JAPANESE CHINESE

Diversity & Work-styles

Basic Approach

The Maruha Nichiro Group recognizes that respecting each other's differences in gender, nationality, values, age, lifestyle, disability, etc., and allowing each and every employee to fully express their abilities, is crucial to our sustainable corporate growth. Above all, we have put in place a policy aimed at promoting diversity and inclusion, and are implementing various measures toward that end.

Maruha Nichiro Group Declaration of Action for Diversity and Inclusion

To support the sustained growth of the Group through the creation of value, the Maruha Nichiro Group,preserves a corporate culture that respects the diversity in society and creates a work environment that enables all employees to demonstrate their individual strengths and reach the full potential of their abilities.

Medium-term Sustainability Management Plan (FY2018–2021)

Promote diversity and work practice reform

Medium-term Goal

Improve awareness of diverse management and work practice reform

FY2020

Action Plan (Key measures)

  • Improve information and messages from management
  • Strengthen lateral ties between employees

Achievements

  • Relayed messages from management
  • Held online exchange meetings between the President & CEO and employees as well as between directors and employ-ees (8 times in total)
FY2021

Action Plan (Key measures)

  • Send out periodic messages from management
  • Continue department introduc-tions created by each depart-ment on the intranet site
Targets

Maruha Nichiro Corporation

Department in charge

Personnel Department, Maruha Nichiro Corporation

Medium-term Goal
  • Improve ratio of female managers
  • Provide support for childcare
FY2020

Action Plan (Key measures)

  • Acquire “Kurumin” and “Eruboshi (L-star)” certification marks
  • Hold in-house seminars

Achievements

  • Continuously acquired “Kuru-min 2020” certification and "Eruboshi Grade 2” certification
  • Held seminars for employees, regardless of gender, who have returned to work or are raising preschool children
FY2021

Action Plan (Key measures)

  • Formulate the next Action Plan of the 7th General Employers Action Plan
  • Continue seminars and e-learning programs for employees returning to work, employees raising preschool children, and their supervisors
Targets

Maruha Nichiro Corporation

Department in charge

Personnel Department, Maruha Nichiro Corporation

Medium-term Goal
  • Improve productivity
  • Improve work-life balance
  • Promote diverse work practices
FY2020

Action Plan (Key measures)

  • Promote integration of IT technology
  • Create a new personnel system
  • Establish telecommuting

Achievements

  • Unified the plant work man-agement system with the head office work management system
  • Disclosed the results of the Employee Motivation Survey on the intranet site and in Group newsletters
  • Completed the adoption of flexible work hours in all departments and telecommut-ing system in the head office and regional branches
FY2021

Action Plan (Key measures)

  • Overhaul of the settings of the labor management system and execute the version upgrade
  • Implement a 360°evaluation in conjunction with new line management training
  • Consider and introduce a four-day workweek system for reasons such as childcare and nursing care, and regulations for recognizing second jobs
Targets

Maruha Nichiro Corporation

Department in charge

Personnel Department, Maruha Nichiro Corporation

Management Structure

Implementation through collaboration with each department, with the supervising director of the Corporate Management Division as the project leader.

Promote Corporate Culture Reform

Organizing Diversity Forums

In FY2018, the first fiscal year of the project, we hosted the "Diversity Forum 2018-Working Woman Session", which aims to promote mutual understanding between the company and female employees on the topic of “female participation,” and disseminate the messages that these employees would like to promote within the company from a female perspective, as the first step towards fostering a rewarding workplace culture. The forum was held twice that year, with female employees in their 4th to 6th year of employment and with children before school age, taking part.

In FY2019, we hosted the "Diversity Forum 2019-Accelerating Maruha Nichiro’s Future with on-site prowess". In this forum, which was held for the second time since 2018, the objective was to think about how to make “Diversity and Inclusion (D&I)” a reality from a real on-site perspective, through checking in with one another on their awareness level, in order to further accelerate diversity management.A total of 118 male employees from all over Japan participated in the forum.

In FY2020, given the ongoing COVID-19 pandemic, a two-way communication program involving management and employees was planned and hosted through a virtual meeting.

