Strengthening Human Resources Development, Technology Transfer and Compliance Training
First written in FY2017. 4 of 9 entries say "Restated". Latest entry: FY2026.
- FY2026AdvancedAnnual report
「As part of our employee development initiatives, we are implementing grade-specific training, including “Next-Generation Leader Training” and “Training for Developing Female Managers,” which develop personnel capable of achieving sustainable corporate value enhancement, and “AI Talent Development Training,” which develops personnel who contribute to achieving business strategy objectives from a digital transformation perspective.」
In addition to operating the new personnel system, the Company is implementing specific employee development measures, including grade-specific training for next-generation leaders, female managers and AI talent. - FY2025AdvancedAnnual report
「The Group fundamentally reviewed its personnel systems with the aim of achieving by 2030 its growth strategy centered on “VISION 2030” and with employee motivation in mind, and launched a new personnel system in April 2025. The new system is based on 3 principles: (1) seek self-directed personnel who think and act independently; (2) create an organization in which individuals can maximize their capabilities; and (3) pursue fair evaluation and treatment that raise motivation. The system is operated based on these principles.」
A fundamental review of the personnel system toward 2030 began in April 2025. Systems including personnel profiles by grade and a specialist course have been established, with a target of raising the percentage of female managers to 15% by fiscal 2030. - FY2024AdvancedAnnual report
「First, we will define the personnel profile sought by the Company across multiple criteria for each grade and communicate it to employees, enabling each employee to understand their role at work and how they should develop their skills going forward. In addition to the conventional management-focused career path, we will establish a new career path for specialists who can leverage advanced expertise and skills, providing diverse personnel with opportunities to succeed and contributing to the Group’s further growth.」
In addition to existing employee education and technology transfer, the Company is expanding specific employee development systems, including defining personnel profiles by grade, establishing a specialist course for professionals, and providing internal projects, external training and career development programs. - FY2023RaisedAnnual report
「The Group is undertaking a fundamental review of its personnel systems, with the aim of achieving by 2030 its growth strategy centered on “VISION 2030” and with employee motivation in mind. As its basic personnel policies, it has established the following 3 principles: (1) seek self-directed personnel who think and act independently; (2) create an organization in which individuals can maximize their capabilities; and (3) pursue fair evaluation and treatment that raise motivation. Based on these principles, the Group is considering various initiatives.」
In addition to existing education and technology transfer, the Company specified a fundamental review of its personnel systems toward 2030, with basic policies focused on self-directed personnel, maximizing individual capabilities, and fair evaluation and treatment. - FY2022RestatedAnnual report
「We will provide proactive employee training to build an unshakable relationship of trust with customers and improve customer satisfaction. As a manufacturer, we will also ensure the transfer of technologies while devoting our full efforts to taking on new technologies.」
Employee training, technology transfer and taking on new technologies continue to be identified as challenges in employee development. - FY2021RestatedAnnual report
「We will provide proactive employee training to build an unshakable relationship of trust with customers and improve customer satisfaction. As a manufacturer, we will also ensure the transfer of technologies while devoting our full efforts to taking on new technologies.」
Employee training, technology transfer and taking on new technologies continue to be identified as challenges in employee development. - FY2020RestatedAnnual report
「Over the medium to long term, we will strengthen employee development. We will continue education and training that instills knowledge and skills, as well as legal compliance including ethics and morality, and develop personnel capable of accurately judging what should be done.」
The Company continues to develop personnel by improving knowledge and skills, ethics, morality and legal compliance through education and training. - FY2019RestatedAnnual report
「Over the medium to long term, we will strengthen employee development. We will continue education and training that instills knowledge and skills, as well as legal compliance including ethics and morality, and develop personnel capable of accurately judging what should be done.」
The Company continues to describe employee development through improvements in knowledge and skills, ethics, morality and legal compliance through education and training. - FY2017First statedAnnual report
「Over the medium to long term, we will strengthen employee development. We will continue education and training that instills knowledge and skills, as well as legal compliance including ethics and morality, and develop personnel capable of accurately judging what should and should not be done.」
Key challenges include improving knowledge and skills, ethics, morality and legal compliance through education and training, transferring manufacturing technologies and taking on new technologies.