Increased engagement

In 2016, we established the Job Satisfaction Improvement Committee, which is mainly composed of young employees, with the aim of developing and enhancing human resources that support further global growth and technological innovation. We have considered and implemented more than 20 measures to improve job satisfaction.

Starting in fiscal 2019, we renamed the "Communication Promotion Committee" as a cross-divisional project team that focuses more on communication, which is closely related to job satisfaction, and will implement a total of 99 measures over the four years until fiscal 2022. did. Through activities to improve workplace communication, we aim to make the company more attractive on a wide variety of topics, and are working on a variety of measures such as increasing job satisfaction, improving work efficiency, and increasing information sharing between departments.

The committee serves as an opportunity for various employees, regardless of division or generation, to exchange ideas and work together in friendly rivalry.

In addition, based on the results of the ES (employee satisfaction) survey that we conduct every year, we are considering new measures and verifying the effectiveness of these measures.

Our company has been conducting an ES (employee satisfaction) survey once a year since 2016.
The issues obtained from this survey will be shared within Human Resources Department and resolved through the activities of the "Communication Promotion Committee" and "Regional Subcommittee" established under the ES Improvement Promotion Office. We are working to improve ES (considering new measures and verifying the effectiveness of measures). The results of the ES survey are provided as feedback to business divisions and departments, and each location is encouraged to make its own improvements.
The ES score has been increasing every year, and in 2022 it was 3.23 (out of 5 points).

With the aim of creating a culture of free discussion and fostering a sense of unity by increasing corporate transparency, we are implementing ``Topy Talk,'' a communication promotion measure that allows management and employees to interact in real time. Participants were able to listen to what management had to say and interact with management in real time using chat and survey functions, which provided an opportunity to learn more about the company and to think about the growth of the company as a whole. In fiscal 2022, the event was held six times, with more than 800 participants.

In order to reduce ``differences in understanding'' and improve work efficiency through mutual understanding that transcends job titles such as staff and skill (on-the-job) positions, participants hold ``TOPY Café'' where they can deeply discuss the workplace culture and information sharing in their own workplaces. We are implementing it. At Topy Café, we set a theme for discussion every time, facilitate communication between staff and skill-based employees (Blue-collar), and work to strengthen problem solving through cross-functional cooperation.

Starting in fiscal 2022, we have been implementing team-up activities to foster a sense of unity by setting goals as a team and working toward a theme together. Our aim is to build a better organizational culture (trust, respect, and recognition) in the workplace, where employees view work as their own personal business and take on challenges, and to contribute to the company's interests through communication. This is an activity.
In fiscal 2022, we solicited voluntary participation, and a total of 33 teams and 280 employees from across the company participated during the second six months of the year, leading to improved team strength and deeper communication in many teams.
At the end of the activity, the entire company votes on ``the teams that had fun, had independence, and took on challenges,'' and the top three teams were selected by President and CEO as ``the teams that did the best activities that everyone chose.'' We gave an award.