Rebuilding Talent Development and Recruitment Systems
First written in FY2016. 12 of 25 entries say "Restated". 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
「We view corporate growth as “the sum of individual growth” and aim to be a “people-centered company” where each employee takes the initiative to learn, applies their skills, individuality and strengths, and contributes to the growth of the company as a whole by complementing one another’s strengths and weaknesses. As part of this effort, we are working to build a skills-based talent management system and conducting engagement surveys to confirm that employees take pride in and find fulfillment in their work and are able to work with energy. The target is 13 women in management positions by March 2027, and the result for the current consolidated fiscal year was 12. The target for the gender pay ratio among regular employees is at least 75% by March 2030, with an actual result of 72.9%. The target for the management ratio of mid-career hires is at least 35% by March 2030, with an actual result of 29.4%.」
The company has given its human capital initiatives concrete form through a talent management system, engagement surveys and career development support, and disclosed targets and results for women in management positions, the gender pay ratio and the management ratio of mid-career hires. - FY2026-H1AdvancedAnnual report
「Operating profit declined by ¥856 million, or 15.1%, year on year to ¥4,835 million. While the results of cost improvement initiatives are steadily emerging, the decline was due to lower revenue, actuarial differences in retirement benefits and increased investment in human capital to support sustainable growth.」
Increased investment in human capital aimed at sustainable growth was explicitly identified as a cost factor in the first half of the current fiscal year. Investment in human resources initiatives is entering a growth phase beyond the development of conventional systems and training. - FY2025AdvancedAnnual report
「From fiscal 2024, we launched a company-wide cross-functional D&I promotion project and are pursuing activities based on the following 5 pillars.」
The company continued its company-wide cross-functional D&I project and disclosed targets of 13 women in management positions by March 2027, a gender pay ratio of at least 75% for regular employees by March 2030, and a management ratio of at least 35% for mid-career hires by March 2030, together with results for the current fiscal year. It also disclosed a medium-term target of a 90% male parental-leave uptake rate and a current-year result of 38.7%. - FY2024AdvancedAnnual report
「From fiscal 2024, we launched a company-wide cross-functional D&I promotion project and are pursuing activities based on the following 5 pillars.」
For human capital and work-style initiatives, the company launched a company-wide cross-functional D&I promotion project from fiscal 2024 and defined 5 pillars: sharing the corporate philosophy, diverse work styles, utilization of diverse talent, psychological safety, and elimination of unconscious bias. - FY2024-Q3AdvancedAnnual report
「We launched education focused on D&I as part of talent development.」
With respect to human capital initiatives, the company has progressed to a specific implementation stage by launching education focused on D&I. - FY2024-Q2RestatedAnnual report
「We have promoted DX to reform business processes, expanded human capital through talent development and improvements to the internal work environment as foundations for sustainable growth, and focused on addressing social issues through the development of recycling technologies and resource and energy conservation enabled by advanced production processes.」
The company positions talent development and improvements to the internal work environment as human capital enhancement and continues its conventional human resources initiatives. No new numerical targets or completed system implementations have been disclosed. - FY2023RaisedAnnual report
「Specifically, to enable employees to envision the careers they should pursue, we are systematizing the desired profiles, required roles and skills for each key position. We are also focusing on education by organizational level, specialized education by job category, and activities to build and share the DNC brand, thereby developing the flexible thinking and strong execution capabilities needed to produce next-generation talent and leaders who can embody the “DNC-Way” (our principles of conduct).」
The scope of initiatives has expanded from conventional talent development and recruitment and work-style reform to measures encompassing human capital and diversity, including career path systematization, talent management, overseas training, internal job postings and D&I. The targets are 7 women in management positions by March 2026, a gender pay ratio of at least 75% for regular employees by March 2030, and a management ratio of at least 35% for mid-career hires by March 2030. - FY2023-Q3RestatedAnnual report
「We promoted reviews of existing internal systems to adapt to ways of working in the era of the new normal.」
The company continues to review existing internal systems to adapt to ways of working in the era of the new normal. No new systems or quantified effects have been disclosed. - FY2023-Q2RestatedAnnual report
「Adapting to ways of working in the era of the new normal,」
The company continues work-style reform, including adapting to the new normal. No new systems or quantified effects have been disclosed. - FY2022AdvancedAnnual report
「In the area of management infrastructure, as part of measures to prevent the spread of COVID-19, we established infrastructure and systems for teleworking and web conferences and promoted their active use. In addition, we strengthened efforts to review our internal structures, mechanisms and systems for promoting sustainability activities, and going forward, we will systematize these activities and incorporate them into daily operations, linking them to work-style reform.」
The company established infrastructure and systems for teleworking and web conferences and promoted their active use. It is also strengthening reviews of its internal structures, mechanisms and systems for sustainability activities. - FY2022-Q3RestatedAnnual report
「Meanwhile, in Japan, the company continues efforts to prevent the spread of COVID-19 and adapt to the new normal,」
