Talent Development through OJT and Training and Support for Diverse Work Styles
First written in FY2024. 3 of 5 entries say "Advanced", first in 2026-05-19. Latest entry: 2026-06-25.
- 2026-06-25AdvancedShare Issuance and Disposal
「The total of 1,191 stock acquisition rights was established as part of human capital investment for the medium- to long-term growth of the Group, with a view to ensuring their effectiveness as incentives for securing and retaining personnel and improving performance for 157 eligible employees.」
As a specific human-capital initiative, the company introduced tax-qualified stock options for 157 employees as incentives to secure and retain personnel and improve performance. - FY2026AdvancedAnnual report
「The company has identified five pillars of its management strategy: “strengthening competitiveness through quality,” “improving productivity and optimizing costs,” “expanding high-value-added markets,” “strengthening global operations,” and “strengthening organizational and human resource capabilities,” and is working to enhance corporate value.」
In addition to OJT, training and support for diverse working styles, the company has positioned strengthening human resource and organizational capabilities as one of the five pillars of its management strategy, and is developing evaluation and training systems and next-generation managers. - 2026-05-19AdvancedManagement Planning
「Developing evaluation and training systems and promoting the development of next-generation managers」
In addition to existing on-the-job training, other training programs and initiatives supporting diverse work styles, the company has identified the development of evaluation and training systems and next-generation managers as measures under the medium-term plan. - FY2025Human Capital Metrics DisclosedAnnual report
「Percentage of female employees in management positions (%) - Percentage of male employees taking childcare leave (%) 50.0 Gender pay gap (%) All employees Regular employees Part-time and fixed-term employees 71.8 74.3 64.7」
The company discloses a 50.0% rate of male employees taking childcare leave and gender pay gaps of 71.8%, 74.3% and 64.7%; the percentage of female employees in management positions is shown as “-”. - FY2024First statedAnnual report
「We aim to develop people who act with awareness and initiative. In addition to workplace education through OJT, we provide training tailored to employees’ roles to improve their capabilities, knowledge and expertise. We respect each individual’s dignity and human rights and aim to create a corporate environment in which all employees can demonstrate their abilities, without unfair discrimination based on gender, beliefs or social status in recruitment, employment or promotion. We will continue to promote the participation of employees with disabilities and female employees, establish support systems that take work-life balance into account, including support for childbirth, childcare and nursing care, and encourage employees to take paid leave.」
For human capital, the company systematically describes for the first time, as standalone initiatives, capability development through OJT and training, promotion of the participation of employees with disabilities and female employees, childcare and nursing-care support, and encouragement of paid-leave utilization.