Building the Foundation for Employee Success and Talent Utilization
First written in FY2021-Q1. 9 of 15 entries say "Advanced", first in FY2023-Q2. Latest entry: 2026-07-28.
101 other companies' latest entry also says "Advanced".
- 2026-07-28AdvancedEarnings presentation
「Strengthening recruitment of senior talent to improve development and sales capabilities in AI and cloud services, supported by expanding market opportunities」
In addition to completing the staffing needed for formal adoption for the Government Cloud, the company presented a recruitment policy aimed at strengthening development and sales capabilities in AI and cloud services. - FY2026AdvancedAnnual report
「The Company continued hiring, primarily engineers, sales personnel and marketing staff, expanding its organisation to more than 1,000 employees. From fiscal 2025, it has provided generative AI training for all employees and is establishing a structure that enables them to use generative AI in their work.」
The consolidated number of employees reached 1,135, expanding the organisation to more than 1,000 employees. The human resources platform took concrete form through generative AI training for all employees, encouragement to obtain professional qualifications and the provision of corporate accounts for generative AI services. - 2026-04-27AdvancedEarnings presentation
「Established Sakura no AI Certification to develop AI talent (March 2026)」
The company added AI talent development to its human capital initiatives by establishing a certification program for the safe and effective use of AI services. - FY2026-H1AdvancedAnnual report
「During the interim consolidated accounting period, the employee count increased by 119 from the end of the previous consolidated fiscal year as the company strengthened hiring of engineers, planners, and sales personnel to support company and business growth.」
The policy of strengthening personnel allocation and hiring took concrete form in a 119-person increase in the number of employees, primarily engineers, planning staff and sales personnel. - FY2025AdvancedAnnual report
「The Group is investing in human capital to achieve both a comfortable and rewarding working environment for employees. To achieve employee success, the Group will pursue initiatives based on the following five pillars.」
Employee success initiatives were organised around five pillars: talent development, health, diverse talent, challenge and leadership, and flexible working. Specific measures included DX Journey, support for professional qualifications, development of female leaders and remote-first working arrangements, while the engagement score reached a record high. - FY2025-H1AdvancedAnnual report
「During the interim consolidated accounting period, the employee count increased by 88 from the end of the previous consolidated fiscal year as the company strengthened hiring of engineers, planners, and sales personnel to support company and business growth.」
Stronger hiring of engineers, planning staff and sales personnel translated into an 88-person increase in the number of employees from the end of the previous fiscal year. - FY2024AdvancedAnnual report
「By the end of the fiscal year, the programme had been held through its fourth term, with a total of 65 employees acquiring basic programming and automation skills. As of 31 March 2024, women accounted for 25.9% of officers, including executive officers.」
Participation in DX Journey increased from 40 employees in the previous fiscal year to 65 cumulatively. In addition, 6 executive officers, including 4 women, were newly appointed, bringing the proportion of women among officers including executive officers to 25.9%. The targets through March 2026 are a 25% proportion of women in management, a male childcare leave take-up rate of at least 60% and a 100% return-to-work rate. - FY2024-Q3RestatedAnnual report
「Through more aggressively accelerating the enhancement of cloud service functionality and actively hiring personnel and strengthening marketing to promote sales,」
Continued investment in feature development, hiring and enhanced marketing for medium- to long-term growth was cited as a factor behind the increase in expenses. - FY2024-Q2RestatedAnnual report
「Operating income was ¥249.492 million, down 42.8% year on year. Although revenue increased, costs rose because of higher expenses for personnel investment and strengthened marketing aimed at medium- to long-term growth, higher electricity costs due to surging crude oil prices, and higher domain acquisition costs due to the weaker yen.」
Continued investment in human resources for medium- to long-term growth was reflected in higher expenses, but no new achievements relating to the human resources utilisation system were reported. - FY2024-Q1RestatedAnnual report
「Operating profit was ¥104.411 million, down 57.4% year on year. Although revenue increased, costs rose due to investment in human resources for medium- to long-term growth, increased spending on marketing initiatives, higher electricity costs resulting from the surge in crude oil prices, and higher domain acquisition costs due to the weaker yen.」
Continued investment in human resources for medium- to long-term growth was reflected in higher expenses, but no new achievements relating to the human resources utilisation system were reported. - FY2023AdvancedAnnual report
「To achieve the targets, the Company will conduct a career awareness survey of female employees, identify the reasons for the low proportion of women in management and take steps to address them. It will also develop role models and pursue other initiatives to enable employees to aspire to management positions more positively. In addition, since fiscal 2022, the Company has held the DX Journey training programme for non-engineers to develop digital transformation talent. 40 employees participated in the first year.」
Employee success initiatives took concrete form in targets of a 23% proportion of women in management by March 2026, a male childcare leave take-up rate of at least 60% and a 100% return-to-work rate, together with career initiatives for women and the DX Journey training programme. 40 employees participated in DX Journey in its first year. - FY2023-Q3RestatedAnnual report
「At a meeting of the Board of Directors held on 28 July 2022, the Company resolved to introduce the Stock Benefit Trust (J-ESOP), an incentive plan under which the Company will provide its shares to employees to enhance their motivation and morale and their motivation to lead the organisation and business.」
The policy of introducing J-ESOP to enhance employee motivation, morale and engagement, and the subsequent holding of shares in trust, were reaffirmed. - FY2023-Q2AdvancedAnnual report
「At a meeting of the Board of Directors held on 28 July 2022, the Company resolved to introduce an incentive plan, the Stock Benefit Trust (J-ESOP), under which the Company will provide its shares to employees to enhance their motivation and morale and their motivation to lead the organisation and business. The trust established under the trust agreement to be entered into with Mizuho Trust & Banking Co., Ltd. in connection with this plan is referred to as the Trust.」
As part of its framework for making effective use of human resources, the Company resolved to introduce the Stock Benefit Trust (J-ESOP) to enhance employee motivation, morale and engagement. The disposal and payment for 274,000 treasury shares were also completed on 15 August 2022. - FY2021-Q2RestatedAnnual report
「Going forward, the Company will strengthen initiatives including personnel allocation aligned with management policies and business strategies, training and revisions to its performance evaluation system, thereby creating an environment and framework that enables the Group's human resources to thrive and supporting employee growth and success.」
Initiatives to achieve employee success through personnel allocation, training and revisions to the performance evaluation system were reaffirmed. - FY2021-Q1First statedAnnual report
「Going forward, the Company will strengthen initiatives including personnel allocation aligned with management policies and business strategies, training and revisions to its performance evaluation system, thereby creating an environment and framework that enables the Group's human resources to thrive and supporting employee growth and success.」
Employee success was positioned as the foundation for customer success, with personnel allocation, training, revisions to the performance evaluation system and the creation of a comfortable working environment and framework presented as new priority initiatives.