Realizing the Group’s collective strength through cross-business and cross-regional talent utilization
First written in FY2018. 6 of 8 entries say "Advanced", first in FY2021. Latest entry: FY2026.
The whole theme swung hardest in 2017: 1 of 10 companies on the "Worse" side.
13 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In 2025, we established a DE&I Strategy Committee comprising executives and business leaders from group companies, with the aim of linking DE&I more clearly to our business strategy.」
The company translated its talent strategy into the Growth Mindset, global leadership development and the DE&I Strategy Committee. The percentage of female managers at TERUMO CORPORATION reached 13.2%, exceeding the target of 13% by the end of fiscal 2026. - FY2025AdvancedAnnual report
「TERUMO CORPORATION — Percentage of female managers: 12.0% (as of 31 March 2025)」
The percentage of female managers reached 12.0%, approaching the GS26 target of 13% by the end of fiscal 2026. Across the group, the percentage of female managers was 30.8%, the percentage of foreign nationals among executive officers was 33.3%, and the percentage of foreign nationals in GKP was 59.3%. The four DE&I priority areas were also renewed. - FY2024AdvancedAnnual report
「In addition, in 2024, we renewed the four priority areas for promoting DE&I and are advancing activities across group companies.」
The company renewed its talent initiatives around four priority areas: goal-setting and human resources processes, inclusive leadership, sense of belonging and unity, and communication. The percentage of female managers at TERUMO CORPORATION was 10.4%, and progress toward the target of 13% by the end of fiscal 2026 was also disclosed. - FY2023AdvancedAnnual report
「In July 2021, we launched a global DE&I Council comprising associates diverse in gender, nationality, job function and position. We have established common DE&I philosophies, guiding principles and guidelines for the TERUMO group, and have set policies for talent development and the internal work environment to ensure diversity.」
The company translated its talent initiatives into specific measures including the global DE&I Council, common guidelines, and selective development programs and talent reviews. The percentage of female managers at TERUMO CORPORATION was 9.6%, with a target of 13% by the end of fiscal 2026. - FY2022AdvancedAnnual report
「We will identify the skills that are important for realizing our medium- to long-term vision and seek to acquire and strengthen them, thereby placing the right people in the right positions globally. We also believe that, to drive transformation, it is important for each associate to have the mindset that taking on new challenges enables personal growth. We call this the “Growth Mindset” and will promote it accordingly.」
The company translated its talent initiatives into specific measures involving the identification, acquisition and strengthening of necessary skills, placing the right people in the right positions globally, and promoting a Growth Mindset. - FY2021AdvancedAnnual report
「The evolution of talent management, aimed at making global human capital visible and strengthening expertise」
The company expanded its cross-business and cross-regional talent utilization policy into specific talent management measures involving the visualization of global human capital and the strengthening of expertise. - FY2019RestatedAnnual report
「In addition to absorbing these effects and returning to the growth trajectory set out in the medium- to long-term growth strategy, the company will pursue initiatives including strengthening global operations, particularly its production systems; promoting strategic development to strengthen its ability to generate innovation; and demonstrating the group's collective strength by promoting talent utilization across business and regional boundaries, in order to achieve sustainable growth.」
The company has reiterated strengthening global operations, strategic development, and demonstrating the group's collective strength through cross-business and cross-regional talent utilization as continuing measures for fiscal 2019. - FY2018First statedAnnual report
「In fiscal 2018, the second year of the plan (the fiscal year ending March 2019), the company expects negative effects from revisions to drug prices and prices of specified medical materials covered by health insurance, as well as higher depreciation and amortization resulting from increased capital expenditure and IT investment to support growth. To absorb these effects and achieve sustainable growth, the company will pursue initiatives including strengthening global operations, particularly its production systems; promoting strategic development to strengthen its ability to generate innovation; and demonstrating the group's collective strength by promoting talent utilization across business and regional boundaries.」
As a measure for fiscal 2018, the company identified demonstrating the group's collective strength through talent utilization across business and regional boundaries as an independent theme for the first time.