Workforce activation and skills enhancement
First written in FY2016. 5 of 10 entries say "Advanced", first in FY2020. Latest entry: FY2026.
30 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Hokuyo Bank launched the new human resources system “Polaris” in July 2025 with the aim of realizing the ideal “Hokuyo Human Resources Policy” and its management philosophy and long-term vision by transforming its corporate culture so that employees can maximize their potential and take on challenges without fear of failure.」
The new human resources system “Polaris” was launched, introducing merit-based treatment, 6 career fields, dual career paths, an open application challenge program and behavior-based performance evaluations. KPIs were also set, including 100 applications for the open application challenge program and an engagement score of 77 in fiscal 2028. - FY2025AdvancedAnnual report
「Under the medium-term management plan launched in April 2023, the company adopted “growth” and “environment and society” as key themes, positioned its human resources strategy as part of its management strategy, and has been working to align the two strategies through initiatives including the establishment of a CHRO responsible for formulating and implementing the human capital strategy (June 2024) and the formulation of a succession plan aimed at developing future management talent (December 2024).」
Measures to align the human resources strategy with the management strategy have progressed, including the establishment of a CHRO, formulation of a succession plan, enhanced training, a trainee program and the new human resources system “Polaris.” Results disclosed included training costs of ¥79.1 thousand, 40.3 training hours and 675 participants in consulting capability enhancement training. - FY2024AdvancedAnnual report
「In fiscal 2023, the company reviewed its training programs, strengthened training to enhance consulting capabilities and introduced ongoing training for the same participants.」
Group training was resumed and expanded, with fiscal 2023 results disclosed of ¥60.1 thousand in development costs per employee, 14.2 training hours and 328 participants in consulting capability enhancement training. The respective fiscal 2025 targets are ¥85 thousand, 40 hours and 550 participants. - FY2023ReframedAnnual report
「Through the synergies created by developing highly specialized talent, pursuing autonomy, diversity and creativity, and improving employee engagement, the company will create talent that supports the sustainability of local communities.」
The employee engagement theme was reorganized as a human capital strategy combining the development of specialized talent, autonomy, diversity and creativity, and engagement. Targets for fiscal 2025 were also set for training costs and hours, the number of training participants and the ratio of women in management positions. - FY2022AdvancedAnnual report
「Work to develop talent over the long term and expand mid-career recruitment in order to secure highly specialized talent.」
In addition to its policy for developing highly specialized talent, the company explicitly stated that it would expand mid-career recruitment. Securing specialized talent is positioned as a prerequisite for consulting sales and the promotion of digital transformation. - FY2020AdvancedAnnual report
「Recognizing the urgent need to develop outstanding talent in order to provide in-depth consulting tailored to customers, the company will formulate medium- to long-term plans to develop specialists in each section and focus on practical training that strengthens dialogue skills, assessment skills and consulting capabilities.」
The employee engagement initiative has progressed to specific measures covering the development of highly skilled talent and specialists in each section, medium- to long-term plans and practical training. - FY2019RestatedAnnual report
「Developing and engaging talent able to respond promptly to diversifying needs」
The development and engagement of talent continues as one of the five basic strategies of the medium-term management plan. - FY2018RestatedAnnual report
「Developing and engaging talent able to respond promptly to diversifying needs」
The development and engagement of talent continues as one of the five basic strategies of the medium-term management plan. - FY2017RestatedAnnual report
「Developing and engaging talent able to respond promptly to diversifying needs」
The development and engagement of talent continues as one of the basic strategies of the new medium-term management plan. - FY2016First statedAnnual report
「⑥ Employee engagement and skills development—enhancing employee skills and expanding opportunities to excel」
Enhancing employee skills and expanding opportunities to excel are pillars of the medium-term plan.