Workplace Culture Reform and Human Resources Strategy
First written in FY2016. 9 of 15 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 3 of 10 companies on the "Worse" side.
19 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The promotion rate for management specialists reached 75%, achieving the target. The three-year retention rate for new hires was 70%, a substantial improvement from the previous year's result, although it fell short of the target of at least 75%. We will revisit the causes of early turnover and take appropriate measures to achieve the target.」
The promotion rate for management specialists reached 75%, achieving the 70% target. The three-year retention rate for new hires improved from 12% to 70%, but remained below the target of at least 75%; the Company will continue investigating the causes of early turnover and taking measures. - 2026-05-15AdvancedManagement Plan
「人的資本の価値最大化に向けて、AI研修による教育や次世代経営人材の育成を推進します。さらに、「健康経営」や「心理的安全性の向上」を通じ、多様な人材が活躍できる職場環境を構築してまいります。」
従来の人材育成・職場風土改革に加え、AI研修、次世代経営人材、健康経営、心理的安全性を施策として示した。 - FY2025Target for employee retention rate not achievedAnnual report
「Although the promotion rate for management specialists was achieved, the three-year retention rate for new hires was disappointing. We are revisiting the reasons for and causes of the shortfall and have set further targets.」
The promotion rate for management specialists was 50% in fiscal 2024, with a target of 70% for fiscal 2025, while the three-year retention rate for new hires who joined in fiscal 2022 was 12%. Following the failure to meet the retention-rate target, the Company analyzed the causes and set new targets. - FY2024AdvancedAnnual report
「While continuing the three renewed development frameworks by job level, division and theme, we will improve each individual's ability to continuously resolve immediate and future challenges, activate communication through common terminology, and promote collaboration across business divisions and the revitalization of the organization as a whole.」
The Company continued the three development frameworks and reported an actual promotion rate for management specialists of 67% in fiscal 2023 and a target of 70% for fiscal 2024. The three-year retention rate was 43% for employees who joined in fiscal 2019, 100% for those who joined in fiscal 2020 and 67% for those who joined in fiscal 2021, with targets of at least 75% or 100% set from fiscal 2022 onward. - FY2023AdvancedAnnual report
「Beginning in fiscal 2022, we newly formulated a human resources development plan and will continue to accelerate employee training to achieve the medium-term management plan and enhance corporate value over the long term. Through the renewed three human resources development frameworks by job level, division and theme, we will improve each individual's ability to continuously resolve immediate and future challenges.」
The Company newly formulated a human resources development plan and put into practice three development frameworks by job level, division and theme, the development of management executives and transformational leaders, and the recruitment and retention of diverse personnel. It also disclosed indicators and targets for the promotion rate and the three-year retention rate of new hires. - FY2022RestatedAnnual report
「We have advanced operational, employee-awareness and workplace-culture reforms, becoming a rewarding company as a vibrant organization and thereby enhancing corporate value.」
The Company reconfirmed its policy of pursuing a vibrant organization and a rewarding company through operational, employee-awareness and workplace-culture reforms. - FY2022-Q1RestatedAnnual report
「In our sales divisions, we have established "development of new business areas," "operational efficiency" and "inventory efficiency" as the basic policies of the Sales Headquarters. While taking sufficient employee hygiene measures, we will foster a sense of unity and aim to further enhance corporate value by resolving challenges one by one as a team.」
The Company reconfirmed its organizational policy of enhancing corporate value through employee hygiene measures, fostering a sense of unity and resolving challenges as a team. - FY2021-Q2RestatedAnnual report
「During the second quarter of the current consolidated cumulative period, the global spread of the novel coronavirus infection continued to affect the Group, and difficult business conditions are expected going forward. Under these business conditions, to respond flexibly to anticipated changes in lifestyles and needs, our Group will give sufficient attention to employee hygiene management, foster a sense of unity and aim to further enhance corporate value by resolving challenges one by one as a team.」
The Company reconfirmed its organizational policy of enhancing corporate value through employee hygiene management, fostering a sense of unity and resolving challenges. - FY2021-Q1RestatedAnnual report
「The sales divisions have made inventory management efficiency and the development of new business areas their basic policies for the current fiscal year, and are working to make all sales divisions profitable. To achieve this, the Group will promote internal operational, awareness, and workplace-culture reforms, becoming a vibrant and rewarding company to work for and thereby enhancing corporate value.」
The Company reconfirmed its policy of advancing operational, employee-awareness and workplace-culture reforms to achieve profitability across all sales divisions and stabilize earnings. - FY2020RestatedAnnual report
「Under these business conditions, to respond flexibly to anticipated changes in lifestyles and needs, our Group will give sufficient attention to employee hygiene measures, foster a sense of unity and aim to further enhance corporate value by resolving challenges one by one as a team.」
In responding to the new environment, the Company reconfirmed its commitment to workplace and organizational reform through employee hygiene measures, fostering a sense of unity and resolving challenges. - FY2020-Q1RestatedAnnual report
「In our sales divisions, we will seek to achieve profitability across all sales divisions, develop new business areas and stabilize earnings. To achieve these goals, we will promote operational, employee-awareness and workplace-culture reforms internally, becoming a rewarding company as a vibrant organization and thereby enhancing corporate value.」
The Company reconfirmed its policy of advancing operational, employee-awareness and workplace-culture reforms to achieve profitability across all sales divisions and stabilize earnings. - FY2019-Q1RestatedAnnual report
「Against this backdrop, the Group continues working to rebuild its management foundation by pursuing the evolution and enhancement of business value through establishing core businesses, rebuilding unprofitable businesses, and establishing new business areas, while enhancing Group management capabilities, reforming the workplace culture, and strengthening its financial strategy.」
The Company continues to pursue workplace culture reform as a measure to rebuild its management foundation. - FY2018RestatedAnnual report
「We will aim to reform our workplace culture by becoming a vibrant organization, creating a rewarding workplace and advancing our human resources strategy.」
The Company reconfirmed its commitment to reforming its workplace culture by creating a rewarding workplace and advancing its human resources strategy. - FY2017RestatedAnnual report
「We will aim to reform our workplace culture by becoming a vibrant organization, creating a rewarding workplace and advancing our human resources strategy.」
The Company reconfirmed its commitment to reforming its workplace culture by creating a rewarding workplace and advancing its human resources strategy. - FY2016First statedAnnual report
「We will aim to reform our workplace culture by becoming a vibrant organization, creating a rewarding workplace and advancing our human resources strategy.」
The Company is using the creation of a rewarding workplace and its human resources strategy as means of reforming its workplace culture.