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.
Even after being placed into a department, 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.
The company conducted its first “Employee Engagement Survey” in FY2025. We will use the results of the survey to increase engagement through the implementation new measures and other improvements.
| Engagement Score | Engagement Factor Score | |||
| 74％ | Three strong areas | A work environment that respects diversity 83％ |
Connecting with the management philosophy and initiative 78% |
Understanding and trusting in management 78% |
| Three areas for improvement |
Interpersonal relationships with managers and colleagues 70% |
Satisfaction with personnel labor management 71％ |
Recruiting and training in line with the company’s philosophy 72％ |
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How Employee Engagement Score is calculated
Employee Engagement Score was calculated using the percentage of positive responses (a score of 3 or 4 out of 4) to questions related to the following three factors.
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