Proactive Talent Acquisition and Organizational Revitalization
First written in FY2017. 7 of 12 entries say "Advanced", first in FY2021-Q3. Latest entry: 2026-09-18.
The whole theme swung hardest in 2024: 2 of 11 companies on the "Worse" side.
3 other companies' latest entry also says "First stated".
- FY2026AdvancedAnnual report
「Through revisions to its human resources system and various training initiatives, the company has substantially reduced its employee turnover rate, which was above 12% in the fiscal year ended June 2022, to 3.2% in the fiscal year ended June 2026.」
The company reported that its employee turnover rate fell from above 12% in the fiscal year ended June 2022 to 3.2% in the fiscal year ended June 2026 through revisions to its human resources system, training and other measures. As a human capital metric, it has set a future target of reducing the rate by 1 percentage point from the fiscal year ended June 2026. - FY2024RaisedAnnual report
「Establishment of a human resources information infrastructure ・Regular monitoring of employees' specialized capabilities, skills and engagement Regular monitoring will be conducted twice a year. Development and promotion to improve specialized capabilities ・Measures to improve retention ・Enhanced training to improve specialized capabilities ・Promotion of the appointment of diverse specialized talent to execute business strategies」
The company organized its human capital initiatives around 3 themes: a human resources information infrastructure, development and promotion of specialized capabilities, and an organizational culture that fosters autonomous, self-directed growth. It disclosed indicators and targets including monitoring twice a year, reducing the employee turnover rate and enhancing training. - FY2023AdvancedAnnual report
「Specifically, the company redefined the capabilities expected in performance evaluations and clarified the evaluation criteria, while substantially increasing training hours to improve capabilities. It also conducted harassment training and group discussions to create a more conducive working environment and deepen mutual understanding among employees.」
The company organized its human capital initiatives around 3 themes: a human resources information infrastructure, development and promotion of specialized capabilities, and an organizational culture that fosters autonomous, self-directed growth. It specified measures including training, evaluation criteria and engagement improvement. - FY2021AdvancedAnnual report
「The company also revised its human resources system from the fiscal year ending June 2021 and introduced performance-linked bonuses, thereby aligning the interests of the company and individual officers and employees and establishing a system for fair allocation of profits.」
The human resources system was revised and performance-linked bonuses were introduced from the fiscal year ending June 2021. - FY2021-Q3AdvancedAnnual report
「In the previous consolidated fiscal year, employee bonuses were recorded under "Accounts payable" in current liabilities. Following the introduction of a new human resources system effective 1 January 2021, the amount payable had not been finalized as of the end of the third quarter of the current consolidated fiscal year, so the amount has been recorded as "Provision for bonuses" under current liabilities.」
The disclosure states that a new human resources system was introduced effective 1 January 2021 and provides details of the changes to the system. - FY2019RestatedAnnual report
「The company will work to strengthen organizational capabilities by developing next-generation leaders, reviewing human resources systems including the compensation structure, and promoting communication inside and outside the company.」
The company continues to strengthen organizational capabilities through talent development, human resources systems and communication. - FY2017First statedAnnual report
「The company will work to revitalize the organization by actively recruiting talent, reviewing systems including the compensation structure, and promoting communication inside and outside the company.」
In response to the transition to a new business model, the company uses recruitment, compensation systems and enhanced communication as means of revitalizing the organization.