Global Talent Development, Transfer of Technical Expertise, and Diversity
First written in FY2016. 6 of 7 entries say "Advanced", first in FY2019. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 38 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「To achieve the “Group Vision 2030,” we are targeting the level of high-performing global companies and working to create a better internal environment, with a goal of having at least 50% of consolidated employees in fiscal 2030 exceed the global average on both outcome metrics (fiscal 2025 actual: 36%).」
In human capital, the percentage of employees with high levels of both employee engagement and workplace satisfaction has been updated from 29% to 36%, while the target of more than 50% by fiscal 2030 remains unchanged. HR and DE&I policies have also been established. - 2026-05-12AdvancedEarnings presentation materials
「The active group ratio improved substantially to 36% in fiscal 2025 (+5 pts year on year), exceeding the average for Japanese companies」
The active group ratio, a KPI for human capital initiatives, rose from 29% in the previous fiscal year to 36%. - FY2024AdvancedAnnual report
「To realise the Group Vision 2030, the company is working to create a better social environment, targeting the level of high-performing global companies and setting a goal for the consolidated percentage of employees whose results on both outcome metrics exceed the global average to be at least 50% in fiscal 2030, compared with 29% in fiscal 2023.」
For its human capital initiatives, the company set a numerical target of more than 50% of employees having both a supportive work environment and high employee engagement in fiscal 2030, and disclosed the fiscal 2023 result of 29%. - FY2023AdvancedAnnual report
「Human resources are the most important asset supporting the growth scenario, and the company is implementing various initiatives to recruit and develop diverse talent, create an environment in which individuals can demonstrate their attributes and capabilities, and realise people and organisations that continue to take on challenges proactively. A corporate culture is gradually emerging that enables continuous reforms, including renewal of human resources systems, such as assigning people to positions where they can maximise their potential regardless of age.」
In addition to the existing human resources system, the company systematically positioned the recruitment and development of diverse talent, appropriate placement and corporate culture reform as human capital supporting its growth scenario. - FY2022AdvancedAnnual report
「As a key framework supporting future growth, the company introduced a new human resources system from fiscal 2021 based on the concept of “Challenge & Commitment,” enabling employees to take on challenges regardless of age.」
In addition to its human resources development policy, the company introduced a new human resources system from fiscal 2021 that enables employees to take on challenges regardless of age, and promoted assignments that allow employees to realise their potential and the development of a supportive corporate culture. - FY2019AdvancedAnnual report
「Through the Kawasaki Workstyle Innovation initiative (K-Win initiative), the company is working to change employees' mindsets so they can take on challenges boldly, while aiming to establish human resources systems that promote speed and proactive challenges.」
In addition to its existing human resources development and diversity policies, the company identified mindset reform through the K-Win initiative and reform of its human resources systems as specific measures. - FY2016First statedAnnual report
「The company is focusing on the globalisation of its workforce, the recruitment, development and utilisation of personnel with advanced knowledge and experience, and the transfer of technical skills and expertise to younger employees. It is also working to create a diverse workplace environment by promoting the advancement of women, improving work-life balance through childcare support and other measures, and establishing a special subsidiary to provide employment and suitable work for people with disabilities.」
Includes globalisation of the workforce, the transfer of technical skills and expertise, advancement of women, childcare support and employment of people with disabilities.