Human Capital and Organizational Transformation for the Second Founding Phase
First written in FY2023. 2 of 4 entries say "Advanced", first in FY2024. Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 12 companies on the "Worse" side.
105 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Employee engagement score: global positive response rate 66%; fiscal year ending March 2031: positive response rate of 65% or more」
Honda revised its human capital management indicators and disclosed an actual employee engagement rate of 66% for the fiscal year ending March 2026 and a target of 65% or more for the fiscal year ending March 2031. The ratio of female managers was 2.1 times the level in the fiscal year ending March 2021, and the target of 4 times for the fiscal year ending March 2031 was maintained. - FY2025ReframedAnnual report
「In addition, from the fiscal year ending March 2025, Honda established an advisory body to the Management Committee to consider material issues concerning people and the organisation, thereby strengthening the linkage between management and business strategies and its talent strategy.」
Honda reorganised its human capital theme around global KGIs and KPIs, 4 key themes, and oversight by an advisory body to the Management Committee. Based on actual results, the target for the ratio of female managers in the fiscal year ending March 2026 was revised from 3.0 times to 2.1 times, while the target of 4 times for the fiscal year ending March 2031 was maintained. - FY2024AdvancedAnnual report
「Honda has established management control indicators (KGIs) and target values to measure the achievement of its human capital priorities, and defined its talent strategy, initiatives and initiative KPIs as a single integrated narrative for achieving those targets. KGIs and related initiative KPIs are monitored regularly within the management control framework, and Honda will review indicators and target values and revise or add initiatives as necessary, implementing the PDCA cycle.」
Honda has translated its human capital theme into a management framework linking talent priorities, KGIs, initiative KPIs, regular monitoring and the PDCA cycle. It also specifies talent acquisition in priority areas, reskilling and upskilling, and investment in human resources. - FY2023First statedAnnual report
「The Honda Group positions its current business environment as a “second founding period” and is pursuing initiatives to transform itself into “a company capable of enabling new growth and value creation.” In its people and organisation strategy, Honda has also established the vision of “evolving our people and culture to accelerate corporate transformation.” By drawing out to the fullest extent the strong aspirations, passion and spirit of challenge of employees as “independent individuals,” Honda aims to further evolve into an innovative and attractive corporate culture that can “enjoy change.”」
Honda has disclosed human capital strategy as a standalone issue and indicated a policy of developing and promoting internally, as well as recruiting externally, talent for electrification and new value-creation fields. The target for employee engagement in Japan is an average score of at least 3.5 on a 5-point scale, compared with an actual score of 3.48 in fiscal 2021.