Strengthening head office capabilities to support global management and developing diverse talent
First written in FY2016. 10 of 13 entries say "Advanced", first in FY2017. Latest entry: 2026-06-29.
2 other companies' latest entry also says "Advanced".
- 2026-06-29AdvancedGovernance
「本社の女性管理職比率は 2026年４月現在 4.9％にとどまっていますが、2030年までには 10％程度、2050年までには 20％以上にすることを目指しております。」
人的資本・多様性施策について、女性管理職比率の現状値と2030年・2050年の数値目標を具体的に示している。 - FY2026AchievedAnnual report
「In fiscal 2025, we achieved ahead of schedule our target of developing 1,000 data-utilization personnel by 2030.」
The company achieved ahead of schedule in fiscal 2025 its target of 1,000 data-utilization personnel by 2030. It has also launched a revised personnel system for managers and a restricted stock incentive plan for managers. - 2026-04-30AchievedRevisions to earnings forecasts
「In fiscal 2025, we achieved ahead of schedule our target of developing 1,000 data-utilization personnel by 2030.」
2030年目標としていたデータ活用人材1,000名の育成を前倒しで達成したと開示している。 - FY2025AdvancedAnnual report
「In April 2025, we revised the personnel system for managers to promote the success and autonomy of diverse talent, including by providing treatment based on job responsibilities rather than age or years of service.」
Regarding human capital initiatives, the company revised its personnel system to provide managers with treatment based on their job responsibilities, giving concrete form to its direction of promoting diversity and autonomy. All items in the organizational vitality survey exceeded the previous year's levels, and job satisfaction achieved its target for the first time, while utilization of diversity and challenge remained below target. - FY2024AdvancedAnnual report
「Data-utilization talent 1,000 people (fiscal year-end 2030) 692 people 」
Regarding human capital initiatives, the company disclosed actual results of 692 data-utilization personnel against its target of 1,000 by the end of fiscal 2030. In the organizational vitality survey, items including diversity, challenge and job satisfaction were below 3.5. - FY2023AdvancedAnnual report
「The Group's basic approach to human capital management is to build a strong talent base through recruitment and development of personnel who will drive 5 transformations, and to create an environment in which those employees can fully demonstrate their capabilities. Accordingly, we have established the following Human Resources Development Policy and Internal Environment Development Policy.」
The company has formalized its human capital management policy and introduced indicators covering talent development, diversity, challenge and psychological safety, with a target of 3.5 or higher in its organizational vitality survey. - FY2022AdvancedAnnual report
「Of the approximately 20,000 employees in our Group, approximately 13,000 are based overseas. We believe that local talent is essential for making prompt and appropriate decisions based on the circumstances, culture and customs of each region in operating the Group, and are actively appointing local talent, including localizing department-head positions at overseas sites.」
In addition to measures concerning diverse talent and work styles, the company explicitly states that it is appointing local talent, including to department-head positions at overseas sites, based on approximately 13,000 overseas employees. - FY2021AdvancedAnnual report
「In April 2021, we established the HR Committee as an organization for cross-functional discussions on corporate activities that place greater respect on human rights and personnel issues requiring action across the Group, and also established the Diversity Promotion Department, thereby strengthening these functions from the perspectives of emphasizing Group management and respecting individuals.」
The company strengthened its organizational structure for human resources and diversity initiatives by establishing the HR Committee and Diversity Promotion Department in April 2021. - FY2020AdvancedAnnual report
「In April 2020, we established the HR Committee as an organization for cross-functional discussions on corporate activities that place greater respect on human rights and personnel issues requiring action across the Group, and also established the Diversity Promotion Department, thereby strengthening these functions from the perspectives of emphasizing Group management and respecting individuals.」
The company established the HR Committee and Diversity Promotion Department in April 2020 to address human rights and personnel issues on a cross-functional basis. - FY2019AdvancedAnnual report
「The Group is working to provide diverse talent with opportunities to thrive and create systems and an environment in which employees can work with confidence. It will also make use of ICT (information and communications technology) and RPA (robotic process automation) and focus on work-style reform.」
In addition to shorter working hours, 3-day workweeks, support for returning from parental leave, telecommuting and training for women, the company explicitly identifies ICT and RPA utilization as means of work-style reform. - FY2018AdvancedAnnual report
「This fiscal year, we expanded work arrangements, including shorter working hours and 3-day workweeks, to provide employees with childcare or caregiving responsibilities or serious illnesses with flexible work options and support them in balancing work with those responsibilities. We also enhanced financial support programs, including lump-sum caregiving assistance payments.」
The company has expanded systems including shorter working hours, 3-day workweeks and lump-sum caregiving assistance payments, and has indicated plans to advance telecommuting, ICT utilization and career training for women in the following fiscal year. - FY2017AdvancedAnnual report
「In terms of talent development, we revised the personnel system for general employees to develop and create young and mid-career talent that will drive the company's growth, establishing a system that enables everyone to proactively pursue higher-level positions and responsibilities at their own initiative. At the same time, we introduced a mandatory retirement age of 65 to enable experienced employees with extensive experience, advanced skills and diverse expertise to play a greater role, and are creating an environment in which employees can continue working with confidence after age 60.」
Specific measures concerning talent development and work styles are progressing, including revisions to the personnel system, a mandatory retirement age of 65, expanded systems for caregiving and illness, and the launch of initiatives to support the success of female employees. - FY2016First statedAnnual report
「Furthermore, to position the Group as a corporate group competing globally and enable it to deliver its best performance, we will promote initiatives to enhance head office capabilities supporting global management within our administrative functions as well. In addition to having each employee pursue the essence of their work and improve its value added and productivity, the Group as a whole will focus on developing diverse talent with flexible thinking and a willingness to take on challenges.」
The company addresses improvements in administrative functions, the value added and productivity of operations, and the development of diverse talent as an integrated set of priorities.