Developing People Willing to Take on Challenges
First written in FY2016. 4 of 11 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 6 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The company reviewed its organizational structure as of 1 October 2025 and changed from the previous departmental structure to a group-and-team structure. This organizational change is intended to improve operational agility, strengthen cross-functional coordination, and enable organizational management that allows decisions to be made closer to the front line.」
In addition to its talent development policy, the company changed from a departmental structure to a group-and-team structure in October 2025 and began operating an organization designed to improve agility, cross-functional coordination, and decision-making closer to the front line. - 2026-05-15AdvancedResults presentation
「Increase transparency and fairness in evaluations」
Describes specific human-resource development measures, including revisions to the personnel evaluation system, organizational changes, and reviews of awards and incentive schemes. - FY2025AdvancedAnnual report
「To advance these policies, the company formulated a human resources policy and revised its personnel evaluation system from April 2025. The primary objective is to develop managers who exercise self-discipline from the perspective of stakeholders with diverse values, including executives and workers, people of all ages and genders, people with or without disabilities, and people of different nationalities, while achieving greater fairness, acceptance, and transparency than under the current system.」
Regarding human capital enhancement, the company has implemented a human resources policy and revised its personnel evaluation system from April 2025, giving concrete form to the institutional framework for manager development. - FY2024RestatedAnnual report
「As an immediate priority, the company has adopted improving managers’ management capabilities as its overarching policy and will proceed with three pillars: developing the ability to train subordinates, respecting human rights, and fostering an entrepreneurial spirit.」
As part of its human capital initiatives, the company continues to pursue a policy built on three pillars: improving managers’ management capabilities, developing subordinates, respecting human rights, and fostering an entrepreneurial spirit. - FY2023ReframedAnnual report
「Based on this understanding, the priority issues in the new medium-term management plan include strengthening human capital. As disclosed in the PR information on 15 May 2023, the company plans to newly establish a Human Resources Department and Human Resources Section. A Talent Development Unit will be established under the Human Resources Section as a department dedicated to talent development initiatives.」
The positioning has changed from the previous expression of developing next-generation talent to institutional talent development, including strengthening human capital, newly establishing a Human Resources Department and Talent Development Unit, and developing managers. - FY2021DroppedAnnual reportThe three pillars of the new medium-term management plan “G-3～2022～” do not explicitly include the development of next-generation talent.
- FY2020RestatedAnnual report
「Developing the people who will lead the next generation and aiming to become a compact, lean company」
As the third pillar of Next Stage 2020, the company has reiterated the development of next-generation talent and the building of a compact, lean company. - FY2019RestatedAnnual report
「Developing the people who will lead the next generation and aiming to become a compact, lean company」
As the third pillar of the new medium-term management plan, the company has reiterated the development of next-generation talent and the building of a compact, lean company. - FY2018ReframedAnnual report
「With “pursuing high profit margins through the market launch of high-value-added and new products,” “establishing highly efficient production by making maximum use of IoT and NPS,” and “developing the people who will lead the next generation and aiming to become a compact, lean company” as the three pillars」
The wording and positioning have changed from the previous “developing people who take on challenges” to “developing the people who will lead the next generation” and building a compact, lean company under the new medium-term management plan. - FY2017RestatedAnnual report
「With “expanding sales to pursue new growth,” “creating new demand through high-function products and highly efficient production,” and “developing people who take on challenges” as the three pillars」
The company continues to identify the development of people who take on challenges as one of the three pillars of its medium-term management plan. - FY2016First statedAnnual report
「With “expanding sales to pursue new growth,” “creating new demand through high-function products and highly efficient production,” and “developing people who take on challenges” as the three pillars」
The company has identified the development of people who take on challenges as one of the three pillars of its medium-term management plan.