Developing Globally Competitive Talent
First written in FY2017-Q1. 8 of 18 entries say "Restated". Latest entry: FY2025-H1.
- FY2025-H1ReframedAnnual report
「③ Human capital management ・Promoting diversity, equity and inclusion ・Developing self-directed talent that transforms and grows ・Improving employee health and engagement ・Introducing a new personnel system」
The previous talent development-centered theme has been expanded into a human capital management framework covering DE&I, self-directed talent, health and engagement, and a new personnel system. - FY2024-Q2AdvancedAnnual report
「Revitalizing organizational operations through the effective use of diverse talent, strengthening talent development based on the practice of the behavioral guidelines and initiatives to improve employee health and engagement ・Strengthening leadership, organizational management capabilities, and specialized skills through the use of a skills map ・Developing the next generation of management」
Talent development has been expanded to include revitalizing organizational operations through the effective use of diverse talent, as well as initiatives covering the behavioral guidelines, health and engagement, the skills map, and the next generation of management. - FY2024-Q1RestatedAnnual report
「Strengthening leadership, organizational management capabilities, and specialized skills through the use of a skills map, and developing the next generation of management」
Continuing to strengthen leadership, organizational management capabilities, and specialized skills through the use of a skills map, and to develop the next generation of management. - FY2023-Q2RestatedAnnual report
「⑤ Talent development to drive sustainable growth in the future ・Strengthening talent development based on the practice of the behavioral guidelines, and initiatives to improve employee health and engagement ・Strengthening the skills of middle management and specialists through the use of a skills map ・Developing the next generation of management」
Continuing talent development initiatives covering the behavioral guidelines, health and engagement, the skills map, middle management, and the next generation of management. - FY2023-Q1RestatedAnnual report
「・Strengthening talent development based on the practice of the behavioral guidelines, and initiatives to improve employee health and engagement ・Strengthening the skills of middle management and specialists through the use of a skills map ・Developing the next generation of management」
Continuing talent development initiatives covering employee health and engagement, the skills map, middle management and specialized skills, and the next generation of management. - FY2022AdvancedAnnual report
「・Promoting initiatives to improve employee engagement and strengthen organizational management capabilities ・Reorganizing the medium-term talent development framework」
Talent development has been made more specific through employee engagement, organizational management capabilities, talent assessment and development based on the behavioral guidelines, and the reorganization of the medium-term talent development framework. - FY2022-Q2AdvancedAnnual report
「⑤ Talent development to drive sustainable growth in the future ・Promoting initiatives to improve employee engagement and strengthen organizational management capabilities ・Reorganizing the medium-term talent development framework」
Talent development has evolved into specific initiatives covering employee engagement, organizational management capabilities, and the reorganization of the medium-term talent development framework. - FY2022-Q1AdvancedAnnual report
「・Promoting initiatives to improve employee engagement and strengthen organizational management capabilities ・Reorganizing the medium-term talent development framework」
Talent development has been made more specific through employee engagement, organizational management capabilities, and the reorganization of the medium-term talent development framework. - FY2021AdvancedAnnual report
「Strengthening the skills of middle management and specialists through the use of a skills map, and developing the next generation of management」
Talent development has been made more specific through the development of a skills map, strengthening the capabilities of middle management and specialized skills, developing the next generation of management, and improving employee engagement. - FY2021-Q3RestatedAnnual report
「Against this backdrop, the Group is implementing its medium-term management plan, “ISHIZUE 2023 ～SHINKA・Transformation～,” carrying out its key themes of “creating innovation,” “global expansion and growth,” “reviewing the business promotion structure and reforming profitability,” “proactive use of AI and IoT,” and “talent development to drive sustainable growth,” and working toward realizing the “NICHIBAN GROUP 2030 VISION.”」
Continuing talent development as a key theme of ISHIZUE 2023, now expressed as “talent development to drive sustainable growth.” - FY2020AdvancedAnnual report
「⑤ Talent development to drive sustainable growth in the future ＊Developing people who can develop others ＊Strengthening specialized skills ＊Training the next generation of management」
Talent development has evolved from the previous focus on global talent and successor development into specific development areas: developing people who can develop others, strengthening specialized skills, and training the next generation of management. - FY2019AdvancedAnnual report
「② Talent development using the Training Room and Kizuna Mirai Lounge training facility ＊Improving basic management capabilities and specialized skills ＊Developing globally competitive talent ＊Developing successors with a view to the period after “NB100”」
Talent development has been made more specific through the use of training facilities, basic management capabilities and specialized skills, global talent, and successor development after NB100. - FY2019-Q2RestatedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
Continuing “talent development” as one of the strategic framework initiatives for the final year of NB100. - FY2019-Q1SoftenedAnnual report
「Against this economic backdrop, in the final year of its medium- to long-term management plan NB100, the Group is working on establishing ¥50 billion corporate quality, developing human resources, and realizing a creative and development-oriented company as its strategic framework.」
The previous expression, “development of globally competitive talent,” has been simplified to “talent development” in the strategic framework for the final year. - FY2017RestatedAnnual report
「To establish the quality expected of a ¥50 billion company, the Company is promoting the development of globally competitive talent, improvements in quality across the Group, and stronger corporate governance.」
Continuing to develop globally competitive talent as a means of establishing corporate quality. - FY2017-Q3RestatedAnnual report
「Establishing corporate quality through globally competitive talent development and improving quality across the Group」
Continuing to develop globally competitive talent as an initiative to establish corporate quality. - FY2017-Q2RestatedAnnual report
「Establishing corporate quality through globally competitive talent development and improving quality across the Group」
Continuing to develop globally competitive talent as an initiative to establish corporate quality. - FY2017-Q1First statedAnnual report
「Development of globally competitive talent toward establishing corporate quality」
The Company newly identifies the development of globally competitive talent as a specific measure toward establishing corporate quality.