Toyo Engineering Begins Using "COMPANY Talent Management" Series
Toyo Engineering has announced the adoption of WHI Holdings' "COMPANY Talent Management" series (CTM2.0). This move aims to build a foundation for integrated management and utilization of human resource data, strengthening talent allocation and development within the company.
📋 Article Processing Timeline
- 📰 Published: April 23, 2026 at 20:05
- 🔍 Collected: April 23, 2026 at 11:31
- 🤖 AI Analyzed: April 24, 2026 at 02:10 (14h 38m after Collected)
WHI Holdings Co., Ltd. (Headquarters: Minato-ku, Tokyo; Representative Director and CEO: Tomitaro Anzai) announces that Toyo Engineering Corporation (Headquarters: Chiba City, Chiba Prefecture; Representative Director, President and CEO: Eiji Hosoi; hereinafter "TOYO") has begun using the "COMPANY Talent Management" series (hereinafter "CTM2.0"), a talent management product within the integrated HR system "COMPANY."
This will enable TOYO to establish a foundation for integrated management and utilization of human resource data, aiming to strengthen talent allocation and development.
Background of Adopting the "COMPANY Talent Management" Series
TOYO is a comprehensive engineering company primarily engaged in plant engineering, undertaking plant construction projects on a global scale. The company has set forth a "Strategic Approach to New Business Models," aiming for a qualitative transformation of its transactional business and revenue equalization, in addition to stabilizing revenue and enhancing corporate value through a recurring business model. To achieve this, TOYO has defined "people" as its most important asset and property—"human capital"—and has focused on their development. Currently, the company is further strengthening "optimization of resources through human resource data utilization" and "development and securing of human resources with the skills, know-how, and behavioral characteristics necessary for business creation."
Particularly in the plant construction industry, which is characterized by long-term, large-scale projects spanning several years, and where geographical constraints due to on-site assignments and highly specialized skills are required, flexible human resource allocation presents a challenge. Therefore, TOYO believed that enhancing "project-talent matching" to optimally allocate human resources to individual projects was indispensable for further strengthening its competitiveness.
To solve this challenge, TOYO adopted CTM2.0 as a talent management platform for integrated management and utilization of human resource data. The following points were evaluated during the adoption:
CTM2.0 Evaluation Points
● Seamless integration with the "COMPANY" HR management product, which has been used as a core HR system for 20 years, allowing maximum utilization of existing and latest human resource data without hassle.
● Possesses a database capable of managing a wide range of human resource information, such as skills, work experience suitability, and interview records, enabling multifaceted analysis based on this data.
Expected Effects
1. Centralized management of human resource data for employee-centric development and allocation considerations
In addition to basic information and transfer history accumulated in the existing "COMPANY" HR management product, CTM2.0 will centrally manage information such as each employee's skills, work experience, and career aspirations.
Furthermore, by accumulating and utilizing individual thoughts and qualitative information obtained through regular 1-on-1 meetings between supervisors and subordinates, and various career interviews, TOYO plans to link this to development that brings out employees' individuality and allocation considerations that foster satisfaction.
2. Optimal matching of "projects and talent" with an eye on AI utilization
In the future, TOYO aims to enhance project-talent matching by discovering optimal human resources that meet project requirements, based on information consolidated in CTM2.0.
CTM2.0 also features a talent discovery function that proposes highly matched human resources based on data such as transfer history, skills, qualifications, and self-declarations, using AI-powered search in addition to conditional search. TOYO plans to utilize these functions to achieve flexible human resource allocation, which has been a challenge until now.
Moreover, the company plans to work on project success and employee career autonomy and engagement improvement, including realizing assignments to projects that lead to employees' skill enhancement in the medium to long term.
Comment from TOYO
As part of our long-term competitiveness enhancement, we have set forth the execution of a human resource strategy linked to our management strategy. The biggest reason for choosing CTM2.0 for our talent management system selection to achieve this is its seamless integration with the integrated HR system "COMPANY," which has been operating as our HR foundation for many years.
