Development of Core and Next-Generation Talent
First written in FY2016. 4 of 12 entries say "Advanced", first in FY2021-Q1. Latest entry: FY2026.
1 other company's latest entry also says "Other".
- FY2026Continuation of the target for the proportion of female managers and disclosure of the actual ratioAnnual report
「日本社宅サービス, which operates a core business of the Group, formulated an action plan under the Act on Promotion of Women's Participation and Advancement in the Workplace covering the 3-year period from 1 April 2025, and is working toward a target of 20% female managers by the end of March 2028.」
The target of 20% female managers by the end of March 2028 was maintained, and the company disclosed a ratio of 15.0% at 日本社宅サービス and 13.9% across all group companies at the end of the fiscal year ending June 2026. - FY2025SoftenedAnnual report
「The company is working toward a target of 20% female managers by the end of March 2028.」
The target of 20% female managers was changed from the previous target date of the end of March 2025 to the end of March 2028. Talent initiatives, including internal development, external recruitment, qualification and training support, and diverse working arrangements, have also been incorporated into the new medium-term management plan. - FY2024AdvancedAnnual report
「日本社宅サービス, which operates a core business of the Group, formulated an action plan under the Act on Promotion of Women's Participation and Advancement in the Workplace covering the 2-year period from 1 April 2023, and is working toward a target of 20% female managers by the end of March 2025.」
The targets and measures for securing and developing talent were given concrete form through a time-bound target and action plan to achieve a 20% proportion of female managers. The ratio at 日本社宅サービス was 17.1% at the end of the fiscal year ended June 2024. - FY2024-Q2AdvancedAnnual report
「Expenses increased because the company relocated an office during the second quarter to retain and develop talent and improve the working environment」
As a measure to retain and develop talent and improve the working environment, the company relocated an office, bringing its talent initiatives into the execution stage. - FY2024-Q1ReframedAnnual report
「The company is also working to relocate offices, recruit additional personnel and improve employee compensation and benefits, with the aim of retaining and developing talent and improving the working environment for the further stabilisation of its outsourcing operations.」
In addition to talent development, the company has broadened its focus to talent initiatives covering retention, working conditions, office relocation, additional recruitment and improvements to compensation and benefits. - FY2023AdvancedAnnual report
「The most important theme is securing the talent responsible for these areas, namely “① management talent,” “② management personnel (managers),” “③ talent for driving reform and addressing key issues (leaders),” and “④ specialist talent,” specifically, within the Group, “talent with qualifications and skills essential to business continuity” and “talent with highly specialised work experience, such as in IT.”」
The target population and measures for talent development and recruitment were given concrete form across 4 talent categories, with measures including internal development, external recruitment, qualification and skills support, and training. For women's advancement, 日本社宅サービス has set a target of 20% for the proportion of female managers by the end of March 2025. - FY2021ReframedAnnual report
「The two most important themes are “securing the talent needed for growth” and “sustainably improving engagement among all employees.”」
The policy for developing core and next-generation talent was given concrete form as a talent strategy encompassing the securing of necessary talent, employee engagement, health management and career advancement support. - FY2021-Q1AdvancedAnnual report
「The company transitioned to a holding company structure effective 1 July 2020.」
The transition to a holding company structure was implemented, and the company moved to the execution stage for its transition objectives, including expediting the development of management talent. - FY2020-Q1RestatedAnnual report
「The company transitioned to a holding company structure and began working to optimise the allocation of management resources across the Group, accelerate management decision-making and expedite the development of management talent」
Expediting the development of management talent continues to be cited as an objective of the transition to a holding company structure. - FY2019RestatedAnnual report
「To enhance corporate value, the Group is expanding the scale of its businesses while strengthening the talent needed to support that expansion and developing next-generation talent.」
Strengthening the talent supporting business expansion and developing next-generation talent continue to be management policies and common issues. - FY2017RestatedAnnual report
「② Development of core talent and next-generation talent」
The development of core and next-generation talent continues to be positioned as a common issue. - FY2016First statedAnnual report
「Development of core talent and next-generation talent」
The development of core and next-generation talent is positioned as a common issue for the corporate group.