By creating a rewarding workplace, we aim to enhance employee engagement and improve the productivity and creativity of the entire organization. As a foundation for employees to demonstrate their performance, we are working to promote flexible working styles and revitalize communication. To understand employee engagement and the results of past initiatives, we regularly conduct employee engagement surveys, measuring overall employee engagement score based on employee engagement related to work and duties (creativity, relationship building, and meaning-making) and employee engagement related to the company and organization (work content, human relations, and organizational systems), and aim for continuous improvement of the workplace environment through analysis of these results.

1. Employee engagement score by Qraft, provided by M.STAGE CO., LTD.
2. FY2025 target is set at 50.0 or above.

Scores for “human relations” among supervisors in manufacturing workplaces are low
We recognize that the heavy coordination workload between manufacturing workplaces and supervisors creates a situation where they tend to become isolated. Scores are trending toward improvement, but supervisor scores are somewhat low, and we will implement countermeasures.
From the end of FY2025, we launched a “session to create opportunities to enhance a culture of development” targeting mentors (senior employees), workplace supervisors, and managers assigned to manufacturing workplaces, etc., and began efforts to build a mutual support environment among workplace supervisors, managers, and mentors, and to create a workplace culture where employees are able to immerse themselves in work and grow.
We will continue this initiative annually and confirm changes in scores over the medium term.

For manufacturing workers overall,  scores for “work content (autonomy)”  and “job crafting (meaning-making in work)” are low
Given the nature of manufacturing operations, work must be performed according to procedure manuals with the top priority on safety, which limits discretionary authority; compared to other job types, it is more difficult to feel how one’s own work contributes to society and the company, and we recognize that operations are becoming more routine.
In response to this, we have been implementing autonomous human resources development training for all employees annually since FY2023. The score for “work content (autonomy)” among manufacturing workers has been increasing steadily, and we will continue with this initiative. In FY2025, we launched an initiative for holding direct dialogue sessions (town hall meetings) between employees and the president at manufacturing sites and other locations, and are working to enhance the sense of organizational unity through two-way sharing of opinions.
As a measure focused on workplaces involved in manufacturing, we also encourage small group activities (improvement activities) as company-wide activities and are considering initiatives to further revitalize them, intending to devise ways to enhance workplace ingenuity and increase proactiveness and the sense of meaning in work.
Through initiatives such as these, we will confirm changes in the score over the medium term.

Multiple departments and organizations with low scores exist (Divided into 118 departments)
Engagement scores are provided to the health and safety committees at each site, where labor and management engage in analysis and discussions based on actual conditions, implement necessary measures and provide feedback to the workplace, resulting in steady improvement in scores.
We will continue this initiative through the health and safety committees at each site and monitor changes in the scores over the medium term.