There is Still Much to Improve
In the last ten years this company has introduced many projects to improve employee welfare, such as long-term leave, a five-day working week, a cafeteria with free breakfast and lunch, a uniform laundry service, staff trips, and subsidized social gatherings.
We instituted flexible working hours to eliminate overtime, did away with time cards (which, when used, indicate that employees are not trusted), and hired third parties to do employee engagement surveys.
Even so, I think that there is still much that we can improve.
Supposing that the 20 years under the last president was this company's primary phase of growth, I will strive to ensure that the next phase is one of dramatic progress.
Although many companies in this industry have a top-down style of management, which perhaps stems from the roughness of the occupations involved, I intend to apply my personal experience to implement a bottom-up style. I aim to make Sanyo Syoji a company where people can grow and work together happily, in the knowledge that their work is safe and meaningful, and with the confidence that they can continue to work in good health. Fortunately I have many associates who matured with me at this company, and a board of adroit and experienced executives who are extremely dependable. I would almost say that without them there would be no dramatic progress ahead.
What We Can Do for the Earth
At Sanyo Syoji, where there are no work quotas or overtime, there are three things that we always make sure we do:
- Say hello with a happy smile.
- Clean often.
- Abide by SKH.
（S＝Use san after everyone's name、K＝Use keigo (polite language).、H＝Conduct yourself with hinkaku (dignity).
SKH Campaign badge
People who cannot abide by these three rules are not recognized as Sanyo Syoji employees.
It is very simple, isn't it?
All three rules are based on the concept of respecting other people and making them feel good. However, what I discovered when I actually did it myself is that it is difficult to do this continually 365 days a year, and there is actually a lot more to them than meets the eye. But I have a feeling that systematically implementing them on a continual basis is in some way related to our work, which is to protect the global environment. If we talk about protecting the earth it sounds all rather too big and it's easy to think that someone else will deal with it. But don't you think that people who can extend a little kindness to make the lives of people around them more bearable can use their imagination to improve the lives of people who live far away, and people who have skin of a different color?
Wanting to do something for other people I think is the very foundation of recycling.
At present we are expanding our Nara, Tokyo, and Sendai branches, and I want to make sure that as we expand we do not abandon our three fundamental principles. I would that each branch do their best to insure their employees' happiness, with an enthusiasm that all but says "let's be more awesome than the other branches!"
Sanyo Syoji President