Technology Development and Workforce Diversity and Development
First written in FY2016. 9 of 15 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
8 other companies' latest entry also says "Other".
- FY2026Disclosure of human capital targets and resultsAnnual report
「Metric Target (end of fiscal year ending June 2026) Actual (current fiscal year) 5-year retention rate 70% 54.5% Average years of continuous employment, men and women — Men 16.0 years, women 12.6 years Proportion of women among employees in managerial positions At least 10% 14.1% Childcare-leave take-up rate Men: at least 50% 0% (1 eligible employee) Women: at least 100% 100% (3 eligible employees)」
For human capital, the company disclosed targets and actual results for the retention rate, proportion of women in management, and childcare-leave take-up rate, with the end of the fiscal year ending June 2026 as the deadline. The proportion of women in management and the female childcare-leave take-up rate exceeded their targets, while the 5-year retention rate was 54.5% and the male childcare-leave take-up rate was 0%, both below target. - FY2026-H1RestatedAnnual report
「Our group formulated the Second Medium-Term Management Plan covering the 3 years from the fiscal year ending June 2025 through the fiscal year ending June 2027. By implementing the 5 priority measures of (1) enhancing the value of human capital, (2) promoting new businesses and our DX strategy, (3) expanding growth fields, (4) optimizing core fields, and (5) contributing to society, we will work to resolve all kinds of issues in order to achieve sustainable business growth and enhance corporate value, and to receive words of thanks from as many people as possible.」
The company continues to position “enhancing the value of human capital,” reorganised from the previous work-style reform and active participation of diverse talent, as a重点施策 in the Second Medium-Term Management Plan. - FY2025-H1ReframedAnnual report
「Our group has formulated the Second Medium-Term Management Plan covering the 3 years from the fiscal year ending June 2025 through the fiscal year ending June 2027. By implementing the 5重点施策: ① enhancing the value of human capital, ② promoting new businesses and a DX strategy, ③ expanding growth areas, ④ optimising core areas, and ⑤ contributing to society, we will achieve sustainable business growth and enhance corporate value, while working to resolve all kinds of issues so that as many people as possible will say “thank you.”」
The explanation has been reorganised from the previous “work-style reform and the active participation of diverse talent” to positioning “enhancing the value of human capital” as a重点施策. - FY2024AdvancedAnnual report
「The company has set the targets below for the proportion of women among its managers and the rate of employees taking childcare leave by the end of the fiscal year ending June 2025.」
As actual results for the fiscal year against the targets for the end of the fiscal year ending June 2025, the company disclosed a 7.7% proportion of women in management, a 100% male childcare-leave take-up rate, and a 100% female childcare-leave take-up rate. - FY2024-Q3RestatedAnnual report
「In the current fiscal year, the final year of the medium-term management plan, we will achieve sustainable business growth and further enhance corporate value by steadily implementing its 5重点施策: ① expanding growth areas, ② strengthening core areas, ③ promoting new businesses, ④ promoting work-style reform and the active participation of diverse talent, and ⑤ contributing to society.」
The company is reaffirming its policy of continuing to implement work-style reform and the active participation of diverse talent as重点施策 in the final year of the medium-term management plan. - FY2023AdvancedAnnual report
「The company has set the targets below for the proportion of women among its managers and the rate of employees taking childcare leave by the end of the fiscal year ending June 2025.」
For talent diversity and development, the company disclosed measurable targets for the first time: a proportion of women in management of at least 15%, a male childcare-leave take-up rate of at least 10%, and a female take-up rate of at least 80% by the end of the fiscal year ending June 2025. Actual results were a 6.5% proportion of women in management and a 50% male childcare-leave take-up rate. - FY2023-Q3RestatedAnnual report
「The company has also formulated a medium-term management plan beginning with the fiscal year ending June 2022. By steadily implementing its 5重点施策: ① expanding growth areas, ② strengthening core areas, ③ promoting new businesses, ④ promoting work-style reform and the active participation of diverse talent, and ⑤ contributing to society, it aims to achieve sustainable business growth and further enhance corporate value.」
The company is reaffirming its policy of continuing the重点施策 in its medium-term management plan, including work-style reform and the active participation of diverse talent. - FY2023-Q2RestatedAnnual report
