Human capital management and improving employee engagement
First written in FY2022. 2 of 5 entries say "Advanced", first in FY2023. Latest entry: FY2026.
72 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To ensure the effectiveness of these measures, we will establish human capital-related indicators and targets, including the recruitment fulfilment rate, employee turnover rate and employee engagement score, and report on the status of initiatives to the Sustainability Committee quarterly and to the Board of Directors semi-annually, thereby seeking to enable appropriate oversight.」
While describing delays in rebuilding the workforce structure after rationalisation, the company has newly specified KPIs and reporting and oversight cycles, including a recruitment fulfilment rate of 70%, an employee turnover rate of 2% and employee engagement of 45% by FY2028. - FY2026-H1Delayed rebuilding of the workforce structure following excess departures after rationalisationAnnual report
「The impact of more departures than expected among employees not eligible for the early voluntary retirement programme following management rationalisation in October 2023 continues, and rebuilding the workforce structure, including recruitment and training, will require more time.」
In terms of human capital, more employees than expected left after management rationalisation, and rebuilding the workforce structure, including recruitment and training, is taking time. - FY2024Partial achievement of human capital targets and deterioration in working hoursAnnual report
「Percentage of female managers among all managers (%) | 15% by FY2024 | 15.0%; percentage of male employees taking childcare leave (%) | 30% by FY2023 | 100%; total actual working hours | 100-hour reduction from FY2021 by FY2024 | 10-hour increase from FY2021; paid leave utilisation rate (%) | At least 70% by FY2024 | 73.8%」
The disclosed targets for the percentage of female managers, the percentage of male employees taking childcare leave and the paid leave utilisation rate were achieved, while total actual working hours increased by 10 hours from FY2021 because of the increased burden resulting from workforce reductions due to management rationalisation, moving in the opposite direction to the reduction target. - FY2023AdvancedAnnual report
「Indicator | Target | Actual (current fiscal year) Percentage of female managers among all managers (%) | 15% by FY2024 | 12.8% Percentage of male employees taking childcare leave (%) | 30% by FY2023 | 100% Total actual working hours | 100-hour reduction from FY2021 by FY2024 | 40-hour reduction from FY2021 Paid leave utilisation rate (%) | At least 70% by FY2024 | 72.1%」
For human capital management, the company established policies for human resources development and the internal work environment, and disclosed time-bound targets and actual results for the percentage of female managers, the percentage of male employees taking childcare leave, total actual working hours and the paid leave utilisation rate, among other indicators. - FY2022First statedAnnual report
「Based on the view that people are “capital” and the “source of corporate value,” we will engage in “human capital management.” We will further advance our efforts in “work-style reform,” improving work-life balance and achieving diversity, while also embedding “VC2024” among employees and making it personally meaningful to them. Through the sharing of common goals by the company and each individual employee, we will seek to improve “employee engagement.”」
The company positions human capital as a source of corporate value and has newly presented, as a standalone measure, an expansion of work-style reform to cover work-life balance, diversity, dissemination of the plan and employee engagement.