Talent development, organizational culture reform and work-style reform
First written in FY2019. 5 of 9 entries say "Reframed", first in FY2020. Latest entry: FY2026.
Kimura Unity moved to the "Worse" side of this theme in 2024.
The whole theme swung hardest in 2020: 2 of 7 companies on the "Worse" side.
4 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Group recognises that human resources are an indispensable management resource for growth toward achieving the Medium-Term Management Plan and increasing revenue and profit, as well as the lifeline of the company’s sustainable prosperity. At the same time, it faces challenges in securing labour, including an ageing workforce and insufficient graduate recruitment.」
The focus of human capital development and workstyle reform has been reorganised into four areas: securing human resources, developing next-generation talent, delivering first-class output, and improving operational efficiency and DX. - FY2025The focus on human capital has expanded beyond recruitment and retention to include next-generation talent development and flexible deployment.Annual report
「The Group will incorporate the recruitment, retention and development of human resources into its priority company initiatives and advance specific activities.」
Recruitment, retention and development have been positioned as the most important issues under “Medium-Term Management Plan 2026,” with securing human resources, accelerating the development of next-generation talent, deployment through the management position system, and education and training made concrete. - FY2024Reorganising human capital, recruitment and retention as the most important issues under “Medium-Term Management Plan 2026”Annual report
「As the labour shortage becomes increasingly severe, the Group has positioned recruitment as its most important issue and will allocate management resources to it as a top priority. In addition, to ensure that the human resources who choose the Group as a result of its recruitment activities want to continue working hard within the Group, it will undertake retention activities at a higher level than before.」
The focus of the explanation of human capital development and workstyle reform has shifted to prioritising investment in recruitment and upgrading retention activities under “Medium-Term Management Plan 2026.” - FY2024-Q1RestatedAnnual report
「Against this backdrop, as in the previous fiscal year, the Group is steadily implementing its policy of “achieving revenue and profit growth through annular-ring management” and has adopted “Everyone steadily achieves ‘normal evolution’—rejecting complacency with the status quo—” as its Group policy. Building on the “One Team management with participation by all employees” established to date, the Group is advancing initiatives because it believes that “normal evolution,” which enables the Group to change itself without becoming complacent and to contribute further to customers, is essential to achieving “Medium-Term Management Plan 2023.”」
The Group continues its policy of pursuing revenue and profit growth and normal evolution, based on One Team management with participation by all employees. - FY2023ReframedAnnual report
「<Materiality> Most important issues that balance solving social issues with company growth Most important issues that provide the foundation for company growth Customer value Environment Traffic safety Job satisfaction Corporate governance Safety and health Our customers’ success is our growth Contributing to solutions for environmental challenges Eradicating the phrase “traffic accident” Enabling every individual to shine Fair and sound corporate activities Creating safe and healthy workplaces」
The themes of human capital development and workstyle reform have been reorganised as material issues encompassing job satisfaction, workforce diversity and the creation of safe workplaces. - FY2022-Q3RestatedAnnual report
「Against this backdrop, the Group has developed and pursued “One Team management with participation by all employees” to achieve “Medium-Term Management Plan 2023.”」
The Group continues its policy of developing and pursuing One Team management with participation by all employees toward “Medium-Term Management Plan 2023.” - FY2021AdvancedAnnual report
「To reach the next stage of growth, the Group has adopted “One Team management with participation by all employees” as its theme and is pursuing the following three priority initiatives under “Medium-Term Management Plan 2023”: 1. Early elimination of loss-making divisions 2. Developing new executives through the development of frontline leaders 3. Area strategies from the perspective of contributing to local communities rather than from the “customer” perspective」
Human capital development and organisational culture reform were made concrete as priority initiatives under One Team management with participation by all employees, including the development of frontline leaders. The systems design project was also rolled out company-wide one year ahead of schedule. - FY2020Integrating human capital development and organisational culture reform into the priority initiatives of One Team management with participation by all employeesAnnual report
「To reach the next stage of growth, the Group has adopted “One Team management with participation by all employees” as its theme and is actively pursuing the following five priority initiatives. 1. “Recruitment, retention and human capital development,” comprising active recruitment, retention activities based on listening and support, company-wide training aligned around common objectives, and human capital development. 3. “Career path management,” comprising strategic rotations under the theme of “growth and development” to create a diverse workforce.」
The existing initiatives for human capital development and organisational culture reform have been reorganised as priority initiatives under One Team management with participation by all employees, with recruitment, retention, training and strategic rotations made more concrete. - FY2019First statedAnnual report
「• Foster a “strong yet caring” organisational culture • Implement the Kimura Unity Group’s version of workstyle reform, including workplace culture reform • Establish human resources and evaluation systems that maximise the wellbeing of employees, including non-regular employees • Reorganise the human resources development system so that non-regular employees can also thrive」
The company has identified human resources as its most important asset and, for the first time in a consolidated format, presented measures to reform its organisational culture, human resources and evaluation systems, and development programmes including those for non-regular employees.