Our company holds that maintaining and improving employee health and engagement is the foundation of well-being. By building upon that foundation and promoting diversity and inclusion, we aim to achieve greater diversity in values, thereby contributing to the happiness of all employees and to the reflection within the company.
We believe that improving engagement for each and every employee leads to growth for both the individual and the company. We have set employee engagement as an indicator for measuring sustainable growth and are working to improve it, as it illustrates the extent to which employees connect with the company’s purpose and organizational culture, and their enthusiasm for their work.
After undergoing education and training, engineers that join the Company as regular employees are assigned to a suitable group and placed with clients. Employees then have multiple career paths available to them, from remaining in the field until retirement, to becoming experts and training managers, or entering middle managerial positions. We also offer a continued employment program and job change assistance program, and a system that supports changes in employment when an engineer and client both wish for it. We strive to create an environment where employees can work with peace of mind.
By supporting employee skill and career development, we aim to improve engagement across the organization and grow our business. In addition to undergoing training, sales representatives regularly visit engineers and conduct online interviews to maintain close communication.
Seminars are held by inviting lecturers from various fields to help engineers acquire a wide range of knowledge and develop their human skills, not limited to specific technical areas.
Around 10 times a year, outside lecturers share technical information on various topics for our engineers’ personal growth. The seminars especially help those with practical experience to develop criteria for making effective use of their experience.
To meet the skill requirements of the manufacturers to which our engineers are dispatched, courses for different jobs and career levels are offered.
Engineers receive both on-the-job and off-the-job team training concerning technology and products in high demand, conducted by employees actually participating in a manufacturer’s project.
For the purpose of visualizing the gap between our employees and our vision and tying these efforts into continuous work environment improvements, we conducted an Employee Engagement Survey in FY2026 following the one we administered in FY2025. The engagement score for FY2026 was 74.2%, a 0.2-point increase year over year. The survey results clearly identified improvements in working conditions, work styles, and the work environment; the continuation and reinforcement of talent development and career support; and the enhancement of interdepartmental collaboration and internal communication as priority issues. In response to these issues, we will proceed to examine specific measures based on employee feedback. Going forward, through the analysis of survey results and execution of improvement measures, we will keep working toward the realization of a work environment where every single employee feels a genuine sense of fulfillment in their work and can continuously play an active role.
| FY2025 | FY2026 | |
| Engagement Score | 74.0% | 74.2% |
Based on the results of our Employee Engagement Survey, we promote various measures for improving engagement scores. We support the continuous skill development of our employees and the career development of young engineers by enhancing our training video content and providing training programs for employees in their second and third years with us. Additionally, through the likes of the company newsletter, town hall meetings, and welcome parties for new employees following their entry into the Company, we promote communication among employees and with management, which helps reduce feelings of isolation and foster a sense of belonging. Through these endeavors, we are building an organization where each and every employee can feel a genuine sense of growth and go about their jobs with a high level of motivation.
| 1. Providing a Genuine Sense of Growth Through Education and Training |
| ・Enhancement of training videos (allowing employees to watch training sessions they were unable to attend) Support for employee skill development ・ Second-year and third-year training programs Opportunities for young engineers to reflect on their personal growth and career paths |
| 2. Designing Close Communication (Measures to Address Feelings of Isolation and a Decline in Sense of Belonging) |
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Based on Artner’s management philosophy of being an Engineer Support Company, we at Artner believe that ensuring the health and peace of mind of employees at work will eventually result in achieving the happiness of all the employees and reflection within the company.
Under our mission to promote human resource development and the happiness of all the employees, we declare that we will work to create a workplace environment where each and every employee can work vigorously and in good mental and physical health.
Director Responsible for the Management Division will serve as the overall supervisor and the Management Division (General Affairs and Human Resources Group) will function as the Health and Productivity Management Promotion Office to plan, operate, and promote different initiatives.
In promoting the initiatives, these stakeholders will collaborate with the Health and Safety Committee, industrial physicians, and health insurance societies, and report on the progress at the Sustainability Committee meeting.
By considering the occupational health and safety of our employees, Artner strives to enhance enterprise value and create an organization where all the employees can work safely and with peace of mind. In addition, because we believe that the ability of our employees to work in good health and with peace of mind will result in the well-being of all the employees and reflection within the company, we promote employee health management and health promotion initiatives.
We strive to prevent accidents and reduce the risk of accidents occurring by providing health and safety education for employees when they join the company and when they are assigned to clients.
To support the mental and physical health of our employees, we provide them with mental health care from professional counselors, thereby helping in the prevention and early detection of mental health issues.
Mental health training by clinical psychologists is provided to managers and to staff working in sales, recruitment, and training. We can provide continuous mental health support to our employees by gaining a deeper understanding of how to recognize and care for mental illness.
