Improving Employee Satisfaction Through Talent Development and Workplace Reform
First written in FY2018. 5 of 6 entries say "Advanced", first in FY2019. Latest entry: FY2026.
44 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Based on the survey results, the Company introduced “constructive feedback,” in which conversational AI draws out latent issues among employees, visualizes the organization’s strengths and challenges, and identifies measures to connect individual opinions to further growth and improvement. This is promoting constructive discussions between employees and management. The Company was also recognized as a 2026 Certified Health and Productivity Management Outstanding Organization (large enterprise category, “White 500”) for the second consecutive year.」
Based on its employee engagement survey, the Company introduced constructive feedback using conversational AI and was recognized as a 2026 Certified Health and Productivity Management Outstanding Organization, “White 500,” for the second consecutive year. - FY2025AdvancedAnnual report
「During the fiscal year, the Company newly established a Human Capital Committee and began building a talent portfolio to support the creation of new value.」
To strengthen human capital, the Company established the Human Capital Committee on 1 April 2024 and began building a talent portfolio. - FY2023AdvancedAnnual report
「Concept of our basic human capital policy: “To continue creating value over the medium to long term, we have established three directions for growth: acquiring added value and expanding scale, planting the seeds for creating a new portfolio, and promoting DX across the Group.”」
The Company linked human capital to three directions—added value and scale expansion, creation of a new portfolio, and Group-wide DX promotion—and systematically disclosed initiatives including Kanematsu University, management development training, diversity hiring and DX talent development. - FY2022AdvancedAnnual report
「During the fiscal year, the Company introduced a fully flexible working-hours system with no core hours. Employees can generally set their start and end times freely according to workload levels, enabling more efficient ways of working than before. In addition, to promote the digitalization of operations, the Company fully digitized and transitioned expense settlements and meetings to a paperless format.」
As part of workplace reform, the Company introduced a fully flexible working-hours system with no core hours and fully digitized and transitioned expense settlements and meetings to a paperless format. - FY2019AdvancedAnnual report
「Since the previous fiscal year, the Company has conducted management development training to equip personnel who will lead business management with the ability to run businesses and organizations from a management perspective, and is developing personnel capable of supporting a global structure, including the expansion of operating companies at major overseas locations. With regard to workplace reform and improvements in employee satisfaction (ES), the Company advanced workplace reform, including by continuing to expand the planned annual paid-leave allocation system known as the “Bronze Week System.”」
The Company has conducted management development training since the previous fiscal year, advanced the development of personnel capable of supporting a global structure, and continued expanding the Bronze Week System. - FY2018First statedAnnual report
「The Company will continue developing the personnel who will lead business management and will seek to improve employee satisfaction (ES) by promoting workplace reform and other initiatives.」
As priority measures under future 135, the Company has identified the development of business management personnel, workplace reform and improvements in employee satisfaction.