The company continues measures related to work styles and business operations, including preventing the spread of infection and adapting to the new normal. No new systems or quantified effects of human resources initiatives have been disclosed. - FY2022-Q2RestatedAnnual report
「In Japan, we actively promoted teleworking and worked to prevent the spread of COVID-19 and adapt to the new normal.」
The company actively promotes teleworking and continues measures to prevent the spread of infection and adapt to the new normal. - FY2022-Q1RestatedAnnual report
「During the cumulative first quarter of the current consolidated fiscal year (1 April 2021 to 30 June 2021), we worked to prevent the spread of COVID-19 and promoted initiatives to adapt to the new normal.」
The company continues measures related to work-style reform and business operations, including preventing the spread of infection and adapting to the new normal. No new systems or quantified effects have been disclosed. - FY2021AdvancedAnnual report
「As part of strengthening its management foundation, the Group introduced telework systems to create a workplace where employees can work more comfortably and achieve work-life balance, and improved operational efficiency using digital technology. It also worked toward declaring its commitment to the SDGs, with the aim of addressing environmental issues and contributing to local communities.」
In addition to conventional work-style reform, talent development and securing personnel, the Group introduced telework systems and improved operational efficiency using digital technology. - FY2021-Q3ReframedAnnual report
「3. Strengthen systems that support people, with the aim of improving the sense of fulfillment of each Group member. 4. Achieve work-style reform by utilizing new perspectives, ideas and tools.」
In addition to conventional work-style reform, talent development and securing personnel, the Group is making its people and work-style initiatives more specific by addressing employee fulfillment, systems for supporting people, and the use of new perspectives, ideas and tools, as well as ensuring safety and adapting to new lifestyles. - FY2021-Q2ReframedAnnual report
「These measures include work-style reform aimed at ensuring employee safety as lifestyles change in response to measures to prevent the spread of COVID-19, reviewing the BCP (business continuity plan) for emergencies including pandemics, and other measures to maintain business activities, as well as measures reflecting a stronger focus on CSR, including ESG.」
The scope of the people and work-style agenda has expanded from conventional work-style reform, talent development and securing personnel to adapting to new lifestyles, ensuring employee safety and maintaining business continuity during pandemics. - FY2020RestatedAnnual report
「The Group is advancing work-style reform, including improving the productivity of existing processes, developing talent and securing personnel.」
The Group continues to promote talent development, securing personnel and work-style reform. - FY2020-Q3RestatedAnnual report
「In Japan, net sales increased by ¥5,154 million, or 4.7%, year on year to ¥115,321 million, due mainly to higher sales to major customers. Segment profit (operating profit) declined by ¥2,861 million, or 32.3%, year on year to ¥5,985 million, due to expenses for various work-style reform measures, higher depreciation associated with the partial start-up of the head office plant and higher R&D expenses related to next-generation technology development.」
Various work-style reform measures continue to be implemented, but their costs are cited as a factor contributing to the decline in Japan segment profit. No new systems or effectiveness measurements for talent-related initiatives are indicated. - FY2020-Q2RestatedAnnual report
「In addition to commencing construction of a new plant in Alabama, United States, scheduled to begin production in 2021, the Group promoted initiatives for new locations in Japan and overseas, as well as various work-style reform measures, including improving the productivity of existing processes, developing talent and securing personnel.」
The Group continues to promote talent development, securing personnel, productivity improvements in existing processes and work-style reform. No new system introductions or results of effectiveness measurements are stated. - FY2020-Q1RestatedAnnual report
「Operating profit declined by ¥657 million, or 17.2%, year on year to ¥3,175 million. This was despite the revenue growth effect and cost reductions, due mainly to expenses for various work-style reform measures and higher depreciation associated with the partial start-up of the head office plant, which has been under construction.」
Various work-style reform measures continue to be implemented, but their costs are cited as a factor contributing to the decline in operating profit. - FY2019AdvancedAnnual report
「The Group worked to achieve manufacturing innovation and develop a workplace environment and systems that make it easier for employees to work.」
The Group states that it developed a workplace environment and systems that make it easier to work in relation to its people and work styles. - FY2019-Q3RestatedAnnual report
「Due to costs associated with preparing new products for mass production and costs related to implementing various measures for work-style reform,」
Various work-style reform measures are being implemented. No new system introductions or results of effectiveness measurements are stated. - FY2019-Q2AdvancedAnnual report
「The Group promoted various measures for work-style reform.」
The Group explicitly identifies various work-style reform measures as being in the implementation stage in relation to its people and corporate operations. - FY2017RestatedAnnual report
「Restructure the talent development and recruitment systems and advance them systematically」
Restructuring the talent development and recruitment systems to support global business expansion remains a core strategy of the medium-term management plan. - FY2016First statedAnnual report
「5. Restructure the talent development and recruitment systems and advance them systematically」
Restructuring the talent development and recruitment systems to support global business expansion is included as a core strategy of the medium-term plan.