Optimizing the Organizational Structure and Strengthening the Human Resources Strategy
First written in FY2016. 11 of 15 entries say "Advanced", first in FY2018. Latest entry: 2026-11-10.
The whole theme swung hardest in 2019: 1 of 10 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- 2026-11-10AdvancedM&A and Subsidiary Changes
「経営管理、事業開発、成長市場への展開及び DX・データ活用等の知見を有する人財について、必要に応じた機能補強を検討しているとのことです。」
内部人財育成に加え、外部人財の招聘や経営機能の補強を含む組織基盤強化策が具体化された。 - FY2026AchievedAnnual report
「③ Target: 7.5 hours in 2025 ④ Actual: 7.8 hours (FY2025 actual; total training hours of 1,802 ÷ 229 employees at the beginning of the fiscal year)」
Annual education and training hours per employee were 7.8, exceeding the 2025 target of 7.5 hours. - 2026-05-27AdvancedGeneral Meeting of Shareholders
「組織に“ゆらぎ”を与え、人的資本投資を強化することで、企業風土を改革」
人材戦略を人的資本投資と組織風土改革に広げる方針を示した。 - FY2025AdvancedAnnual report
「③ Target: 7.5 hours in 2025 ④ Actual: 7.2 hours (FY2024 actual; total training hours of 1,673 ÷ 231 employees at the beginning of the fiscal year)」
Annual education and training hours per employee were 7.2, approaching the 2025 target of 7.5 hours. - FY2024AdvancedAnnual report
「① Strategy: The company regards human resources development as an important issue and provides education and training for each level and job category. It plans to strengthen these initiatives toward realizing the “KAJI 2030 VISION.” ② Metric: Annual training hours per employee for education and training programs by organizational level (calculated based on training organized by the Human Resources and General Affairs Department) ③ Target: 7.5 hours in 2025 ④ Actual: 6.4 hours (FY2023 actual; total training hours of 1,488 ÷ 231 employees at the beginning of the fiscal year)」
The company regards human resources development as an important issue and disclosed actual education and training hours of 6.4 in FY2023 against the 2025 target of 7.5 hours. This was up from 6.3 hours in the previous fiscal year. - FY2024-Q1AdvancedAnnual report
「This was due to higher R&D expenses resulting from increased personnel costs following staff expansion and the promotion of R&D to contribute to the realization of a carbon-neutral society.」
The company explicitly identified staff expansion as a factor behind higher personnel costs, indicating that measures relating to human resources and the organization are in the implementation phase. - FY2023AdvancedAnnual report
「① Strategy: The company regards human resources development as an important issue and provides education and training for each level and job category. It plans to strengthen these initiatives toward realizing the “KAJI 2030 VISION.” ② Metric: Annual training hours per employee for education and training programs by organizational level ③ Target: 7.5 hours in 2025 ④ Actual: 6.3 hours (FY2022 actual; total training hours of 1,465 ÷ 231 employees at the beginning of the fiscal year)」
The company positioned human resources development as an important strategy and disclosed a target of 7.5 hours of education and training in 2025 and actual results of 6.3 hours in FY2022. - FY2022RestatedAnnual report
「Initiatives to Strengthen the Management Base 1. Promotion of research and development 2. Promotion of capital investment (plant redevelopment) 3. Operational improvement activities 4. Reform of the compensation and evaluation systems 5. Strengthening human resources development and reforming the training system」
The company continues to implement measures to strengthen its management base, including reform of its compensation and evaluation systems, strengthening human resources development, and reforming its training system. - FY2021AdvancedAnnual report
「The company is currently promoting reform of its compensation and evaluation systems and has also begun reforming its training system. It will continue implementing initiatives to further reduce risks.」
The company has stated that it is promoting reform of its compensation and evaluation systems and has also begun reforming its training system. - FY2020AdvancedAnnual report
「Initiatives to Strengthen the Management Base 1. Promotion of research and development 2. Promotion of capital investment (plant redevelopment) 3. Operational improvement activities 4. Reform of the compensation and evaluation systems 5. Strengthening human resources development and reforming the training system」
Under its new medium-term management plan, the company specified reform of the compensation and evaluation systems, strengthening human resources development, and reform of the training system as measures to strengthen its management base. - FY2019AdvancedAnnual report
「The service center was integrated into the Tokyo Branch in May 2019. In May 2019, the Tokyo Branch moved from Shinjuku-ku, Tokyo, to Edogawa-ku, Tokyo.」
The company implemented an organizational and site reorganization under which the service center was integrated into the Tokyo Branch and the Tokyo Branch was relocated. - FY2019-Q2AdvancedAnnual report
「Following the submission date of the annual securities report for the previous fiscal year, changes in directors during the cumulative period of the current quarter were as follows.」
Effective 1 October 2018, the company changed the positions and areas of responsibility of the executive officers overseeing quality assurance, audit, research and development, production control, production, after-sales service, corporate planning, human resources and general affairs, finance and accounting, design, and sales. - FY2018AdvancedAnnual report
「An increase in orders resulting from strengthened capabilities, including an organizational reorganization to promote sales of overseas projects, which has continued from the previous fiscal year. Further organizational reorganization of the sales and design departments to strengthen the structure and capabilities for sales promotion, including after-sales service.」
The company cited strengthened capabilities, including an organizational reorganization to promote sales of overseas projects, as a result in increased orders, and said it would proceed with further reorganizations of the sales and design departments. - FY2017RestatedAnnual report
「7. Strengthening the Management Base: The company will promote its human resources strategy to maximize business activities, optimize operations and establish a management structure to support business expansion, and further strengthen compliance.」
The company has positioned its human resources strategy, operational optimization, establishment of a management structure and compliance enhancement as action policies under its new medium-term plan. - FY2016First statedAnnual report
「The company will promote the efficient use of human resources with the aim of establishing an agile organizational structure.」
The company plans to establish an agile organizational structure and improve the efficiency of its human resources to expand its initiatives in overseas markets and increase orders.