Talent Development and Organizational Vitality
First written in FY2016. 5 of 14 entries say "Restated". Latest entry: FY2026.
101 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In recent years, we have strengthened new-graduate recruitment. We hired 73 people in fiscal 2026 and plan to hire 51 in fiscal 2027. To accelerate their development into productive employees, we provide new-hire engineer training with an average of more than 1,000 hours of study over a training period of approximately 7 months.」
We hired 73 new-graduate engineers in fiscal 2026 and plan to hire 51 in fiscal 2027. We are expanding talent development and utilization initiatives, including more than 1,000 hours of training for new hires, support for obtaining qualifications, reskilling, and allowing employees to hold side jobs. - FY2026-H1Increase in talent investment and R&D expenses in the first halfAnnual report
「Selling, general and administrative expenses increased to ¥2,246 million, or 109.7% of the prior-year period, as a result of higher personnel expenses following the wage revision from April 2025, increased investment in talent through higher recruitment and training costs, and a focus on research and development.」
Selling, general and administrative expenses increased to ¥2,246 million, or 109.7% of the prior-year period, due to the April 2025 wage revision, higher recruitment and training costs, and a focus on talent investment and research and development. - FY2025AdvancedAnnual report
「In recent years, we have strengthened new-graduate hiring. In engineering, 33 people joined the company in fiscal 2025, and we plan to hire 60 people in fiscal 2026. To accelerate their development into productive employees, we secure an average of more than 1,000 hours of study time for new engineer training, conducted over approximately 7 months. We are also actively supporting employees' career and skill development through initiatives such as allocating 5% of working hours to self-directed learning.」
We continue to expand the hiring of new-graduate engineers, more than 1,000 hours of training for new hires, and self-development equivalent to 5% of working hours. We hired 33 people in fiscal 2025 and plan to hire 60 in fiscal 2026. - FY2025-H1AdvancedAnnual report
「The gross margin temporarily declined as a result of the impact of wage revisions implemented in April 2024 and higher personnel costs for development talent. Selling, general and administrative expenses increased to ¥2,047 million, or 108.0% year on year, as the company focused on investment in human resources, including higher recruitment and training expenses.」
Implemented wage revisions in April 2024 and increased investment in human resources, including personnel costs for development talent and recruitment and training expenses. - FY2024RaisedAnnual report
「In recent years, we have strengthened new-graduate hiring and secure an average of more than 1,000 hours of study time for new engineer training. We are also actively supporting employees' career and skill development through initiatives such as allocating 5% of working hours to self-directed learning.」
Expanded human capital development initiatives to include an average of more than 1,000 hours of new-hire training, self-directed learning accounting for 5% of working hours, the comeback alumni system, women's advancement, senior talent and health management. For fiscal 2023, disclosed results including a 20.9% PMP certification rate, a 20.2% female employee ratio, a 6.7% female management ratio and a 57.1% male childcare-leave utilisation rate. - FY2024-Q3RestatedAnnual report
「Selling, general and administrative expenses increased to ¥2,860 million, or 111.5% year on year, as the company focused on investment in human resources, including higher personnel costs following wage revisions from April 2023 and increased recruitment and training expenses.」
Continued investment in human resources, including the wage revisions from April 2023 and higher recruitment and training expenses. Cumulative selling, general and administrative expenses for the third quarter were ¥2,860 million. - FY2024-Q2RestatedAnnual report
「Selling, general and administrative expenses increased to ¥1,895 million, or 109.9% year on year, as the company focused on investment in human resources, including higher personnel costs following wage revisions from April 2023 and increased recruitment and training expenses. The company also focused on improving the work environment, including office expansion and refurbishment, from the previous fiscal year.」
Continued investment in human resources, including wage revisions and higher recruitment and training expenses, as well as improvements to the work environment, including office expansion and refurbishment. - FY2023RaisedAnnual report
「We have recently increased new-graduate hiring and secure an average of more than 1,000 hours of study time for new engineer training. We are also actively supporting employees' career and skill development through initiatives such as allocating 5% of working hours to self-directed learning.」
Expanded the human capital development policy from training and self-directed learning to management through human capital KPIs. Targets for fiscal 2025 include a 25% female employee ratio, a 9% female management ratio and a 35% female hiring ratio, as well as an average of 10 hours of overtime, an 85% paid-leave utilisation rate and a 50% male childcare-leave utilisation rate. Introduced a new personnel system and a comeback alumni system in April 2023. - FY2022RaisedAnnual report
「We will also strengthen the recruitment of diverse talent to support future growth, both in terms of quality and headcount.」
In addition to the existing policy of securing and developing human resources, explicitly stated a policy of strengthening diverse talent in terms of both quality and headcount. - FY2020RestatedAnnual report
「While working to secure outstanding digital talent with specialised IT skills, we will, recognising that human resources are the most important asset capable of determining our competitive advantage, enhance training programs to secure and develop an appropriate workforce and thoroughly implement a goal-management system linked to our business plan, thereby developing human resources throughout the group and revitalising the organisation.」
Continued the development policy based on securing human resources, training programs and a goal-management system, while adding the securing of digital talent. - FY2020-Q1AdvancedAnnual report
「株式会社イーブ is engaged in software development, programmer training and the dispatch of engineers, and has a track record as one of our business partners. We determined that making it a subsidiary through the acquisition of its shares would strengthen our pool of engineers and enable us to build a complementary relationship by leveraging each other's strengths in cooperation within the Group.」
Implemented a specific measure to strengthen its technical workforce by making a company engaged in programmer training and engineer dispatch services a subsidiary. - FY2018RestatedAnnual report
「Recognising that human resources are our most important asset, we will define the employee profile sought by our group and establish training programs, while thoroughly implementing a goal-management system linked to our business policies, to improve the skills of our people throughout the group and revitalise the organisation.」
Reiterates the policy of treating human resources as the most important asset and improving skills and organisational vitality through the definition of the desired employee profile, training programs and a goal-management system. - FY2017RestatedAnnual report
「Recognising that human resources are our most important asset, we will define the employee profile sought by our group and establish training programs, while thoroughly implementing a goal-management system linked to our business policies, to improve the skills of our people throughout the group and revitalise the organisation.」
Reiterates the human capital development policy based on defining the desired employee profile, training programs and a goal-management system. - FY2016First statedAnnual report
「Recognising that human resources are our most important asset, we will define the employee profile sought by our group and establish training programs, while thoroughly implementing a goal-management system linked to our business policies, to improve the skills of our people throughout the group and revitalise the organisation.」
Identified clarification of the desired employee profile, training programs and a goal-management system as initiatives.