Employee Engagement

Improving engagement

We have conducted engagement surveys, analyzed results, identified issues, and implemented improvement measures since 2023. Engagement scores have improved year by year, and the effects of our measures are steadily becoming apparent.

Case examples for improving employee engagement

Initiatives designed to enhance job satisfaction

Restructuring the human resources development system

Enabling employees to experience self-motivated career development and growth is essential to improving engagement. Through regular 1-on-1 communication, which began in October 2024, employees share their career vision with their superiors, and we provide experiences and growth opportunities that contribute to their career development. By encouraging self-motivated learning, we are building a human resources development scheme that promotes growth and career development. We are supporting this scheme in conjunction with enhanced self-directed training programs and in combination with a talent management system

1-on-1-centered talent development program

Organizational development/revitalization

We are deploying initiatives through which all members of a workplace discuss the issues revealed in engagement surveys while deciding and undertaking action to resolve those issues. The exchange of opinions in each workplace gives rise to concrete and feasible improvement measures, fostering a sense of initiative and ownership among employees. By engaging in workplace improvements, dialogue is stimulated and trust deepened, which in turn can be expected to stimulate sustained improvements in engagement.

Examples of organizational development measures in the workplace

Activities common to all divisions
  • Section managers explain each relevant section policy, cascaded from the Company-wide management policy, to members in their own words.
Each division's independent activities 《Examples of activities》
  • Regular meetings held within sections to share each other's work details among members
  • Making 1-on-1 communication more open, expanding content and frequency of conversations

Salary/evaluation systems

In 2023, we began reviewing our existing salary and evaluation systems, which were based on employee abilities, and in October 2024 completely revised the system for managerial positions. Having abolished a seniority-based system, we determine compensation levels based on the size of the role and level of responsibility.
We are also working to improve manager motivation through clear and fair evaluations based on role achievement and performance in meeting expected behavior. Having established the Stanley Middle Management Policy, which outlines the actions expected of managers, we are encouraging managers to change their ways of thinking and modify their actions by having both superiors and their subordinates evaluate behavior that is in accordance with this policy.

Initiatives geared toward comfortable workplace improvements

Activating communication in all directions

Direct communication between management and employees

Since 2024, President Kaizumi has visited domestic business sites and overseas subsidiaries to directly communicate the Company's policies and expectations to employees while providing the opportunity to exchange opinions, primarily with junior employees. Having the President himself assist in putting into practice initiatives designed to create an open organizational culture, in which people can speak their mind frankly regardless of their position, not only energizes Company-wide communication but also promotes improved engagement by disseminating management strategies to employees.

Exchange of opinions between President Kaizumi and young employees (Vietnam base)

Strengthening the use of 1-on-1 communication

Regular 1-on-1 communication was introduced in October 2024, and by April 2025 its implementation rate was nearly 100%. In addition to improving the quality of communication and having growth and career development act as the engine for learning through an experience cycle of "try it, reflect on it, and apply it next time," going forward we will expand functionality as a system for cultivating "Self-motivated" challenge-driven human resources who can think for themselves and act independently.

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