Safety First, Quality First, and Talent Development
First written in FY2016. 11 of 15 entries say "Restated". Latest entry: FY2023.
Ibiden moved to the "Worse" side of this theme in 2023.
0 other companies' latest entry also says "Reframed".
- FY2023ReframedAnnual report
「In addition, by practicing human capital management from the perspectives of management and employees, developing self-directed talent, and transforming the organization into a flexible structure, while continuing to actively promote ESG management, we will contribute to the realization of a sustainable society.」
The company has expanded its previous policy centered on talent development into corporate culture reform encompassing human capital management, self-directed talent, flexible organizational structures, and employee well-being. - FY2021AdvancedAnnual report
「Against this backdrop, we are working to improve efficiency and support the success of diverse talent through the use of digital technologies, including DX.」
As measures supporting the recruitment and development of talent, the company explicitly cited improving efficiency through the use of DX and supporting the success of diverse talent. - FY2021-Q2RestatedAnnual report
「To achieve its medium-term management plan, the company is investing management resources proactively in growing markets, with human capital development as its foundation, and advancing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company has reaffirmed its positioning of talent development as the foundation of its medium-term management plan and as supporting the strengthening of existing business competitiveness and the expansion of new businesses. - FY2021-Q1RestatedAnnual report
「To achieve its medium-term management plan, the company is investing management resources proactively in growing markets, with human capital development as its foundation, and advancing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company continues to position talent development as the foundation of its medium-term management plan and as supporting the strengthening of existing business competitiveness and the expansion of new businesses. - FY2020-Q2RestatedAnnual report
「Against this backdrop, based on the five-year medium-term management plan “To The Next Stage 110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company continues to position talent development as the foundation of its medium-term management plan. - FY2020-Q1RestatedAnnual report
「Against this backdrop, based on the five-year medium-term management plan “To The Next Stage110 Plan,” launched in fiscal 2018, we are actively investing management resources in growing markets, with human resources development as our foundation, and pursuing initiatives to achieve stable growth by strengthening the competitiveness of existing businesses and expanding new businesses.」
The company continues to position talent development as the foundation of its medium-term management plan. - FY2019RestatedAnnual report
「Based on the belief that people support corporate growth, we will pursue five initiatives as work-style reforms to achieve work-life balance: ① improving productivity, ② enhancing educational programs, ③ thorough management of working hours, ④ creating an environment in which diverse personnel can thrive, and ⑤ introducing and utilizing the latest IT technologies.」
The policy of maintaining talent development as the foundation remains unchanged, with five specific work-style reform initiatives identified. - FY2019-Q3RestatedAnnual report
「Under the new medium-term management plan, with human resources development as its foundation, we are working to strengthen the competitiveness of the 3 existing businesses—the electronics business, ceramics business and “Other Businesses,” comprising the domestic affiliates business and the power business—and to expand new businesses that support medium- to long-term growth.」
The policy of positioning talent development as the foundation of the new medium-term management plan and using it to support the competitiveness of existing businesses and the expansion of new businesses remains unchanged. - FY2019-Q1RestatedAnnual report
「Under the new medium-term management plan, with human resources development as its foundation, we are working to strengthen the competitiveness of the 3 existing businesses—the electronics business, ceramics business and “Other Businesses,” comprising the domestic affiliates business and the power business—and to expand new businesses that support medium- to long-term growth.」
The policy of positioning talent development as the foundation of the new medium-term management plan and using it to support corporate growth and the competitiveness of existing businesses remains unchanged. - FY2018-Q3RestatedAnnual report
「Against this backdrop, we are working to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership,” toward sustainable and stable corporate growth.」
The effort to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership” continues. - FY2018-Q2RestatedAnnual report
「Against this backdrop, we are working to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership,” toward sustainable and stable corporate growth.」
The effort to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership” continues. - FY2018-Q1RestatedAnnual report
「Against this backdrop, we are working to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership,” toward sustainable and stable corporate growth.」
The effort to build a corporate structure centered on talent development based on “go to the actual place, see the actual object and take ownership” continues. - FY2017RestatedAnnual report
「We will achieve “safety first” and “quality first” while developing our people, thereby strengthening true competitiveness.」
The policy of developing talent while prioritizing safety and quality remains unchanged. - FY2017-Q3ReframedAnnual report
「Under its medium-term management plan, the Group is working to build a corporate structure centered on talent development so that it can respond to changes in the business environment and continue and grow its businesses sustainably over the next 100 years.」
In addition to its existing policy on safety, quality and talent development, the medium-term management plan presents the building of a corporate structure centered on talent development. - FY2016First statedAnnual report
「Achieving “safety first” and “quality first” while developing our people」
An ongoing commitment to developing talent while prioritizing safety and quality.