Global Talent Deployment and the Development and Advancement of Diverse Talent
First written in FY2017. 6 of 11 entries say "Advanced", first in FY2018. Latest entry: FY2026.
Panasonic Holdings moved to the "Worse" side of this theme in 2022.
6 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In fiscal 2025, the company implemented workforce optimization involving approximately 12,000 employees as part of its Group management reforms. Going forward, it will link this to long-term competitiveness initiatives, including redeployment to growth areas and the acquisition of required capabilities.」
Human capital management was given concrete form through workforce optimization involving approximately 12,000 employees, redeployment to growth areas, skills visualization, reskilling and reassignment. The UNLOCK metric was 43%, with targets of 60% in fiscal 2028 and 70% in fiscal 2031. - FY2025AdvancedAnnual report
「To transform the organizational culture and realize a state in which employees proactively and boldly take on challenges and maximize their abilities, the company established the UNLOCK metric as a key indicator (fiscal 2024: 43% globally).」
Human capital management was given concrete form through the management of indicators including the UNLOCK metric, the diversity ratio of the management team and the proportion of women in management positions. Targets were set for the UNLOCK metric of 60% in fiscal 2027 and 70% in fiscal 2030, and for the proportion of women in management positions in Japan of 12% in 2028 and 16% in 2031. - FY2025-H1RestatedAnnual report
「The Group is also strengthening its management foundation through initiatives to accelerate human capital management and enhance competitiveness.」
The company reaffirmed its policy of accelerating human capital management and competitiveness initiatives to strengthen the Group's management foundation. - FY2024AdvancedAnnual report
「The company aims to raise this index to a globally leading level of at least 80% in fiscal 2030. Survey results have been trending upward year by year, with the employee engagement index at 68% in fiscal 2023 and the index indicating an environment that enables employees to perform at their best at 66%.」
The human resources strategy progressed toward management centered on employee well-being, with targets including engagement of at least 80% in fiscal 2030 and actual results of 68% and 66% in fiscal 2023. - FY2023ReframedAnnual report
「We believe that the source of these elements is employee well-being, meaning a state in which each employee is healthy both physically and mentally and feels happiness and a sense of purpose through opportunities to take on challenges. We position this as a prerequisite for autonomous, responsible management.」
The framework was reorganized from a human resources strategy centered on the Global Talent Database and human resources platform to one centered on well-being, including PLP, capabilities, employee engagement, the working environment and diverse talent. In fiscal 2022, the positive response rates were 67% for employee engagement and 65% for the environment that enables employees to perform at their best. - FY2022ReframedAnnual report
「Specifically, the company positions talent development and Diversity, Equity & Inclusion (hereinafter, "DEI") as important management initiatives. Beginning with the formulation of the aforementioned policy, it will pursue new DEI initiatives from three perspectives: top-level commitment, creating an inclusive workplace in which individual characteristics are valued, and support for each individual.」
The framework was expanded from initiatives centered on the Global Talent Database and human resources platform to a human resources strategy encompassing DEI, talent development, the workplace environment and individual support. - FY2021AdvancedAnnual report
「The company is also building a Global Human Resources Platform as a system for developing people who can work globally regardless of age, length of service or nationality. By using the Global Talent Database to visualize and make human resources management information available, the company aims to enable deployment and promotion across countries, regions and companies, as well as career and capability development, and to raise the standard of human resources management and enhance organizational capabilities.」
Individual initiatives such as the Global Talent Database progressed toward an integrated system known as the Global Human Resources Platform. - FY2020AdvancedAnnual report
「The company is also building a Global Human Resources Platform as a system for developing people who can work globally regardless of age, length of service or nationality. By using the Global Talent Database to visualize and make human resources management information available, the company aims to enable deployment and promotion across countries, regions and companies, as well as career and capability development, and to raise the standard of human resources management and enhance organizational capabilities.」
Individual initiatives such as the Global Talent Database progressed toward an integrated system known as the Global Human Resources Platform. - FY2019RestatedAnnual report
「In each region, the company is accelerating talent deployment and career development across companies and countries by promoting Talent Management Committees led by local leaders. It is also introducing in stages systems such as a Global Talent Database that makes individual employees' skills and experience visible, and Performance Management.」
The company reaffirmed its policy of developing and promoting diverse talent and introducing Talent Management Committees, a talent database and Performance Management. - FY2018AdvancedAnnual report
「Specifically, the company is accelerating talent deployment and career development across companies and countries by promoting and strengthening, under local leadership, Talent Management Committees composed of the heads of each region. It is also introducing in stages systems such as a Global Talent Database that makes individual employees' skills and experience visible, and Performance Management, which measures performance and accelerates talent development based on a globally shared approach.」
The global talent initiatives were given concrete form through the introduction and operation of Talent Management Committees, a talent database and Performance Management. - FY2017First statedAnnual report
「It is important to create an environment and systems in which diverse talent can thrive, and to develop and promote the best people regardless of nationality or length of service. The company will accelerate global talent deployment across countries and regions and introduce systems, including a global talent database, to support this effort.」
The company identified the development and promotion of diverse talent, deployment across countries and regions, and the introduction of a global talent database as human resources initiatives.