Talent Development, Securing a Diverse Workforce and Workplace Environment Improvements
First written in FY2024. 2 of 3 entries say "Advanced", first in FY2025. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
108 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Under the personnel system revised in June 2026, the company clarified the profile of the talent it seeks and aims for employees to create their own careers and the future of the company and their divisions by growing together with a shared sense of unity. It will work to improve engagement by providing appropriate treatment based on fair performance evaluations.」
The company revised its personnel system in June 2026 and presented specific measures to improve engagement by clarifying the profile of the talent it seeks and providing fair performance evaluations and treatment. - FY2025AdvancedAnnual report
「The company aims to recruit and develop both leaders who work alongside specialists in the field and the specialists themselves. As securing employees becomes increasingly difficult due to the declining working-age population, the company, as a manufacturer rooted in the local community, will recruit many potential specialists locally and pass their expertise on to the next generation. It will also actively recruit knowledgeable talent capable of advancing the company, without regard to gender, region of origin, career history, or other factors.」
As part of its human capital strategy, the company concretely established the recruitment and development of manufacturing specialists and leaders, local recruitment, and recruitment without regard to gender, region, or career history. It also states that more than 60% of managers joined the company through mid-career recruitment. - FY2024First statedAnnual report
「The company aims to recruit and develop both leaders who work alongside specialists in the field and the specialists themselves. As securing employees becomes increasingly difficult due to the declining working-age population, the company, as a manufacturer rooted in the local community, will recruit many potential specialists locally and pass their expertise on to the next generation. It will also actively recruit knowledgeable talent capable of advancing the company, without regard to gender, region of origin, career history, or other factors. The company has long made active use of mid-career recruitment, and more than 60% of its managers joined the company through mid-career recruitment.」
The company systematized the recruitment and development of manufacturing specialists and leaders, local recruitment, mid-career recruitment, and the securing of diversity as its human capital strategy. It also describes a mandatory retirement age of 65, support for balancing work with childcare and caregiving, and the development of an environment in which women can play active roles in diverse positions.