Advancing Talent Development, Health and Productivity Management, and Employee Engagement
First written in FY2023. 6 of 7 entries say "Advanced", first in FY2024. Latest entry: 2026-09-29.
The whole theme swung hardest in 2020: 3 of 9 companies on the "Worse" side.
31 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company newly introduced a system providing a “Childcare Leave Workplace Support Allowance” to colleagues supporting employees taking childcare leave, thereby creating an environment in which employees can more easily take childcare leave.」
The company is giving concrete form to its human capital measures through the introduction of an allowance for employees supporting colleagues taking childcare leave and initiatives aimed at becoming a Certified Health and Productivity Management Outstanding Organization and a White 500 company. - 2026-05-27AdvancedEarnings presentation
「Establishing a culture that celebrates challenge and creating a highly engaged organization Securing diverse talent through DE&I initiatives and strengthening the business through individual growth Developing career paths and visualizing the workforce structure through the establishment of a skills framework」
The 2026–27 plan for human capital management has been made concrete through a culture that encourages challenges, DE&I, career-path development and visualization of the workforce structure. - FY2025AdvancedAnnual report
「The company seeks to link its human resources strategy with its management strategy by using HR-Tech, including talent management systems, to make individual employees’ skills and motivation “visible,” and by recruiting, developing and placing people in appropriate positions.」
The company is giving concrete form to human capital management through HR-Tech-based visualization, recruitment, development and placement, internal job postings and autonomous career development. - FY2024AdvancedAnnual report
「The company aims to link its management and human resources strategies effectively by using HR-Tech to make its human resources “visible,” systematically recruiting and developing people with diverse attributes, people willing to take on challenges in unknown fields or difficult situations, and people able to communicate their ideas logically, and applying this to appropriate personnel placement.」
The company is giving concrete form to its policies on talent development, health-oriented management and engagement through HR-Tech-based workforce visualization, systematic recruitment, development and placement, and the introduction and operation of new personnel systems. - FY2023First statedAnnual report
「For talent development, the company will establish various education and training programs aligned with its objectives, support the acquisition of skills required to perform duties and the development of capabilities needed to solve issues, and seek to improve job performance through work-based job rotation, while working to develop and expand its core talent. It will also provide opportunities for employees to excel at work and fairly evaluate their results, seek to maintain and improve employee motivation through the introduction and operation of systems designed to achieve work-life balance, and promote initiatives related to “health-oriented management” that take employees’ physical and mental health into consideration. Through these efforts, the company aims to be an easy and rewarding place to work for people with diverse backgrounds and to increase employee engagement.」
For the first time, the company provides concrete details on human capital measures required for growth centered on Food&Wellness, including talent development and retention, job rotation, work-life balance, health-oriented management and higher engagement.