Talent Promotion and Development and Advancing the Active Participation of Women and Senior Employees
First written in FY2019. 6 of 10 entries say "Advanced", first in FY2021. Latest entry: 2026-10-07.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
25 other companies' latest entry also says "Restated".
- 2026-10-07RestatedGovernance
「新入社員向け研修 内定者研修 フォローアップ研修 入社研修 6カ月研修 2年目研修 新任管理職研修 管理職向け研修」
人材の登用・育成に関する既存テーマについて、入社前から管理職までの研修体系を再掲している。 - FY2026AdvancedAnnual report
「Our group has established the percentage of female employees in management positions, the childcare leave take-up rate among male employees, the gender pay gap, the employment rate of people with disabilities, the annual paid leave take-up rate, the engagement response rate, and education and training expenses as indicators relating to policies for developing human resources, including securing workforce diversity, and improving the internal environment. By regularly assessing the current situation, we aim to improve the quality and scale of human capital investment by reviewing measures and launching new initiatives.」
The group disclosed a female management ratio of 22.3%, a 100% childcare leave take-up rate among male employees, a gender pay gap of 76.9%, an employment rate of people with disabilities of 2.7%, an annual paid leave take-up rate of 72.0%, and an engagement response rate of 97.5%, thereby making the management of human capital indicators more concrete. - 2026-06-02AdvancedGeneral Meetings of Shareholders
「・Strengthening organizational human capital through the active participation of diverse talent ・Various reforms toward continued base-pay increases ・Optimization of education and training expenses ・Establishing labor productivity indicators ・Renewing the corporate culture: creating a culture of working together with enthusiasm ・Promoting DE&I: increasing the percentage of women in management, increasing the employment rate of people with disabilities and narrowing the gender pay gap」
Measures to develop human capital and improve engagement have been made more specific in the areas of wages, education, labor productivity, corporate culture and DE&I. - FY2024AdvancedAnnual report
「We have changed our human resources policy and will undertake human resources system reforms, shifting from the seniority-based “provision of security” to the “provision of opportunities” to continue learning and taking on challenges, regardless of attributes such as age, gender or nationality.」
Regarding human capital management, the company stated its policy of changing its human resources policy to provide learning and challenge opportunities regardless of personal attributes. The filing company disclosed a female management ratio of 21.7%, a 100% childcare leave take-up rate among male employees, a gender pay gap of 69.6%, an employment rate of people with disabilities of 2.40%, and an annual paid leave take-up rate of 62.7%. - FY2023AdvancedAnnual report
「Percentage of female employees in management positions: 30% by March 2030; 21.8% ・Percentage of male employees taking childcare leave: maintain a 100% take-up rate; 100% ・Gender pay gap: 90% by March 2030; 70.6% ・Employment rate of people with disabilities: 3.0% by March 2030; 2.11% ・Annual paid leave take-up rate: 70% by March 2030; 57.7%」
For strengthening human resources and promoting diversity, the group disclosed specific targets and current-period results for the percentage of female managers, the childcare leave take-up rate among male employees, the gender pay gap, the employment rate of people with disabilities, and the annual paid leave take-up rate for the first time. - FY2022AdvancedAnnual report
「③ Improving employee engagement and strengthening human resources ・Improving employees’ sense of purpose at work (creating a company that is easier and more rewarding to work for) ・Creating a culture in which employees take the initiative ・Active reskilling for employees ④ Adapting to and promoting diversity ・Enabling diverse personnel to play an active role ・Respecting human rights ・Eliminating bias among decision-makers and improving accuracy and corrective capabilities」
The group has translated its human resources initiatives into specific measures covering a sense of purpose at work, employee initiative and reskilling, as well as enabling diverse personnel to play an active role, respecting human rights, and diversifying decision-making. - FY2021AdvancedAnnual report
「② Creating systems that enable employees to work anytime and anywhere (promoting nomadic work) ・Developing and strengthening infrastructure such as PC networks and software ・Improving IT literacy ③ Improving employee engagement ④ Workforce diversity and strengthening human resources」
The group has identified nomadic work to provide flexibility in work locations, IT infrastructure and literacy, employee engagement, workforce mobility and specialization, and the development of management personnel as specific issues. - FY2021-Q2RestatedAnnual report
「Against this backdrop, the Group is actively pursuing the resolution of social issues, or social value, alongside securing corporate profitability, or economic value, as set out in the medium-term management plan "i (Ai) Project," launched in the previous fiscal year, while further promoting work-style reform for all Group employees.」
Work-style reform for all group employees remains a key initiative. No additional details have been provided on the specific groups mentioned previously, such as women and seniors. - FY2021-Q1RestatedAnnual report
「We are further pursuing work-style reform for all group employees. In particular, to prevent infections with the novel coronavirus, we are actively expanding remote work while strongly promoting IT enhancements and other measures to maintain the results of sales activities.」
The group has continued work-style reform and is implementing remote work and IT enhancements as specific measures in response to the novel coronavirus. - FY2019First statedAnnual report
「Greater transparency in the decision-making process for appointing management personnel and stronger development of next-generation management personnel; continued work-style reform, particularly systems enabling women and seniors to play a more active role」
The group has identified greater transparency in the appointment process for management personnel, development of next-generation personnel, and systems enabling women and seniors to play an active role as specific measures under the I Project.