Promoting diverse talent, challenge and learning by strengthening human capital
First written in FY2023. 3 of 4 entries say "Advanced", first in FY2024. Latest entry: FY2026.
The whole theme swung hardest in 2020: 5 of 43 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「As part of these efforts, the company launched the selective “Next-Generation Leader Development Programme” in fiscal 2025. The programme is designed to improve the decision-making capabilities required of management talent and consists of 3 stages: “understanding structures,” “strategic thinking” and “decision-making practice.” At each stage, the company provides opportunities to acquire knowledge of logical thinking and business planning, propose solutions to actual business issues, simulate management decision-making, and gain cross-functional and practical experience, with the aim of developing a management perspective and talent capable of learning and putting knowledge into practice independently. The programme, which began in February 2026, has 69 participants.」
The company launched the Next-Generation Leader Development Programme in fiscal 2025, and the February 2026 intake had 69 participants. - FY2025AdvancedAnnual report
「There are 2 core measures in the medium-term human resources strategy: “developing professional talent” and “fostering an organisational culture that maximises performance.”」
The company organised its human capital initiatives around 2 pillars, developing professional talent and fostering an organisational culture, and gave concrete form to its human resources policy, internal recruitment, challenge-based appointments, training and HRBP initiatives. - FY2024AdvancedAnnual report
「In December 2023, the company introduced an engagement survey for all employees to promote autonomous organisational improvement in each organisation and the effective implementation of human resources initiatives.」
For human capital enhancement, the company introduced an engagement survey covering all employees. It also gave concrete form to its initiatives through DE&I events, more than 1,000 employees at overseas locations, and approximately 1,000 cumulative applications to its internal venture programme, of which 4 business commercialisation proposals were adopted. - FY2023First statedAnnual report
「With the recognition that human talent is one of the most important assets underpinning the management platform, the company is working to create talent that can continue to generate value, focusing on strengthening the following 3 areas toward achieving these objectives: “creating an environment where diverse talent can thrive by leveraging individual strengths”; “fostering an organisational culture that encourages challenges without fear of failure and accepts failure”; and “providing educational support for talent that takes the initiative to learn and grow.”」
The company positioned human capital as an important asset underpinning its management platform and newly organised its initiatives around 3 focus areas: diversity, psychological safety and a culture of challenge, and support for self-directed learning.