Oversight Structure for Major Global Regions and Development of Local Talent
First written in FY2017-Q1. 8 of 15 entries say "Restated". Latest entry: FY2025.
The whole theme swung hardest in 2020: 2 of 7 companies on the "Worse" side.
9 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「TISP※1 recruits and employees: 120 or more people (cumulative); 87 people」
The number of TISP recruits and employees reached 87, up from 72 in the previous fiscal year, progressing toward the fiscal 2030 target of 120 or more. - FY2024RestatedAnnual report
「The target for 2030 is to have 120 people deployed, compared with 72 in fiscal 2022.」
The targets and results for recruiting, retaining and deploying foreign-national specialists through TISP continue to be stated as before. - FY2023AdvancedAnnual report
「The TISP (Tomioka International Specialist Park) project is being promoted as a core initiative. The project is designed to actively recruit and develop foreign-national specialists and deploy them mainly at Tomioka Plant, the company's mother plant. The target for 2030 is to have 120 people deployed, compared with 72 in fiscal 2022.」
The global talent utilization target has been quantified through TISP, with a target of 120 people in 2030 versus 72 in fiscal 2022. - FY2022RaisedAnnual report
「4) Promotion of personnel innovation ① Establishment of a practical training system responsive to technological innovation and introduction of a job-based employment system to strengthen employee engagement ② Acquisition of strategic talent through organized activities ③ Development of a talent enhancement program and provision of recurrent education programs supporting career planning ④ Incorporation of training successors and interdepartmental collaboration into the evaluation system, and establishment of a cafeteria-style fringe benefits system」
The talent initiatives have been expanded beyond job-based employment, talent enhancement and work-style reform to include practical training, strategic talent acquisition, recurrent education, and evaluation and employee benefits systems. - FY2021RaisedAnnual report
「4) Promotion of personnel innovation ① Strengthening global talent utilization through TISP (Tomioka International Specialist Park) ② Establishment of a talent enhancement program and job-based employment system, and further promotion of work-style reform」
In addition to global talent utilization and TISP, the company explicitly identifies a talent enhancement program, a job-based employment system and work-style reform as initiatives. - FY2019RaisedAnnual report
「4) Promotion of personnel innovation ① Global talent utilization and the TISP (Tomioka International Specialist Park) project ② Further promotion of work-style reform」
Further promotion of work-style reform is being added to global talent utilization and TISP as an initiative under the new medium-term management plan. - FY2019-Q2RestatedAnnual report
「4) Promotion of personnel innovation ① Global talent utilization and the TISP (Tomioka International Specialist Park) project ② Promotion of diversity management」
Global talent utilization, the TISP project and diversity management are restated as human resources innovation initiatives. - FY2019-Q1RestatedAnnual report
「① Global talent utilization and the TISP (Tomioka International Specialist Park) project ② Promotion of diversity management」
Global talent utilization, the TISP project and diversity management are restated as personnel innovation initiatives. - FY2018RaisedAnnual report
「① Global talent utilization and the TISP (Tomioka International Specialist Park) project ② Promotion of diversity management」
The scope of initiatives is being expanded from oversight of major regions worldwide and local talent development to include global talent utilization, TISP and diversity management. - FY2018-Q3RestatedAnnual report
「・Establishment of oversight structures for each major region worldwide and allocation of management personnel ・Rollout of strategic development initiatives for key locally hired personnel」
The policies for oversight of major regions worldwide, personnel allocation and local talent development are restated. - FY2018-Q2RestatedAnnual report
「・Establishment of oversight structures for each major region worldwide and allocation of management personnel ・Rollout of strategic development initiatives for key locally hired personnel」
The policies for oversight of major regions worldwide, personnel allocation and local talent development are restated. - FY2018-Q1RestatedAnnual report
「・Establishment of oversight structures for each major region worldwide and allocation of management personnel ・Rollout of strategic development initiatives for key locally hired personnel」
The policies for oversight of major regions worldwide, personnel allocation and local talent development are restated. - FY2017-Q3RestatedAnnual report
「Building management structures for each major global region, assigning management personnel and implementing strategic development programmes for locally recruited core talent」
The policies for oversight of major regions worldwide, personnel allocation and local talent development are restated. - FY2017-Q2RestatedAnnual report
「Building management structures for each major global region, assigning management personnel and implementing strategic development programmes for locally recruited core talent」
The policies for regional oversight, personnel allocation and local talent development are restated. - FY2017-Q1First statedAnnual report
「Building management structures for each major global region, assigning management personnel and implementing strategic development programmes for locally recruited core talent」
Regional oversight structures, personnel allocation and the development of locally hired talent are being used to establish a global operating structure.