Material Issues for Sustainability③

Targets

Through the cultivation of creative and co-creative individuals and the nurturing of a corporate culture conducive to their development, we will aim to become a developer of talent whose employees are the envy of other companies.

2025 targets
  • Further evolve and strengthen examples of co-creation from our global awards
  • Increase the number of appointments through in-house recruitment that promote autonomous career development
  • Improve engagement-related scores
  • Enhance the diversity of management and nurture an inclusive corporate culture by increasing the ratio of female managers
Develop autonomous,
creative, and active human
resources and culture		 Our ambition We are cultivating co-creative human resources and nurturing a corporate culture to solve issues imaginatively via co-creation by forming connections autonomously with customers and stakeholders through empathy,including various parties who will lead future generations.
2030 targets Through the cultivation of autonomous and creative individuals and the nurturing of a corporate culture conducive to their development, we will aim to become a developer of talent whose employees are the envy of other companies.
Social value Resolution of social issues by co-creation and innovation through the growth and active involvement of autonomous and creative individuals and the nurturing of a corporate culture conducive to the attainment of such objectives
Environmental value
Economic value Active involvement of employees and higher employee motivation through strategic job rotations and development of leaders from the perspective of Companywide optimization and realization of high productivity
Opportunities Facilitation of innovation through development and creation of co-creative human resources
Risks
  • Personnel retention risk due to inability to cultivate and maintain organizational culture and engagement
  • Stagnation of innovation due to lack of psychological safety
Constituent elements
  • Supply of human resources required by the business
  • Cultivating and communicating attractiveness to be chosen
  • Creation of autonomous, professionalminded human resources
  • Cultivation of corporate culture conducive to co-creation
Key items (KPIs)
  • Workforce planning with enhanced linkage with business strategies
  • Preparation of next-generation leader candidates and visualization
  • Strengthening of employer branding
  • Enhancement of wellbeing
  • Human resources system integrated with the corporate philosophy
  • Provision of opportunities to encourage career ownership
  • Inculcation of the purpose and values and cultivation of a co-creation culture
  • Realization of workplace environment conducive to active involvement of diverse employees
2025 targets
  • Future talent portfolio fulfillment rate
  • Succession planning preparation rate
  • Hiring plan fulfillment rate
  • Detrimental voluntary turnover rate
  • Engagement score
  • Internal promotion rate (key positions)
  • Survey score of the degree of implementation of the purpose and values
  • Survey score of psychological safety
  • Ratio of female managers
Results in 2022
  • Company-wide succession planning to select and train potential leaders became operational, etc.)
  • Design of post-merger engagement surveys, etc.
  • CEO announcement on fostering co-creative talent, direct dialogue held with over 1,100 employees, etc.
  • Degree of implementation of purpose and values by employees: 30%; start of co-creative leadership training, and training sessions to bolster the co-creative collaboration capabilities, etc.

Sustainability: Site Map

ESG Information