
The company continues to position securing and developing personnel and utilizing a diverse workforce as measures under Medium-Term Management Plan 2022 to support productivity improvements and stronger profitability in growth areas. - FY2022-Q3RestatedAnnual report
「We will also take determined steps to improve productivity through the use of IoT and ICT and aim to become an attractive company where all employees can find fulfillment in their work while implementing work-style reform.」
The company presents productivity improvements through IoT and ICT, work-style reform and the creation of a company where employees can find fulfillment in their work as continuing policies concerning personnel and the workplace environment. - FY2021RestatedAnnual report
「In addition, the serious decline in the construction workforce, responses to work-style reform and the promotion of a two-day weekly holiday system have become urgent issues requiring resolution」
The company continues to identify addressing the decline in the construction workforce, work-style reform and the promotion of a two-day weekly holiday system as important human resources issues. - FY2020-Q2RestatedAnnual report
「As a construction industry, we are expected to secure and develop the workforce of the future and establish an attractive industry in which people can find fulfillment. Reforming work practices and improving productivity are urgent issues.」
The company continues to identify securing and developing the workforce of the future and building an attractive industry as key issues. - FY2019RaisedAnnual report
「◆Secure and develop diverse personnel, energize the workplace and improve each individual's capabilities」
The company explicitly expanded the scope of its initiatives from conventional personnel recruitment and development and improved employee benefits to include workforce diversity, workplace revitalization and capability development. - FY2018AdvancedAnnual report
「Selling, general and administrative expenses increased by ¥605 million, or 7.8%, from the previous consolidated fiscal year to ¥8,378 million, despite thorough cost-cutting efforts, due to improvements in employee compensation and enhanced employee training.」
The disclosure describes improvements in employee compensation and enhanced employee training, together with the resulting increase in expenses. - FY2017AdvancedAnnual report
「Selling, general and administrative expenses increased by ¥644 million, or 9.0%, from the previous consolidated fiscal year to ¥7,773 million, despite thorough cost-cutting efforts, due to improvements in employee compensation resulting from wage policies and institutional reforms.」
The disclosure states that employee compensation was improved through wage policies, institutional reforms and other measures in connection with securing and developing personnel and improving employee benefits. - FY2017-Q2AdvancedAnnual report
「With rising construction demand, shortages and the aging of skilled construction workers have become pronounced. Securing and developing experienced skilled construction workers and new workers is therefore an essential issue for future business development, and this transaction was undertaken because it was deemed to contribute to addressing that issue. Kameda-gumi Preparatory Company, newly established and wholly funded by our 100%-owned subsidiary Newtech Kowa Co., Ltd., received all rights and obligations relating to the continuation of the business.」
For the purpose of securing and developing skilled workers, the 100%-owned subsidiary transferred the business of 株式会社亀田組 through a newly established company. The business combination date was 1 August 2016, demonstrating concrete progress in human resources initiatives. - FY2016First statedAnnual report
「We will improve employee benefits through stable earnings and secure and develop human resources to support our business strategy.」
The company presents a policy of linking stable earnings to improved employee benefits and the recruitment and development of personnel.