Optimization of Organizational and Production Structures and Utilization of Diverse Talent in Response to Work-Style Reform and the Declining Working-Age Population
First written in FY2019. 5 of 8 entries say "Advanced", first in FY2023. Latest entry: FY2026.
The whole theme swung hardest in 2023: 3 of 20 companies on the "Worse" side.
17 other companies' latest entry also says "Advanced".
- FY2026Added an engagement target to the human capital KPIs and updated resultsAnnual report
「The engagement score for FY2025 was 68.6" "The engagement score target has been set at 72.0 by the end of FY2028, the final year of the company's medium-term management plan.」
For its human capital initiatives, the company disclosed an engagement score of 68.6 and set a target of 72.0 for FY2028. Other results were also updated, including a PKSD participation rate of 25.9%, women accounting for 35.1% of new hires and a disability employment rate of 2.9%. - FY2025Updated human capital KPI resultsAnnual report
「Participation in the problem-solving skills development program was 98.5% in FY2024, the PKSD participation rate was 19.4%, the multiskilling plan implementation rate was 98.0%, and the disability employment rate was 2.9%.」
For its human capital initiatives, the company updated annual results for the problem-solving skills development program, multiskilling, PKSD and disability employment. The proportion of women among new hires was 12.9%, below the target of at least 20%, and the lost-time injury frequency rate was 0.66. - FY2024AdvancedAnnual report
「Targets related to creativity: PKSD participation rate, at least 30%, 8.1%, 13.2%" "Targets related to diversity: women as a percentage of professional and administrative hires, at least 20%, 21.3%, 21.0%; disability employment rate, at least 2.3%, 2.6%, 2.6%」
The company updated targets and results for its human capital initiatives, including the PKSD participation rate, multiskilling, the proportion of women among new hires, the disability employment rate and its problem-solving skills development program, and continued to manage them using measurable indicators. - FY2023AdvancedAnnual report
「Targets related to creativity Target FY2022 result PKSD participation rate: at least 30% 8.1% Targets related to diversity Target FY2022 result Women as a percentage of professional and administrative hires: at least 20% 21.3% Disability employment rate: at least 2.3% (Meeting the statutory employment rate) 2.6%」
The company disclosed specific measurable targets and results for its human resources strategy for the first time, including the PKSD participation rate, the proportion of women among new hires and the disability employment rate. It also set targets for the number of employees holding skills certifications, the frequency rate of industrial accidents and the number of paid leave days taken. - FY2020RestatedAnnual report
「We will build a resilient management structure and management base capable of withstanding changes in the business environment by optimising our organisation and production structure in response to work-style reform and a shrinking labour force, making effective use of diverse talent, strengthening management capabilities for our domestic and overseas businesses, and streamlining operations through cross-group management.」
The continued focus is on building a resilient management base through work-style reform, responses to a shrinking labour force, optimisation of the organisation and production structure, utilisation of diverse talent and stronger management capabilities. - FY2019First statedAnnual report
「We have formulated a new medium-term management plan covering the fiscal years ending March 2020 through March 2024. Under this plan, we will first work to build a resilient management structure and improve the competitiveness and product capabilities of our core products, namely frames, axles and cabs for construction machinery, while using this as a basis to maintain and expand our business rights and promote new businesses. We will also build a resilient management structure and management base capable of withstanding changes in the business environment by optimising our organisation and production structure in response to work-style reform and a shrinking labour force, making effective use of diverse talent, strengthening management capabilities for our domestic and overseas businesses, and streamlining operations through cross-group management.」
The new medium-term management plan specifically identifies work-style reform, responses to a shrinking labour force, optimisation of the organisation and production structure, utilisation of diverse talent, stronger domestic and overseas management capabilities, and cross-group management as key initiatives.