Increased engagement

As an important element of strengthening human capital, we are promoting efforts to visualize and improve employee engagement, and are working to create a corporate environment where employees can feel a sense of personal growth and work with a willingness to contribute voluntarily.We are also working to reform our organizational culture through the activities of Human Resources Department and promotion team.
Specifically, we have conducted an "Employee Satisfaction Survey" every year since fiscal 2016, visualizing the state of engagement across the company and by organization, leading to the consideration and implementation of measures aimed at resolving organizational issues. We identify organizational issues based on the survey results and collected employee feedback, and make recommendations to management and related departments with the aim of resolving them. We also provide feedback to each business division and department to create an environment where the strengths, weaknesses, and issues of each organization can be identified and analyzed, and we continue to implement a cycle of encouraging and supporting the implementation of improvement actions at each location and division based on the survey results and dialogue.
The result of the 2024 survey for employee satisfaction ^* was 3.37, and has been on an upward trend since the survey began. The "organizational culture" item has been increasing year by year, but is still relatively low, so we are working to further improve it.
We aim to be an attractive company where each employee can have confidence and pride in their work and the company, and we will work together as a company to improve employee engagement.

Since 2016, we have been working on employee-led activities to improve employee engagement, aiming to create an organizational culture and internal environment that encourages employee motivation. To date, we have implemented a total of more than 120 different initiatives, including "Topy Talk" (two-way communication between management and employees) and "Team-Up Activities" (voluntary activities in which everyone takes on a theme decided by the team).

Starting in fiscal year 2024, we will be working on activities under the name "ONE TEAM" that focus on resolving the problems and issues faced by each base. We will establish a system in which bases work together as one to foster a sense of unity and improve engagement. In addition, "ONE TEAM" members are made up of diverse employees across business divisions and generations, and the program also serves as an opportunity for the human resource development of participating members, as it provides a place for them to share ideas and improve through friendly competition.

The "Thank You Cards" introduced in fiscal 2017 with the aim of revitalizing internal communication have led to improved engagement by allowing employees to recognize each other's small everyday contributions and consideration. The number of cards in circulation has increased year by year, exceeding 4,000 in fiscal 2024. In addition, the person who uses the cards the most is awarded by management every year.

The Crosslink Exchange Meeting provides an opportunity for communication as a platform for building cooperative relationships that transcend bases. By deepening understanding of other bases and sharing the skills of individuals, it fosters a sense of company unity through employee exchange across bases, improves company-wide skills by sharing individual know-how, and promotes engagement through the activation of internal communication.
We are working to improve our performance.

Starting in fiscal 2022, we will be implementing team-up activities to foster a sense of unity by setting goals as a team and working together to tackle themes. These activities aim to encourage employees to take their work as their own and take on new challenges, building a better organizational culture in the workplace (trust, respect, and recognition), and contributing to the company's profits through communication.
In fiscal 2023, a total of 21 teams and 195 employees from across the company participated, leading to improved team strength and deeper communication in many teams.
At the end of the activity, the entire company voted for "the team that had fun, was independent, and took on challenges," and the top three teams were awarded by President and CEO as "the teams chosen by everyone that performed the most outstanding activities."