Difficulty in recruiting and developing global talent
First written in FY2016. 3 of 9 entries say "Restated". Latest entry: FY2026.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Medium term: Number of participants in the Global Management Development Program More than 500 (three-year cumulative) 179 (one-year cumulative) 367 (two-year cumulative)」
The cumulative number of participants in the Global Management Development Program reached 367 over 2 years, approaching the target of more than 500 over 3 years. The percentage of women was 26%, the communication score was 71 points, and the survey participation rate was 92%. - FY2025AdvancedAnnual report
「Long term: Diversity in management Medium term: Women as a percentage of participants in the Global Management Development Program 30 % 26 %」
Regarding its talent strategy, the Group disclosed a 30% target for the percentage of women in the Global Management Development Program, an actual result of 26% for fiscal 2024, 179 participants, an engagement score of 68 points and a participation rate of 90%. - FY2024AdvancedAnnual report
「To enable diverse talent to continue working actively across corporate and national boundaries, the Group will enhance its sense of unity and motivation through engagement surveys covering employees worldwide.」
Responses to talent risks have been made more specific through the establishment of a CPSO, a global talent vision, engagement surveys covering employees worldwide, and management development and succession planning. - FY2023MitigatedAnnual report
「To enable diverse talent to play active roles in the right positions dynamically, the Group has reviewed the human resources systems of its companies and promoted the centralization of talent management and development methods, while also establishing rules and systems to encourage personnel exchanges among Group companies.」
As responses to global talent risks, the Group has made specific measures including the centralization of human resources systems and talent management, exchanges among Group companies, global training and engagement surveys. - FY2021MitigatedAnnual report
「In Japan, the Group had already incorporated online interviews into its recruitment activities before the COVID-19 pandemic in order to increase opportunities to approach students and experienced personnel of various types, enabling it to smoothly shift its recruitment methods even during the pandemic.」
As a response to recruitment risks, the Group specifically describes continuing recruitment activities using online interviews, along with retention and development measures through its evaluation and education systems. - FY2020RestatedAnnual report
「The Group conducts business in more than 30 countries and regions worldwide, and employees at sites outside Japan account for more than 90% of total employees.」
The importance of global talent and ongoing responses through recruitment, evaluation, education and the development of global key talent continue. - FY2019RestatedAnnual report
「The Group conducts business in more than 30 countries and regions worldwide, and employees at sites outside Japan account for more than 90% of total employees.」
The importance of recruiting and developing global talent, along with responses through recruitment, evaluation, education and the development of global key talent, is described in detail. - FY2018RestatedAnnual report
「The Group is working to retain and develop employees by actively recruiting new graduates and experienced personnel throughout the year, enhancing fair evaluation and compensation systems based on its performance management system, expanding various education systems to develop self-directed and global talent, and passing on its manufacturing DNA, thereby establishing mechanisms to improve employee motivation.」
In response to the risk of difficulty in recruiting and developing talent, the Group has set out policies covering recruitment, evaluation and compensation, education systems, and the transfer of its manufacturing DNA. - FY2016First statedAnnual report
「However, competition to continuously recruit the necessary personnel is intense. In Japan, the declining birth rate, aging population and shrinking labor force are factors, while at overseas sites, including those in China, the employment environment is changing rapidly. If recruitment and development of personnel do not proceed as planned, they may have a significant impact over the long term on business expansion, business performance and growth prospects.」
The declining domestic labor force and changes in overseas employment conditions are identified as personnel risks.