HR Innovation and Next-Generation Talent Development
First written in FY2016. 6 of 10 entries say "Advanced", first in FY2018. Latest entry: FY2026.
- FY2026Updated FY2025 human capital KPI resultsAnnual report
「Female hiring ratio (%) 16.1 8.9 11.1 3.3 9.4 8.8 Female managers (section chiefs, group leaders and above) ratio (%) 3.5 4.1 5.0 4.9 4.9 3.8 Male childcare leave uptake rate (%) 5.7 6.6 20.8 35.0 45.0 75.0」
For FY2025, the company disclosed a female hiring ratio of 8.8%, a female management ratio of 3.8% and a male childcare leave uptake rate of 75.0%. The indicators moved in different directions from the previous fiscal year. - FY2025AdvancedAnnual report
「Female hiring ratio (%) 16.1 8.9 11.1 3.3 9.4 Female managers (section chiefs, group leaders and above) ratio (%) 3.5 4.1 5.0 4.9 4.9 Male childcare leave uptake rate (%) 5.7 6.6 20.8 35.0 45.0」
The company disclosed a female hiring ratio of 9.4%, a female management ratio of 4.9% and a male childcare leave uptake rate of 45.0% for FY2024. The operation of human capital initiatives has also taken concrete form, including a talent management system, the Human Resources Development Committee and development plans focused on succession. - FY2024AdvancedAnnual report
「The Group has identified the following priority initiatives: “supporting the growth of every employee,” “supporting the success of diverse talent,” “developing management candidates,” and “recruiting specialized talent and other personnel.” For promoting women’s participation, it is also working to manage performance against targets based on KPIs, including raising the proportion of women hired to 25% by 2028, increasing the proportion of women in management positions to 1.5 times the level in the fiscal year ended March 2023, raising the rate of men taking childcare leave to at least 30%, and implementing at least 1 new initiative supporting diverse work styles.」
Human resources development and diversity initiatives took concrete form through the operations of the Human Resources Development Committee, Diversity Promotion Committee, talent management and health and productivity management. Disclosures for FY2023 also included a female hiring ratio of 3.3%, a female management ratio of 4.9% and a male childcare leave uptake rate of 35.0%. - FY2023AdvancedAnnual report
「• Increase in the proportion of women hired Target: Raise the proportion of women among new graduates and mid-career hires to 25% by 2028 • Increase in the proportion of women in management positions Target: Increase the number of women in management positions (*) by 1.5 times by 2028 compared with March 2023 • Support for men taking childcare leave Target: Raise the rate of men taking childcare leave to at least 30% by 2028 • New initiatives supporting diverse work styles Target: Implement at least 1 new initiative to realize diverse work styles while maintaining productivity」
Existing talent development and women’s advancement initiatives have taken concrete form as numerical targets for 2028, including the proportion of women hired, the number of women in management positions and the rate of men taking childcare leave. New programs have also been established, including leave for accompanying employees posted overseas, a return-to-work program and an employee referral program. - FY2022AdvancedAnnual report
「The Group is developing and promoting internal talent from the perspective of enhancing diversity among individual employees, while also strengthening the use of capable external talent in new business areas and other fields where securing specialized personnel is an urgent priority. In the area of promoting women’s participation, the Group is working to create a workplace where everyone can work comfortably in order to accelerate the hiring of women at domestic plants, in addition to developing women leaders.」
In addition to existing next-generation management talent development, initiatives have expanded to include external specialists for new businesses, women leaders, and the hiring of women and improvement of workplace environments at domestic plants. - FY2020AdvancedAnnual report
「For executive candidates who will lead the next generation of management, the Group will promote development programs designed to transfer management expertise through external training and internal experts. To supplement capabilities and skills by level, from junior employees through middle management, the Group will provide practical training through challenging assignments and management of overseas subsidiaries. To develop new growth areas, it will secure expert talent, including through external recruitment.」
In addition to the existing talent development system and cloud-based support tools, initiatives have taken concrete form ranging from external training for executive candidates and practical training, including management of overseas subsidiaries, to external recruitment. - FY2018AdvancedAnnual report
「In HR innovation, the Group accelerated talent development by focusing on establishing a new talent development system for domestic employees and introducing a new cloud-based development support tool.」
In addition to establishing a new talent development system, the Group introduced a new cloud-based support tool, giving concrete form to its talent development initiatives. - FY2017RestatedAnnual report
「By using the new personnel and talent development systems, which provide a fair personnel system that reflects ability and career models for employees to follow, together with the “HUMAN CAPITAL MANAGEMENT SYSTEM” as a supporting tool, we will develop “global management talent” and also focus on developing the “next generation of management.”」
The policy of developing global management talent and the next generation of management through new systems and their use has been reaffirmed. - FY2017-Q3RestatedAnnual report
「Against this backdrop, the Group is working to give concrete form to innovation in 3 areas, technology, sales and human resources, in order to respond to changes in the business environment and achieve “sustainable growth and evolution.”」
Innovation in 3 areas, including human resources, continues to take concrete form, but no new progress in human-capital initiatives was described. - FY2016First statedAnnual report
「With the aim of developing talent that supports technology and sales and creates value for the next era, the Group will develop employees’ capabilities to support G-TEKT’s sustainable growth and, ultimately, enhance corporate value.」
The policy is to link capability development for personnel supporting technology and sales to sustainable growth and higher corporate value.