Strengthening Intangible Assets in the Areas of Organization, People, Technology and Customers
First written in FY2022. 4 of 6 entries say "Advanced", first in FY2023. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Human capital investment (including opportunity investment): ¥15 billion in fiscal 2025, more than ¥100 billion cumulatively from 2023 to 2030」
The company translated its efforts to strengthen intangible assets into human capital investment, disclosing investment of ¥15 billion in fiscal 2025 and more than ¥100 billion cumulatively for fiscal 2023 through fiscal 2030. It continues to implement the 4 “Connecting” strategies of “purpose, challenge, diversity and well-being.” - 2026-05-19RestatedGeneral Meetings of Shareholders
「Through these experiences, we have once again recognized that the intangible assets of our people, technologies, customers and organization provide the foundation supporting the Ajinomoto Group's sustained value creation.」
Reaffirmed the view that people, technologies, customers and the organization constitute intangible assets and the foundation of value creation. - FY2025AdvancedAnnual report
「The main challenges in the human capital area are as follows. To address them, we are implementing initiatives globally under the concept of “connecting,” based on 4 pillars: “purpose,” “challenge,” “diversity” and “well-being” (human capital investment (*8): approximately ¥10 billion in fiscal 2024 / more than ¥100 billion cumulatively from 2023 to 2030).」
Regarding the strengthening of intangible assets, the company disclosed human capital investment of approximately ¥10 billion in fiscal 2024 and more than ¥100 billion cumulatively for fiscal 2023 through fiscal 2030, and implemented it through 4 “Connecting” strategies. - FY2024AdvancedAnnual report
「Human capital investment (*8): approximately ¥10 billion in fiscal 2023 / more than ¥100 billion cumulatively from 2023 to 2030」
The company translated its efforts to strengthen intangible assets into human capital investment, disclosing a policy of investing approximately ¥10 billion in fiscal 2023 and more than ¥100 billion cumulatively from 2023 to 2030. It is implementing 4 “Connecting” strategies: purpose, diversity, challenge and well-being. - FY2023AdvancedAnnual report
「To this end, we will invest approximately ¥100 billion in human capital by 2030, increase opportunities to learn through workshops and training, and revitalize organizational assets and organizational culture in an integrated manner.」
The company translated its efforts to strengthen intangible assets into human capital investment, indicating a policy of investing approximately ¥10 billion in fiscal 2022 and more than ¥100 billion cumulatively from 2023 to 2030. - FY2022First statedAnnual report
「Intangible assets are important both for “speed-up” and “scale-up.” To grow a large tree and harvest its fruit, it is necessary to cultivate the soil, sow seeds, provide water and fertilizer, and prune it. Corporate value is the same. In particular, we believe it is important to establish deep, far-reaching roots, and that those roots are intangible assets.」
The company organized organizational assets, human capital, technology assets and customer assets as the foundations of corporate value, and identified reforms to improve employee fulfillment, digital transformation talent, a job-based personnel system, technology integration and expanded customer touchpoints as measures to strengthen them.