Enabling employees to realize their potential and securing talent through work-style reform
First written in FY2019. 5 of 6 entries say "Advanced", first in FY2020. Latest entry: FY2026.
59 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Company newly established the People & Culture Division effective 1 October 2025. Going forward, the division will promote human capital management, diversity management, health management and employee engagement. In particular, with the President and Representative Director serving as the person responsible for health management, the Company shares issues with occupational physicians, health insurance societies and others, and is advancing various initiatives, including obtaining certification as a 2025 Health and Productivity Management Outstanding Organization under the White 500 program.」
Human capital initiatives progressed to the establishment of the People & Culture Division, certification under the White 500 program for Health and Productivity Management Outstanding Organizations, and human capital, DE&I and engagement initiatives. - FY2025AdvancedAnnual report
「In July 2024, the Company reviewed its systems to promote and support the diverse contributions of managers and autonomous career development, while seeking to retain talent and provide rewarding compensation. In addition, effective April 2025, it raised the retirement age from 60 to 65 and reviewed its human resources systems, including the wage system.」
Work-style reform and talent retention became more specific through a review of the management position system, raising the retirement age to 65 and revising the wage system. - FY2023AdvancedAnnual report
「The company identifies recruitment and securing of talent, appropriate placement and strategic development, and talent retention as the key measures of its human resources strategy required to execute its management and business strategies, and will pursue the initiatives described below.」
The policy on work-style reform and securing talent was organized as a human capital strategy centered on 3 areas: recruitment and securing talent, appropriate placement and strategic development, and talent retention. - FY2022AdvancedAnnual report
「The Company is promoting diverse ways of working and transforming operations through the use of ICT, including the promotion of telework, remote supervisors and remote inspections at plants and on-site construction locations. Going forward, it will develop systems and environments to support diverse ways of working and other needs with greater speed.」
Work-style reform progressed into specific measures including telework, remote supervisors, remote inspections and a training program for DX talent. - FY2020AdvancedAnnual report
「Under its human resources strategy, the company will set KPIs for priority human resources initiatives and work to further implement work-style reforms, including strengthening human resources development, promoting diversity management and promoting telework.」
Work-style reform was made more specific, progressing from the previous focus on enabling employees to realize their potential and securing talent to institutional measures including HR KPIs, talent development and telework. - FY2019First statedAnnual report
「The company will promote work-style reform to improve productivity by motivating employees, the Group's most important management resource, and drawing out their capabilities to the fullest, with the aim of creating a dynamic corporate group. It will implement measures to create a virtuous cycle leading to the recruitment and retention of talented personnel.」
Work-style reform was newly specified as an initiative to enhance employee motivation and capabilities and lead to higher productivity and the recruitment and retention of talent.