Employee Engagement

Improve employee engagement

We have conducted an engagement survey since FY2023. Analyzing issues related to improving engagement based on employee feedback and developing associated measures enables us to develop the capabilities of our human resources as a source of competitiveness and build up an organization where human resources are able to demonstrate their abilities to the maximum extent possible. We are seeking to boost the engagement score by 30% in FY2025 compared to figures from FY2023.

Case examples for improving employee engagement

Issue Measures
①Penetration of strategies and policies throughout the entire organization
②Cultivating trust in management
  • Direct communication on a global scale by the President
  • Clarification of expected behavior of managers and reflection in the human resources system (new human resources system)
③Transfer of decision-making and promotional power
  • Clarification of manager roles and responsibilities (new human resources system)
    →Plans for expanding globally, targeting general employees in Japan and employees at overseas offices.
④Open communications
  • Begin regular 1-on-1 communication between supervisors and subordinates
  • Initiatives for independently promoting communication for each organization (organizational development activities)
⑤Fair compensation
  • Compensation system in line with the size of role and in accordance with market rates (new human resources system)
    →Plans for expanding globally, targeting general employees in Japan and employees at overseas offices.
⑥Career prospects and feeling of growth
  • Transition to system where the company provides support for growth and career development to employees to achieve their own “ideal” vision, based on core 1-on-1 communication (restructuring the human resource development system)

Renewal of the Human Resources System

From FY2024, we will be revising the human resources system for managers in Japan, to boost the motivation of managers. The conventional seniority-based system has been revised to a system where compensation isdetermined by the size of the role and responsibility they are in charge of. We will also establish the“Stanley Middle Management Policy” that outlines the actions expected of managers, and introduce a system where supervisors and subordinates are evaluated on their actions in accordance with this policy. Looking ahead, we will be extending this human resources system that seeks to boost the motivation of general employees in Japan and employees at overseas offices.

Energizing Communications in all Directions

We are working on energizing communications in all directions throughout the company. In addition to 1-on-1 communication between supervisors and subordinates, and internal communication throughout the organization where the entire organization focuses on resolving issues based on the results of engagement surveys, we are working on energizing communication between management and employees. An example of this is at each of our domestic and overseas sites, where the President gives a lecture to all employees on the future direction of the company and expectations of employees, and there are also opportunities for discussions with younger employees on workplace issues and what they are seeking from the company. The President is leading initiatives himself for creating an open organizational culture where employees are able to speak their mind frankly regardless of their position, to energize company-wide communication at an even faster pace.

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