The Calsonic Kansei Group values the transparency of its management both within and outside the company, and is committed to the active disclosure of information to its stakeholders. It is also engaged in the enhancement of activities to promote fair and constructive dialogue with its stakeholders.
Achievements in Fiscal 2016
|Major stakeholders||Major engagements||Initiatives|
||To respond to the increasingly diverse requirements and expectations of the times and to provide a high-quality spirit and service that will satisfy our customers, we engage an external specialist firm every year to conduct a quantitative evaluation of each of our product areas from six perspectives, including quality. This initiative has been ongoing since FY2010, and has shown improvements in the evaluations every year. The evaluation also gathers together opinions on areas that require improvement. In FY2015, opinions expressed included the need for improvement in the area of management.|
|Suppliers||Companies that supply parts and services to the Calsonic Kansei Group||
||The Calsonic Kansei Group is committed to working together with our suppliers as equal partners for the mutual achievement of greater competitiveness and sustainable growth, and by following fair and ethical business practices. Suppliers meetings are held on an annual basis, at which we communicate the Group’s procurement policies for the financial year, award suppliers that have excelled in their performance, and conduct questionnaire surveys. Separate liaison meetings are also held for each procurement category, as part of our efforts to achieve two-way communication.|
|Employees||All employees of the Calsonic Kansei Group and their families, retired employees||
||We are engaged in efforts that respect the diversity and values of each individual employee and that will give them a place to develop their own character, so they may better contribute to the company and to society, and to a safe, healthy environment.Every year, we survey all Calsonic Kansei Group employees about the degree to which they practice the ten action principles of our action guideline, the CK Way. We also collect anonymous comments about problematic behavior, and activate the PDCA cycle to pursue improvements. For our retired employees, we send out the company newsletter for the first two years after their retirement and endeavor to maintain communication with them.|
|Shareholders, Investors||Individual and institutional investors||
||In addition to financial results briefings, we hold facility tours (five times a year) and workshops (once a year) for our institutional investors, at which the president and directors themselves brief our investors directly. We also maintain an ongoing dialogue with our investors through individual meetings (200 a year), and feed back to management their questions, opinions, and requests regarding the company’s medium-term growth strategies and shareholder returns.|
|Government, Municipalities||Government agencies and municipalities in all regions in which the Calsonic Kansei Group has business locations.||
||Through talks with the governor of Saitama Prefecture and Mayor of Saitama City, where CK headquarters is located, we share the challenges facing the local community, leverage those discussions in our corporate activities, and enhance our contributions to the local community.
Both in Japan and overseas, we strive to contribute to local communities as a good corporate citizen by encouraging and sponsoring volunteer activities by our employees at government-organized events.
|Local communities||Local residents and communities in all regions in which the Calsonic Kansei Group has business locations||
||The Calsonic Kansei Group undertakes a range of activities aimed at gaining the acknowledgement and trust of local residents.
As part of these initiatives, since 2015, we have invited, once in two years, representatives of local residents’ associations and companies to the Calsonic Kansei R&D Center and corporate headquarters to take part in our “Environmental Communication” meetings to discuss CK’s environmental activities.
Similarly, our other facilities around Japan and overseas have established various opportunities for communication with their local communities and are engaged in cooperation with the local regions.
Ongoing Customer Satisfaction SurveysJapanOverseas
The Calsonic Kansei Group conducts a customer satisfaction survey once a year to assess how customers view its business activities. 2016 marked the 12th year of this survey, which was first conducted in 2005. The survey was conducted as a questionnaire to which customers applied a five-level rating on items related to quality, cost, delivery, development, management, and sales activities (QCDDMS) along with comments on specific improvement requirements. Analysis is conducted based on the four points below.
Long-term monitoring of changes in the same evaluation items Clarification of survey targets and understanding of the collection status (understanding of relationship with customers) Confirmation of changes and comments, and the clarification of issues Incorporation of methods for addressing issues in the plan for the next fiscal year and implementation of this plan We aim to use this survey as a contact point for further enhancing communication with customers and for improving customer satisfaction.
Fiscal 2016 Survey Results and Response We analyze survey data and customer feedback, by customer, product and region. The following represents some of the customer feedback received during fiscal 2016.
Points for Improvement by Function Sales
- Issues related to costs and cost details (221 cases)
- Issues related to management (51 cases)
Issues related to response and speed (37 cases) Development
Issues related to new development and advanced development (95 cases)
- Issues related to management (project management, etc.) (44 cases)
Issues related to proposal activities (37 cases) Quality
Issues related to management (104 cases)
- Issues related to response and speed (58 cases)
- Issues related to analysis capabilities (32 cases) We hope that the planning and implementation of improvement proposals for each of these functions will lead to improved customer satisfaction and the establishment of better relationships.
FY2016 Customer Satisfaction Evaluation by Product (Change from FY2015)
FY2016 Customer Satisfaction Evaluation by Item
Trends in Customer Evaluation Ratings (5 points is the highest score)
Employee Awareness SurveyGlobal
Each year, the Calsonic Kansei Group conducts a survey to assess how well the CK WAY, the common action guidelines for our employees, is being implemented. We use 64 multiple choice questions to determine how well the values in the 10 areas pursued in the CK WAY are being shared in the workplace, and to assess actual employee behavior. The results are used to develop action plans aimed at further improvements. In Fiscal 2016, we achieved a 99.8% response rate at all of our global locations. Calsonic Kansei Group’s strengths lie in the “Challenge”, “Commitment & Target” categories, along with “Diversity,” which in the past has been a weakness. In contrast, the survey results showed that there is room for further improvement in the “Self-Discipline,” “Learning,” and “People-Oriented” categories. In Fiscal 2016, we also participated in Nissan Motor Company’s employee awareness survey. Based on the outcomes of that survey, we are working to make improvements in each workplace, each facility, and across the entire Group, to achieve a company that employees find rewarding to work for.
Based on the stance that healthy labor-management relations are essential for corporate growth, Calsonic Kansei and its Group companies in Japan have built stable labor-management relations with the Calsonic Kansei Group Union Confederation (CKGU), to which their employees belong. We strive to improve the working conditions of our employees and revise relevant systems through regular opinion exchanges at labor-management roundtables and in the Working Style Improvement Committee. As of the end of March 2017, 100% of our employees (excluding those in managerial positions, re-hires, and non-regular workers) belonged to the CKGU. Job reassignments are made from a long-term, human resources development viewpoint, after considering the individual employee’s career path preferences that have been identified through interviews with the HR Group and the employee’s supervisor. At least three months’ notice is given before a job transfer to ensure a fair transfer process.
In order to help create a better society, the Calsonic Kansei Group is actively participating in cross-industry initiatives and advanced initiatives being promoted through industry-government-academia collaboration.
Main Participating Organizations
Japan Auto Parts Industries Association (JAPIA) Society of Automotive Engineers of Japan (JSAE) Keidanren Japan Electronics and Information Technology Industries Association(JEITA) Japan Institute of Industrial Engineering (JIIE) Saitama Association of Corporate Executives International Association for Universal Design (IAUD)
In Fiscal 2016, Calsonic Kansei participated in 35 industry-academia collaborative research initiatives.