Constraints on Successor Development Due to Employee Age Distribution
First written in FY2016. 5 of 9 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Mitigated".
- FY2026MitigatedAnnual report
「The three-year retention rate for new hires was 70%, an improvement from the previous fiscal year's result, although it fell short of the target of 75% or higher. To achieve the target, the company will re-examine the causes of early turnover and implement appropriate measures.」
The three-year retention rate for new hires improved from 12% in the previous fiscal year to 70%, reducing the employee-retention risk to some extent. However, it fell short of the target of 75% or higher. - FY2025WorsenedAnnual report
「The three-year retention rate for new hires was disappointing.」
The three-year retention rate for employees who joined in fiscal 2022 was 12%, which was considered a disappointing result for the employee-retention metric. - FY2023RestatedAnnual report
「If the inability to secure young and specialist personnel disrupts business continuity, the Group's operating results, financial position and other matters may be affected. The Group actively visits universities and other institutions in Japan and holds employment seminars in an effort to secure talented personnel. It is also expanding mid-career recruitment and increasing its specialist workforce, but an imbalanced employee age profile may constrain succession planning.」
Continues to recognise the difficulty of securing young and specialist personnel and the constraints on succession planning arising from the age profile as risks, with university visits, employment seminars and expanded mid-career recruitment serving as countermeasures. - FY2022RestatedAnnual report
「If the inability to secure young and specialist personnel disrupts business continuity, the Group's operating results, financial position and other matters may be affected. The Group actively visits universities and other institutions in Japan and holds employment seminars in an effort to secure talented personnel.」
Recognises the difficulty of securing young and specialist personnel and constraints on succession planning as risks, and reconfirms university visits, employment seminars and expanded mid-career recruitment as countermeasures. - FY2020ReframedAnnual report
「If the inability to secure young and specialist personnel disrupts business continuity, the Group's operating results, financial position and other matters may be affected. The Group actively visits universities and other institutions in Japan and holds employment seminars in an effort to secure talented personnel. It is also expanding mid-career recruitment and increasing its specialist workforce, but an imbalanced employee age profile may constrain succession planning.」
Expands the previous age-profile and succession-planning risk to cover the risk of securing human resources, including difficulty securing young and specialist personnel and recruitment measures. - FY2019RestatedAnnual report
「The possibility that an imbalanced employee age profile may constrain succession planning」
Restates the constraint on succession planning arising from the employee age profile. - FY2018RestatedAnnual report
「The possibility that an imbalanced employee age profile may constrain succession planning」
Restates the constraint on succession planning arising from the employee age profile. - FY2017RestatedAnnual report
「The possibility that an imbalanced employee age profile may constrain succession planning」
Restates the constraint on succession planning arising from the employee age profile. - FY2016First statedAnnual report
「The possibility that an imbalanced employee age profile may constrain succession planning」
Identifies the possibility that an imbalanced age profile may constrain succession planning as a risk.