Developing Next-Generation Leadership Talent
First written in FY2024. 1 of 2 entries say "Advanced", first in FY2026. Latest entry: FY2026.
7 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「During the fiscal year, based on this approach, we advanced the identification of candidates who will lead management in the future and strengthened our talent pipeline. While making the development of internal talent the foundation, we are seeking to strengthen our management talent portfolio by combining it with the recruitment of talent from outside the group in the management capabilities and expertise needed for its future growth.」
The company gave concrete form to its next-generation leadership development efforts through the identification of candidates, strengthening of the talent pipeline, and a combination of internal development and external recruitment. It has also placed candidates in key positions, provided external development programmes, and arranged dialogue with management and outside directors. - FY2024First statedAnnual report
「The board of directors of our group regards the development of next-generation leaders as its highest priority and is holding in-depth discussions on making candidates visible, the requirements expected of leaders, and the organisation needed to achieve the medium-term management plan and the type of leaders required to lead it.」
The company described for the first time in concrete terms the expansion of the successor candidate pool through measures including making next-generation leadership candidates visible, defining the required qualifications, leadership development programmes for younger employees, and exchanges between group executive officers and external corporate executives.