Building Teams and Talent Capable of Responding Swiftly to Change
First written in FY2017. 6 of 14 entries say "Advanced", first in FY2023-Q2. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
- FY2026Updated human-capital metrics and wage levelsAnnual report
「Female ratio in graduate recruitment for career-track positions 27 % Number of female managers and other officers 4 people Overseas talent training 6 people Overseas training assignments (young employees) 6 people」
As human capital results, the Company disclosed a 27% female ratio, 4 female managers and other officers, 6 participants in overseas talent training and 6 employees assigned to overseas training. It also continues to pursue targets including at least 15 female managers and other officers, a 30% female ratio and at least 10 participants in overseas talent training. - 2026-05-28First statedManagement plan
「As an initiative to improve engagement, dialogue sessions between officers and employees were held」
The company disclosed the first “You & Me Talk” sessions, certification as a 2026 Certified Health and Productivity Management Outstanding Organization, and the construction and rebuilding of employee dormitories as investments in human capital. - FY2025AdvancedAnnual report
「We consider improving employee engagement to be an important management issue for achieving sustainable growth. We will continue conducting workplace management surveys, listening to employees’ candid views and linking the findings to company initiatives and workplace improvements.」
The Company disclosed FY2025 results including average overtime of 24 hours per month, 17 days of annual leave taken per year, a 69% favorable response rate in the workplace management survey, a 33% female ratio in graduate recruitment for career-track positions, 5 female managers and other officers, 6 participants in overseas talent training and 8 employees assigned to overseas training. - FY2025-H1AdvancedAnnual report
「In addition, as part of work-style reform, initiatives include improving productivity through the introduction of a work-hours management and analysis system for indirect personnel.」
As a specific work-style reform measure, the Company introduced a work-hours management and analysis system for indirect personnel and is working to improve productivity. - FY2024AdvancedAnnual report
「Female ratio in graduate recruitment for career-track positions 44 % 30 % Number of female managers and other officers 2 people At least 15 people FY2030 target (number of candidates) (9 people) Overseas talent training 12 people At least 10 people Overseas training assignments (young employees) 8 people At least 3 people」
As human capital results, the Company disclosed a 44% female ratio, 2 female managers and other officers, 12 participants in overseas talent training and 8 employees assigned to overseas training, and set targets including at least 15 female managers and other officers. - FY2023AdvancedAnnual report
「We are advancing initiatives aligned with our talent development policies, including fostering a sense of personal ownership, proactive communicators, multi-skilled talent and global talent. We also respect diversity and are promoting the development of an environment where women, foreign nationals and mid-career hires can fully demonstrate their abilities.」
The Company has made its talent development and diversity policies more concrete, disclosing FY2022 results including 12 participants in overseas talent training, 10 employees assigned to overseas training, a 16% female hiring ratio and 1 female manager, as well as targets including a female hiring ratio of at least 30% and at least 15 female managers by FY2030. - FY2023-Q3AdvancedAnnual report
「Based on the medium-term management plan “Global Vision2025,” announced on 27 May 2021, we resolved to introduce this scheme to provide employees covered by the scheme with an incentive to increase individual motivation and strengthen unity, as well as to promote their welfare, by creating an opportunity to acquire, through the employee stock ownership plan, transfer-restricted shares issued or disposed of by the Company (the Company’s common shares). The scheme is intended to help covered employees build personal assets, provide them with an incentive to achieve sustained growth in the corporate value of the Company Group, and promote greater value sharing between covered employees and the Company’s shareholders. Covered employees are employees of the Company and its subsidiaries who participate in this employee stock ownership plan and agree to the scheme. Disposal date 31 January 2023 Class and number of shares to be disposed of Common shares of the Company 338,688 shares」
The disposal and payment procedures for 338,688 shares under the transfer-restricted share incentive scheme aimed at improving employee motivation and strengthening unity were completed on 31 January 2023. - FY2023-Q2AdvancedAnnual report
「Based on the medium-term management plan “Global Vision2025,” announced on 27 May 2021, we resolved to introduce this scheme to provide employees covered by the scheme with an incentive to increase individual motivation and strengthen unity, as well as to promote their welfare, by creating an opportunity to acquire, through the employee stock ownership plan, transfer-restricted shares issued or disposed of by the Company (the Company’s common shares). The scheme is intended to help covered employees build personal assets, provide them with an incentive to achieve sustained growth in the corporate value of the Company Group, and promote greater value sharing between covered employees and the Company’s shareholders. Covered employees are employees of the Company and its subsidiaries who participate in this employee stock ownership plan and agree to the scheme.」
We resolved to introduce a scheme creating an opportunity to acquire transfer-restricted shares through the employee stock ownership plan, aimed at improving employee motivation, strengthening unity, supporting asset building and promoting value sharing with shareholders. - FY2022ReframedAnnual report
「Regarding human capital, we will use “creating a vibrant, safe and comfortable workplace” as the foundation of our human resources initiatives, develop multi-skilled and global talent, achieve work-life balance for employees through diverse working arrangements, and continue developing a diverse environment where women, foreign nationals and mid-career hires can fully demonstrate their abilities.」
The previous concept of developing creative talent is being made more concrete through human capital initiatives covering multi-skilled and global talent, diverse working arrangements and diversity. - FY2021ReframedAnnual report
「Talent development: Developing creative talent」
The previous expression, “building a resilient team and developing talent that can respond swiftly to change,” is presented in the medium- to long-term management plan as the development of creative talent. - FY2020RestatedAnnual report
「Regarding the strengthening of our management foundation, we are pursuing initiatives centered on building a resilient team and developing talent that can respond swiftly to change.」
We are reaffirming the development of a resilient team and talent that can respond swiftly to change as a key theme in strengthening our management foundation. - FY2019RestatedAnnual report
「Regarding the strengthening of our management foundation, we are pursuing initiatives centered on building a resilient team and developing talent that can respond swiftly to change.」
We are reaffirming the development of a resilient team and talent that can respond swiftly to change as a key theme in strengthening our management foundation. - FY2018RestatedAnnual report
「④ Building resilient teams and talent capable of responding quickly to change and talent capable of thinking and acting independently」
The company has reaffirmed as a basic policy the development of teams that respond quickly to change and talent capable of thinking and acting independently. - FY2017First statedAnnual report
「④ Building resilient teams and talent capable of responding quickly to change」
The company has identified building teams and talent capable of responding quickly to change as one of its 5 basic policies.