Initiatives to Enhance Employee Engagement Across the Japan Group

1Employee Engagement Survey Results in 2025

The Japan Group positions the employee engagement survey as an important management benchmark for advancing organizational transformation based on employee feedback. In the 2025 survey, the overall score remained broadly in line with the previous year, while the three components of the engagement score—Say (speaking positively about the company), Stay (intending to remain with the company), and Strive (making extra efforts for the company)—showed signs of improvement. We view this as an indication that, although transformation remains a work in progress, changes are beginning to emerge in the mindset and behavior of employees on the front lines. In 2025, in addition to sharing the results with the executive team, we disclosed workplace-level results to department heads, laying the groundwork for promoting dialogue and improvement at the workplace level, alongside company-wide initiatives.

* The 2025 score is based on internal calculations due to a change in the survey system

2Initiatives to Address Each Challenge

In response to the issues identified in the 2024 survey—“optimistic and elevated outlook for the company’s future,” “improvement of the work environment,” and “development of employee skills and career path”—the Japan Group is advancing focused initiatives in each area.
To address “optimistic and elevated outlook for the company’s future,” in addition to continuously communicating management messages, we are working to shift leadership toward an approach that promotes dialogue, builds empathy, and brings out the best in employees through an EQ program*1 for executives and training for employees in managerial positions.
To address “improvement of the work environment,” we are supporting higher productivity and a shift toward higher-value-added work by introducing and expanding the use of proprietary generative AI tools, while also advancing company-wide BPR*2 initiatives.
To address “development of employee skills and career path,” we have begun embedding job crafting*3 across the organization and are strengthening investment in reskilling and recurrent learning, thereby building a foundation that supports each employee’s growth and new challenges.
By steadily advancing change through both company-wide initiatives and workplace-level efforts, we will strengthen organizational vitality and drive sustainable value creation.