Management reform through employee development and motivation
First written in FY2016. 2 of 6 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 3 of 10 companies on the "Worse" side.
5 other companies' latest entry also says "Other".
- FY2026Human resources strategy specifiedAnnual report
「Passing on “passion” and “expertise”: To pass on to the next generation the “passion for cars” and “commitment to uncompromising quality” cultivated through motorsports and other activities, we are enhancing careful on-the-job training by senior employees and in-house training on product knowledge and market trends.」
The company has specified its conventional training and health-oriented management policies through human resources development, on-the-job training, product and market training, sound sales ethics and a culture that recognizes employees for taking on challenges. - FY2023AdvancedAnnual report
「Since our founding, we have provided training tailored to employees' roles and experience under the motto “People are Weds' greatest asset.” From the perspective of health-oriented management, we aim to create a workplace where all employees can work with peace of mind and vitality.」
In addition to its conventional policies on motivation and work-style reform, the company specifies training by role and experience, health-oriented management and the creation of a comfortable workplace. - FY2021RestatedAnnual report
「From this perspective, partly as a measure to prevent COVID-19 infections, we have responded to recent work-style reforms by introducing partial telework and staggered working hours and improving operational efficiency through effective use of IT. We will secure and train personnel with an eye to the future, aiming to become a company where employees can achieve prosperity through a healthy work-life balance.」
The company continues its policies of improving employee motivation, securing and training personnel, and pursuing work-style reforms, using telework, staggered working hours and IT utilization as specific measures. - FY2020AdvancedAnnual report
「From this perspective, partly as a measure to prevent COVID-19 infections, we have responded to recent work-style reforms by introducing partial telework and staggered working hours and improving operational efficiency through effective use of IT. We will secure and train personnel with an eye to the future, aiming to become a company where employees can achieve prosperity through a healthy work-life balance.」
Specific measures, including telework, staggered working hours, IT utilization and responses to work-style reforms, have been added to the employee motivation and human resources development policies. - FY2018RestatedAnnual report
「The emerging new era will bring an operating environment in which economic globalization and market maturity advance further, making demand growth more difficult. For our group to survive and achieve further growth as a leading company in the automotive accessories wholesale industry in the 21st century, management reform driven by higher employee motivation is essential. From this perspective, we will promote the Weds Renaissance initiative and work to become a company where employees can achieve prosperity.」
The company continues to position higher employee motivation, the Weds Renaissance initiative and human resources development as the foundation of management reform. - FY2016First statedAnnual report
「The emerging new era will bring an operating environment in which economic globalization and market maturity advance further, making demand growth more difficult. For our group to survive and achieve further growth as a leading company in the automotive accessories wholesale industry in the 21st century, management reform driven by higher employee motivation is essential. From this perspective, we promoted the Weds Renaissance initiative with the goal of making the period leading up to our 50th anniversary a year of major growth, and have worked to become a company where employees can achieve prosperity.」
The company identifies improving employee motivation through the Weds Renaissance initiative, together with human resources development toward its 50th anniversary and the subsequent 50 years, as key priorities.