Talent Development Through Career Support and Training by Job Level, and the Active Participation of Diverse Talent
First written in FY2020. 5 of 6 entries say "Advanced", first in FY2021. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「Our Group has defined “creating autonomous, collaborative talent,” “transforming into an attractive company” and “filling key positions” as its three talent materiality issues.」
Organized its human capital initiatives around a new talent vision and three talent materiality issues, and disclosed results including 81 cumulative next-generation leaders, 1,012 cumulative digital talent employees and a 5.8% ratio of women in management positions. Global talent development was assessed as below target, at 59 people against a target of 65. - FY2024AdvancedAnnual report
「To promote management that makes the most of everyone in the CKD Group, we established a new organization, the Talent Strategy Committee, in 2023. In addition, to create a company and workplaces where all employees can work with enthusiasm, we established the Future Talent Project as a subordinate organization of the Talent Strategy Committee, with the aim of defining the desired state and advancing an ideal talent strategy.」
Advanced its talent-focused initiatives through the establishment of the Talent Strategy Committee and Future Talent Project. It also disclosed FY2023 results including work engagement of 48.4, 48 next-generation leaders, 52 global talent employees and 696 digital talent employees. - FY2023AdvancedAnnual report
「Priority area | Metric | FY2025 target | FY2022 actual | Engagement | Work engagement | 52 | 47.9 | Next-generation leader development | Cumulative 81 people | Cumulative 42 people | Global talent development | Cumulative 65 people | Cumulative 50 people | Digital talent development | Cumulative 1,000 people | Cumulative 446 people | Trainees from overseas to Japan | Cumulative 23 people | Cumulative 19 people」
Quantified its talent-focused initiatives through FY2025 targets and FY2022 actual results for work engagement, next-generation leaders, global talent, digital talent and trainees. - FY2022AdvancedAnnual report
「In addition, under the action plan for promoting women’s participation and advancement, we have set a target of at least 10% women in management positions by FY2030 and will promote initiatives toward this goal.」
Added a specific target of at least 10% women in management positions by FY2030 to the talent-focused policy. - FY2021AdvancedAnnual report
「In addition to next-generation leaders and global talent, we will systematically develop digital talent, establish an environment and framework in which all employees can thrive, and focus on creating workplaces that enhance employee engagement.」
Expanded the scope of talent development to include digital talent in addition to next-generation leaders and global talent, identifying an environment in which employees can thrive and improved engagement as specific priorities. - FY2020First statedAnnual report
「We will introduce career plan sheets through which the company supports employees’ career design and provide level-specific training suited to each employee’s role. We will strategically and systematically develop and assign talent with enhanced individual skills, technical capabilities and productivity, including people capable of taking on new challenges and making proposals.」
Positioned talent as an important management resource and, for the first time, comprehensively described career plan sheets, level-specific training and measures to enable diverse talent to demonstrate their capabilities.