Organizational revitalization through global talent, diversity, and education and training
First written in FY2018. 4 of 6 entries say "Advanced", first in FY2020. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「As indicators for measuring the results of these initiatives, we have established employee satisfaction with internal training, the proportion of employees with an attachment to the company based on engagement surveys, and retention.」
For human capital initiatives, fiscal 2025 results and fiscal 2027 and fiscal 2030 targets were disclosed. Results included an employee attachment ratio of 33.7%, a retention rate of 97.2% and a female management ratio of 4.8%. - FY2025AdvancedAnnual report
「Under the medium-term management plan beginning in fiscal 2025, our human capital strategy is centered on developing the personnel system, work-style reform, and strengthening talent development and recruitment. The plan is being advanced around 3 pillars: “initiative and challenge,” “an organization resilient to change” and “the mechanisms that support them.”」
Human capital initiatives were positioned as the fourth pillar of the new medium-term management plan, with KPIs set for fiscal 2027 and fiscal 2030, including training satisfaction, engagement, retention, the ratio of women in management, the rate of men taking parental leave, the hiring rate and overtime hours. - FY2024AdvancedAnnual report
「From fiscal 2024, we will offer approximately 380 courses to support employees in broadening the scope of their work on their own initiative and enhancing their expertise.」
Specific human capital initiatives included offering approximately 380 self-development courses, plans to resume overseas language training, career support, reduced-hours work programs and unconscious-bias training. - FY2021RestatedAnnual report
「To promote active communication, we are enhancing various internal communication tools, establishing frameworks to support employees taking on new work challenges, and expanding overseas language training programs and professional-track systems.」
We continue to expand internal communication, support for taking on challenges, overseas language training, professional-track systems and work-life balance initiatives. - FY2020AdvancedAnnual report
「We have been implementing initiatives to reduce total working hours as part of work-style reform. On 2 March 2020, we were certified as a Health and Productivity Management Outstanding Organization (Large Enterprise Category), a designation selected by the Ministry of Economy, Trade and Industry and the Japan Health Council.」
Initiatives for work-style reform and employee health resulted in the specific achievement of certification as a Health and Productivity Management Outstanding Organization. - FY2018First statedAnnual report
「Across our group, we are promoting global recruitment and recruitment initiatives that emphasize diversity, and working to secure the talent needed to support further growth. In addition to enhancing education and training, we will foster organizational vitality by establishing open internal communication forums and environments, encouraging active discussion and communication among employees with a view to future growth, and deepening work-life balance.」
As the fourth pillar of the new medium-term management plan, global recruitment, diversity, education and training, internal communication and work-life balance were presented independently for the first time as measures to invigorate the organization.