Human resources development, women’s advancement and enhancement of personnel systems
First written in FY2017. 6 of 11 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 19 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「We launched basic management training to support and strengthen managers, with the aim of raising management capabilities across the organization. In addition, in March 2026, the company and 竹田印刷 were certified as Excellent Health Management Corporations for the third consecutive year.」
Launched basic management training and obtained Excellent Health Management Corporation certification for the third consecutive year. The company is giving concrete form to its human capital initiatives through management development and health management. - 2026-06-04AdvancedGeneral Meetings of Shareholders
「人的資本へ の投資を強化し、人財の多様性確保と育成を推進。働きがいのある職場環境の整備を組織的・戦略的に進め、持続的成長を実現する強固な組織文化を築く」
人的資本経営について、投資、多様性確保、人材育成、職場環境整備を基本方針として明示している。 - FY2025AdvancedAnnual report
「In September 2024, we conducted our group’s first employee engagement survey, visualizing employee satisfaction and organizational issues. Based on the results, we are working to improve our organizational development and human resources development initiatives. In human resources development, we established a systematic education framework covering both skills development and career development to support each employee’s independent career formation. We provide training by job level and career consultations with external career consultants. We have also defined employees’ proactive efforts to resolve their own and surrounding issues as “self-directed learning” and established a special leave program called “Solution Leave” to ensure that employees can set aside time for these activities.」
The company conducted its first employee engagement survey, held career consultations and introduced “Solution Leave.” As human capital metrics, it disclosed a 7.8% percentage of women in management, a 100% male parental leave uptake rate, a 71.3% annual paid leave utilization rate and average monthly overtime of 15.3 hours. - FY2023AdvancedAnnual report
「Our Group uses the following indicators for the “policy concerning human resources and personnel systems” described above. The targets and results for these indicators are as follows. Indicator / Target / Result (current fiscal year): 1. Percentage of female employees in management positions: at least 10.0% by the end of fiscal 2025 / 7.9%; 2. Male employee childcare-leave take-up rate: at least 70.0% by the end of fiscal 2025 / 33.3%; 3. Annual paid-leave utilization rate: at least 75.0% by the end of fiscal 2025 / 69.7%; 4. Average monthly overtime hours per worker: no more than 17 hours by the end of fiscal 2025 / 19.6 hours.」
For the first time, the company quantitatively disclosed targets for the end of fiscal 2025 and actual results for the current fiscal year concerning the percentage of women in management, male parental leave, paid leave and overtime hours. - FY2022RestatedAnnual report
「As initiatives to enable all employees to play an active role, we are promoting work-style reforms, including enhancing systems to support women’s advancement and changing employee attitudes, shortening actual working hours, smart work (a flexible working style that improves productivity and is not constrained by place or time), and work-life integration (achieving both work and private life and improving their quality).」
The Group continues to promote women’s advancement, attitude reform, shorter actual working hours, smart work and work-life integration. - FY2022-Q2RestatedAnnual report
「We are working to secure sales and profits by differentiating ourselves from competitors through our overall capabilities, including strengthening sales of high-margin proprietary-brand products and developing the human resources supporting those sales.」
The Group continues human resources development supporting stronger sales of proprietary-brand products as a measure to differentiate the merchandise business and secure sales and profits. - FY2021RestatedAnnual report
「As initiatives to enable all employees to play an active role, we are promoting work-style reforms, including enhancing systems to support women’s advancement and changing employee attitudes, shortening actual working hours, smart work (a flexible working style that improves productivity and is not constrained by place or time), and work-life integration (achieving both work and private life and improving their quality).」
The Group continues human resources initiatives involving women’s advancement, attitude reform, shorter actual working hours, smart work and work-life integration. - FY2020RestatedAnnual report
「As initiatives to enable all employees to play an active role, we are working to enhance systems supporting women’s advancement, change employee attitudes, promote smart work to improve productivity, shorten actual working hours and enhance education and training systems by employee level.」
The Group continues women’s advancement, attitude reform, smart work, shorter actual working hours and education and training by employee level. - FY2019RestatedAnnual report
「As initiatives to enable all employees to play an active role, we are working to enhance systems supporting women’s advancement, change employee attitudes, promote smart work to improve productivity, shorten actual working hours and enhance education and training systems by employee level.」
The Group continues women’s advancement, attitude reform, smart work, shorter actual working hours and education and training by employee level as specific measures for human resources development and enabling all employees to play an active role. - FY2018RestatedAnnual report
「As initiatives to enable all employees to play an active role, we are working to enhance systems supporting women’s advancement, change employee attitudes, promote smart work to improve productivity, shorten actual working hours and enhance education and training systems by employee level.」
The Group continues women’s advancement, attitude reform, smart work, shorter actual working hours and education and training by employee level as specific measures for human resources development and enabling all employees to play an active role. - FY2017First statedAnnual report
「In addition to further advancing the various activities to support women’s advancement launched last fiscal year, we will enhance education and training systems and review personnel systems to create an environment in which all employees can work with energy and enthusiasm.」
The Group outlines measures to create an environment in which all employees can work with energy and enthusiasm through the promotion of women’s advancement, enhancement of education and training systems and a review of personnel systems.