Developing Talent and Infrastructure to Support Global Expansion
First written in FY2016. 11 of 19 entries say "Restated". Latest entry: FY2026.
Toyo Denki Seizo K.K.(Toyo Electric Mfg.Co.,Ltd.) moved to the "Worse" side of this theme in 2022, 2 years before the typical company in this theme (2024).
36 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In the fiscal year ending May 2026, we held group workshops in which employees shared their career perspectives, with the aim of building networks among employees.」
As human capital initiatives, the company provides career and skills training for female employees, group workshops and flexible working arrangements, and has expanded its targets for the proportion of women, the employment rate of people with disabilities and the male childcare leave uptake rate for the fiscal year ending May 2030. In the fiscal year ended May 2026, the figures were 34.8% for section-chief-level positions, 10.3% for management-level positions and 64.3% for the male childcare leave uptake rate. - FY2025AdvancedAnnual report
「The childcare leave uptake rate among male employees for the fiscal year was 62.5%, an increase of 19.6 percentage points year on year.」
Human capital initiatives have expanded in scope, including a 62.5% childcare leave uptake rate among male employees, targets for the proportion of women, training, career support, and the expansion of engagement surveys to domestic group companies. - FY2024AdvancedAnnual report
「As an immediate target, we aim to increase the proportion of women in administrative divisions, setting targets of at least 25% for section-chief-level positions and at least 8% for management-level positions in fiscal 2026.」
The company has specified measures including the development and recruitment of female management candidates, training and flexible working arrangements, and has set targets for the proportion of women in fiscal 2026. The male childcare leave uptake rate was 42.9%, and the employment rate of people with disabilities was 3.58%. - FY2023ReframedAnnual report
「Under Medium-Term Management Plan 2026, we are undertaking reforms to the personnel system in order to invigorate the organization and its people by securing and retaining diverse talent, developing employees, and placing the right people in the right positions.」
The focus has broadened from developing talent for the future and employees working overseas to a human capital strategy encompassing the acquisition and retention of diverse talent, personnel system reforms, placement of the right people in the right positions, and higher engagement. Targets have also been set for fiscal 2026, including the percentage of female candidates for management positions. - FY2022ReframedAnnual report
「We will work to transform our talent strategy by establishing an organizational structure that supports these initiatives under the new medium-term management plan, strengthening the workforce that forms the core of our management resources, and invigorating the organizational culture.」
The focus has broadened from the previous emphasis on developing talent for the future to transforming the organizational structure, workforce and organizational culture supporting the new medium-term management plan. - FY2021RestatedAnnual report
「(6) Developing talent to lead the future ① Promoting personnel rotation to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
Personnel rotation and the development of next-generation executives, employees working overseas and young managers remain key initiatives. - FY2021-Q3RestatedAnnual report
「⑥ Developing talent to lead the future ・Promoting personnel rotation to invigorate the organization ・Strengthening the development of next-generation executives and employees working overseas ・Accelerating the development of young managers who will be key personnel in the organization」
The company continues to implement measures for personnel rotation and the development of next-generation executives, employees working overseas and young managers. - FY2020Reviewing work arrangements during the spread of infectious diseaseAnnual report
「Across the group, we are implementing measures such as staggered working hours and working from home to help prevent the spread of infection while prioritizing employee safety and health and minimizing disruption to production as much as possible.」
Specific measures, including staggered working hours and working from home, have been added to workplace environment and talent initiatives supporting global expansion. - FY2020-Q3RestatedAnnual report
「(6) Developing talent to lead the future ① Establishing and implementing a personnel rotation system to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
The company has reiterated talent measures including personnel rotation and the development of next-generation executives, employees working overseas and young managers. - FY2020-Q1RestatedAnnual report
「(6) Developing talent to lead the future ① Establishing and implementing a personnel rotation system to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
The company has reiterated talent measures including personnel rotation and the development of next-generation executives, employees working overseas and young managers. - FY2019RestatedAnnual report
「(6) Developing talent to lead the future ① Establishing and implementing a personnel rotation system to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
The company has reiterated talent measures including personnel rotation and the development of next-generation executives, employees working overseas and young managers. - FY2019-Q1RestatedAnnual report
「(6) Developing talent to lead the future ① Establishing and implementing a personnel rotation system to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
The company has reiterated talent measures including personnel rotation and the development of next-generation executives, employees working overseas and young managers. - FY2018ReframedAnnual report
「(6) Developing talent to lead the future ① Establishing and implementing a personnel rotation system to invigorate the organization ② Strengthening the development of next-generation executives and employees working overseas ③ Accelerating the development of young managers who will be key personnel in the organization」
Measures to develop talent supporting global expansion have been specified as organizational revitalization initiatives, including personnel rotation, development of next-generation executives and employees working overseas, and accelerated development of young managers. - FY2018-Q3RestatedAnnual report
「6. Developing talent to support global expansion ・Securing next-generation talent and building a capability development system ・Establishing work and living environments that support global business development and expansion」
The company has reiterated measures for securing and developing talent and establishing infrastructure to support global expansion. - FY2018-Q2RestatedAnnual report
「6. Developing talent to support global expansion ・Securing next-generation talent and building a capability development system ・Establishing work and living environments that support global business development and expansion」
The company has reiterated measures for securing and developing talent and establishing infrastructure to support global expansion. - FY2017-Q3RestatedAnnual report
「・Securing next-generation talent and building a capability development system ・Establishing work and living environments that support global business development and expansion」
The company has reiterated measures for securing and developing talent and establishing infrastructure to support global expansion. - FY2017-Q2RestatedAnnual report
「・Securing next-generation talent and building a capability development system ・Establishing work and living environments that support global business development and expansion」
The company has reiterated measures for securing and developing talent and establishing infrastructure to support global expansion. - FY2017-Q1RestatedAnnual report
「・Securing next-generation talent and building a capability development system ・Establishing work and living environments that support global business development and expansion」
The company has reiterated measures for securing and developing talent and establishing infrastructure to support global expansion. - FY2016First statedAnnual report
「6. Developing talent to support global expansion • Secure next-generation talent and establish a capability-development system • Develop working and living environments that support global business promotion and expansion」
The initiatives cover securing next-generation talent, establishing a capability-development system and improving working and living environments that support overseas expansion.