Interactive meeting between the management and employees on “Diversity and Inclusion (D&I)”
Interactive meeting between the management and employees on “Diversity and Inclusion (D&I)”

Interactive Meeting between the Management and Employees on “Diversity and Inclusion (D&I)”

Promote Women's Career Activities

The ratio of female managers at Maruha Nichiro Corporation currently stands at 4.5% (as of April 1, 2021). One issue behind the relatively low level is that there is a thin layer of deputy managers and assistant managers who will be responsible for the next generation. We, therefore, have set a target of having 130 female deputy managers and assistant managers who will lead the next generation by April 1, 2021, and have achieved this goal with 153 as of April 1, 2021.

2020 2021
34 people (4.5%) 34 people (4.5%)

*Scope: Maruha Nichiro Corporation
*Both are actual results as of April 1, 2021

Improve the Acquisition Rate of Childcare Leave

At Maruha Nichiro Corporation, the rate of taking childcare leave by female employees has been maintained at 100% from FY2017 to FY2020. In FY2020, 42.5% of male employees took short-term childcare leave.

Trend of Ratio of Acquiring Childcare Leave

Type of training  2017 2018 2019 2020
Women 100% 100% 100% 100%
Men 12.6% 9.1% 33.3% 42.5%

Scope: Employees of Maruha Nichiro Corporation

Acquiring “Eruboshi” Certification

In FY2017 Maruha Nichiro Corporation acquired “Eruboshi(L-Star)” certification, which is issued by the Ministry of Health, Labour, and Welfare to companies with good conditions regarding promotion of women's advancement, under the certification system based on the Act on Promotion of Women’s Participation and Advancement in the Workplace. Our efforts toward “creating an environment that makes it easy for women to participate” were evaluated, and we met the standard on three out of the five evaluation items, including “continual employment,” “work style including working hours,” and “diverse career courses.”

Promote Work Practice Reform

Participation in Telework Days 2019 and 2020

We were part of Telework Days 2019* as a special cooperating company, with many employees of the Toyosu Head Office working from home to participate.

*Telework Days: A national movement for work style reform that started ahead of the Tokyo Olympics in collaboration with government agencies and related organizations.

Activity to Support Nursing Care

We have been hosting seminars on balancing work and nursing care regularly since 2014 as part of our efforts  to support long-term nursing care. Also, utilizing our intranet, we have continually published an informational website, “Balancing Work and Nursing Care Navigator,” to promote both basic knowledge and nursing care measures.

Acquiring “Kurumin” Certification Mark Recognizing Corporate Support for Employees Raising Children

In support of achieving a positive balance between work and childcare for all employees involved in childcare, regardless of their gender, we have expanded the childcare leave period and introduced a short-term childcare leave system.
We were highly-evaluated for the ratio of employees taking childcare leave, including both men and women (short-term leave included), and received the third “Kurumin” certification from the Minister of Health, Labour and Welfare in FY2020.

Going forward, we will continue to implement various measures that not only promote taking childcare leave, but also support balance between work and childcare in accordance with children’s growth, as well as promote understanding among supervisors and male employees on participation in childcare that is not only applicable to female employees.

Conducting Employee Motivation Survey

The Maruha Nichiro Group has conducted a total of four Motivation Surveys (in 2009, 2012, 2014, and 2019) targeting approx. 11,000 employees at our main Group Companies in Japan. These have allowed us to analyze them motivation from diverse perspectives. We have incorporated the results of each survey into our personnel system and other systems, and are working to create a workplace that increases employee motivation and provides employees  with greater job satisfaction. The factors that increase motivation differ for each organization and the measures that need to be implemented are not the same either. Thus, we believe it is necessary to maintain a system that allows for continual monitoring and improvement, and will continue to conduct surveys hereafter.

Various Systems to Support Balancing Work with Childcare Nursing Care and Frequency of Utilization of these systems

Maruha Nichiro Corporation has established various systems to support balancing work with childcare and nursing care.

