A Corporate Culture Where Diverse Talent Can Thrive
First written in FY2016. 5 of 7 entries say "Advanced", first in FY2019. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
108 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Over the 6 years from fiscal 2025 through fiscal 2030, we plan total human-capital investment of approximately ¥30 billion, with focused and differentiated investment in development, compensation and benefits, the working environment and HR DX.」
We are translating our policy of enabling diverse talent to thrive into 6 years of approximately ¥30 billion in human-capital investment, development of integrated talent, mobility across businesses and HR DX. - FY2025AdvancedAnnual report
「We plan to invest approximately ¥30 billion in human capital from fiscal 2025 through fiscal 2030.」
We are translating our policy of enabling diverse talent to thrive into a talent strategy that includes approximately ¥30 billion in human-capital investment, career development, specialist-talent development, health management and HR DX. We have also set targets for fiscal 2030, including a 37% ratio of women in management positions and a 100% childcare-leave take-up rate. - FY2024-Q3AdvancedAnnual report
「In addition, 株式会社三越伊勢丹 received the highest rating, 3 stars, under the Eruboshi certification awarded by the Minister of Health, Labour and Welfare for initiatives promoting women's advancement.」
Regarding a corporate culture where diverse talent can thrive, we received the highest Eruboshi rating for promoting women's advancement, comprising 3 stars. - FY2022AdvancedAnnual report
「In addition to promoting an individual-focused career development plan for all employees and maximising the strength of our talent by developing management talent and highly specialised talent in each field, we will strengthen engagement through regular employee-satisfaction surveys and foster a culture in which employees can take pride and find fulfilment in contributing collaboratively without silo-based thinking.」
We are translating our policy of enabling diverse talent to thrive into individual career development, specialist-talent development, employee-satisfaction surveys and stronger engagement. - FY2020RestatedAnnual report
「In addition, as a decline in the working population is unavoidable, we will create a comfortable working environment so that employees can improve their performance and productivity, work to improve employee satisfaction (ES), and ultimately contribute to higher customer satisfaction.」
We are continuing a talent policy that links a comfortable working environment, productivity, employee satisfaction and customer satisfaction. - FY2019AdvancedAnnual report
「As Japan's population ages and birth rates decline rapidly, making a decline in the working population unavoidable, we will create a comfortable working environment so that employees can improve their performance and productivity, work to improve employee satisfaction (ES), and ultimately contribute to higher customer satisfaction.」
We are expanding our previous policy of enabling diverse talent to thrive to include creating a comfortable working environment, improving productivity and employee satisfaction, and linking these to customer satisfaction. - FY2016First statedAnnual report
「We will foster a corporate culture in which people with diverse attributes and expertise, including women, specialists and foreign nationals, can thrive.」
We explicitly identified the utilisation of diverse talent, including women, specialists and foreign nationals, as a corporate-culture priority.