By integrating HR and payroll data with talent management functions on the same platform, we determined that decision-making based on the latest and accurate information would be possible.
Furthermore, for the system to take root and accumulate live data, a mechanism that employees themselves "want to use" is indispensable. We are confident that CTM2.0's user interface will encourage autonomous use by employees and create an environment where high-quality skill information and career intentions are naturally gathered.
Moving forward, we will leverage this foundation to promote optimal matching between projects and human resources, and support the career autonomy of each employee.
This will enable TOYO to establish a foundation for integrated management and utilization of human resource data, aiming to strengthen talent allocation and development.
Background of Adopting the "COMPANY Talent Management" Series
TOYO is a comprehensive engineering company primarily engaged in plant engineering, undertaking plant construction projects on a global scale. The company has set forth a "Strategic Approach to New Business Models," aiming for a qualitative transformation of its transactional business and revenue equalization, in addition to stabilizing revenue and enhancing corporate value through a recurring business model. To achieve this, TOYO has defined "people" as its most important asset and property—"human capital"—and has focused on their development. Currently, the company is further strengthening "optimization of resources through human resource data utilization" and "development and securing of human resources with the skills, know-how, and behavioral characteristics necessary for business creation."
Particularly in the plant construction industry, which is characterized by long-term, large-scale projects spanning several years, and where geographical constraints due to on-site assignments and highly specialized skills are required, flexible human resource allocation presents a challenge. Therefore, TOYO believed that enhancing "project-talent matching" to optimally allocate human resources to individual projects was indispensable for further strengthening its competitiveness.
To solve this challenge, TOYO adopted CTM2.0 as a talent management platform for integrated management and utilization of human resource data. The following points were evaluated during the adoption:
CTM2.0 Evaluation Points
● Seamless integration with the "COMPANY" HR management product, which has been used as a core HR system for 20 years, allowing maximum utilization of existing and latest human resource data without hassle.
● Possesses a database capable of managing a wide range of human resource information, such as skills, work experience suitability, and interview records, enabling multifaceted analysis based on this data.
Expected Effects
1. Centralized management of human resource data for employee-centric development and allocation considerations
In addition to basic information and transfer history accumulated in the existing "COMPANY" HR management product, CTM2.0 will centrally manage information such as each employee's skills, work experience, and career aspirations.
Furthermore, by accumulating and utilizing individual thoughts and qualitative information obtained through regular 1-on-1 meetings between supervisors and subordinates, and various career interviews, TOYO plans to link this to development that brings out employees' individuality and allocation considerations that foster satisfaction.
2. Optimal matching of "projects and talent" with an eye on AI utilization
In the future, TOYO aims to enhance project-talent matching by discovering optimal human resources that meet project requirements, based on information consolidated in CTM2.0.
CTM2.0 also features a talent discovery function that proposes highly matched human resources based on data such as transfer history, skills, qualifications, and self-declarations, using AI-powered search in addition to conditional search. TOYO plans to utilize these functions to achieve flexible human resource allocation, which has been a challenge until now.
Moreover, the company plans to work on project success and employee career autonomy and engagement improvement, including realizing assignments to projects that lead to employees' skill enhancement in the medium to long term.
Comment from TOYO
As part of our long-term competitiveness enhancement, we have set forth the execution of a human resource strategy linked to our management strategy. The biggest reason for choosing CTM2.0 for our talent management system selection to achieve this is its seamless integration with the integrated HR system "COMPANY," which has been operating as our HR foundation for many years.
By integrating HR and payroll data with talent management functions on the same platform, we determined that decision-making based on the latest and accurate information would be possible.
Furthermore, for the system to take root and accumulate live data, a mechanism that employees themselves "want to use" is indispensable. We are confident that CTM2.0's user interface will encourage autonomous use by employees and create an environment where high-quality skill information and career intentions are naturally gathered.
Moving forward, we will leverage this foundation to promote optimal matching between projects and human resources, and support the career autonomy of each employee.