Developing global talent and overseas local staff and building the organization
First written in FY2018-Q1. 4 of 10 entries say "Restated". Latest entry: FY2026.
Taisei Lamick Group Head Quarter & Innovation moved to the "Worse" side of this theme in 2024, 1 year after the typical company in this theme (2023).
3 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In developing human resources, we will promote the development of personnel capable of creating new business areas and work to secure and develop people who can address digital technologies and new fields, in addition to our existing expertise in film, filling machines and packaging.」
The human resources theme has expanded beyond developing global and management talent to securing and developing specialist personnel responsible for new businesses, digital technologies, new fields, customer proposals and group strategy. - FY2025ReframedAnnual report
「Our group regards employees as an important asset of the company. We respect the human rights of all employees and, under Taisei Lamick's basic code of conduct, respect their character and individuality, provide a safe and comfortable working environment, and support their development so that they can fully demonstrate their diverse abilities and individuality.」
The human resources theme has been organized as a human capital policy covering human rights, diversity, safety, health, workplace well-being and development support, in addition to the previous focus on developing global and management talent. - FY2025-H1ReframedAnnual report
「We aim to enhance the value of human resources across the group by securing management talent to lead the group's future growth strategy and developing outstanding management personnel through management experience at operating companies.」
The human resources theme has been made more specific, expanding beyond workforce-wide capability development to securing and developing management talent through management experience at operating companies under the holding company structure. - FY2024ReframedAnnual report
「Our group regards employees as an important asset of the company. We respect the human rights of all employees and, under Taisei Lamick's basic code of conduct, respect their character and individuality, provide a safe and comfortable working environment, and support their development so that they can fully demonstrate their diverse abilities and individuality.」
The scope of the disclosure has expanded from developing global talent and local overseas staff to a human capital policy covering employee diversity, development, safety, health and workplace well-being. - FY2022RestatedAnnual report
「We recognize our people as our most important management resource. With a view to the future operating environment and our strategy, we will focus on maintaining an optimal workforce and developing capabilities. In managing our people, it is essential to balance employee satisfaction with strategy execution, and we will continue to pursue the necessary reforms to our human resources systems.」
People are positioned as the most important management resource, with maintaining an optimal workforce, developing capabilities and reforming human resources systems identified as ongoing priorities. - FY2021AdvancedAnnual report
「The organizational restructuring has been completed, and we transitioned to a unit-based structure in April 2020. Going forward, we will continue to optimize our organizational structure in a timely and appropriate manner to enable speedy decision-making and reliable execution of our strategy.」
The company reports reaching the specific milestones of completing its organizational restructuring and transitioning to a unit-based structure in April 2020. - FY2019RestatedAnnual report
「Recognizing that developing the personnel who will lead the next generation is particularly important, the company will strengthen its recruiting capabilities, develop global talent and staff at overseas subsidiaries, and work to develop personnel who can maximize the company's ability to execute its strategy and demonstrate leadership. It will also build an efficient and dynamic organization capable of responding flexibly to changes in the operating environment.」
Continues to identify securing personnel, developing next-generation talent, global talent and overseas local staff, and building the organization as one of the challenges to be addressed. - FY2018-Q3RestatedAnnual report
「Recognizing that developing the personnel who will lead the next generation is particularly important, the company will strengthen its recruiting capabilities, develop global talent and staff at overseas subsidiaries, and work to develop personnel who can maximize the company's ability to execute its strategy and demonstrate leadership. It will also build an efficient and dynamic organization capable of responding flexibly to changes in the operating environment.」
Continues its policy of strengthening recruiting capabilities, developing next-generation talent, global talent and staff at overseas subsidiaries, and building the organization. - FY2018-Q2RestatedAnnual report
「Recognizing that developing the personnel who will lead the next generation is particularly important, the company will strengthen its recruiting capabilities, develop global talent and staff at overseas subsidiaries, and work to develop personnel who can maximize the company's ability to execute its strategy and demonstrate leadership. It will also build an efficient and dynamic organization capable of responding flexibly to changes in the operating environment.」
Continues its policy of strengthening recruiting capabilities, developing next-generation talent, global talent and staff at overseas subsidiaries, and building the organization. - FY2018-Q1First statedAnnual report
「Recognizing that developing the personnel who will lead the next generation is particularly important, the company will strengthen its recruiting capabilities, develop global talent and staff at overseas subsidiaries, and work to develop personnel who can maximize the company's ability to execute its strategy and demonstrate leadership. It will also build an efficient and dynamic organization capable of responding flexibly to changes in the operating environment.」
The company newly identifies as challenges strengthening recruiting capabilities, developing next-generation talent, global talent and staff at overseas subsidiaries, and building an organization capable of responding to changes in the operating environment.