Individual Growth and Stronger Collaboration
First written in FY2017-Q1. 8 of 19 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 1 of 11 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「[Metrics and Targets for Human Capital and Diversity Initiatives] Target item Target Fiscal 2025 actual Percentage of women in management 30% in fiscal 2030 15.3% Percentage of men taking childcare leave 50% in fiscal 2025 51.5% As part of our diversity and inclusion efforts, we aim to develop people who respect diversity and are working to improve knowledge and change mindsets by using certification programmes, primarily for managers. We also hold in-house seminars aimed at helping employees forge new careers.」
Human-capital initiatives were made specific through targets and actual results for the percentage of women in management and men taking childcare leave, certification programmes for managers and in-house career seminars. - FY2026-H1AdvancedAnnual report
「As part of our diversity and inclusion efforts, we aim to develop people who respect diversity and are working to improve knowledge and change mindsets by using certification programmes, primarily for managers. We also hold in-house seminars aimed at helping employees forge new careers.」
Human-capital initiatives were made more specific through the use of certification programmes, primarily for managers, mindset change and in-house career seminars. - FY2025-Q1AdvancedAnnual report
「In addition, we formulated the “Diversity & Inclusion Promotion Vision” and are working to create a workplace where employees can work comfortably, as well as to develop and cultivate human resources through ongoing education, with the aim of becoming a company where employees can envision their own careers and continue working with vitality.」
Employee initiatives were made more specific through the Diversity & Inclusion Promotion Vision, creating a workplace where employees can work comfortably, continuing education, and human-resource development and cultivation. - FY2024RaisedAnnual report
「[Metrics and Targets for Human Capital and Diversity Initiatives] Percentage of women in management: 17% in fiscal 2024; 30% in fiscal 2030; fiscal 2023 actual: 15% Percentage of men taking childcare leave: 50% in fiscal 2024; fiscal 2023 actual: 40.6%」
Initiatives concerning employee growth and satisfaction have been expanded to include targets for the percentage of women in management and men taking childcare leave, and the transformation into an organisation that respects diverse talent and ways of working. - FY2024-Q1AdvancedAnnual report
「While implementing wage increases in response to rising prices and to improve employee motivation, we worked to raise productivity and control costs through more efficient and labour-saving operations.」
Regarding employee satisfaction and human-resource initiatives, the company implemented wage increases in response to rising prices while also pursuing productivity improvements and cost control. - FY2023ReframedAnnual report
「Against this backdrop, in addition to ongoing issues such as responding to heightened customer awareness of safety and security and changes in lifestyles, addressing rising costs across the board, securing human resources for corporate growth and achieving more productive ways of working, the company」
In addition to conventional human-resource development and employee satisfaction, the company has identified securing human resources for corporate growth and achieving more productive ways of working as issues to address. - FY2021-Q3RestatedAnnual report
「We are also working to create a healthier, more enjoyable and rewarding work environment, develop people who can think and act autonomously, and strengthen organisational capabilities.」
Continuing to promote a healthy and rewarding work environment, the development of autonomous employees and stronger organisational capabilities. - FY2021-Q2RestatedAnnual report
「We are also working to create a healthier, more enjoyable and rewarding work environment, develop people who can think and act autonomously, and strengthen organisational capabilities.」
Continuing to promote a healthy and rewarding work environment, the development of autonomous employees and stronger organisational capabilities. - FY2021-Q1ReframedAnnual report
「We are also working to create a healthy, enjoyable and rewarding work environment, develop people who can think and act autonomously, and strengthen organisational capabilities.」
The previous focus on employee satisfaction and creating a stress-free workplace is expressed as a combination of a healthy and rewarding work environment, autonomous employees and stronger organisational capabilities. - FY2020ReframedAnnual report
「“Creating Energy in a Stress-Free Workplace!”」
The previous focus on human-resource development and improved employee satisfaction has been reorganised as creating a stress-free workplace and fostering employee vitality. - FY2020-Q2RestatedAnnual report
「“Human-Resource Development and Improved Employee Satisfaction”」
Continuing to pursue human-resource development and improved employee satisfaction as one of the management policies for fiscal 2019. - FY2020-Q1RestatedAnnual report
「“Human-Resource Development and Improved Employee Satisfaction”」
Continuing to pursue human-resource development and improved employee satisfaction as one of the management policies for fiscal 2019. - FY2019-Q2RestatedAnnual report
「Our guiding principle is “Earnestly, Enjoyably, Innovatively.” By having each employee think and act from the customer’s and community’s perspectives,」
Continuing the policy of linking each employee’s actions to organisational development and customer satisfaction. - FY2019-Q1RestatedAnnual report
「Our guiding principle is “Earnestly, Enjoyably, Innovatively.” By having each employee think and act from the customer’s and community’s perspectives,」
Continuing the policy of linking each employee’s actions to organisational development and customer satisfaction. - FY2018RaisedAnnual report
「In addition, to secure and develop the human resources that support corporate growth, we are systematically building systems and a corporate culture that enable employees to engage positively with their work, while developing programmes aligned with their lifestyles and life stages.」
The scope has been expanded from conventional human-resource development, employee satisfaction and organisational collaboration to include securing human resources, programmes aligned with employees’ lifestyles and life stages, and systems and a corporate culture that support engagement with work. - FY2017ReframedAnnual report
「“Developing People and Delivering Employee Satisfaction,” “Strengthening Inter-organisational Collaboration and Management Systems”」
The previous focus on “individual growth and stronger collaboration” has been made more specific by separating it into human-resource development and employee satisfaction, and inter-organisational collaboration and stronger management systems. - FY2017-Q3RestatedAnnual report
「“Individual Growth and Stronger Collaboration”」
Continuing to pursue individual growth and stronger collaboration within the organisation as a policy. - FY2017-Q2RestatedAnnual report
「“Individual Growth and Stronger Collaboration”」
Continuing to pursue individual growth and stronger collaboration within the organisation as a policy. - FY2017-Q1First statedAnnual report
「“Individual Growth and Stronger Collaboration”」
Individual growth and collaboration within the organisation are positioned as one of the policies aimed at enhancing corporate value.