Corporate culture reform using employee engagement as an indicator
First written in FY2023. 2 of 3 entries say "Advanced", first in FY2025-H1. Latest entry: FY2025.
The whole theme swung hardest in 2021: 3 of 13 companies on the "Worse" side.
22 other companies' latest entry also says "Advanced".
- FY2025AdvancedAnnual report
「The company began measuring employee engagement in FY2023. Given the high correlation between scores and factors such as “job satisfaction,” “sense of achievement” and relationships with “supervisors,” it aims to improve employee engagement scores by improving relationships between supervisors and subordinates through measures such as one-on-one meetings and fostering “job satisfaction” through initiatives such as a job-matching system.」
The company continued measuring engagement and identified one-on-one meetings and a job-matching system as specific measures. It also set targets for improvement of 10% in FY2026 and 13% in FY2030. - FY2025-H1AdvancedAnnual report
「The Company introduced this plan to provide shares to eligible employees, foster a stronger sense of participation in management, further increase their willingness to contribute to improved performance and their morale, enhance employee engagement, and thereby contribute to the sustained enhancement of corporate value.」
As a specific measure to improve employee engagement, the company introduced an employee share grant plan. - FY2023First statedAnnual report
「The company has also adopted the aforementioned “employee engagement” as a new indicator, set specific targets and been promoting initiatives since FY2023.」
The company first stated its policy of adopting employee engagement as a new indicator, setting specific targets and pursuing initiatives from FY2023.