Advancing Work-Style Reform and Talent Development
First written in FY2017. 3 of 8 entries say "Advanced", first in FY2024. Latest entry: FY2026.
Naito & moved to the "Worse" side of this theme in 2026, the same year as the typical company in this theme.
4 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「In implementing the “Medium-Term Management Plan: Co-Creation Vision 2030,” the company positioned “establishing a next-generation management structure” and “strengthening the organization’s ability to create value” as important management issues and established indicators concerning human capital development and the development of its internal environment.」
The company reorganized its focus in human capital development, shifting from developing specialized and core human capital to establishing a next-generation management structure and strengthening the organization’s value-creation capabilities under Co-Creation Vision 2030. With fiscal 2030 in view, it has established indicators for the organization’s capabilities in value creation, co-creation, delivering results, and deployment. - FY2025AdvancedAnnual report
「Training for selected members aimed at developing future executive candidates Selection of core human capital to lead the future (executive candidates) Planning of preparatory training for candidates for presidents of overseas subsidiaries Assignment of developed overseas managers to local operations Appointment of women as chiefs Appointment of women to management positions Training using an online IT education service Development and appointment of DX personnel」
As fiscal 2025 targets, the company established development and appointment targets for core personnel, overseas managers, women in management positions, and DX personnel, and described training for candidates, overseas training plans, the appointment of women as chiefs, and IT-related online training as results for the fiscal year under review. - FY2025-H1AdvancedAnnual report
「In May, the company began training to strengthen sales capabilities in order to further enhance expertise.」
As a specific measure for human capital development and strengthening expertise, the company began sales capability enhancement training in May. - FY2024AdvancedAnnual report
「To promote the development of specialized and core human capital suited to the times, the company has established the following indicators and targets for human capital development and the development of its internal environment.」
The company gave concrete form to its previous policy on developing specialized and core human capital through indicators and targets for fiscal 2025, including selecting core personnel, developing overseas managers, appointing women to sales and management positions, and developing and appointing DX personnel. - FY2021ReframedAnnual report
「Over this five-year period, the company will seek to expand its share in existing businesses, improve productivity by automating ordering and procurement, logistics and other operations using digital technology, establish an all-in-one business extending from product sales to after-sales services, and become a company that customers rely on and choose as a solution partner for machinery and tools. [Priority issue] 5. Developing specialized and core human capital suited to the times」
The company reframed its focus in human capital development, shifting from qualitative improvements through conventional training and system operation to developing specialized and core human capital suited to the times under the new medium-term management plan. - FY2019RestatedAnnual report
「2. Promoting work-style reform and human capital development (1) Promoting work-style reform Promoting operational improvement activities, improving productivity, and encouraging the use of paid leave (2) Promoting human capital development Ensuring the thorough operation of personnel systems and improving the quality of human capital through training」
The company continues its policy of pursuing work-style reform and human capital development through operational improvement, higher productivity, encouraging the use of paid leave, system operation, and training. - FY2018RestatedAnnual report
「2. Promoting work-style reform and human capital development (1) Promoting work-style reform Promoting operational improvement activities, improving productivity, and encouraging the use of paid leave (2) Promoting human capital development Ensuring the thorough operation of personnel systems and improving the quality of human capital through training」
The company reiterated its policy of making work-style reform and human capital development priority issues and pursuing operational improvement, higher productivity, greater use of paid leave, system operation, and training. - FY2017First statedAnnual report
「2. Promoting work-style reform and human capital development (1) Promoting work-style reform Promoting operational improvement activities, improving productivity, and encouraging the use of paid leave (2) Promoting human capital development Ensuring the thorough operation of personnel systems and improving the quality of human capital through training」
The company identified operational improvement, higher productivity, encouraging the use of paid leave, operation of personnel systems, and improving the quality of human capital through training as priority issues.