Talent Development and Stronger OJT to Support the Growth Strategy
First written in FY2016. 4 of 11 entries say "Reframed", first in FY2020. Latest entry: FY2026.
Kandenko moved to the "Worse" side of this theme in 2020, 2 years before the typical company in this theme (2022).
110 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Number of women in management positions 2026 63 or more 42 55 Number of reskilling training participants 2026 470 or more 360 418 Number of employees holding professional qualifications 2026 8,550 or more 8,421 8,826」
The company disclosed targets for fiscal 2026 and results for fiscal 2025 regarding talent development and diversity initiatives, making progress measurable for women in management positions, reskilling training and holders of professional qualifications. - 2026-06-04RaisedGeneral Meetings of Shareholders
「従業員エンゲージメントをより一層高める処遇や福利厚生制度の充実、多様な採用方式やキャリア形成に合わせた研修プログラムの実践を図るほか、海外人材の活躍促進や女性社員の積極登用などダイバーシティ・エクイティ&インクルージョンを推進し、魅力的な職場づくりと社会を支える人づくりにまい進してまいります。」
人材施策を処遇・福利厚生、多様な採用、キャリア研修、海外人材・女性社員の活躍促進へ拡張している。 - FY2024RaisedAnnual report
「In addition, the company will work to introduce compensation systems that appropriately evaluate each employee's capabilities and achievements and enhance incentives, and expand training programs that improve expertise and management capabilities. It will also promote diversity, equity and inclusion by securing a broad range of talent through more varied recruitment methods and enabling senior employees to play a greater role through reskilling, while working to create an attractive workplace and develop people who support society.」
The company has expanded its talent development and diversity initiatives to include compensation systems, training in expertise and management, diverse recruitment and reskilling for senior employees. - FY2023ReframedAnnual report
「The company will focus on expanding training programs aimed at helping younger employees become productive at an early stage through deeper OJT, and at supporting employees' career development and acquisition of specialized skills. At the same time, it will work to create a company where every employee can thrive by introducing compensation systems that recognize employees with advanced technical knowledge and know-how who continue to work on the front lines, and by promoting diversity, including the active appointment of women and recruitment of global talent.」
In addition to conventional development of younger employees, transfer of technical knowledge and diversity initiatives, the company has expanded its talent strategy under human capital management to include career development, specialized skills and compensation systems that recognize veteran employees working on the front lines. - FY2022ReframedAnnual report
「The company will further expand training programs that help younger employees become productive at an early stage and establish personnel and evaluation systems that enable veteran employees with extensive experience and advanced technical knowledge and skills to remain active. At the same time, it will focus on promoting diversity, including the active appointment of women and global talent, in order to incorporate diverse perspectives and ways of thinking into its business activities.」
The company has broadened its talent initiatives to include the development of younger employees, the appointment of women and global talent, and personnel and evaluation systems that support the continued utilization of veteran employees. - FY2021ReframedAnnual report
「The company will promote diversity, including the appointment of women and global talent, and strengthen the development of younger employees who will shape the future.」
The company has broadened its talent strategy from conventional OJT and talent development focused on transferring technical knowledge and skills to utilizing diverse talent, including the appointment of women and global talent, and developing younger employees. - FY2020ReframedAnnual report
「The company will also develop talent who will support the future through measures including developing the capabilities of younger employees, preparing them to become productive at an early stage, and passing on the technical knowledge and know-how of experienced employees.」
In addition to developing younger and mid-career employees, the company explicitly identifies the early development of younger employees into productive personnel and the transfer of technical knowledge and know-how from experienced employees. - FY2019AdvancedAnnual report
「The company will also develop talent who will shape the future through OJT to develop the capabilities of younger and mid-career employees and the introduction of IT-based training programs.」
In addition to conventional OJT and capability development, the company identifies the introduction of IT-based training programs as a specific measure. - FY2018RestatedAnnual report
「The company will also develop talent who will shape the future by developing the capabilities of younger and mid-career employees and passing on technical knowledge and skills.」
In addition to developing the capabilities of younger and mid-career employees, the company continues to position talent development, including the transfer of technical knowledge and skills, as a measure under its growth strategy. - FY2017RestatedAnnual report
「The company is also working to develop talent who will shape the future by enhancing workplace OJT that contributes to the development of younger and mid-career employees and training programs designed to strengthen technical skills,」
The company continues to enhance workplace OJT and technical and skills training for younger and mid-career employees as measures under its growth strategy. - FY2016First statedAnnual report
「The company seeks to develop the talent essential to executing its growth strategy and strengthen workplace OJT,」
The company explicitly identifies talent development and workplace OJT as the foundation for executing its growth strategy.