Strengthening recruitment and development at dealerships and expanding the recruitment and promotion of women
First written in FY2017. 4 of 8 entries say "Advanced", first in FY2023. Latest entry: FY2026.
- FY2026AdvancedAnnual report
「In fiscal 2025, we newly established the Human Capital Development Department to strengthen the Group's human capital. In addition to coordinating and supporting recruitment activities at each operating company, planning and conducting education and training, and promoting DE&I, we are strengthening the Group-wide human resources strategy in cooperation with the Human Resources Department.」
In fiscal 2025, the Group established the Human Capital Development Department and created a structure responsible for recruitment support, training and DE&I promotion across the Group. - FY2025AdvancedAnnual report
「In fiscal 2024, in addition to group training such as the elective "Challenge Programme" and "Smile Training," aimed at further developing the skills of younger employees, approximately half of all employees participated in corporate philosophy workshops and deepened their learning for individual and organisational growth. We also conducted training for all store managers and plant managers to strengthen management capabilities,」
In fiscal 2024, the Group expanded its talent development initiatives by conducting Smile Training, corporate philosophy workshops, and training for all store managers and plant managers, in addition to the existing Challenge Programme and management training. - FY2024AdvancedAnnual report
「In fiscal 2023, we expanded the training programme by increasing the number of courses in the elective "Challenge Programme Training" and conducting "Management Enhancement Training" for management personnel. We also introduced a "360° Survey" for management personnel, with the aim of improving and raising the level of their work by reviewing their own management practices.」
In addition to the Challenge Programme introduced in the previous fiscal year, the Group increased the number of courses, conducted management enhancement training and implemented a 360° Survey, expanding its talent development initiatives. - FY2023AdvancedAnnual report
「In fiscal 2022, we conducted training by employee level, ranging from induction training to the development of future leaders, to foster a sense of unity and revitalise human resources following the integration of the dealerships. We also provided training for highly specialised positions, including car-life advisers, who are responsible for sales, and technical staff, who are responsible for vehicle maintenance. In addition, we newly introduced the elective training programme "Challenge Programme,"」
In addition to training by employee level and job type following the integration of the dealerships, the Group newly introduced the elective Challenge Programme, giving greater substance to its talent development initiatives. - FY2022RestatedAnnual report
「To steadily advance these initiatives, we place importance on diversity and are also working to foster an organisational culture in which employees can make the most of their individuality and thrive.」
The Group continues its policy of prioritising diversity and fostering an organisational culture in which employees can make the most of their individuality and thrive. - FY2021RestatedAnnual report
「To steadily advance these challenges, we will place importance on diversity and work to foster an organisational culture in which Group employees can make the most of their individuality and thrive.」
The Group continues to prioritise diversity and foster an organisational culture in which employees can make the most of their individuality and thrive. - FY2019ReframedAnnual report
「To steadily advance these three goals and challenges, we will place importance on diversity and work to foster an organisational culture in which Group employees can make the most of their individuality and thrive.」
The wording of the human resources policy has broadened from the recruitment and development of CAs and TSs and the recruitment and promotion of women to diversity and fostering an organisational culture that enables employees to make the most of their individuality. - FY2017First statedAnnual report
「To ensure the planned and stable recruitment of car-life advisers (CAs) and technical staff (TS) at the automotive dealerships that form the core of the Group, we will strengthen recruitment activities across the three dealerships, led primarily by the Human Resources Department's Talent Development Group. In terms of talent development, we will also provide appropriate training to improve productivity and technical capabilities, thereby increasing customer satisfaction (CS). In addition, with the aim of creating workplaces where women can thrive, we will expand opportunities for women to join and play active roles in the workforce and will actively promote them.」
Describes a human resources strategy focused on cross-company recruitment and training for CAs and TSs, improving productivity and technical capabilities through education, and expanding the recruitment, participation and promotion of women.