Securing and developing global talent and specialist engineers
First written in FY2016. 7 of 8 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2025: 16 of 63 companies on the "Worse" side.
60 other companies' latest entry also says "Restated".
- FY2026RestatedAnnual report
「Our corporate group is promoting talent development and retention support through both graduate recruitment and mid-career recruitment. We are also working to actively appoint local employees to executive positions at each site.」
The company continues to identify securing and developing specialist engineers and global talent as a risk, with graduate and mid-career recruitment, the appointment of local talent to executive positions, and retention support as countermeasures. - FY2025RestatedAnnual report
「Our corporate group has high overseas ratios for both sales and manufacturing. To continue developing the business amid intense competition, it is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations. However, if the declining working-age population in recent years due to the declining birthrate and ageing population makes it difficult to secure and develop talent, this could affect our corporate group’s business activities over the long term.」
The company continues to identify securing and developing specialist engineers and global talent as a risk. - FY2024RestatedAnnual report
「It is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations. However, if the declining working-age population due to the declining birthrate and ageing population in recent years makes it difficult to secure and develop talent, this could affect our corporate group’s business activities over the long term.」
The company continues to identify securing and developing specialist engineers and global talent as a risk. - FY2021RestatedAnnual report
「To continue developing the business amid intense competition, it is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations.」
Securing and developing global talent and specialist engineers remains an ongoing issue. - FY2020RestatedAnnual report
「To continue developing the business amid intense competition, it is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations.」
Securing and developing global talent and specialist engineers remains an ongoing issue. - FY2019RestatedAnnual report
「To continue developing the business amid intense competition, it is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations.」
Against a backdrop of high overseas sales and overseas production ratios and growth in the die-cast parts business, securing and developing global talent and specialist engineers remains an issue. - FY2018RestatedAnnual report
「To continue developing the business amid intense competition, it is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations.」
Against a backdrop of high overseas sales and overseas production ratios and growth in the die-cast parts business, securing and developing global talent and specialist engineers remains an issue. - FY2016First statedAnnual report
「It is necessary to secure and develop engineers with high levels of expertise who can work internationally, as well as personnel skilled in global management strategy and organisational operations.」
The company identifies the potential difficulty of securing and developing talent due to Japan’s declining birthrate, ageing population, and shrinking working-age population as a risk.