Succession of skills, development of mid-career employees, and securing diverse talent
First written in FY2016. 7 of 12 entries say "Advanced", first in FY2017. Latest entry: FY2026.
9 other companies' latest entry also says "Other".
- FY2026Updating human capital metrics and expanding employee benefits initiativesAnnual report
「Percentage of female employees at section-manager level or equivalent: 7.0% or more; 7.5%. Paid leave utilization rate: 80.0% or more; 66.5%.」
The percentage of women at section-manager level or equivalent was 7.5%, against a target of 7.0% or more, while the paid leave utilization rate was 66.5%, against a target of 80.0% or more. The Company also disclosed improvements to pay levels, the introduction of a 2-day full weekend system, and the introduction of a half-day paid leave system. - FY2025-H1RestatedAnnual report
「While appropriately addressing the regulations on limits on overtime work in the construction industry that took effect on 1 April 2024, we steadily implemented the various measures.」
The Company continues to address the regulations on limits on overtime work in the construction industry and implement the various measures. - FY2024AdvancedAnnual report
「Metrics and targets: Percentage of female employees at section-manager level or equivalent: 7.0% or more; actual result: 6.8%. Paid leave utilization rate: 80% or more; actual result: 86.4%.」
For the first time, the Company specifically disclosed targets and actual results for the percentage of women at section-manager level or equivalent and the paid leave utilization rate. It also continues to address the extension of the retirement age to 65, work-style reform and the 2024 problem. - FY2022AdvancedAnnual report
「Regarding its policy for securing talent, the Company introduced a system extending the retirement age to 65 from April 2021 to improve the working environment for veteran employees. It also used the recruitment website for students on its corporate website to strengthen recruitment activities and worked to secure talented personnel.」
From April 2021, the Company introduced a system extending the retirement age to 65 and advanced improvements to the working environment for veteran employees and measures to secure talent. - FY2021RestatedAnnual report
「Regarding its talent development policy, the Company implemented various measures, including management training by employee level aimed at improving the job levels of younger and mid-career employees and the optimal allocation of human resources based on business strategies in each business area. Regarding its policy for securing talent, the Company used the recruitment website for students on its corporate website to strengthen recruitment activities, while promoting the review and operation of personnel and training systems to improve employee productivity, measures addressing work-style reform, and a comprehensive review with a focus on work-life balance.」
The Company continues to provide training for younger and mid-career employees, optimize the allocation of human resources, operate a recruitment website, review personnel and training systems, and address work-style reform. - FY2020AdvancedAnnual report
「Regarding its policy for securing talent, in order to strengthen recruitment activities, the Company opened a recruitment website for students on its corporate website. It also promoted the review and operation of personnel and training systems to improve employee productivity, the correction of long working hours in light of the enactment of laws related to work-style reform, and a comprehensive review with a focus on work-life balance.」
The Company opened a recruitment website for students to strengthen recruitment activities and advanced the review of personnel and training systems, the correction of long working hours, and the review of work-life balance measures. - FY2019AdvancedAnnual report
「We also promoted securing personnel based on an appropriate staffing structure, revising and operating personnel and training systems to improve employee productivity, reducing overtime work in light of the enactment of laws related to work-style reform, and comprehensively reviewing measures with a focus on work-life balance.」
In addition to existing talent development and allocation measures, the Company advanced the revision and operation of personnel and training systems, the reduction of overtime work, and the review of work-life balance measures. - FY2018AdvancedAnnual report
「Regarding talent development, we implemented various measures, including management training by employee level aimed at improving the job levels of younger and mid-career employees, the optimal allocation of human resources based on business strategies in each business area, and overseas training to develop global talent. We also promoted securing personnel based on an appropriate staffing structure, revising and operating personnel and training systems to improve employee productivity, and comprehensively reviewing employee benefits initiatives with a focus on work-life balance.」
In addition to training for younger and mid-career employees, optimal allocation and overseas training, the Company revised and operated its personnel and training systems and reviewed its employee benefits initiatives. - FY2017AdvancedAnnual report
「We implemented various measures, including management training aimed at improving the job levels of mid-career employees who will become the next generation of leaders, as well as the optimal allocation of human resources based on business strategies in each business area.」
Management training for mid-career employees and the optimal allocation of human resources based on business strategies were implemented as specific measures. - FY2016First statedAnnual report
「Regarding talent development, as the workforce ages and the number of veteran employees, particularly highly skilled employees, is on a declining trend, we will continue to promote the optimal allocation of human resources, which are a management resource, while working to enhance development plans, including OJT, tailored to the characteristics of each location. Regarding recruitment, we will consider securing a diverse workforce, particularly skilled employees, with foreign students and women among the target groups.」
Measures cited in response to the aging workforce and decline in highly skilled employees included optimal allocation, OJT, and recruitment of foreign students and women.