Accelerating the Group’s Talent Strategy and Transforming the Way We Work
First written in FY2017. 13 of 23 entries say "Advanced", first in FY2018. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「Approximately 1,000 people participated on average over the most recent 3 years in the regularly held group-wide common training, through which the group seeks to improve capabilities across the organization.」
As part of its talent strategy, the company disclosed approximately 1,000 participants in group-wide common training and presented specific development, networking and health initiatives, including group-wide exchange meetings, roundtables, Dandies Café and the Condition Meter. - FY2026-H1AdvancedAnnual report
「The company will also work to improve management transparency and strengthen corporate governance by securing and involving diverse management talent, while developing next-generation leaders and future management personnel, with the aim of achieving sustainable growth.」
The company explicitly identified, as part of its talent strategy, the securing and involvement of diverse management talent and the development of next-generation leaders and future management personnel, in addition to employee work styles and skills sharing. - FY2025AdvancedAnnual report
「The company is promoting the Group Job Challenge program to stimulate talent mobility by matching needs within the group with employees' career development. By opening mid-career positions to applications from within the group, it encourages employees to take an active role in considering and pursuing their own careers.」
As part of its talent strategy, the company disclosed the Group Job Challenge program, based on internal group-wide recruitment, as a concrete measure for talent mobility and capability development. It also reported that average participation in group-wide common training over the most recent 3 years was approximately 1,000, up from approximately 850 in the previous disclosure. - FY2024AdvancedAnnual report
「To connect employees across organizational and corporate boundaries, the company is using its internal social network and web conferencing services to encourage voluntary events and enrich communication. Various exchange events are being held, both online and in person, as forums for voluntary interaction and knowledge sharing among group employees, and the company is creating opportunities for co-creation and promoting communication.」
The company has developed concrete cross-company communication and co-creation initiatives using hybrid work, internal social networking, web conferencing and exchange events. Separately, it disclosed that group-wide common training since 2018 covered 14 domestic companies, with an average of approximately 850 participants over the most recent 3 years. - FY2024-Q1RestatedAnnual report
「Against a stable business foundation based on a new hybrid way of working that combines remote work and office attendance, the group is steadily identifying research needs arising from customer business challenges and changes in consumers' circumstances in response to COVID-19 and broader changes in social conditions.」
The company continues its policy of using a stable business foundation based on a new hybrid way of working that combines remote work and office attendance. - FY2023-Q1RestatedAnnual report
「Against a stable business foundation based on a new hybrid way of working that combines remote work and office attendance, the group is steadily identifying research needs arising from customer business challenges and changes in consumers' circumstances in response to COVID-19 and broader changes in social conditions.」
The company continues its policy of using new ways of working as a business foundation and identifying customer challenges and consumers' circumstances. - FY2022AdvancedAnnual report
「The company will accelerate investment in developing data science talent to strengthen its ability to transform the vast amounts of data collected from healthcare consumers and healthcare professionals into valuable information and provide it.」
The company set out a concrete policy to accelerate investment in developing data science talent in order to enhance its ability to derive value from and provide healthcare data. - FY2022-Q2AdvancedAnnual report
「New ways of working that take advantage of the benefits of remote work are becoming established, contributing to improved productivity.」
The company stated that remote work has progressed from simply being adopted and continued to the stage where new ways of working that leverage its benefits are becoming established and contributing to improved productivity. - FY2022-Q1AdvancedAnnual report
「The company will accelerate investment in developing data science talent to strengthen its ability to transform the vast amounts of data collected from healthcare consumers and healthcare professionals into valuable information and provide it.」
The company set out a concrete policy to accelerate investment in developing data science talent in order to enhance its ability to derive value from and provide data collected in the healthcare sector. - FY2021RestatedAnnual report
「The company is also promoting work-style reform advanced under the previous Medium-Term Management Plan. Through the use of internal social networking and other tools, as well as group-wide online meetings to share and roll out new ways of working, communication and knowledge sharing have been promoted even in an environment centered on remote work due to COVID-19.」
