Strengthening the Management Foundation through Talent Acquisition, Education and Development
First written in FY2016. 5 of 14 entries say "Reframed", first in FY2017. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「The company's policy for the period was to "make internal branding function effectively and strengthen the company's competitive advantage in new markets." On 7 November 2025, the company held a training session for all managers. It also conducted training by employee level throughout the year. By sharing its corporate philosophy and brand value through training and other initiatives, the company promoted its external brand strategy, strengthened its competitive advantage, and continued to pursue business expansion and enhanced corporate value.」
It states that, as part of its internal branding initiatives, the company held a training session for all managers on 7 November 2025 and conducted training by employee level throughout the year, linking these initiatives to the sharing of its corporate philosophy and brand value and to its external brand strategy. - FY2026-H1ReframedAnnual report
「The company's policy for the period is to "make internal and external branding function effectively and strengthen the company's competitive advantage in new markets." Based on the corporate philosophy and brand value shared through training by employee level and other initiatives, the company will promote its external brand strategy, strengthen its competitive advantage, expand its business and enhance corporate value.」
The company has framed its policy for strengthening human resources and the organisation as internal and external branding, combining the sharing of its corporate philosophy and brand value through training by position with an external brand strategy. - FY2025AdvancedAnnual report
「In line with this fiscal year's company policy of “strengthening the organisation through internal branding, accurately capturing accelerating market changes, and seeking to improve the quality and efficiency of operations,” we held a training session for all managers on 8 November 2024 to transform employees' awareness and behaviour by helping them understand and share the value of the corporate philosophy and brand. We also conducted training by employee level throughout the year.」
It states that, as part of its internal branding initiatives, the company held a training session for all managers on 8 November 2024 and conducted training by employee level throughout the year. - FY2025-H1ReframedAnnual report
「In line with this fiscal year's company policy of “strengthening the organisation through internal branding, accurately capturing accelerating market changes, and seeking to improve the quality and efficiency of operations,” we will seek to transform employees' awareness and behaviour by helping them understand and share the value of the corporate philosophy and brand through training sessions for employees at different levels and other initiatives, thereby enhancing corporate value and improving performance.」
It reframes the human-resource and organisational strengthening policy as “internal branding,” including sharing the corporate philosophy and brand value and transforming employees' awareness and behaviour through training sessions for employees at different levels and other initiatives. - FY2024ReframedAnnual report
「Because improving each individual's skills is essential to the Group's sustainable growth, we will place emphasis on diversity and focus on human-resource development from 3 perspectives: external, internal and organisational.」
It adds to the human-resource development policy an approach that emphasises diversity and addresses it from 3 perspectives: external, internal and organisational. - FY2023AdvancedAnnual report
「Specifically, we are enhancing internal training, including one-to-one training for new hires, induction training, employee training, management training, compliance training and product training, and are establishing systems and an environment that enable each employee to maximise their abilities. Going forward, alongside improvements in employee treatment and increases in staffing, we will deepen engagement with employees and promote human-resource development within the Group and job satisfaction through measures such as employee satisfaction surveys and the preparation of sales profiles.」
It gives concrete form to human-resource development through one-to-one training and training for new hires, employees, managers, compliance and products, and expands the measures to include improved employee treatment, increased staffing, employee satisfaction surveys and the preparation of sales profiles. - FY2022ReframedAnnual report
「To secure human resources for sustainable growth, we will develop and select management executives and improve employee benefits, including attendance management, pay and the workplace environment. Since sales skills are directly linked to strengthening the Group's competitiveness and differentiating it from industry peers, we will enhance training programmes to strengthen sales capabilities and create opportunities for employees to take on challenges.」
It expands the scope of human-resource development to include developing and selecting management executives, improving employee benefits, sales training and creating opportunities for employees to take on challenges. - FY2020RestatedAnnual report
「Because improving each individual's proposal capabilities is essential to the Group's core sales activities, we will focus on employee education as part of human-resource development and work to enhance our brand strength.」
It reaffirms improving proposal capabilities and developing human resources through employee education as means of enhancing brand strength. - FY2019RestatedAnnual report
「We will provide employee training to improve proposal capabilities, develop and nurture new core products, and create new business models for the next generation of car life.」
It reaffirms human-resource development, including employee training as a specific measure to improve proposal capabilities. - FY2017ReframedAnnual report
「④Personnel Plan Looking Ahead to the Next 10 Years」
It gives concrete form to human-resource development as a personnel plan looking ahead to the next 10 years, including the development and selection of management executives and improvements in employee benefits. - FY2016First statedAnnual report
「Within the company, while developing human resources through enhanced education, we will establish management systems to achieve sustained growth by improving product logistics, optimising inventory levels and implementing further low-cost controls.」
It positions education and human-resource development, together with logistics, inventory and cost management, as components of the management structure for sustained growth.