Creating a Rewarding Workplace
First written in FY2017-Q1. 15 of 20 entries say "Restated". Latest entry: FY2026-H1.
31 other companies' latest entry also says "Restated".
- FY2026-H1RestatedAnnual report
「Against this backdrop, based on the medium- to long-term management plan “GLOBAL VISION 2030,” the Group has pursued initiatives including development and DX investment, stepped-up recruitment and the renewal of its personnel systems.」
Continuing initiatives relating to human capital, including stronger recruitment activities and the renewal of the personnel system. - FY2025AdvancedAnnual report
「With the establishment of a talent portfolio aligned with management strategy at its core, we will focus on introducing personnel systems that foster rewarding work and individual growth, providing educational opportunities that support individual career development and organizational competitiveness, and creating an environment where diverse teamwork can function effectively, while continuing to actively invest in human capital.」
Disclosing that the new personnel system began operating in fiscal 2025, investment in talent development was ¥210,595 thousand in fiscal 2024, and the target for fiscal 2024–2026 is ¥920,000 thousand. Targets have also been set for working hours, men's childcare leave, and the percentage of female managers. - FY2025-H1RestatedAnnual report
「Although selling, general and administrative expenses increased due to stronger recruitment activities and improvements in employment conditions reflecting higher prices,」
Continuing to strengthen recruitment activities and implement improvements in employment conditions reflecting higher prices. - FY2024AdvancedAnnual report
「With the establishment of a talent portfolio aligned with management strategy at its core, we will focus on introducing personnel systems that foster rewarding work and individual growth, providing educational opportunities that support individual career development and organizational competitiveness, and creating an environment where diverse teamwork can function effectively, while actively investing in human capital and implementing these initiatives.」
Systematizing human capital management as a key issue in the new medium- to long-term plan, and presenting personnel system reform, the talent portfolio, education, work styles, and diversity as specific initiatives. Investment in talent development was ¥185,266 thousand in fiscal 2023, with a target average of ¥306,000 thousand per year for fiscal 2024–2026. The target for the percentage of female managers is 10.0% by fiscal 2030, up from 1.6% on a non-consolidated basis, and 15.0%, up from 3.9% on a consolidated basis. - FY2024-Q1RestatedAnnual report
「As for profit, selling, general and administrative expenses increased due to development investment based on the management plan, strengthened recruitment activities, and improvements in employment conditions reflecting higher prices,」
Identifying continued development investment, stronger recruitment activities, and improvements in employment conditions reflecting higher prices as factors behind the increase in SG&A expenses. - FY2023AdvancedAnnual report
「Expecting women's participation to invigorate the Company, we aim to gradually raise the percentage of female managers, currently 1.8% on a non-consolidated basis and 4.3% for the Group as a whole, to 10.0% on a non-consolidated basis and 15.0% for the Group as a whole by fiscal 2030.」
Setting targets to raise the percentage of female managers from 1.8% on a non-consolidated basis and 4.3% on a consolidated basis to 10.0% and 15.0%, respectively, by fiscal 2030. - FY2022AdvancedAnnual report
「To achieve sustainable growth for the Group, we will pursue initiatives that leverage diversity in management, including the active appointment of global and highly specialized talent to strengthen competitiveness, the development of a job-based personnel system, and the provision of further opportunities for older employees and women to demonstrate their capabilities.」
Expanding workplace and talent utilization initiatives to include the appointment of global specialized talent, a job-based personnel system, and opportunities for older employees and women to demonstrate their capabilities. - FY2020RestatedAnnual report
「To achieve sustainable growth for the Group, we are rebuilding a talent development framework that enables employees with an aspiration to grow to thrive, based on our talent portfolio. We are also redefining work styles on the assumption that we will coexist with COVID-19, while promoting diverse work styles and higher productivity.」
Reaffirming the policy of rebuilding the talent development framework and promoting diverse work styles and higher productivity. - FY2020-Q3RestatedAnnual report
