An organisational culture that delivers essential value and enjoyment, and a stronger talent base
First written in FY2019. 3 of 4 entries say "Advanced", first in FY2023. Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 7 companies on the "Worse" side.
9 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We have designated the following three areas as priority investment themes in our talent strategy and operate them as an integrated "human resources management cycle that supports challenges": recruiting talent capable of driving change that expands the potential of the Group; developing talent through ambitious targets with a 50% probability of success and bold delegation of authority; and providing outstanding talent with compensation and further opportunities to take on challenges.」
The talent-development policy has been translated into three priority investment themes: recruiting talent capable of driving change, developing talent through targets with a 50% probability of success and delegation of authority, and performance-based compensation. Numerical KPIs have also been established for recruitment quality, stretch level and evaluation impact. - FY2024AdvancedAnnual report
「Developing talent through ambitious targets with a 50% probability of success and bold delegation of authority」
The policy of strengthening the organisation and talent base has been translated into specific human-capital measures, including ambitious targets with a 50% probability of success, delegation of authority, and support for independence, entrepreneurship and spinouts. - FY2023AdvancedAnnual report
「Active transfers of core personnel; introducing and enhancing systems that emphasise employees' ability to choose where they can grow; secondments to Delight Ventures, the Group's fund, and its portfolio companies from the perspective of developing product managers; and independence, entrepreneurship and spinouts as official company-supported career paths」
The existing policy of strengthening the organisation and talent base was detailed as specific human-capital measures, including transfers of core personnel, side jobs, concurrent appointments and transfers at employees' request, secondments to funds and portfolio companies, and support for independence and entrepreneurship. - FY2019First statedAnnual report
「We will promote greater awareness among officers and employees and build the organisation. In line with the Group's policy of further expanding its business domains, we will also strengthen organisational capabilities through the development of successors to the management team, various personnel systems, and enhanced recruitment and development of outstanding talent.」
The company identifies raising awareness of the intrinsic value and social significance of its services, organisation building, succession planning, personnel systems, and talent recruitment and development as means of strengthening the organisation.