*As for workplace mental health measures at companies or other organizations, managers and supervisors (e.g., heads of divisions or departments) provide one-on-one guidance or counseling to employees who directly report to them and improve the work environment.
Public health nurses provide training on the main causes of presenteeism*: poor mental health, sleep issues, and eye strain. We hope that participants will use this training in their own self-care efforts, reviewing their own lifestyles in order to maintain and improve their health.
*Presenteeism: When productivity is reduced to health issues, though the employee does not miss work and therefore does not become an attendance management issue.
For engineers, we hold courses at Skill Development Seminars on the role of designers in the age of AI and the reinforcement of new business development capabilities. For administrative employees, we conducted training sessions that cover a fundamental understanding of generative AI as well as Copilot utilization. We are endeavoring to develop talent company-wide, capable of thriving in this age of AI and DX.
To help establish an employment environment that enables the active participation of women and permits employees to achieve a better work-life balance, Artner has formulated a General Employers Action Plan, based on the Act on Promotion of Women’s Participation and Advancement in the Workplace and the Act on Advancement of Measures to Support Raising Next-Generation Children. We also strive to increase the number of female executives and improve the rate of childcare and nursing leave utilization.
At Artner, we believe that promoting workplace diversity and giving all employees the opportunity to demonstrate their full potential lead to innovation and value creation. For this purpose, we strive to foster an inclusive company culture, through measures such as diversity training, LGBTQ+ study meetings, and activities to promote an understanding of gender equality by all employees.
In September 2011, Artner set up a Diversity Promotion Office (now Diversity Team), centered around people with disabilities. In addition to promoting the employment of people with disabilities, we also aim to create a workplace that enables all employees to feel fulfilled by their work.
Artner actively hires people with disabilities. In 2018, Artner was officially recognized by Osaka Prefecture for its outstanding company efforts in support of people with disabilities. (This award is part of the prefecture’s initiatives to actively support the employment of people with disabilities.)
We administer this training to international students after they complete basic training. Their studies cover a wide range that includes culture and etiquette at Japanese enterprises and Japanese expressions and grammar, tailored to students’ individual Japanese level. The purpose of the training is to have international students develop practical ability to communicate in Japanese, from drafting emails to conversing about business.
At Artner, employees who wish to continue working after the age of 60 can take advantage of the “continued employment program.” To adapt to the rapid aging of Japan’s population, and with the aim of creating an environment where motivated seniors can remain active without a time limit, we have established this program that offers continued employment for engineers who would like to continue working in design and development after reaching the retirement age of 60.
To enable our male employees to actively take part in childcare, we encourage both female and male employees to take advantage of our childcare leave system. For this report, we conducted an interview with a male employee who actually took childcare leave and the manager who supported his choice.
When my wife entered the stable phase of her pregnancy and I reported that to the Company, my manager and colleagues asked, “Aren’t you going to take childcare leave?” That prompted me to look into the system and associated allowances, which led me to decide to take childcare leave. When I told my manager that I wanted to take three months of childcare leave, he asked, “Are you sure you don’t want to take it for longer?” I was truly grateful he said that.
Artner has had a childcare leave system in place for some time, so as his manager, I felt comfortable sending him on leave. I also personally traveled from East Japan to Osaka about twice a week on business to provide on-site support.
I truly felt secure. I created a procedure manual and spent a week handing over my duties. The HR staff handled my case with courtesy as well and left me feeling that Artner was a great company.
Anyone can find themselves in a situation where they need to provide care to someone. Artner has established short-term and long-term family care leave in accordance with pertinent laws and regulations, thereby putting a system in place that allows employees to choose according to their situation.
Furthermore, we have established a system for shortened shifts to help employees balance work and family care. In light of legal amendments made in May 2024, we consistently operate the system in accordance with the latest laws and regulations. We ensure thorough awareness through the publication of rules on the Company’s intranet, the preparation of guidebooks, email notifications, and compliance training. Our belief is that providing information that pushes the system beyond a mere formality helps make it easier for employees to take advantage of it when they need to.
Comments by an engineer who has actually used the system
I used five days of short-term family care leave in a year to accompany my mother for hospital visits and stays as well as to help her move into a care facility. As I had reviewed the rules when I took maternity and childcare leave in the past, I was able to move the application process along smoothly while consulting with HR staff. Since I had explained the situation to my assigned company and manager in advance, I did not feel hesitant to take time off. It was truly helpful to be able to care for my mother without having to worry about my remaining paid leave days, and it also gave me some emotional breathing room. In my experience, knowing about the system in advance proves to be helpful in balancing work and family care.
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