「The company will continue to focus on strengthening its domestic earnings base, underpinned by its sales and installation capabilities and maintenance and service capabilities. Using this earnings power as a source, it will pursue transformation aimed at strengthening its manufacturing capabilities, strengthening its overseas business and creating a rewarding workplace. It will also work to strengthen the Group-wide financial strategy, improve profitability and asset efficiency, and maximize profit.」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2020-Q2RestatedAnnual report
「The company will continue to focus on strengthening its domestic earnings base, underpinned by its sales and installation capabilities and maintenance and service capabilities. Using this earnings power as a source, it will pursue transformation aimed at strengthening its manufacturing capabilities, strengthening its overseas business and creating a rewarding workplace. It will also work to strengthen the Group-wide financial strategy, improve profitability and asset efficiency, and maximize profit.」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2020-Q1RestatedAnnual report
「The company will continue to focus on strengthening its domestic earnings base, underpinned by its sales and installation capabilities and maintenance and service capabilities. Using this earnings power as a source, it will pursue transformation aimed at strengthening its manufacturing capabilities, strengthening its overseas business and creating a rewarding workplace. It will also work to strengthen the Group-wide financial strategy, improve profitability and asset efficiency, and maximize profit.」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2019RestatedAnnual report
「To achieve sustainable growth for the Group, we will rebuild our talent development framework, improve work styles, and seek to improve the productivity of each employee.」
Continuing to strengthen the management foundation through rebuilding the talent development framework, improving work styles, and raising productivity. - FY2019-Q3RestatedAnnual report
「The company will continue to focus on strengthening its domestic earnings base, underpinned by its sales and installation capabilities and maintenance and service capabilities. Using this earnings power as a source, it will pursue transformation aimed at strengthening its manufacturing capabilities, strengthening its overseas business and creating a rewarding workplace. It will also work to strengthen the Group-wide financial strategy, improve profitability and asset efficiency, and maximize profit.」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2019-Q2RestatedAnnual report
「The company will continue to focus on strengthening its domestic earnings base, underpinned by its sales and installation capabilities and maintenance and service capabilities. Using this earnings power as a source, it will pursue transformation aimed at strengthening its manufacturing capabilities, strengthening its overseas business and creating a rewarding workplace. It will also work to strengthen the Group-wide financial strategy, improve profitability and asset efficiency, and maximize profit.」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2018RestatedAnnual report
「To achieve sustainable growth for the Group, we will rebuild our talent development framework, improve work styles, and seek to improve the productivity of each employee.」
Continuing efforts to create a rewarding workplace through rebuilding the talent development framework, improving work styles, and raising productivity. - FY2018-Q3RestatedAnnual report
「Drawing on that earnings power, the Company is taking on transformation aimed at “strengthening its capabilities as a manufacturer,” “strengthening its overseas business” and “creating a rewarding workplace,” while」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2017RestatedAnnual report
「③ Creating a rewarding workplace (rebuilding the framework and systems for talent development and achieving work-life balance through workplace transformation)」
Reiterating the creation of a rewarding workplace as an objective of the 3rd Stage and presenting talent development and workplace transformation as the means. - FY2017-Q3RestatedAnnual report
「Drawing on that earnings power, the Company is taking on transformation aimed at “strengthening its capabilities as a manufacturer,” “strengthening its overseas business” and “creating a rewarding workplace,” while」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2017-Q2RestatedAnnual report
「Drawing on that earnings power, the Company is taking on transformation aimed at “strengthening its capabilities as a manufacturer,” “strengthening its overseas business” and “creating a rewarding workplace,” while」
Continuing to position the creation of a rewarding workplace as one of the goals of its transformation. - FY2017-Q1First statedAnnual report
「Initiatives to enhance corporate value over the medium to long term The Company will pursue transformation aimed at strengthening its manufacturing capabilities, expanding its overseas business and creating a rewarding workplace, drawing on its earnings-generating capabilities,」
Creating a rewarding workplace is identified as one of the objectives of medium- to long-term transformation.