Recruitment, Training and Development of a Goal-Management System
First written in FY2016. 7 of 14 entries say "Advanced", first in FY2020. Latest entry: FY2026.
29 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The 2025 survey showed overall satisfaction of 34.7% (33.5% previously), an increase of 1.2 percentage points.」
The company disclosed that employee satisfaction improved to 34.7%, up 1.2 percentage points from the previous survey, alongside next-generation leader development, revisions to the personnel appraisal system and preparations for a new business by a women-led team. - 2026-05-14AdvancedManagement Planning
「At the same time, we have positioned human capital management and DX as priority sustainability themes and will work to strengthen the management foundations supporting the realization of our management vision.」
Human capital management and DX were explicitly identified as priority themes of the First Medium-Term Management Plan and positioned as measures to strengthen the management foundations supporting the management vision. - FY2025AdvancedAnnual report
「In April 2024, we reorganized the Human Resources Section of the General Affairs Department into the Human Resources Department. We will establish a structure capable of addressing a range of human resource issues swiftly and accurately and strengthen initiatives to promote human capital management.」
To strengthen human capital management, the company reorganized the Human Resources Section of the General Affairs Department into the Human Resources Department, giving concrete form to its structure for addressing human resource issues. - FY2024AdvancedAnnual report
「Starting in fiscal 2024, we have been implementing the “Sun Messe Passion & Execution Next-Generation Leader Development Plan” as a 90th-anniversary initiative positioned as the development of a succession plan.」
As part of its 90th-anniversary initiatives, the company moved its next-generation leader development plan into the implementation stage. In addition, its 2023 employee satisfaction survey showed overall satisfaction of 33.5% (32.1% previously), an increase of 1.4 percentage points, indicating that its human capital initiatives are being measured. - FY2023AdvancedAnnual report
「In developing our people, we are focusing on digital and IT education as a priority area of employee training. As society rapidly moves toward becoming paperless, it is necessary to raise each employee’s IT literacy, so we will hold training sessions led by external instructors.」
In addition to its previous recruitment, training, performance management and diversity initiatives, the company has specified human resource development measures including digital and IT education, training by external instructors, cross-departmental training and e-learning. It also disclosed metrics including a 6.8% share of women in management, 100% rates for women taking and returning from maternity and childcare leave, and a lost-time incident frequency rate of 5.9. - FY2021AdvancedAnnual report
「Our women-led creative team, “LinK,” responds not only to internal needs but also to the many requests from customers for proposals, designs and exchanges of views that draw on women’s distinctive perspectives, sensitivity and creativity, including requests to turn these into products. We also launched the “President’s Academy,” led by our representative director as its head, and are promoting the development of future leaders by considering together how the company can achieve sustainable growth and remain needed by society at its 100th anniversary in 2035.」
In addition to the existing recruitment, education and human resource policies, the company has specifically outlined customer support by the women-led creative team “LinK” and the “President’s Academy” for developing leaders toward the company’s 100th anniversary in 2035. - FY2020AdvancedAnnual report
「We also launched the “President’s Academy” and are promoting the development of future leaders by considering together how the company can achieve sustainable growth and remain needed by society at its 100th anniversary in 2035. We will also establish an education system that supports employee growth through training by organizational level and job category.」
In addition to its previous focus on recruitment, training, performance management and work-style reform, the company launched the “President’s Academy” to develop leaders with a view to its 100th anniversary in 2035. - FY2019RaisedAnnual report
「We will recruit talented personnel who will lead the company in the future and establish an education system that supports employee growth through training by organizational level and job category. We will also develop a performance management system under which each employee sets clear individual objectives and is evaluated on goal attainment and results, together with a fair personnel appraisal system that places greater emphasis on merit, and encourage diverse perspectives and diversity. As part of work-style reform, we will provide an attractive, comfortable workplace and strive to create a better, employee-friendly environment.」
In addition to recruitment, training, performance management, fair personnel appraisals and diversity, the company has explicitly identified work-style reform and the development of an employee-friendly workplace. - FY2019-Q3RestatedAnnual report
「In this environment, the Group has adopted “a year of making a major leap forward” as its corporate policy and is pursuing 4 actions decisively to concentrate management resources on growth businesses and take on the challenge of creating new value: ① expanding sales territories, ② expanding business domains, ③ creating value in the commercial printing business, and ④ managing the Company with respect for its people.」
“Management that values its people” continues to be identified as one of the four actions. - FY2019-Q2RestatedAnnual report
「In this environment, the Group has adopted “a year of making a major leap forward” as its corporate policy and is pursuing 4 actions decisively to concentrate management resources on growth businesses and take on the challenge of creating new value: ① expanding sales territories, ② expanding business domains, ③ creating value in the commercial printing business, and ④ managing the Company with respect for its people.」
“Management that values its people” continues to be identified as one of the four actions. - FY2019-Q1RestatedAnnual report
「In this environment, the Group has adopted “a year of making a major leap forward” as its corporate policy and is pursuing 4 actions decisively to concentrate management resources on growth businesses and take on the challenge of creating new value: ① expanding sales territories, ② expanding business domains, ③ creating value in the commercial printing business, and ④ managing the Company with respect for its people.」
Management that values its people was explicitly identified as one of the four actions for the “Year of Leap Forward,” while the previous direction of recruitment, training, diversity and creating a comfortable workplace continues. - FY2018RaisedAnnual report
「We will actively promote management that values our people, recruit talented personnel who will lead the company in the future, and establish an education system that supports employee growth through training by organizational level and job category. We will also develop a performance management system under which each employee sets clear individual objectives and is evaluated on goal attainment and results, together with a fair personnel appraisal system that places greater emphasis on merit, and build an attractive, comfortable workplace that encourages diversity.」
In addition to the existing focus on recruitment, training, performance management and fair personnel appraisals, the company has explicitly identified encouraging diversity and building a comfortable workplace. - FY2017RestatedAnnual report
「With human resource development as our central theme, we will recruit talented personnel who will lead the company in the future and establish an education system that supports employee growth through training by organizational level and job category. We will also develop a performance management system under which each employee sets clear individual objectives and is evaluated on goal attainment and results, together with a fair personnel appraisal system that places greater emphasis on merit.」
The policy of developing recruitment, training by organizational level and job category, a performance management system and a fair personnel appraisal system has been reiterated. - FY2016First statedAnnual report
「With the development of people as our central theme, we will recruit talented personnel who will lead the company in the future and establish an education system that supports employee growth through training by organizational level and job category. We will also develop a performance management system under which each employee sets clear individual objectives and is evaluated on goal attainment and results, together with a fair personnel appraisal system that places greater emphasis on merit.」
In addition to recruitment and training by organizational level and job category, the company plans to develop a performance management system that evaluates goal attainment and results, as well as a personnel appraisal system.