Talent Development, Employee Engagement and a Supportive Workplace Environment
First written in FY2023. 1 of 3 entries say "Advanced", first in FY2024. Latest entry: FY2026.
The whole theme swung hardest in 2020: 3 of 9 companies on the "Worse" side.
3 other companies' latest entry also says "Other".
- FY2026Aligning the Talent Strategy with Management Capital and the Business StrategyAnnual report
「The Group regards its people as its most important management capital for creating corporate value and is pursuing a talent strategy aligned with its business strategy. Securing and developing talent to support its new product development and planning and proposal capabilities is a key issue. The Group has established training programs designed to help employees acquire the specialized knowledge required for each year of service, position and job function, which is necessary for each employee to maximize their capabilities. It also provides a wide range of educational opportunities to support employees' autonomous career development and is working to foster an organizational culture in which diverse talent can thrive.」
The Group positioned talent as its most important management capital and stated its policy of aligning its talent strategy with its business strategy to support new product development and planning and proposal capabilities. It listed training, the acquisition of specialized knowledge, autonomous career development and fostering an organizational culture in which diverse talent can thrive as initiatives. - FY2024AdvancedAnnual report
「For new graduates, the Group provides opportunities to learn management policies directly from directors through first-, second- and third-year training programs. Thereafter, each business site provides regular opportunities to learn through sharing management policies and issues with directors.」
Regarding its talent development and engagement policies, the Group disclosed specific initiatives including training for employees in their first through third years after graduation, meetings for managers, the sharing of management policies, mid-career recruitment, women's advancement, telework and reduced-hours work, monitoring engagement, and investment in health management. - FY2023First statedAnnual report
「The Group is working to develop its talent based on the recognition that its people are the source of corporate value. Specifically, it has established training programs designed to help employees acquire the specialized knowledge required for each year of service, position and job function, which is necessary for acquired talent to maximize its capabilities. It also provides a wide range of educational opportunities to support each employee's autonomous career development, while regularly reviewing its personnel systems so that the resulting achievements are reflected in compensation and other employment terms. In addition, to improve employee engagement, well-being and retention, the Group is working to establish systems that enable each employee to find purpose in their work and fully demonstrate their capabilities while maintaining work-life balance, create a supportive workplace environment in which employees can continue working with peace of mind, and provide an environment that enables flexible working regardless of time or location.」
The Group positioned talent as the source of corporate value and newly disclosed in a systematic manner its training programs, diverse educational opportunities, personnel system reviews, initiatives to improve engagement and well-being, work-life balance and flexible working arrangements.