Building an Organizational Structure to Support Talent Development and Growth

「In the cloud services market in which our business operates, technological innovation is advancing rapidly and customer needs are becoming more sophisticated and diverse every day. We therefore recognize the importance of improving service quality, developing new features, and cultivating highly skilled personnel capable of supporting stable system operations. Accordingly, we have positioned the continuous development of specialized personnel as an important human resources strategy. In particular, for engineering personnel, we support the acquisition of technical knowledge through on-the-job training (OJT) and off-the-job training (Off-JT), while working to improve their practical technical capabilities.」

「Based on the view that continuously developing markets by cultivating talent capable of embodying our corporate philosophy, management policies and action guidelines, and providing new services that meet customer needs, will lead to a lifecycle that establishes and enhances corporate value, we are undertaking various initiatives through our work rules, personnel evaluation system and talent development system.」

「As a result of promoting more productive personnel allocation aligned with the service delivery structure and a fundamental review of the cost structure, the appropriate reallocation of management resources progressed,」

「Based on the view that continuously developing markets by cultivating talent capable of embodying our corporate philosophy, management policies and action guidelines, and providing new services that meet customer needs, will lead to a lifecycle that establishes and enhances corporate value, we have advanced the following measures through our work rules, personnel systems and training systems.」

「The main factors were higher depreciation expenses associated with the relocation of the head office and higher personnel expenses associated with promoting development under the medium-term management plan and strengthening the operating framework for service delivery, despite a decrease in requirements-definition expenses and other costs related to developing new services under the medium-term management plan.」

「With the goal of establishing an organization capable of appropriately addressing client needs, we are developing talent to strengthen development, proposal and sales capabilities, reinforcing personnel with specialist expertise, further enhancing our internal training framework and strengthening managers’ management capabilities. We will work to establish an organizational structure in which these employees can collaborate effectively.」

「Against this backdrop, since the previous fiscal year we have been developing intelligent systems for next-generation call center systems based on the medium-term management plan (fiscal years ending March 2021 to March 2023), and are proceeding with advance development investment, including talent development and the strengthening of development capabilities.」

「Against this backdrop, since the previous fiscal year we have been developing intelligent systems for next-generation call center systems based on the medium-term management plan (fiscal years ending March 2021 to March 2023), and are proceeding with advance development investment, including talent development and the strengthening of development capabilities.」

「The main factors behind the increase were higher personnel-related expenses resulting from improvements in the labor environment, including revisions to salary and bonus systems associated with securing and expanding human resources, advertising expenses related to expanding sales of services, and higher outsourcing expenses associated with development under the medium-term management plan.」

「The main factors behind the increase were higher personnel-related expenses resulting from improvements in the labor environment, including revisions to salary and bonus systems associated with securing and expanding human resources, advertising expenses related to expanding sales of services, and higher outsourcing expenses associated with development under the medium-term management plan.」

「Selling, general and administrative expenses were ¥371.154 million, up 8.8% year on year. The main factors behind the increase were higher personnel expenses associated with securing and expanding human resources, advertising expenses related to expanding sales of services, and higher outsourcing expenses associated with development under the medium-term management plan.」

「During the cumulative first quarter, we continued to work on expanding sales channels and developing talent to strengthen our development capabilities,」

「Selling, general and administrative expenses for the cumulative third quarter were ¥500.783 million, up 3.9% year on year. The main components of the increase were costs associated with the increase in the number of shareholders and higher costs related to securing and expanding human resources.」

「Selling, general and administrative expenses were ¥341.214 million, up 4.5% year on year. The main components of the increase were costs associated with the increase in the number of shareholders and training expenses to strengthen technical capabilities.」

「We have also established an engineer development program to maintain and improve the technical capabilities of engineers, who form the foundation of our service delivery, in a planned and sustained manner, and are working to further strengthen talent development.」

「We have newly established a phased program, beginning with basic business training and basic training on our services for new employees, followed by basic training in accounting, legal affairs and IT literacy for mid-level employees, and then training for managers, and are working to further strengthen talent development.」

「As future talent development measures, we have set the objectives of our training system as “developing people who can embody our corporate philosophy, action guidelines and management policies” and “developing people who can create businesses by thinking independently and responding to change as we expand our business.” We have newly established a phased program, beginning with basic business training and basic training on our services for new employees, followed by basic training in accounting, legal affairs and IT literacy for mid-level employees, and then training for managers, and will continue to strengthen talent development.」

「We have set the objectives of our training system as “developing people who can embody our corporate philosophy, action guidelines and management policies” and “developing people who can create businesses by thinking independently and responding to change as we expand our business.” We have newly established a phased program, beginning with basic business training and basic training on our services for new employees, followed by basic training in accounting, legal affairs and IT literacy for mid-level employees, and then training for managers, and will continue to strengthen talent development.」