Continuous development of people who learn, think and act independently
First written in FY2018-Q1. 6 of 13 entries say "Advanced", first in FY2023. Latest entry: 2026-10-01.
The whole theme swung hardest in 2019: 1 of 7 companies on the "Worse" side.
0 other companies' latest entry also says "Cited as achieved".
- 2026-10-01Cited as achievedwww.denso.com
「株式会社デンソーは、9月22日から9月27日まで中国の上海で開催された第48回技能五輪国際大会において、「産業用制御システム」（日本代表）で銀メダル、「ロボットシステムインテグレーション」（日本代表）で銅メダル、「産業機械」（日本代表）、「CNC旋盤」（タイ代表・ベトナム代表）、「CNCフライス盤」（ベトナム代表）、「産業用制御システム」（インドネシア代表）、「自律移動ロボット」（日本代表）、およ」
技能五輪での複数職種の入賞実績を、自ら学び考え行動する人材の育成・技能向上の具体的な成果として示している。 - 2026-07-13AdvancedM&A and Subsidiary Changes
「reinforce the foundations for human capital development」
The company presents reinforcement of the foundations for human capital development as a specific measure through the consolidation and reorganization of software development functions. - FY2026AdvancedAnnual report
「The overall positive response rate in the Company's engagement survey rose from 70% in fiscal 2021 to 78% in fiscal 2025, and the Company is working toward a target of 80% in fiscal 2030.」
The positive response rate for employee engagement reached 78%, and the Company set a fiscal 2030 target of 80%. It has also specified changes to its human capital portfolio, including targets of certifying 100% of digital-capable employees and appointing non-Japanese nationals as 50% of overseas site heads by fiscal 2030. - FY2025AdvancedAnnual report
「The Company is advancing a large-scale shift of approximately 4,000 employees into its priority electrification and software fields by fiscal 2025 through a combination of increased hiring and internal recruitment. In the software field in particular, approximately 220 engineers had taken on the challenge of transitioning from hardware to software engineering through the software reskilling program by fiscal 2024.」
The Company has specified results and targets for its human capital initiatives, including the shift of approximately 4,000 employees into electrification and software by fiscal 2025, approximately 220 transitions into software roles, and approximately 5,300 participants in DX training. - FY2024AdvancedAnnual report
「The positive response rate for "job satisfaction and a positive view of work styles" and "satisfaction with the workplace and attachment to the Company" rose from 70% in fiscal 2021 to 75% in fiscal 2023, and the Company aims to reach 78% in fiscal 2025.」
The positive response rate for engagement rose from 73% in fiscal 2022 to 75% in fiscal 2023, representing progress toward the fiscal 2025 target of 78%. The number of female managers also increased to 153 in technical and administrative positions and 152 in skilled positions, with a target of 200 in each category in fiscal 2025. - FY2024-Q1RestatedAnnual report
「The 2025 medium-term policy focuses on human resources. The Company believes that developing people who can turn plans into results, strongly promoting diversity and inclusion, and building an organization resilient to change and full of vitality will bring together the capabilities of each employee and drive the execution of the policy.」
The Company has reconfirmed its focus under the 2025 medium-term policy on developing people, diversity and inclusion, and building an organization resilient to change. - FY2023AdvancedAnnual report
「The positive response rate for work engagement in fiscal 2022 rose 3% from fiscal 2021. Actual result (fiscal 2022): 73%; target (fiscal 2025): 78%; fiscal 2025: 200 managers and 200 section leaders or above」
Under the human resources and organizational transformation program "PROGRESS," the positive response rate for work engagement improved to 73%, and the number of female managers reached 139 in technical and administrative positions and 136 in skilled positions. The Company also outlined initiatives targeting fiscal 2030, including visualizing approximately 500 categories of expertise and approximately 15,000 employees, and achieving a 50% local-hire ratio among overseas site heads. - FY2018ReframedAnnual report
「Management transformation: five pillars: 1. Strengthening the vehicle perspective and cross-functional capabilities; 2. Reforming advanced R&D capabilities; 3. Evolving business divisions and creating a small but strong headquarters; 4. Renewing global management; 5. Major reform of work styles」
The Company reorganized its medium-term policy from the former expression, "continuous development of people who learn, think, and act independently," into pillars of management transformation under its 2025 long-term vision, including "major reform of work styles." - FY2018-Q3RestatedAnnual report
「The consolidated companies formulated a medium-term policy with 2018 as the target year, setting out “contributing to society through the environment, safety and security,” “advancing technology development and manufacturing to meet diverse needs” and “continuously developing people who learn, think and act independently,” and are pursuing these activities.」
The Company continues to position the continuous development of people who learn, think, and act independently as a pillar of its medium-term policy. - FY2018-Q2RestatedAnnual report
「The consolidated companies formulated a medium-term policy with 2018 as the target year, setting out “contributing to society through the environment, safety and security,” “advancing technology development and manufacturing to meet diverse needs” and “continuously developing people who learn, think and act independently,” and are pursuing these activities.」
The Company continues to position the continuous development of people who learn, think, and act independently as a pillar of its medium-term policy. - FY2018-Q1First statedAnnual report
「The consolidated companies formulated a medium-term policy with 2018 as the target year, setting out “contributing to society through the environment, safety and security,” “advancing technology development and manufacturing to meet diverse needs” and “continuously developing people who learn, think and act independently,” and are pursuing these activities.」
The Company identified, for the first time, the continuous development of people who learn, make decisions, and act independently as the third pillar of its medium-term policy with 2018 as the target year.