Developing Self-Directed, Global Talent
First written in FY2016. 7 of 16 entries say "Restated". Latest entry: FY2026.
3 other companies' latest entry also says "Other".
- FY2026Update to Human Capital Metric ResultsAnnual report
「Proportion of women among new graduate employees 40.0 % 45.0 % Ratio of female employees’ average length of service to that of male employees 50.0 % or higher 47.9 %」
The disclosed results were 45.0% for the proportion of women among new graduate employees, against a target of 40.0%, and 47.9% for the average length-of-service ratio of female employees, against a target of 50.0% or higher. - FY2025AdvancedAnnual report
「Policy on human resource development Based on the recognition that human resources are the source of our ability to provide optimal logistics services under our management philosophy of “Aiming to be a comprehensive logistics company that contributes to society and enhances corporate value by providing customers with optimal logistics services,” we develop our human resources. Specifically, in addition to training programs that provide employees with opportunities to increase their motivation and develop their capabilities, and that develop the abilities required for each qualification, position and business, we conduct training to instill a problem-solving mindset and business-improvement methods in the workplace, thereby enhancing employees’ motivation to take on ambitious goals and the skills needed to resolve issues.」
Human resource development has been made more concrete through training by qualification, position and business, as well as the adoption of a problem-solving mindset and business-improvement methods. The Company also discloses indicators including a 53.8% proportion of women among new graduate employees, a 48.0% average length-of-service ratio for female employees and a 50.0% rate of male employees taking childcare leave. - FY2024AdvancedAnnual report
「The proportion of women among new graduate employees was 53.8%, against a target of 40.0%, while the ratio of female employees’ average length of service to that of male employees was 50.5%, against a target of 50.0% or higher.」
Under its human capital initiatives, the actual proportion of women among new graduate employees was 53.8%, up from the previously disclosed 48.0%. The average length-of-service ratio for female employees was 50.5%, exceeding the target of 50.0% or higher. - FY2024-Q3RestatedAnnual report
「Regarding the strengthening of the corporate foundation, we continued to hold various training programmes for employees and worked to strengthen governance and develop human resources' capabilities.」
Continuing various training sessions for employees and working to develop their capabilities. - FY2024-Q2AdvancedAnnual report
「To strengthen the corporate foundation, we held various training sessions for employees and worked to develop their capabilities.」
Held various training sessions for employees and made concrete progress in developing their capabilities. - FY2023RaisedAnnual report
「The Group has established policies on human resource development, including ensuring workforce diversity, and on improving the internal work environment. The proportion of women among new graduate employees was 48.0%, against a target of 40.0%, while the ratio of female employees’ average length of service to that of male employees was 51.4%, against a target of 50.0% or higher.」
The scope has been expanded from the previous focus on developing autonomous, globally minded human resources to human capital initiatives covering workforce diversity, the advancement of women, work styles and the internal work environment, with targets and results disclosed for the proportion of women and the average length-of-service ratio. - FY2022RestatedAnnual report
「To strengthen the corporate foundation with an eye to the post-COVID environment, we reviewed work arrangements, including telecommuting, and held in-house training sessions and opinion-exchange meetings to support the advancement of women.」
Continuing to review work arrangements and hold in-house training sessions and opinion-exchange meetings concerning the advancement of women. - FY2022-Q3RestatedAnnual report
「Regarding strengthening the corporate foundation, the company considered work systems suited to the post-COVID environment and held internal training sessions and opinion-exchange meetings to promote women’s participation.」
The company continues to consider work systems suited to the post-COVID environment and hold internal training sessions and opinion-exchange meetings related to promoting women’s participation. - FY2022-Q2AdvancedAnnual report
「Regarding strengthening the corporate foundation, the company considered work systems suited to the post-COVID environment and held internal training sessions and opinion-exchange meetings to promote women’s participation.」
Concrete initiatives to strengthen human capital and the corporate foundation included considering work systems suited to the post-COVID environment and holding internal training sessions and opinion-exchange meetings related to promoting women’s participation. - FY2021RaisedAnnual report
「• Human capital development and utilization: strengthening sales capabilities, strengthening operational capabilities, promoting women’s participation, and developing global talent and prospective executives」
The scope of human capital initiatives has expanded beyond sales and operational capabilities to include promoting women’s participation, global talent and development of prospective executives. - FY2019AdvancedAnnual report
「Regarding transformation of the corporate culture, the company implemented initiatives including securing diverse human resources and upgrading employee skills, and progress was broadly in line with the plan.」
The company reports that progress in securing diverse human resources and upgrading employee skills was broadly in line with the plan. - FY2017RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
The company reaffirms the development of human capital as a key policy under the 16 Medium-Term Management Plan. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
The development of human capital continues to be a key policy under the 16 Medium-Term Management Plan. No new initiatives or progress indicators are reported. - FY2017-Q2RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
The development of human capital continues to be a key policy under the 16 Medium-Term Management Plan. No new initiatives or progress indicators are reported. - FY2017-Q1RestatedAnnual report
「Against this backdrop, the Group entered the final year of the "16 Medium-Term Management Plan," which set out "improving satisfaction among all stakeholders," and pursued initiatives to enhance corporate value based on three priority policies: (1) rebuilding the business foundation, (2) creating new businesses, and (3) developing human resources.」
The development of human capital continues to be a key policy under the 16 Medium-Term Management Plan. - FY2016First statedAnnual report
「Based on the recognition that people are an asset, we will continue working to develop global, self-directed human resources needed to expand into new and overseas businesses.」
Policy is to develop global, self-directed talent to support new and overseas businesses.