Talent Development and Creating a Culture That Embraces Challenges
First written in FY2016. 3 of 6 entries say "Advanced", first in FY2024. Latest entry: FY2026.
4 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Organizationally, we launched a Capacitor Business Division by integrating the xEV and industrial equipment businesses, and established a Technology Development Headquarters with group-wide functions such as manufacturing technology and research and development, thereby promoting the integration of the Group’s intellectual capital.」
The measures for human resource development and the integration of knowledge have progressed to the establishment of a Capacitor Business Division integrating the xEV and industrial equipment businesses and a group-wide Technology Development Headquarters. - FY2025AdvancedAnnual report
「We are working to integrate knowledge across departmental and occupational boundaries. To enable each employee to take on challenges independently and creatively, and to support and leverage those challenges through closer teamwork than ever before, we support these activities by establishing flexible, highly responsive project teams and operating a personnel evaluation and treatment system that recognizes employees who take on challenges.」
The measures for human resource development and fostering a culture of challenge have taken concrete form in cross-functional project teams, the integration of knowledge, and the operation of a system that evaluates employees’ challenging efforts. - FY2024AdvancedAnnual report
「The personnel evaluation and treatment system for recognizing employees who take on challenges, which had already been partially introduced, has been comprehensively systematized and put into operation from fiscal 2024.」
The personnel evaluation and treatment system for recognizing employees who take on challenges was systematized from the partial-introduction stage and reached the start of operation in fiscal 2024. - FY2019RaisedAnnual report
「“We will transform ourselves into a corporate group with a culture of challenge, contribute to society and realize our employees’ dreams through quality-first manufacturing, the development of new technologies and products with an eye to the future, and the promotion of global business expansion.”」
In addition to developing human resources and fostering a culture of challenge, the Group has set out “transforming into a culture of challenge” as its vision for 10 years from now. The new medium-term plan explicitly identifies the acquisition and development of human resources and opportunities for education and professional development as priority measures. - FY2017RestatedAnnual report
「As the Group’s highest-priority issue, we have identified “ensuring and improving safety and quality” and are also working to reform our organizational culture, alongside our organization and activities.」
Organizational and corporate culture reform has been reaffirmed as an initiative supporting the assurance and improvement of safety and quality. - FY2016First statedAnnual report
「We will develop human resources capable of adapting swiftly to any changes in the operating environment. To raise employee motivation and foster a culture of challenge, we will reform our personnel-related systems and improve operational efficiency across departments.」
Human resource development, personnel system reform and improved efficiency across departments are presented as measures to strengthen management functions.