4C Action Guidelines Centered on Human Assets and Strengthening Organizational Capabilities
First written in FY2019. 4 of 8 entries say "Advanced", first in FY2024. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026ReframedAnnual report
「To achieve both the “maintenance and expansion of a strong customer base” in existing businesses and new challenges through the shift to a “specialized SIer” set out in the medium-term management plan, the Company operates a human resources strategy aimed at executing its business strategy, based on its human resources policy concerning sustainability.」
The human capital policy was organized as a human resources strategy that balances maintaining and expanding the existing customer base with the shift to a specialized SIer. - FY2025AdvancedAnnual report
「During the fiscal year, the Company expanded training for existing managers as part of its development of the next generation of management.」
The Company continues its three pillars of human capital and expanded management training to develop the next generation of management. The indicators disclosed include annual skills development expenses of ¥119,414 per person, 14.4 days of paid leave taken and 171.9 hours of annual overtime per person. - FY2024AdvancedAnnual report
「Accordingly, the Company regards people as its greatest asset, makes non-seniority-based long-term employment its basic approach, and considers investment in talent to support further growth an important management strategy. It is pursuing various initiatives under three pillars: lifelong employment with the Company, talent development and well-being.」
The Company continues its three pillars of human capital and describes specific systems and measures, including a fast-track program, meister positions, a job-return program, an alumni network, a mandatory retirement age of 65, skills development and health management. - FY2023ReframedAnnual report
「Accordingly, the Company regards people as its greatest asset, makes non-seniority-based long-term employment its basic approach, and considers investment in talent to support further growth an important management strategy. It is pursuing various initiatives under three pillars: talent development, well-being and lifelong employment with the Company.」
In addition to its existing human assets and 4C principles for action, the Company organized talent development, well-being and lifelong employment with the Company as the three pillars of its human capital strategy and put specific measures in place, including career support, health management and a mandatory retirement age of 65. - FY2021RestatedAnnual report
「The Company places the source of corporate growth and development in the “value added created by people” and, through proactive initiatives concerning its human assets, is committed to producing results that meet the expectations of all stakeholders.」
The Company continues to promote its view of human assets as the driving force behind growth and development and its 4C principles for action. - FY2019First statedAnnual report
「The Company places the source of corporate growth and development in the “value added created by people” and, through proactive initiatives concerning its human assets, is committed to producing results that meet the expectations of all stakeholders.」
The Company positions human assets as the driving force behind growth and development and has established the 4Cs of Chance, Change, Compliance and Challenge as principles for action for all employees.