Various Systems to Support Balancing Work with Childcare Nursing Care and Frequency of Utilization of These Systems

System Overview FY2020 (Number of People)
Maternity Leave Before and After Childbirth The maximum length of leave is 14 weeks. This system compensates employees on maternity leave with a portion of their wages through our health insurance association. 27
Childcare Leave System A system supporting leave while an employee's child is less than 2 years old. This system can also be used by men. 24 (23 female, 1 male)
Short-term Childcare Leave A system supporting leave while an employee's child is less than 2 years old. Salary can be claimed without reduction for up to a maximum of 10 days. 16 (male)
Paternity Childbirth Leave The leave system can be used when an employee's spouse is giving birth. Salary can be claimed without reduction for up to a maximum of 5 days. 78*1
Childcare Working Hour Leave A system to exempt an employee from work for up to 1 hour 40 mins in a day, until the employee's child finishes the fourth grade of elementary school. 61*2
Nursing Care Leave A system for approving aggregate leave of up to 1 year for each family member who requires nursing care. 0
Return to Work Program A system to support employees who have left work due to various reasons such as marriage, childbirth, providing nursing care, work relocation by their spouse, or career enhancement to play an active role again and utilize the expertise, personal connections and experience they have gained during their absence, in addition to the knowledge and experience they built up before leaving work. 0*3
Flextime System A system for improving productivity and contributing to employee welfare by entrusting the starting and ending times for an employee's appointed monthly working hours to the individual discretion of the employee. 1,509*2
Shortened Work Hours Program for Nursing Care A system for shortening the prescribed working hours in 30 minute increments by up to a maximum of 2 hours per day. The total amount of leave that can be taken under the Shortened Work Hours Program for Nursing Care and Nursing Care Leave system is limited to 3 years for each family member who requires nursing care. 2
Short-term Nursing Care Leave A system allowing employees to utilize up to five days a year of accumulated time off (up to 10 days a year if two or more family members require nursing care) before annual paid leave is used. 1
Post-retirement Reemployment A system for rehiring retirees who meet certain qualifications and express a desire to be reemployed. 42 (28 male, 14 female)*2 *4 42 (28 male, 14 female)*2 *4

Scope: Employees of Maruha Nichiro Corporation
*1: Male employees whose spouse has given birth to a child in FY2020
*2: As of April 1, 2021
*3: A system that started in April 2020
*4: Employees on loan included

Employment of People with Disabilities

In an effort to become a company in which diverse personnel can participate actively, regardless of gender, nationality, age, or disability, we also actively promote employment of those with disabilities. As of April 1, 2020, the employment ratio of those with disabilities reached 2.10%.

Trend in Employment Ratio of Those with Disabilities

2017 2018 2019 2020
1.86% 1.89% 2.01% 1.94%

Scope: Employees of Maruha Nichiro Corporation

To Enhance In-house Communication Even in a Telecommuting Environment

In order to foster a culture in which all employees are highly motivated and comfortable working, Maruha Nichiro Corporation launched the in-house web media “DOUBLE WAVE web” (a.k.a. DUB web) on October 1, 2020. This, unlike the quarterly print publication, is a web-based internal newsletter that is only viewable by employees. It features a variety of in-house events, individual ideas, the sharing of successful knowledge, and employee activities in a timely manner, including videos, to encourage employees with diverse potential to meet and connect with each other. It is a forum where information can be shared, with articles introducing people from various departments as well as management, and interviews, in order to serve as a medium to connect smiles among employees.

Stakeholder Voice

Mari Saito

Mari Saito

Personnel Department ,Maruha Nichiro Corporation
Section Chief, Diversity and Inclusion Office

Compared to when I first entered the company and now, the environment around us is changing at a tremendous speed. Lifestyles, ways of working, and social values have also changed, and I feel that it is important to aim for a status of inclusion in which all people working here at Maruha Nichiro are able to work enthusiastically and make the most of their personalities and strengths. To achieve this, we must adopt flexible work styles, show mutual respect for each other, recognize diverse values, and create a flexible and strong organizational culture.

Maruha Nichiro Corporation will innovate its personnel system to contribute to the transformation of the company into an organization brimming with innovation. We are also continuing to provide support for balancing work and childcare and nursing care, as well as promoting various systems and activities such as the company-wide introduction of 1-on-1 meetings as a communication policy to facilitate individual growth and the relationship between supervisors and subordinates. I would like to create a workplace culture where each of us, including myself, can think about how we want to change and how we should change.

Looking Ahead

In order to reach the legal employment ratio of 2.3% of those with disabilities as well as foster a culture that enables everyone to exert their strength, we are taking a two-pronged approach to not only focus on hiring, but create a system that promotes “normalization”, as well as promote awareness internally.