Acquisition and Development of Global and Management Talent and Corporate Culture Reform
First written in FY2016. 16 of 21 entries say "Restated". Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To maximize human capital, the company has established individual growth, organizational growth, and diversity, equity and inclusion (DE&I) as its 3 pillars and is promoting initiatives linked to the outcomes sought in each area as human capital investments.」
The company continues its previous efforts to acquire and develop talent and transform the organizational culture as 3 pillars of human capital investment, and has made them more specific through fiscal 2030 targets and management based on 30 KPIs. - 2026-05-29ReframedGeneral Meetings of Shareholders
「Since the previous fiscal year, we have evolved our former compliance activities into activities that promote job satisfaction, and are fostering a corporate culture that embraces challenges by creating rewarding workplaces based on self-directed compliance.」
Reframed the former compliance activities as activities that promote job satisfaction and positioned them as a means of fostering a corporate culture that embraces challenges. - FY2023ReframedAnnual report
「The pillars of this effort are individual growth, organizational growth, and diversity, equity and inclusion, and the company is promoting initiatives linked to the outcomes sought in each area as human capital investments.」
The company reorganized its previous efforts to acquire and develop talent and transform the organizational culture into 3 pillars of its human capital strategy: individual growth, organizational growth, and diversity, equity and inclusion. It has also disclosed fiscal 2030 targets for the percentage of women in management, total working hours and health-related measures. - FY2022RestatedAnnual report
「In the area of human resources, the company is also promoting diversity and developing and securing DX talent.」
The company continues to develop and secure talent as part of its corporate function-strengthening initiatives, including diversity and measures addressing DX talent. - FY2022-Q2RestatedAnnual report
「For Group-wide initiatives, the company worked to communicate Vision2030, “More freedom with protein.” to Group employees, promote ROIC management through KPI management linked to the various initiatives under Medium-Term Management Plan 2023, and enhance governance in accordance with the Nippon Ham Group Basic Policy on Corporate Governance.」
The company continues to communicate Vision2030 to employees, pursue ROIC management through KPI management, and implement initiatives in accordance with its basic governance policy. - FY2022-Q1ReframedAnnual report
「The company promoted business development based on 4 management policies: shifting to a sustainable business model with profitability, establishing growth models for overseas operations, providing new value through new products and services, and strengthening corporate functions to achieve its vision.」
Under Medium-Term Management Plan 2023, the company's previous corporate initiatives centered on talent and management control have been reorganized as strengthening corporate functions to achieve its vision. - FY2020-Q3RestatedAnnual report
「Specific measures included strengthening the domestic farming business, increasing production at the meat-processing and yogurt and lactic-acid beverage manufacturing plants that began operations in the previous fiscal year, developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing initiative alongside strengthening domestic operations, increasing factory production and risk management. - FY2020-Q2RestatedAnnual report
「Specific measures included strengthening the domestic farming business, increasing production at the meat-processing and yogurt and lactic-acid beverage manufacturing plants that began operations in the previous fiscal year, developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing initiative alongside strengthening domestic operations, increasing factory production and risk management. - FY2020-Q1RestatedAnnual report
「Specific measures included strengthening the domestic farming business, increasing production as planned at the meat-processing and yogurt and lactic-acid beverage manufacturing plants that began operations in the previous fiscal year, developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing initiative alongside domestic operations, increased factory production and risk management. - FY2019RestatedAnnual report
「The company will also invest in human capital and optimize its workforce structure.」
The company continues to invest in human capital and optimize its workforce structure as functional strategies to enhance business sustainability. - FY2019-Q3RestatedAnnual report
「Specific measures included strengthening the domestic farming business, expanding a dedicated plant for products addressing food allergies, establishing new processed-food manufacturing plants and yogurt and lactic-acid beverage manufacturing plants, developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing initiative alongside strengthening domestic operations, improving facilities and risk management. - FY2019-Q2RestatedAnnual report
「Specific measures included strengthening the domestic farming business, expanding a dedicated plant for products addressing food allergies, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and thoroughly implementing risk management.」
The company identifies talent development and thorough risk management as ongoing initiatives under Medium-Term Management Plan 2020. - FY2019-Q1RestatedAnnual report
「Specific measures included strengthening the domestic farming business, expanding a dedicated plant for products addressing food allergies, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and thoroughly implementing risk management.」
The company identifies talent development and thorough risk management as ongoing initiatives under Medium-Term Management Plan 2020. - FY2018RestatedAnnual report
「The company will also work to acquire and develop talent capable of leading global operations.」
The company identifies the acquisition and development of talent capable of leading global operations as an ongoing initiative under its new medium-term management plan. - FY2018-Q2RestatedAnnual report
「Specific measures included strengthening the domestic farming business, developing and promoting new products, improving product brand recognition, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and pursuing various other initiatives.」
The company identifies talent development as an ongoing initiative alongside domestic business and productivity improvement. - FY2018-Q1RestatedAnnual report
「Specific measures included strengthening the domestic farming business, developing and promoting new products, improving product brand recognition, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and pursuing various other initiatives.」
The company identifies talent development as an ongoing initiative alongside domestic business and productivity improvement. - FY2017RestatedAnnual report
「(1) Acquisition and development of global and management talent (2) Promotion of Group collaboration and organizational culture reform (3) Establishment of a global management control system (4) Strengthening of corporate finance functions」
The company continues its corporate initiatives centered on acquiring and developing global and management talent, transforming the organizational culture, strengthening management control and enhancing finance functions. - FY2017-Q3RestatedAnnual report
「Specific measures included establishing a new Overseas Business Division, strengthening the domestic farming business, developing and promoting new products, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing business initiative. - FY2017-Q2RestatedAnnual report
「Specific measures included establishing a new Overseas Business Division, strengthening the domestic farming business, developing and promoting new products, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and thoroughly implementing risk management.」
The company identifies talent development as an ongoing business initiative. - FY2017-Q1RestatedAnnual report
「Specific measures included establishing a new Overseas Business Division, strengthening the domestic farming business, developing and promoting new products, and improving productivity, thereby strengthening cost competitiveness and profitability, as well as developing human resources and thoroughly implementing risk management.」
The company continues to implement talent development as a business initiative. - FY2016First statedAnnual report
「The company will acquire and develop global and management talent, promote Group collaboration and organizational culture reform, establish a global management control system, and strengthen its corporate finance functions.」
As part of strengthening Group-wide corporate functions, the company addresses talent, organizational structure and management systems together.