Promoting Talent Development, Work-Life Balance and Diversity
First written in FY2016. 8 of 12 entries say "Advanced", first in FY2020. Latest entry: 2026-07-31.
- FY2026AdvancedAnnual report
「The company proceeded with the transition to fair evaluation and compensation based on contributions to business performance and achievements in taking on challenges to drive transformation supporting sustainable growth, and implemented base salary increases of approximately 5% for 2 consecutive years.」
Investment in human resources took concrete form in base salary increases of approximately 5% for 2 consecutive years, expanded hiring, and specialized training and support for obtaining qualifications. The company stated that 50 new graduates, including those scheduled to join in April 2026, and 13 mid-career hires joined the company. - FY2026-H1AdvancedAnnual report
「Expenses increased as the company promoted investment in its people through active hiring, expanded education and training, and base salary increases, while」
The company promoted hiring, education and training, and base salary increases as investment in its people. Investment in compensation has been added to the existing mid-career hiring and education initiatives. - FY2025AdvancedAnnual report
「The company will further expand mid-career hiring and promote corporate transformation by bringing in new talent with industry knowledge and competitive capabilities. It will also focus on developing professionals and improve employee skills through ongoing training programs and support for obtaining qualifications.」
The company specified expanded mid-career hiring, continuing education, support for obtaining qualifications and development of younger employees. The actual proportion of women at department-manager level was 8.3%, versus a target of at least 10.0%, and it also disclosed quantitative progress on development and diversity measures. - FY2020AdvancedAnnual report
「Regarding the personnel system reforms pursued through March 2020 to revitalize the company as a whole, the company moved most measures into implementation in April 2020 and will now promote efforts to embed them. It will also continue initiatives to promote work-life balance and telework, improve the work environment and otherwise raise employee satisfaction to revitalize the company.」
Most personnel system reforms were moved into implementation in April 2020, and the company entered the stage of embedding them. Telework, work-life balance and efforts to improve employee satisfaction will also continue. - FY2018RestatedAnnual report
「As part of its work-style reform, the company has implemented a Work-Life Balance Initiative aimed at creating a well-balanced working environment, and has made steady progress in reducing overtime and increasing the number of days of leave taken.」
The company described improvements in reducing overtime and increasing days of leave taken, and stated that it will pursue greater operational efficiency, expand telework and enhance employee benefits. The numerical targets in the plan itself remain unchanged. - FY2017RaisedAnnual report
「To encourage employees responsible for implementing this plan, including its business strategy, and achieving its vision to make the most of their individuality and abilities, the company is prioritizing human resources measures such as work-style reform, reviewing its compensation system and strengthening human resource development.」
In addition to the existing initiatives covering rotations, external secondments and diversity, the company identified work-style reform, reviewing its compensation system and strengthening human resource development as priority measures. It also set targets for the end of the plan, including average monthly overtime of no more than 23 hours, a paid leave utilization rate of 70% and a proportion of women at section-manager level or above of at least 12%. - FY2016First statedAnnual report
「For human resource development, the company continued to intensify rotations across regions and business divisions, primarily for younger employees, and continued initiatives such as external secondments aimed at acquiring technical expertise and operational know-how.」
The company continued rotations, external secondments and its work-life balance initiative, and established a Diversity Promotion Office. In April 2016, it formulated an action plan under the Act on Promotion of Women's Participation and Advancement in the Workplace.