Strategy for Improving the Internal Culture and Developing Human Resources
First written in FY2017. 4 of 8 entries say "Advanced", first in FY2021. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「During the fiscal year, we provided overseas subsidiary training for junior engineers aimed at enabling them to engage in product development from a global perspective. Going forward, we plan to establish a formal training programme for junior employees at overseas locations.」
Training was provided at an overseas subsidiary for junior engineers, and plans were also announced to establish a formal training programme for junior employees at overseas locations. - FY2025SoftenedAnnual report
「In April 2023, we introduced a new personnel evaluation system ahead of schedule based on the perspective of the “Human Resources Vision.” From fiscal 2027, we plan to introduce a new human resources system, with a revised personnel framework reflecting the policies of the “Human Resources Vision” and “Developing Human Resources to Lead the Next Generation.”」
The new human resources system that FY2024 described as planned for introduction from fiscal 2025 was described in FY2025 as planned for introduction from fiscal 2027, indicating that the timeline had been deferred. Meanwhile, numerical targets for development and appointment, such as the participation rate in English conversation training and the percentage of female managers, became more specific. - FY2024AdvancedAnnual report
「In April 2023, we introduced a new personnel evaluation system ahead of schedule based on the perspective of the “Human Resources Vision.” From fiscal 2025, we plan to introduce a new human resources system, with a revised personnel framework reflecting the policies of the “Human Resources Vision” and “Developing Human Resources to Lead the Next Generation.”」
Following the early introduction of the new personnel evaluation system in April 2023, plans were disclosed to introduce a new system from fiscal 2025 reflecting the Human Resources Vision and the development of next-generation talent. - FY2023AdvancedAnnual report
「In March 2023, we established our “Human Resources Vision,” which defined the type of personnel we seek through 3 values: “Change,” “Customer Focus” and “Co-creation.” By firmly sharing these values, we aim to strengthen our ability to respond to the various changes surrounding our group and individual employees and to achieve transformation and reform, as well as our ability to accomplish things through co-creation without being constrained by organisational or individual boundaries, while continuing to focus on customers and contribute to society through our business.」
A Human Resources Vision consolidating the desired qualities of our personnel into 3 values was established, clarifying the foundation for human resources development, evaluations and human resources system reform. - FY2021AdvancedAnnual report
「The COVID-19 pandemic provided an opportunity to introduce telework as a formal system, among other visible reforms to working practices. In addition, we intend to attract talent by broadly seeking outside personnel who can contribute to reforming our group and by providing diverse working-style options rather than insisting on conventional full-time employment. In particular, with a view to medium- to long-term growth, the need for “IT-integrated talent” capable of driving corporate transformation by making effective use of IT, a factor that previously received little consideration in discussions of our business, has been advocated. We will work to acquire and develop this “IT-integrated talent.”」
In addition to introducing telework as a formal system, diverse working-style options and the acquisition and development of IT-integrated talent were explicitly identified as human resources measures. - FY2020RaisedAnnual report
「To that end, we will work to become an “open organisation.” We believe it is essential for each employee to look beyond organisational barriers and outside the company and to accurately grasp the society around us and the changes taking place in it. In addition, we will broadly seek outside talent that can contribute to reforming our group, step up year-round career hiring and make every effort not to fall behind in the current competition for talent. In particular, with a view to medium- to long-term growth, the need for “IT-integrated talent” has been advocated in the IT field, which previously received little consideration in discussions of our business. We will work to acquire and develop this IT-integrated talent.」
In addition to strengthening employees’ collective capabilities, appointing women and raising compliance awareness, the scope of human resources measures expanded to include becoming an open organisation, year-round career hiring, and the acquisition and development of IT-integrated talent. - FY2018RaisedAnnual report
「In addition to strengthening the collective capabilities of employees, actively appointing women and raising awareness of compliance, we will broadly seek outside talent that can contribute to reforming our group, step up year-round career hiring and make every effort not to fall behind in the current competition for talent.」
In addition to conventional employee education, the appointment of women and stronger compliance awareness, the acquisition of outside talent and year-round career hiring were added as measures. - FY2017First statedAnnual report
「We will advance our “Strategy for Improving the Internal Culture and Developing Human Resources,” focusing on strengthening the collective capabilities of employees, actively appointing women and raising awareness of compliance.」
The collective capabilities of employees, the appointment of women and compliance awareness have been identified as human resources and organisational measures.