Human capital-driven talent development, work-style reform and diversity initiatives
First written in FY2023. 2 of 4 entries say "Advanced", first in FY2025. Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 19 companies on the "Worse" side.
100 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Training participation rate (Number of training participants / total number of permanent employees) 50.0% / 51.1% Project participation rate (Total number of project participants / total number of permanent employees) 35.0% / 32.5% Male employees taking parental leave 85.0% / 53.8% Stress check participation rate 90% / 79.1%」
For its human capital initiatives, the company discloses its fiscal 2030 targets and results for the fiscal year under review for training, project participation, parental leave taken by male employees and stress checks, among other items, and is expanding its measurable progress management. - FY2025AdvancedAnnual report
「Manager meeting completion rate (once per half-year) 100% / 100% Training participation rate (Number of training participants / total number of permanent employees) 50.0% / 45.8% Project participation rate (Total number of project participants / total number of permanent employees) 35.0% / 34.4%」
For its human capital initiatives, the company discloses its 2030 targets and results for the fiscal year under review for manager meetings, training and project participation, presenting progress in a measurable form. - FY2024RestatedAnnual report
「Our Group believes that its people are the source of corporate competitiveness. To understand our customers’ increasingly diverse values and needs and achieve sustainable growth in corporate value, it is essential to improve the workplace environment to enhance each diverse employee’s sense of purpose at work, and to develop talent to enhance their value as human capital. The ESG Promotion Committee has formulated a plan based on the following 3 pillars and is implementing it by incorporating them into its medium- to long-term targets (the indicators and targets in ② below).」
The company continues to pursue a human capital policy that positions workplace environment improvements, talent development, workstyle reform and diversity as medium- to long-term targets, while regarding its people as the source of competitiveness. - FY2023First statedAnnual report
「Our Group believes that its people are the source of corporate competitiveness. To understand our customers’ increasingly diverse values and needs and achieve sustainable growth in corporate value, it is essential to improve the workplace environment to enhance each diverse employee’s sense of purpose at work, and to develop talent to enhance their value as human capital. The ESG Promotion Committee has formulated a plan based on the following 3 pillars and is implementing it by incorporating them into its medium- to long-term targets.」
The company positions its people as the source of competitiveness and, for the first time, provides a systematic description of its human capital initiatives centered on 3 pillars: training and evaluation systems, workstyle reform and diversity.