Strengthening Talent and Operations to Support High Growth
First written in FY2022. 3 of 7 entries say "Reframed", first in FY2024-H1. Latest entry: FY2026-H1.
Monstarlab moved to the "Worse" side of this theme in 2026.
0 other companies' latest entry also says "Reframed".
- FY2026-H1ReframedAnnual report
「To respond quickly to the AI era, we are accelerating initiatives to strengthen competitiveness, including investing in the development and deployment of our proprietary AI products, moving delivery-center personnel upstream through the adoption of AI-driven development, and reviewing our talent strategy and hiring policies, while steadily building our business foundation toward the third quarter and beyond.」
Following headcount reductions and site consolidation, the talent policy is shifting toward renewed growth by moving delivery-center personnel upstream through AI-driven development and reviewing hiring policies. - FY2025ReframedAnnual report
「Because we operate in 12 countries and regions and 20 cities, we are working to place recruitment personnel in each country and hire the right people, quickly, in the right locations.」
The focus is shifting from structural reforms centered on headcount reductions and site consolidation to talent acquisition for renewed growth, combining a recruitment network across 12 countries and regions and 20 cities with university partnerships and cooperation with partner companies and freelancers. - FY2024AdvancedAnnual report
「During the current consolidated fiscal year, the number of employees decreased significantly because we reduced headcount, mainly unutilized personnel, in EMEA (the Middle East and Europe) and AMER and liquidated or filed for bankruptcy of European subsidiaries and sub-subsidiaries and a Middle Eastern sub-subsidiary.」
Structural reforms, including reductions in unutilized personnel and site closures and downsizing in EMEA and AMER, reduced consolidated employees from 1,401 in the previous fiscal year to 950. The shift from hiring for high growth to a workforce structure focused on utilization and costs became concrete. - FY2024-H1ReframedAnnual report
「In EMEA and AMER, we had actively hired in advance of high growth, but growth was slower than initially expected, resulting in a large number of unutilized personnel and continued losses. As part of the structural reforms, we are reducing headcount by 230 people overall, including through site closures.」
The focus shifted from hiring and expanding talent in anticipation of high growth to structural reforms, including reducing unutilized personnel and closing sites. - FY2023RestatedAnnual report
「By making further investments in global talent development, standardizing service-delivery processes and sharing best practices, we will develop high-value-added talent and achieve operational excellence.」
The policy of continuing to invest in global teams, process standardization, best-practice sharing and talent development was reiterated. - FY2023-Q1AdvancedAnnual report
「Hiring for upstream-process personnel is already progressing at twice the pace of the prior-year period. We have completed the establishment of a structure that enables upstream personnel to work on winning new projects and are taking measures to prevent similar issues from arising. In fact, 16 new projects were won during the first quarter of the current consolidated accounting period, a 60% increase from the 10 projects won in each of the second and third quarters of the previous fiscal year.」
Hiring of upstream personnel was progressing at twice the prior-year pace, and a structure enabling them to work on new-project acquisition was completed. New projects won in APAC totaled 16, up 60% from 10 in each of the prior-year quarters. - FY2022First statedAnnual report
「By making further investments in global talent development, standardizing service-delivery processes and sharing best practices, we will develop high-value-added talent and achieve operational excellence.」
The aim is to develop high-value-added talent and achieve operational excellence by investing in global functional teams, process standardization, best-practice sharing and talent development.