Talent acquisition, stronger project management, and cost reduction
First written in FY2016. 8 of 19 entries say "Advanced", first in FY2018. Latest entry: FY2026.
The whole theme swung hardest in 2023: 3 of 21 companies on the "Worse" side.
19 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Work engagement averaged 3.63 and organizational engagement averaged 3.31 in fiscal 2025. Over time, factors that enhance self-esteem, such as evaluations from within and outside the organization, have been relatively low. From fiscal 2026 onward, we will improve the accuracy of target management, strengthen feedback through support for achieving targets, and clarify the causal relationship that results lead to evaluations, thereby working to strengthen intrinsic motivation through successful experiences.」
The company disclosed fiscal 2025 human-capital metrics of 3.63 for work engagement and 3.31 for organizational engagement, and indicated measures from fiscal 2026 onward to strengthen target management and feedback. - FY2026AdvancedAnnual report
「For fiscal 2025, we defined the type of personnel who embody these principles as the type of personnel our Group should have, articulated the qualities and capabilities required of such personnel across 8 dimensions, and established a grading system that supports development. This has enabled the integrated management of our principles, strategy and personnel development. We will work to develop the personnel our Group should have over the long term and improve the quality of the human-capital base through which we can demonstrate our unique strengths.」
Measures have been made more specific, moving from conventional recruitment, personnel allocation and standardization of personnel systems to defining capabilities across 8 dimensions and establishing a grading system that supports development. - FY2026-H1Changes in executive positionsAnnual report
「Representative Director, President, CEO and COO 長谷川 聡 2 September 2025」
As of 2 September 2025, the representative director, president, CEO and COO changed from the incumbent to the director, CSO and CFO, while the director changed to the director, executive vice president and COO. - FY2025AdvancedAnnual report
「Our Group is progressively standardizing its personnel systems, including at subsidiaries incorporated into the Group through M&A. We are also gradually standardizing our target-management and performance-evaluation systems across the Group. By establishing a unified personnel system for the Group, we are facilitating personnel transfers within the Group and achieving flexible, optimal personnel allocation. Through these measures, we are working to optimize human capital across the Group.」
Measures have been made more specific, moving from issues with conventional recruitment and personnel allocation to standardizing the Group's personnel system after M&A, unifying target management and performance evaluation, and increasing personnel mobility. Work engagement averaged 3.61 against a target of 3.50, while organizational engagement averaged 3.35 against a target of 3.50. - FY2024AdvancedAnnual report
「In particular, through the conversion of 株式会社グレープシステム into a subsidiary in October 2023, we were able to secure engineering personnel primarily engaged in contract development.」
The conversion of グレープシステム into a subsidiary secured personnel for contract development, increasing the consolidated employee count from 110 to 194. The company also plans to strengthen its development and product-planning capabilities through recruitment and M&A. - FY2023AdvancedAnnual report
「Regarding the recruitment and working environment, we conduct broad-based recruitment without regard to age, gender or nationality, targeting people who want to develop new software products by leveraging their engineering skills or discover outstanding software products and services overseas and introduce them to the Japanese market by leveraging their language skills. Although work arrangements vary depending on the position and skills, we have established a flexible environment that includes combinations of office and remote work suited to individual circumstances, as well as the ability to choose start and finish times.」
Regarding recruitment and the working environment, the company has disclosed specific measures including unrestricted recruitment, combinations of office and remote work, and the ability to choose start and finish times. - FY2020RestatedAnnual report
「To conduct efficient, focused sales activities for the products we handle and develop competitive proprietary products, we need to recruit talented personnel and establish an efficient business structure through coordination across the Group and optimal personnel allocation.」
Recruiting talented personnel, coordination across the Group, and establishing an efficient business structure through optimal personnel allocation remain ongoing priorities. - FY2019RestatedAnnual report
「To conduct efficient, focused sales activities for the products we handle and develop competitive proprietary products, we need to recruit talented personnel and establish an efficient business structure through coordination across the Group and optimal personnel allocation.」
Securing talented personnel, coordination across the Group, optimal personnel allocation, and establishing an efficient business structure remain ongoing priorities. - FY2019-Q3Changes in executive positionsAnnual report
「President and Representative Director changed from Hasegawa Satoshi (長谷川 聡) to Managing Director and Head of the Administration Headquarters on 1 January 2019; Managing Director changed from Inoue Koji (井上 光司) to Director on 1 January 2019; Director changed from Sano Katsuhiro (佐野 勝大) to President and Representative Director on 1 January 2019.」
The positions of President and Representative Director and Managing Director changed on 1 January 2019, resulting in changes to the executive officers' positions. - FY2019-Q2Reorganization of the Administration HeadquartersAnnual report
「This resulted from the reorganization of the Administration Headquarters in connection with the organizational changes following the merger on 1 July 2018.」
As an organizational change accompanying the absorption-type merger, the Company reorganized the Administration Headquarters and changed the executive officers' areas of responsibility. - FY2018AdvancedAnnual report
「The primary objective of the merger is to accelerate the creation of further business synergies by strengthening integrated and efficient operations and to expand earnings by optimizing indirect costs.」
Measures to improve coordination and efficiency across the Group progressed to the execution of a merger agreement with エーアイコーポレーション and approval by the shareholders' meeting. - FY2018-Q2Organizational ChangesAnnual report
「This resulted from the abolition of the Administration Headquarters in connection with the organizational changes accompanying the shift to a headquarters-based structure effective 1 September 2017. The Company continued to oversee the administrative functions after the change.」
The Company implemented organizational changes that abolished the Administration Headquarters while retaining responsibility for the administrative functions. - FY2017RestatedAnnual report
「Efficient coordination across the Group, optimal personnel allocation and the establishment of an efficient business structure are necessary to conduct sales activities for existing products efficiently and develop competitive proprietary products.」
The Company identifies coordination across the Group, optimal personnel allocation and the establishment of an efficient business structure as ongoing challenges. - FY2017-Q3RestatedAnnual report
「Building relationships with complementary partners and reviewing and strengthening the Company's internal organizational structure will be challenges.」
The Company identifies building partner relationships and reviewing and strengthening its internal organizational structure as ongoing challenges relating to personnel, sales capabilities and efficiency. - FY2017-Q2RestatedAnnual report
「To pursue the development of competitive proprietary products while responding to a range of customer projects in parallel, securing highly skilled personnel and strengthening the management structure to operate projects efficiently will remain challenges.」
The Company identifies securing talent and strengthening its project management structure as ongoing challenges. - FY2017-Q1RestatedAnnual report
「To pursue the development of competitive proprietary products while responding to a range of customer projects in parallel, securing highly skilled personnel and strengthening the management structure to operate projects efficiently will remain challenges.」
The Company identifies securing talent, its project management structure, optimizing personnel allocation across the organization and reducing costs as ongoing challenges. - FY2016First statedAnnual report
「Securing highly skilled personnel and strengthening the management structure to operate projects efficiently will remain challenges.」
To develop its own products while handling customer projects in parallel, the Company identifies personnel, project management, reassignment reviews and cost reduction as challenges.