Employee engagement and business transformation through corporate culture reform
First written in FY2023. 3 of 7 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 3 of 13 companies on the "Worse" side.
21 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To resolve the issues identified through the YUASA PRIDE Project Phase 1, the Company has established the following 3 directions.」
With regard to corporate culture reform, the Company moved to the stage of resolving the issues identified in Phase 1 of YUASA PRIDE through 3 directions: job satisfaction, the shift from individuals to the organisation, and autonomy and choice. - FY2026-H1RestatedAnnual report
「Under corporate culture reform, the Company is raising employee engagement through the YUASA PRIDE Project, focused on improving job satisfaction and respect for people, and is working to develop talent capable of resolving social issues through Connecting Innovation, using comprehensive capabilities, challenges and communication as its keywords.」
The Company continues its corporate culture reform centred on YUASA PRIDE, employee engagement, talent development, and comprehensive capabilities, challenges and communication. - FY2025-H1RestatedAnnual report
「Under corporate culture reform, the Company is advancing the YUASA PRIDE Project, focused on improving job satisfaction and respect for people, to raise employee engagement and develop talent capable of resolving social issues through Connecting Innovation. It is also promoting corporate culture reform using comprehensive capabilities, challenges and communication as its keywords.」
The Company continues its corporate culture reform centred on YUASA PRIDE, employee engagement, talent development, and comprehensive capabilities, challenges and communication. - FY2024AdvancedAnnual report
「As part of creating an environment in which the Group can demonstrate its comprehensive capabilities, embrace challenges and communicate effectively, it is advancing the Integrated Headquarters Development Project for construction of the new head office.」
With regard to corporate culture reform, the initiative became more concrete, progressing from acquisition of the new head office site to advancement of the Integrated Headquarters Development Project. - FY2024-Q2AdvancedAnnual report
「Under corporate culture reform, the Company is advancing the YUASA PRIDE Project (Job Satisfaction and Respect for People Project), raising employee engagement and developing talent capable of resolving social issues through Connecting Innovation. It has also launched a project for construction of a new head office building as one measure to create an environment in which comprehensive capabilities, challenges and communication can be more readily demonstrated.」
The initiative progressed from acquiring the site for the new head office, as reported previously, to launching a project for construction of the new head office building. Efforts to improve engagement and develop talent through YUASA PRIDE are also continuing. - FY2024-Q1RestatedAnnual report
「Under corporate culture reform, the Company is raising employee engagement through the YUASA PRIDE Project (Job Satisfaction and Respect for People Project) and developing talent capable of resolving social issues through Connecting Innovation. The Group also aims to create office environments that promote comprehensive capabilities, challenges and communication across all Group companies. As part of this initiative, it acquired the site for its new head office in April 2023.」
The Company provides specific details on the YUASA PRIDE Project, the development of talent capable of resolving social issues and the creation of office environments across all Group companies as part of its corporate culture reform. - FY2023First statedAnnual report
「The Company is promoting business transformation based on corporate culture reform, digital transformation and sustainability initiatives」
The Company identified corporate culture reform as the foundation for transformation under its new medium-term management plan and, for the first time, independently stated its policy of improving employee engagement, promoting Connecting Innovation and accelerating business transformation.