Engagement
A broad range of measures are being implemented to increase engagement so that human resources of the JGC Group can make the most of their own capabilities toward achieving the 2040 Vision. These include developing rewarding systems, promoting I&D, and creating a comfortable workplace environment.
Making purpose personally relevant
In addition to instilling the JGC Group's purpose, "Enhancing planetary health," we provide "Purpose Journey training" with the aim of having employees renew their own sense of purpose and pointing out items in common with the company and each individual.
Initiatives include a program for exploring the employee's own sense of perspectives, an aptitude test for analyzing oneself from objective and quantitative metrics, and a program for identifying personal qualities and strengths from individual lifeline charts.
Participants discuss with each other about the background of the company's purpose, and find areas in common between the company's purpose and their own individual purpose, to create their My Tagline in around 15 words.
A survey of 1,200 out of 1,900 respondents conducted at the end of July 2024 after training indicated that the average level of satisfaction regarding our Group’s purpose grew from 2.58 points before training to 4.10 (out of 5) afterward. Additionally, 80% of employees have expressed that they are satisfied with the purpose.
Organizational Diagnostic Survey
As of December 2023, we have introduced an organizational diagnostic survey to promote the sustainable growth of the organization and enhance employee engagement, and 93% of employees responded in the first round. Of the total 32 items in the survey, high satisfaction was gained for “influence within the industry” as well as “appealing human resources,” “responsibility and job satisfaction,” and “assistance and support for subordinates,” as well as for items important for project execution and related to communication such as “listening to subordinate opinions” and “mutual respect.” Items with high satisfaction were consistent across the companies, however, those with low satisfaction varied depending on the department. Accordingly, the Human Resources Department, department managers, and CDMs are cooperating in organizational development for areas with low satisfaction.
Looking to the future, we will consider selecting key items for the Group to focus on based on the results of this survey, and work toward achieving BSP 2025 and 2040 Vision.
- ※For approximately 3,200 employees at the four companies: JGC Holdings Corporation, JGC Corporate Solutions Co., Ltd., JGC Corporation, and JGC Japan Corporation
Developing rewarding systems
Introducing a new personnel system
We believe that this unwavering dynamism and an ambitious corporate culture cannot be attained unless each of our members take on and persist in challenges. In fiscal 2022, we updated the personnel system that eliminates the seniority-based aspects and instead emphasizes the significance of duties, such as job responsibility. Based on the core concept of Pay for VALUE, the value or results brought about by each individual is reflected in bonuses and salary. We also provide allowances corresponding to the value of performed duties.
Promoting initiatives for external assignments (cross-border)
We have developed a corporate dispatching and seconding system to locations in Japan and overseas to create a more rewarding working experience, and more than 130 employees are playing active roles in companies within and outside of the Group at this point.