The Group believes that human capital is extremely important for achieving sustainable growth for society and the company.

As part of our vision for 2030, we aim to be a company where each and every executive and employee can play an active role to the fullest, and SKY Perfect JSAT Corporation is committed to improving employee engagement and diversity, equity and inclusion (DE& I)/We are working to improve the working environment and implement various personnel measures, such as women's empowerment and revitalization of communication among employees. We interviewed a member of the Human Resources Department about our efforts to create an organization where each and every one of us can play an active role.

―――Members interviewed this time

From left to right: Mr. Ota and Mr. Otsu

Regarding the background and achievements of identifying materiality related to human resources

―――Mr. Ota, you were involved in the formulation of materiality, but please tell us the background behind formulating what you want to be in 2030.

Mr. Ota: The ideal state for an organization is one in which each employee's abilities are maximized, and when considering materiality, we discussed with all the members what we should do in 2030. There is a phrase "everyone is active," and we have also set our goal for 2030 to "aim to be a company where each and every officer and employee can maximize their abilities and all employees are active.

―――You have set an engagement index as a KPI, but could you tell us what it is, including your actual results?

Ms. Ota: We thought it would be good to use employees' feelings about the company as an indicator of human resource development, so we used the percentage of employees who have a positive opinion of the company as an engagement indicator. The percentage of respondents who responded positively increased from 64% last year to 66% in FY2022.

―――Please continue to talk about your initiatives.

Ms. Ota: I think that the way to increase engagement is to accumulate it every day. These include the one-on-one sessions that we have been recommending for several years, and the study sessions to improve listening skills that we have been conducting for a wide range of employees, not just management.

Now Fiscal year has changed the operation of "360 Degree Feedback". This is another initiative to increase engagement. In 360-degree feedback, I think about the growth of the other person and support them, and I try to convey the good points of the other person and the improvement points that I would be able to improve if I did this. We believe that if this behavior becomes a habit, it will become an organizational culture in which assertive communication becomes the norm. In addition to cross-border learning and career design training, we have also increased the number of hand-raising training programs this year, and expanded the scope of the education and training qualification subsidy system. We are also expanding our systems to become an organization where all employees can demonstrate their abilities.

Acquisition of "Eruboshi" based on the Act on Promotion of Women's Participation and Advancement in the Workplace

―――Next, regarding DE&I, it is stated that the ratio of female managers is equivalent to the ratio of male and female employees as a vision for 2030.

Mr. Ohta: The common goal of the three materialities related to human resources is to aim for a company in which each and every officer and employee can demonstrate their abilities to the fullest and all of them play an active role.

Regarding DE&I, from a global perspective, it is said that the ratio of women in management positions in Japan is still small, and it is an issue for the country as well. Currently, the ratio of female managers at the Company is 10.6% as of the end of March 2022. Since the ratio of female employees is 23%, we have set a goal of achieving the same ratio of women in management positions by 2030 as a materiality goal. We are currently in a situation where we have not reached our goal, but if our abilities are correctly evaluated and promoted, regardless of gender, I think we will naturally get closer to our goals.

Due to changes in life stages, it may be difficult to motivate female employees on their own, so I would like to actively engage in activities that increase the intrinsic motivation of female employees.

Ms. Otsu: In this Eruboshi certification, we met all of the five evaluation criteria of "recruitment," "continuation of employment," "statutory overtime work," "ratio of women in managerial positions," and "diverse career courses for women," and obtained the highest ranking of "Eruboshi," which is Stage 3 of the certification.

The Eruboshi certification is given by the Minister of Health, Labour and Welfare to companies that have an excellent implementation status of initiatives related to women's empowerment. Over the five-year period from April 2020, we have created an environment for telecommuting and teleworking, maintained the rate of employees returning to work after maternity and childcare leave, and supported women's career development, in order to promote diverse work styles that enable women to balance work and family and work and childcare.

Acquisition of the "Eruboshi" certification mark based on the Act on Promotion of Women's Participation and Advancement in the Workplace

Ms. Otsu: Based on data sourced from the Ministry of Economy, Trade and Industry, I felt that students who are looking for a job place are more concerned about the health and work style of their employees and place importance on companies that offer substantial welfare benefits.

Regarding the awareness of the linkage between materiality and work in the Human Resources Department

―――How is the materiality that has been set up in the HR Department, and how are you aware of it?

Mr. Ota: Last year, we included our human resource development and health management policies in the Integrated Report and the Corporate Governance Report, and we also disseminated measures to realize them externally. I feel that setting materiality and setting goals and KPIs will make the results of the activities of the HR staff visible, and will lead to increased motivation in promoting activities. What about you, Mr. Otsu?

Ms. Otsu: In my normal work, I feel that I am able to work on my daily work to develop our human resources and promote DE&I while being aware of materiality.

―――Have you been able to step on the accelerator by setting materiality?

大田さん：それはある気がします。女性活躍推進法や次世代育成支援対策推進法の対応にこれまでも人事部として取り組んできていましたが、今回女性管理職比率のゴールが明確になり、これまでも取り組んできた施策が統合報告書など掲載されたことで、通常業務としてやっていたことが認められたという感じがしています。ありたいゴールに向けてドライブになっていくと思います

Ms. Ota: I think so. The Human Resources Department has been working to comply with 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, but now that the target for the ratio of women in managerial positions has been clarified, and the measures that have been implemented so far have been published in an integrated report, I feel that what I was doing as a normal task has been recognized. I think it will be a drive toward the goal we want to achieve

Initiatives and Challenges for the Future

―――Lastly, please tell us about any new challenges and initiatives for the future.

Ms. Ohta: The new personnel system that will start in April will be a new initiative. The personnel system enshrines that each employee autonomously envisions a career as an expert in their respective fields, and that the company increases its corporate value by making the most of its human resources. I believe that changes will be made so that employees can play an active role, including in terms of placement and development. It is a major challenge for the Human Resources Department to operate this personnel system.

Mr. Otsu: The new personnel system is about to start, and we are providing opportunities for motivated employees to take on challenges. With the aim of career autonomy for employees, we have changed the education and training subsidy system from Fiscal year now, and we expect further improvement in the utilization rate.

When I joined the company during the pandemic, I was immediately working from home, so I had fewer opportunities to meet face-to-face with my colleagues and superiors, and many people said that they didn't know who to ask. From the next Fiscal year onwards, we would like to collaborate with other departments to create an environment where it is easy for new and mid-career employees to obtain the information they need. Cooperation among many departments is progressing, and I feel that materiality is pushing our activities.

―――What about communication among young employees?

Ms. Otsu: As an internal measure, we are implementing a shuffle lunch initiative for young employees, but I would like you to make good use of it because it will also create an opportunity to build a network across departments. In addition, employees who do not normally interact with each other in the department have opportunities to interact with each other, and in addition to their work, they can communicate with each other about their hobbies and special skills, which has a positive impact on the ease of daily work. It also seems to be an opportunity to talk to them when they come to work.

Ms. Ohta: We introduced a talent management system two years ago. Through the talent management system, we are also thinking of sharing hobbies, strengths, and interests in both directions, and further expanding communication among employees. \

(Interview date: January 30, 2023)

We aim to be a company where each and every executive and employee can make the most of their abilities and all of them can play an important role in the organization and achieve results. To this end, we support personal growth and upskilling, foster a culture that values collaboration and teamwork, and pave the way for success together.