Securing and developing talented personnel and transferring operations to overseas subsidiaries
First written in FY2016. 5 of 10 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「The group’s basic talent strategy is to develop management talent capable of supporting business expansion, secure and develop talent with specialized expertise, and develop talent able to use AI and IT to improve productivity, with the aim of achieving its medium-term management plan.」
In addition to securing and developing outstanding talent as before, the company has articulated a talent strategy targeting management talent, specialists and talent capable of using AI and IT. - 2026-05-29RestatedGeneral Meeting of Shareholders
「当社グループでは、国籍・年齢・性別を問わずに優秀な人材の確保・育成に努める必要があると考えております。」
人材の確保・育成方針を再確認している。 - FY2025AdvancedAnnual report
「The company raised wages to secure talent, increasing monthly salaries for permanent employees by an average of approximately 6% and hourly wages for part-time employees by an average of approximately 7%. It also relocated certain departments to a new office and expanded the space in preparation for future business growth.」
The company implemented specific wage increases and expanded office space to secure talent and develop a structure capable of supporting business growth. - FY2024AdvancedAnnual report
「As its policies on talent development, including securing a diverse workforce, and on improving the internal environment, the company has established the goal of “creating an environment in which diverse talent can develop autonomous careers and deliver results with high productivity.” It conducts company-wide talent development so that each employee can become a leading expert, along with fair, performance-based evaluations and various forms of career development support.」
The company has detailed its policy for recruiting and developing diverse talent, disclosing a target of at least 30% women in management by the fiscal year ending March 2030, compared with an actual ratio of 20.0% in the current fiscal year. - FY2023AdvancedAnnual report
「As part of its talent development policy, the company has established the goal of “developing leading experts worthy of a solution provider for back-office operations.” It conducts company-wide talent development so that each employee can become a leading expert capable of continually creating new services not yet available in the industry and systems for improving operations, thereby enabling the company to lead the industry. It is also strengthening its corporate foundation by recruiting and evaluating capable talent who can excel as leading experts, regardless of gender, nationality or age.」
The company provides specific disclosure on its human capital, including the development of leading experts, the recruitment and evaluation of diverse talent, training by level and job type, and overseas trainee programs. Women account for 14.3% of management, while employees who are not Japanese nationals account for 18.9% of permanent employees; the company has set targets to increase both percentages. - FY2020RestatedAnnual report
「The company believes it is necessary to build a structure capable of handling increased workloads by securing and developing outstanding talent regardless of nationality, age or gender, while further transferring operations to subsidiaries.」
The group continues its policy of addressing increased workloads by securing and developing outstanding talent and transferring operations to subsidiaries. - FY2019RestatedAnnual report
「The group believes it is necessary to build a structure capable of handling increased workloads by securing and developing outstanding talent regardless of nationality, age or gender, while further transferring operations to subsidiaries.」
The company continues its policy of addressing increased workloads by securing and developing outstanding talent and transferring operations to subsidiaries. - FY2018RestatedAnnual report
「The group believes it is necessary to build a structure capable of handling increased workloads by securing and developing outstanding talent regardless of nationality, age or gender, while further transferring operations to subsidiaries.」
The group continues its policy of addressing increased workloads by securing and developing outstanding talent and transferring operations to subsidiaries. - FY2017RestatedAnnual report
「We believe it is necessary to build a structure capable of handling increased workloads by securing and developing outstanding talent regardless of nationality, age or gender, while advancing the transfer of operations to overseas subsidiaries.」
The company continues its policy of addressing increased workloads by securing and developing outstanding talent and transferring operations to overseas subsidiaries. - FY2016First statedAnnual report
「We believe it is necessary to build a structure capable of handling increased workloads by securing and developing outstanding talent regardless of nationality, age or gender, while advancing the transfer of operations to overseas subsidiaries.」
In addition to recruitment and training, the company uses the transfer of operations to subsidiaries such as those in China as a means of expanding processing capacity.