Improving Employee Engagement
Basic Policy on Improving Employee Engagement
- As-is
- To create a workplace environment where each employee is healthy and finds fulfilment in their work, we will continue to make use of the pulse surveys introduced this fiscal year. In doing so, we aim to deepen mutual trust among employees and promote the creation of a workplace where each employee can exhibit their full potential. Additionally, as part of our effort to create an organizational culture that fosters innovation, we are implementing a career development system that promotes work-life balance while allowing employees to get a sense of their own growth.
- To-be
- Due to the diversification of human resources and changes in values, the relationship between companies and employees is shifting from a mutually binding model (binding and being bound) to a mutually selective model (choosing and being chosen). Consequently, companies must continue to be chosen and fully harness their employees’ capabilities. At Taikisha, we are committed to respecting the individuality and values of each employee and creating workplace environments that foster motivation to take on new challenges. By doing so, we aim to further increase employee engagement and thereby improve overall corporate productivity.
Implementing Pulse Surveys
We introduced monthly pulse surveys in 2024 with the aim of improving employee engagement. Previously, we had conducted engagement surveys in the form of stress checks, and shared group analysis results with management to improve workplace environments. However, the new pulse surveys dive deeper into factors specifically related to engagement. This will help to effect more concrete management changes, and aid in planning and implementing HR initiatives. Company-wide results will be published internally after each pulse survey, helping to invigorate internal communication.
The response rate of surveys exceeds 90% every time. Overall, the results for aspects such as “how time is spent after work,” “consulting with supervisors,” “pleasant workplace,” “work environment,” and “motivation for work” have been favorable. However, it was evident that there may be employees who have concerns about career management for the future.
In light of these results, we will intensify our efforts to implement career development initiatives that are satisfactory to employees.。
Town Hall Meetings
Taikisha holds town hall meetings at our domestic and overseas business bases with the aim of improving employee engagement through dialogue with top management.
In FY2023, each business base hosted an interactive discussion between the president and employees on what the future should look like in order for the company to achieve sustainable growth in a changing society. By fostering greater psychological safety for employees and by cultivating a culture that encourages the free and vigorous exchange of opinions, we will motivate each and every employee to take on new challenges and create new value.
Corporate Culture Committee
The Corporate Culture Committee was set up in 1975 as an organization directly reports to the president with the aim of creating an organizational culture that provides material and spiritual job satisfaction based on the spirit of mutual trust and cooperation among all employees.
Various employees from different departments and sections participate in this committee in each area, and they research, discuss, and propose operational improvements or organizational revisions in cooperation with related departments. Also, they host recreational events, culture and sports club activities and employee gatherings, and participate in social events and volunteer activities.
Taikisha encourages these activities based on employees' thoughts and give budgetary support.
Taikisha is proactive in incorporating ideas and thoughts from employees; for example, a planning section asks for opinion from the committee when important changes are made in the schemes related to employment treatment, such as labor regulations, etc.
Taikisha doesn't have a labor union, so the chairman of the committee undertakes a role as a representative of the majority of employees during a labor-management consultation.
