Generational Change and Company-Wide Change in Mindset
First written in FY2016. 6 of 10 entries say "Advanced", first in FY2022. Latest entry: FY2026.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company will revise its personnel system in fiscal 2026 to improve compensation, particularly for younger employees, and secure human resources. …From fiscal 2026, the company revised its executive structure so that 5 managing directors aged 60 or younger lead the respective divisions. Generational transition in management is progressing, including the managing director responsible for production becoming 51, down from an age in the 70s.」
The company plans to revise its personnel system in fiscal 2026 and has moved to a structure in which 5 managing directors aged 60 or younger are assigned to the respective divisions. The age of the managing director responsible for production has also fallen from the 70s to 51. - FY2025AdvancedAnnual report
「Recognizing that initiatives related to human capital are one of the highest-priority themes in the Toho Chemical Group's pursuit of sustainable growth and development as a company, the company established its “Policy on Initiatives Related to Human Capital” in December 2024. …Since 2023, it has also conducted engagement surveys covering all employees to gain a detailed understanding of employees as human capital and has reflected the results in the formulation of various systems and measures.」
The company gave concrete form to its previous human resources development and culture reform initiatives through measures including the establishment of a human capital policy and engagement surveys covering all employees. - FY2023AdvancedAnnual report
「Focus on human resources development with a lean workforce and improve employee compensation」
The company organized the issues as a combination of a lean workforce, human resources development, and improved employee compensation. While advancing the digitization of approval forms, invoices, and delivery notes and streamlining analytical work, it has also begun preparing to introduce revisions to its personnel system. - FY2022AdvancedAnnual report
「While significant progress was made in generational transition among management, organizational restructuring, optimal staffing, and building an open organizational culture, improvements in profitability awareness and awareness of speed remained insufficient, so these issues were carried forward as important challenges into the next medium-term management plan.」
Significant progress was made in generational transition, organizational restructuring, optimal staffing, and organizational culture, but improvements in profitability awareness and speed were insufficient and were carried forward into the next plan. - FY2020RestatedAnnual report
「With “speeding up” as the keyword, the company is working on human resources development and culture reform through initiatives that link employees' awareness reform to successful experiences in productivity improvement, commercialization of development themes, and development of new markets, as well as by increasing the pace of personnel rotation from the perspective of placing the right people in the right positions. These efforts are still halfway to completion, and the company will accelerate them further.」
The company continues to pursue human resources development and culture reform through “speeding up,” successful experiences, and personnel rotation, but stated that the efforts are still halfway to completion. - FY2019ReframedAnnual report
「As the highest-priority issues: …③ Human resources development and company-wide culture reform ・Strengthening recruitment activities and reviewing and enhancing internal training programs ・Increasing the pace of personnel rotation and thoroughly implementing the principle of placing the right people in the right positions ・Promoting culture reform with “speeding up” as the keyword」
The new medium-term management plan has restructured the previous theme of “generational transition and company-wide culture reform” to include human resources development, with recruitment, training, personnel rotation, and speeding up as specific measures. - FY2017RestatedAnnual report
「⑤ Generational transition and company-wide culture reform」
Generational transition and company-wide culture reform continue to be listed as priority issues under the Seventh Medium-Term Management Plan. - FY2016First statedAnnual report
「⑤ Generational transition and company-wide culture reform」
The company also identified the appointment of younger executives as heads of research institutes and sales offices as a result of the Sixth Medium-Term Management Plan.