Strengthening planning functions, systems, training frameworks, and talent development
First written in FY2017. 3 of 8 entries say "Advanced", first in FY2023. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「The male childcare leave uptake rate was 45.8% in fiscal 2025, against the target of “at least 30%” set for the end of March 2027, achieving the target one year ahead of schedule.」
The male childcare leave uptake rate reached 45.8%, achieving the target of at least 30% one year ahead of schedule. RIXing Action Club had 12 participants, RENS had 41 proposers, and 2 people were selected for the Global Human Resources Development Program in fiscal 2026. - FY2025No training program results alongside a redesign planAnnual report
「Future initiatives: RIXing Action Club II will be conducted for 1.5 years from September 2025, bringing together 12 selected employees from each division.」
While participation and proposal results for fiscal 2024 were 0 people for each of RIXing Action Club, the Global Human Resources Development Program and RENS, a plan has been announced to conduct a new program for 12 people from September 2025. - FY2025-H1RestatedAnnual report
「Factors contributing to lower profit included higher selling, general and administrative expenses due to investment in people, including personnel and training costs, as well as IT investment aimed at improving operational efficiency.」
Investment in people, including personnel and training costs, was made and is identified as a factor behind the increase in selling, general and administrative expenses. - FY2024AdvancedAnnual report
「3. Strengthening human resources and the organization (overall optimization and increased speed) ・Enhancing work-life balance ・Developing and retaining personnel capable of implementing RIXing Action ・Creating a system to make full use of the Co-Creation Center ・Rapid transition to the new system」
The policy of human resources and organizational innovation has been developed into specific areas of strengthening under GP2026, including overall optimization, the Co-Creation Center, and the transition to a new system. - FY2023AdvancedAnnual report
「1. RIXing Action Club (young employee development program) 2. Global human resources development program 3. RENS (company-wide initiative for generating new business ideas)」
The policy of human resources and organizational innovation has been developed into specific systems and programs for developing young employees, developing global talent, and generating new business ideas. - FY2021ReframedAnnual report
「3. Innovation in human resources and the organization (1) Enhancing work-life balance (2) Developing and retaining personnel capable of implementing RIXing Action (3) Building an organization that enables internal and external co-creation」
The focus has been reorganized from strengthening planning functions, systems, training frameworks and human resources development to innovation in human resources and the organization, including work-life balance, RIXing Action, employee retention, and internal and external co-creation. - FY2019ReframedAnnual report
「4. Enhancing the capabilities of people and the organization (1) Fundamentally reviewing personnel and training systems (2) Renewing the sales support system (3) Strengthening CSR」
The conventional policy centered on human resources development and system reviews has been reorganized around enhancing organizational capabilities, including personnel and training systems, the sales support system, and CSR. - FY2017First statedAnnual report
「3. Enhancing the capabilities of people and the organization (1) Improving planning functions and integrating them company-wide (2) Fundamentally reviewing internal systems, rules and training frameworks (3) Planned and continuous human resources development」
Enhancing the capabilities of people and the organization is identified as a policy priority, with planning functions, systems and training frameworks, and human resources development listed as specific initiatives.