Securing, Developing and Retaining Human Resources
First written in FY2020. 6 of 9 entries say "Advanced", first in FY2023. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「As a general rule, the Group employs its employees centrally through WILLPLUS Holdings Corporation and assigns them to each operating company. This structure enables flexible personnel allocation, talent development, and utilization under Group-wide personnel systems and talent management that transcend the boundaries of individual operating companies.」
The Group explicitly described its Group-wide personnel systems based on centralized employment and secondment, advancing post-merger integration and talent utilization through the integration of personnel systems, personnel exchanges, and cross-functional assignments following M&A. - FY2025AdvancedAnnual report
「The number of employees increased by 99 from the end of the previous consolidated fiscal year, mainly due to hiring associated with business expansion and the addition of subsidiaries through M&A conducted in July 2024 and December 2024.」
Hiring associated with business expansion and personnel at subsidiaries added through M&A increased Group headcount by 99 from the end of the previous fiscal year to 759. - FY2025-H1AdvancedAnnual report
「The total number of employees across the Group increased 27.3% year on year due to the employees of consolidated subsidiaries added to the Group through M&A and hiring to strengthen the Group's workforce and organisational structure.」
The Group continued hiring to strengthen the workforce and organizational structure of consolidated subsidiaries added through M&A, increasing total Group headcount 27.3% year on year. - FY2024AdvancedAnnual report
「During the consolidated fiscal year, the total number of days employees of our Group participated in external training was 2,900 days. (The number of employees at the end of the consolidated fiscal year was 660.)」
Total training days increased to 2,900, while Insurance Academy, training based on the FD Declaration, and upskilling training for DX and digital talent continued. - FY2024-Q3RestatedAnnual report
「Personnel expenses increased due to measures including increasing the workforce as the number of stores grew, including through business acquisitions; strengthening management personnel; improving employee benefits based on the human capital management policy; and granting stock options. Training expenses for personnel development also increased.」
The cost disclosures confirmed the continued implementation of measures to secure personnel, strengthen the management ranks, improve compensation and benefits, and provide training for talent development. - FY2024-Q1AdvancedAnnual report
「The increase in personnel expenses was attributable to a larger workforce resulting from the increase in the number of stores, including through business acquisitions, as well as measures based on the human capital management policy, including employee pay revisions and the granting of stock options.」
Based on its human capital management policy, the Group revised employee pay and granted stock options, making its measures for securing, developing, and retaining personnel more concrete in terms of compensation. - FY2023AdvancedAnnual report
「Amid the acceleration of digital transformation, the Company has introduced external training programs and provided upskilling training to Group employees as part of its efforts to improve productivity and develop digital talent.」
In addition to conventional training and on-the-job training, the Group introduced Insurance Academy, training based on the FD Declaration, and upskilling training for DX and digital talent, making its human-resource development initiatives more concrete. - FY2021RestatedAnnual report
「The number of the Group's stores has been steadily increasing, and securing a workforce commensurate with the scale of operations is necessary for continued growth. In the midst of major transformation in the automotive industry, the Group believes it needs personnel who can respond flexibly to change without being constrained by conventional values. Through internal and external training and on-the-job training, it will develop each employee's ability to review operations and propose improvements.」
Securing a workforce commensurate with the scale of operations, developing personnel through training and on-the-job training, and improving retention continue to be identified as issues. - FY2020First statedAnnual report
「The number of the Group's stores has been steadily increasing, and securing a workforce commensurate with the scale of operations is necessary for continued growth. In the midst of major transformation in the automotive industry, the Group believes it needs personnel who can respond flexibly to change without being constrained by conventional values. Through internal and external training and on-the-job training, it will develop each employee's ability to review operations and propose improvements. It also aims to reduce recruitment costs and achieve more rational and efficient management by improving employee retention.」
Securing a workforce commensurate with the scale of operations, developing all employees through training and on-the-job training, and reducing recruitment costs by improving retention were identified as new priority issues.