The company continues to share knowledge through tools such as social networking and group-wide online meetings. - FY2021-Q2AdvancedAnnual report
「The company is also promoting work-style reform advanced under the previous Medium-Term Management Plan. Through the use of internal social networking and other tools, as well as group-wide online meetings to share and roll out new ways of working, communication and knowledge sharing have been promoted even in an environment centered on remote work due to COVID-19.」
The company is using tools such as social networking and group-wide online meetings to advance communication and knowledge sharing in concrete terms while employees work remotely. - FY2021-Q1ReframedAnnual report
「The company will also continue to pursue the work-style reform advanced under the previous Medium-Term Management Plan. Rather than focusing solely on improving physical flexibility, it aims to create and establish new work styles that maximize individual performance by promoting further information sharing among group members, developing and using an environment in which they can provide skills to one another, and providing opportunities for people working across the group to grow autonomously and proactively.」
The company reorganized its work-style reform around creating new work styles that encompass information sharing, mutual provision of skills and autonomous growth, rather than physical flexibility alone. - FY2020-Q3AdvancedAnnual report
「To minimize the impact of infectious diseases, the company will take various measures, including reviewing operations by changing to online surveys, and initiatives to maintain operational productivity by promoting remote work among employees.」
In addition to the existing work-style reform, the company presented specific measures to promote remote work among employees and maintain productivity in response to COVID-19. - FY2020-Q1RestatedAnnual report
「The company continues to accelerate the work-style reform initiatives pursued under the 12th Medium-Term Management Plan, with the aim of making effective use of the group's greatest asset, its people, and improving value added and productivity.」
The company continues and accelerates work-style reform initiatives aimed at making effective use of talent and improving value added and productivity. - FY2019-Q4RestatedAnnual report
「The company will also accelerate the work-style reform initiatives pursued under the 12th Medium-Term Management Plan, with the aim of making effective use of the group's greatest asset, its people, and improving value added and productivity.」
The company continues and accelerates work-style reform initiatives aimed at making effective use of talent and improving value added and productivity. - FY2019-Q2RestatedAnnual report
「The company continues to accelerate initiatives under the work-style reform launched last year to make effective use of the group's greatest asset, its people, and to improve value added and productivity.」
The company continues work-style reform and is accelerating initiatives to make effective use of talent and improve value added and productivity. - FY2019-Q1RestatedAnnual report
「The company continues to accelerate initiatives under the work-style reform launched last year to make effective use of the group's greatest asset, its people, and to improve value added and productivity.」
The company continues work-style reform and is accelerating initiatives to make effective use of talent and improve value added and productivity. - FY2018-Q4RestatedAnnual report
「The company will also accelerate its initiatives under the work-style reform launched last year to make effective use of the group's greatest asset, its people, and to improve value added and productivity.」
The company has reiterated its policy of continuing work-style reform and accelerating initiatives to make effective use of talent and improve value added and productivity. - FY2018AdvancedAnnual report
「The work-style reform launched in April 2017 has entered its second year, and the company will further accelerate its initiatives to make effective use of the group's greatest asset, its people, and to improve value added and productivity.」
With work-style reform entering its second year, the company has moved to the stage of accelerating initiatives to make effective use of talent and improve value added and productivity. - FY2017First statedAnnual report
「iii) Accelerating group talent strategy initiatives and pursuing changes in work styles. Under this policy, in April 2017 the company established the INTAGE Group R&D Center to fully address IoT and AI, and launched work-style reform initiatives across all domestic group companies. The company aims to create an environment in which each employee can contribute greater value than before as a professional by improving productivity through work styles suited to each team and individual, while providing a foundation where employees can thrive with a sense of fulfillment in their work.」
The company identified talent strategy and changes in work styles as priority issues for the 12th Medium-Term Management Plan for the first time, and began work-style reform initiatives across all domestic group companies in April 2017. It also referred to reviewing systems and succession planning as measures to address the risks of securing and developing talent.