Human resources development
First written in FY2016. 6 of 8 entries say "Advanced", first in FY2020. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「The target training investment per employee on a non-consolidated basis remains ¥30,000 or more.」
Training investment per employee was ¥48,552 in fiscal 2025, and human capital initiatives such as training investment, systematic job rotation and open-enrollment education programs are continuing and being further developed. - FY2025AdvancedAnnual report
「The target training investment per employee on a non-consolidated basis remains ¥30,000 or more.」
Training investment per employee was ¥44,215 in fiscal 2024, exceeding the target of ¥30,000 or more. The human resources development policy, training programs and systematic job rotation have also been specifically disclosed. - FY2023AdvancedAnnual report
「We will respond flexibly to the increasingly diverse working styles of employees and maximize individual capabilities by reviewing personnel systems, improving the workplace environment and conducting systematic human resources development, with the aim of realizing the “TOLI Work Style.”」
Human resources development was positioned as human capital and translated into concrete initiatives including training programs, systematic job rotation, skills certification training support, personnel system reviews and workplace environment improvements. The target training investment per employee remains ¥30,000 or more, while the actual amount for fiscal 2022 was ¥33,986. - FY2022AdvancedAnnual report
「To address the increasingly serious labor shortage in the construction industry, our Group continues to promote a skills certification training support program for domestic dealers. We are also advancing initiatives to realize the “TOLI Work Style,” which responds flexibly to the increasingly diverse working styles of employees and maximizes individual capabilities.」
Human resources development initiatives are being translated into a skills certification training support program for domestic dealers and realization of the “TOLI Work Style” for employees. - FY2021AdvancedAnnual report
「We recognize addressing diversity as an important management issue for enhancing the sustainability of our Group. We will respond flexibly to increasingly diverse lifestyles and working styles, maximize individual capabilities, and develop systems suited to our Group to realize the “TOLI Work Style.”」
The human resources development and diversity policies are being translated into system design aimed at realizing the “TOLI Work Style.” - FY2020AdvancedAnnual report
「We recognize the promotion of diversity and human resources development as important management issues directly linked to the growth of our Group. We will respond flexibly to changes in lifestyles and working styles, maximize individual capabilities, improve productivity and enhance work-life balance, while advancing initiatives to establish the “TOLI Work Style.”」
The existing human resources development policy is being translated into concrete initiatives covering diversity, productivity, work-life balance and establishment of the “TOLI Work Style.” - FY2017RestatedAnnual report
「We will develop human resources, strengthen our financial position, and improve business processes, while establishing the business foundations needed for the growth and development of our Group.」
Human resources development is continuing as one element of establishing the business foundations. - FY2016First statedAnnual report
「In addition, we will continue initiatives to develop human resources and strengthen our financial position.」
Human resources development was explicitly identified as an initiative under the medium-term plan.