Major Semiconductor Equipment Manufacturer TOWA Centralizes Domestic and Overseas Talent Data with 'COMPANY Talent Management' Series
TOWA has adopted WHI Holdings' 'COMPANY Talent Management' to centralize its HR data. This enables seamless integration with existing core HR systems, driving data-driven talent allocation and global succession planning.
📋 Article Processing Timeline
- 📰 Published: April 7, 2026 at 20:00
- 🔍 Collected: April 7, 2026 at 11:31
- 🤖 AI Analyzed: April 20, 2026 at 22:29 (322h 58m after Collected)
WHI Holdings, Inc. (Headquarters: Minato-ku, Tokyo; Representative Director and CEO: Tomotaro Anzai) announces that TOWA Corporation (Headquarters: Kyoto City, Kyoto; President and Executive Officer: Muneo Miura; hereinafter "TOWA") has adopted the 'COMPANY Talent Management' series (hereinafter "CTM2.0"), a talent management product of the integrated HR system 'COMPANY'.
With this, TOWA will strengthen its domestic human resources data analysis as a first step, and in the future, expand its efforts to utilize global human resources data, including overseas bases, to realize optimal allocation based on objective information and promote the development of next-generation leaders.
Background of Adopting the 'COMPANY Talent Management' Series
TOWA, a semiconductor packaging company, aims to enhance its corporate value through aggressive investment in human resources, under its long-term vision 'TOWA Vision 2032: Reaching the Summit of the World through Transformation.'
As the company operates business bases domestically and internationally, and amid intensifying global competition for talent, there was a need to sophisticate talent management with an eye on transfers and allocations between overseas bases.
On the other hand, there was no integrated database that could reference human resources information across the globe, and even domestically, there was an issue that organizational and human resources information was not sufficiently utilized for strategic decision-making such as allocation studies and organizational analysis. As a platform to solve these issues, TOWA evaluated the following points and decided to adopt CTM2.0.
- Integration with core HR systems: The ability to instantly utilize and analyze the vast amount of data accumulated in the 'COMPANY' series HR management products, which have been used for about 10 years, without the hassle of integration.
- Standard inclusion of analysis indicators: Various indicators necessary for analyzing human resources data are standardly equipped in the system in advance.
- Future scalability: It has abundant functions that can meet future talent management needs, such as succession planning and 1-on-1s.
Expected Effects
1. Strengthening organizational analysis by building an integrated domestic and international database
By utilizing CTM2.0, TOWA aims to centrally utilize organizational and human resources data linked with the 'COMPANY HR/Payroll' core HR system of the same series, reducing the burden of preparing and processing human resources data, and aiming for faster and more accurate talent utilization.
In addition, by timely grasping and analyzing information on human capital such as organizational diversity, work styles, and talent liquidity based on common analysis indicators, the company intends to advance the sophistication of data-driven decision-making.
First, in Japan, by utilizing this data to promote promotions and appointments that meet the needs of the workplace, the company aims to create an environment where diverse talent can maximize their respective abilities. At the same time, through the planned selection and development of successors using CTM2.0's successor management function, the policy is to accelerate the 'creation of human resources who will lead the next generation' as stated in the medium-term management plan.
In the future, by expanding the management scope to overseas bases and building a global talent database, the company envisions realizing optimal allocation and strengthening recruitment based on global talent portfolio analysis.
2. 'Right person in the right place' based on data...
With this, TOWA will strengthen its domestic human resources data analysis as a first step, and in the future, expand its efforts to utilize global human resources data, including overseas bases, to realize optimal allocation based on objective information and promote the development of next-generation leaders.
Background of Adopting the 'COMPANY Talent Management' Series
TOWA, a semiconductor packaging company, aims to enhance its corporate value through aggressive investment in human resources, under its long-term vision 'TOWA Vision 2032: Reaching the Summit of the World through Transformation.'
As the company operates business bases domestically and internationally, and amid intensifying global competition for talent, there was a need to sophisticate talent management with an eye on transfers and allocations between overseas bases.
On the other hand, there was no integrated database that could reference human resources information across the globe, and even domestically, there was an issue that organizational and human resources information was not sufficiently utilized for strategic decision-making such as allocation studies and organizational analysis. As a platform to solve these issues, TOWA evaluated the following points and decided to adopt CTM2.0.
- Integration with core HR systems: The ability to instantly utilize and analyze the vast amount of data accumulated in the 'COMPANY' series HR management products, which have been used for about 10 years, without the hassle of integration.
- Standard inclusion of analysis indicators: Various indicators necessary for analyzing human resources data are standardly equipped in the system in advance.
- Future scalability: It has abundant functions that can meet future talent management needs, such as succession planning and 1-on-1s.
Expected Effects
1. Strengthening organizational analysis by building an integrated domestic and international database
By utilizing CTM2.0, TOWA aims to centrally utilize organizational and human resources data linked with the 'COMPANY HR/Payroll' core HR system of the same series, reducing the burden of preparing and processing human resources data, and aiming for faster and more accurate talent utilization.
In addition, by timely grasping and analyzing information on human capital such as organizational diversity, work styles, and talent liquidity based on common analysis indicators, the company intends to advance the sophistication of data-driven decision-making.
First, in Japan, by utilizing this data to promote promotions and appointments that meet the needs of the workplace, the company aims to create an environment where diverse talent can maximize their respective abilities. At the same time, through the planned selection and development of successors using CTM2.0's successor management function, the policy is to accelerate the 'creation of human resources who will lead the next generation' as stated in the medium-term management plan.
In the future, by expanding the management scope to overseas bases and building a global talent database, the company envisions realizing optimal allocation and strengthening recruitment based on global talent portfolio analysis.
2. 'Right person in the right place' based on data...