Developing Mid-Level Talent and Building a Sustainable Organization
First written in FY2016. 8 of 11 entries say "Advanced", first in FY2021. Latest entry: FY2026.
98 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「At the same time, in response to recent price increases and government policy, we implemented an average wage increase of 3.4% (a 6.8% increase including regular pay raises). We will work to create an environment in which employees can work with peace of mind, while also seeking to improve employee engagement and strengthen タカラレーベン's corporate competitiveness.」
As a human capital measure, the company implemented a wage increase of 3.4% on average, or 6.8% including regular pay raises. Systems based on its purpose and values, including evaluation, personnel development, and relocation allowances, have also been continued. - FY2025AdvancedAnnual report
「In response to recent price increases and government policy, we implemented an average wage increase of 3.3% (a 9.8% increase including regular pay raises). We will work to create an environment in which employees can work with peace of mind, while also seeking to improve employee engagement and strengthen タカラレーベン's corporate competitiveness.」
As human capital measures, the company implemented a new personnel system based on its purpose and values, evaluation and training systems, relocation allowances, and other measures, as well as an average wage increase of 3.3%, or 9.8% including regular pay raises. The consolidated number of employees also increased from 1,377 to 1,506. - FY2024AdvancedAnnual report
「In response to recent price increases and government policy, we implemented a wage increase of approximately 6.3% and are also working to create an environment in which employees can work with peace of mind.」
As human capital measures, the company implemented a new personnel system, evaluation meetings, tier-based training, DE&I, work-style reforms, and a wage increase of approximately 6.3%. The consolidated number of employees reached 1,377. - FY2023AdvancedAnnual report
「We will work to secure talented personnel by becoming even more proactive in hiring new graduates and mid-career employees and promoting diversity and inclusion. We will also continue to make active investments in human capital, including tier-based training, the development of appropriate evaluation and compensation systems, and other measures, to build a stronger organizational structure. In addition, by promoting work-style reforms, such as improving the remote-work environment and introducing a system for employees restricted to specific regions, we will seek to enhance employee well-being and increase corporate value.」
In addition to hiring and developing mid-level personnel, the company specified measures relating to human capital and work styles, including diversity, evaluation and compensation systems, remote work, and a system for employees restricted to specific regions. The consolidated number of employees reached 1,293. - FY2022AdvancedAnnual report
「The 139-person increase in employees from the end of the previous consolidated fiscal year was primarily attributable to the consolidation of レーベンクリーンエナジー Co., Ltd. (formerly ACA Clean Energy Co., Ltd.) as a subsidiary, among other factors.」
The consolidated number of employees increased by 139 from 1,061 in the previous fiscal year to 1,200. The figures reflected the expansion of the organization resulting from workforce expansion and the consolidation of an energy company as a subsidiary. - FY2021AdvancedAnnual report
「The 88-person increase in employees from the end of the previous consolidated fiscal year was primarily attributable to regular hiring associated with the expansion of business operations.」
The consolidated number of employees increased by 88 from 973 in the previous fiscal year to 1,061. The expansion of the organization was reflected in the figures under the policy of becoming more proactive in hiring new graduates and mid-career employees and developing mid-level personnel. - FY2020RaisedAnnual report
「We will work to secure talented personnel by becoming even more proactive in hiring new graduates and mid-career employees, while continuing to focus on developing mid-level personnel to build a stronger organizational structure.」
In addition to developing existing mid-level personnel, the company explicitly stated that it would become more proactive in hiring new graduates and mid-career employees. The consolidated number of employees increased by 81 from the end of the previous fiscal year to 973. - FY2019RestatedAnnual report
「In particular, securing and developing mid-level personnel is essential to building a sustainable organization. By implementing tier-based training and working to re-embed the corporate culture, among other measures, we will aim to build a stronger organizational structure while maintaining the speed of management decision-making we have traditionally maintained.」
The company has reiterated its policy of making the securing and development of mid-level personnel an immediate issue, using tier-based training and renewed dissemination of the corporate culture as measures. - FY2016First statedAnnual report
「Developing mid-level talent is essential to building a sustainable organization. Through tiered training and efforts to re-embed the corporate culture, among other measures, we aim to build a stronger organizational structure while maintaining the speed of management decision-making.」
Specific measures include tier-based training and renewed dissemination of the corporate culture.