Large-Scale Development and Creation of Strategic Talent
First written in FY2023-Q3. 2 of 5 entries say "Advanced", first in FY2024. Latest entry: FY2026.
101 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「We continue to pursue creation targets under the Second Medium-Term Management Plan. In fiscal 2025, we created 512 personnel against a KPI of 460, achieving 111.3% of the target.」
For strategic personnel under the Second Medium-Term Management Plan, 512 were created against the fiscal 2025 KPI of 460, including 107 strategic reskilling personnel. - FY2025RaisedAnnual report
「Against the First Medium-Term Management Plan target of creating 450 strategic personnel, we created 515, achieving 114.4% of the target. We will continue creating strategic personnel under the Second Medium-Term Management Plan. As a key KPI, we aim to create 100 strategic reskilling personnel each year and more than 700 by fiscal 2030.」
After exceeding the target of 450 by creating 515 personnel, it set new targets of creating 100 strategic reskilling personnel annually and more than 700 by fiscal 2030. - FY2024AdvancedAnnual report
「As of the end of March 2024, the number of strategic personnel created was 410 against a target of 450, representing progress of 91.1%, and is progressing steadily toward the target.」
It disclosed the creation of 410 strategic personnel and progress of 91.1%, specifying progress toward the target of 450. - FY2023RestatedAnnual report
「Target talent profile (new strategic talent profile): ① Professional relationship managers in branches [RM]: 200 people; ② Solutions experts at head office [SE]: 100 people (corporate and individual customers combined); ③ In-house consulting staff for business transformation [CS]: 50 people; ④ Strategic reskilling talent [RS]: 100 people per year. Target number of strategic talent created (total of ①–④): 450 people」
While maintaining the target of 450 strategic personnel, it specifies the breakdown into relationship managers, solutions experts, in-house consulting staff, and reskilling talent. - FY2023-Q3First statedAnnual report
「We will establish a new talent profile capable of significantly changing customers' experience immediately after the merger, and develop and create strategic talent on a large scale before the merger.” “Target number of strategic talent created: 450”」
It is pursuing a large-scale shift toward the new talent profile and has set the creation of 450 strategic personnel before the merger as a KPI.