「The company has also formulated a medium-term management plan beginning with the fiscal year ending June 2022. By steadily implementing its 5重点施策: ① expanding growth areas, ② strengthening core areas, ③ promoting new businesses, ④ promoting work-style reform and the active participation of diverse talent, and ⑤ contributing to society, it aims to achieve sustainable business growth and further enhance corporate value.」
The company is reaffirming its policy of continuing the重点施策 in its medium-term management plan, including work-style reform and the active participation of diverse talent. - FY2022RestatedAnnual report
「Under its corporate philosophy of “expressing gratitude to everyone involved with us, meeting expectations and demands through our business activities, and fulfilling our social responsibilities,” the company will steadily implement the 5重点施策 set out in its medium-term management plan, thereby achieving sustainable business growth and further enhancing corporate value.」
The company is reaffirming its policy of implementing the重点施策 in its medium-term management plan, including work-style reform and the active participation of diverse talent. - FY2022-Q2RestatedAnnual report
「We formulated a medium-term management plan beginning with the fiscal year ending June 2022. By steadily implementing the five priority measures—(1) expanding growth fields, (2) strengthening core fields, (3) promoting new businesses, (4) promoting work-style reform and the effective use of diverse human resources, and (5) contributing to society—we will achieve sustainable business growth and further enhance corporate value.」
The company is reaffirming work-style reform and the active participation of diverse talent as重点施策 in its medium-term management plan. - FY2022-Q1RestatedAnnual report
「We formulated a medium-term management plan beginning with the fiscal year ending June 2022. By steadily implementing the five priority measures—(1) expanding growth fields, (2) strengthening core fields, (3) promoting new businesses, (4) promoting work-style reform and the effective use of diverse human resources, and (5) contributing to society—we will achieve sustainable business growth and further enhance corporate value.」
The company is reaffirming its policy of talent diversity and development, positioning work-style reform and the active participation of diverse talent as重点施策 in its medium-term management plan. - FY2021ReframedAnnual report
「By using the time created through work-style changes for new challenges, self-development, family life, and hobbies, we will connect this to the growth of individuals and the company, while working to build an organisation and develop talent so that diverse personnel can play an active role.」
The explanation has expanded from the previous hiring and development of diverse talent to combining time created through work-style reform with the growth of individuals and the company. - FY2019RestatedAnnual report
「At the same time, we will develop field-support technologies using communications and control technologies so that each employee can maximise their capabilities in the field. We will also work to create systems that promote workforce diversity, including hiring international students from overseas, developing workplaces where women can work comfortably, and providing training to develop multi-skilled personnel.」
The company is reaffirming its efforts to diversify its workforce through the development of field-support technologies, creating an employment environment for people from overseas and women, and multi-skilling training. - FY2017RestatedAnnual report
「We will also work to create systems that promote workforce diversity, including hiring international students from overseas, developing workplaces where women can work comfortably, and providing training to develop multi-skilled personnel.」
The company is reiterating measures concerning technology development and talent diversity and development, including foreign talent, the work environment for women, and multi-skilling training. - FY2016First statedAnnual report
「We believe that the accumulation of field experience is providing the technological foundation needed to address new environmental issues as the demands of customers and society continue to change. At the same time, we will develop field-support technologies using communications and control technologies so that each employee can maximise their capabilities in the field. We will also work to create systems that promote workforce diversity, including hiring international students from overseas, developing workplaces where women can work comfortably, and providing training to develop multi-skilled personnel.」
The company cites field experience as its technological foundation, along with field-support technologies, the hiring of foreign talent and women, and multi-skilling training.