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, are 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 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
Targets: Maruha Nichiro Corporation
Department in charge: Personnel Department, Maruha Nichiro Corporation
|Target||FY2021||Medium-term Management Plan Self-Assessment|
|Action Plan (Key measures)||Achievements|
|Improve awareness of diverse management and work practice reform||
Implemented various activities in cooperation with each department supervised by our executive officers
Main Initiatives in FY2021
Aim to Promote Mutual Communication and Realize Psychologically Safe Working Places
We enhanced information on the intranet site, which disseminates the “Declaration of Action for Diversity and Inclusion” and promoted corporate culture reform. As part of these efforts, we continued to disseminate messages from management in a relay format, which we began in 2020.
We held online exchange meetings between the President & CEO and employees to promote two-way communication with management.
We published departmental introductions created by each department on our intranet site to encourage lateral ties not only between management but also between departments.
We then introduced 1-on-1 meetings to all departments to improve personal ties and the quality of relationships. We conducted periodic motivation surveys and established a monitoring system to visualize the results of these activities for fostering a corporate culture.
Promote Women's Participation
Improve Ratio of Female Managers
As a step to foster a culture in which all employees are highly motivated and comfortable working and in promoting Diversity and Inclusion, Maruha Nichiro believes that activities towards the Promotion of Women in the Workplace are an important issue to be addressed as a solid foothold to become a sustainable Corporate Group.
In FY2017, we established Diversity Promotion Office (current Diversity and Inclusion Office) aiming to create a work environment where diversity is respected and employees can work with peace of mind, and we are carrying out activities to maximize the potential of each individual, regardless of gender.
On November 29, 2017, we obtained our “Second-level Eruboshi” certification, a certification based on the Act on Promotion of Women's Participation and Advancement in the Workplace. In March 2021, we established an Action Plan Based on the Act on Promotion of Women's Participation and Advancement in the Workplace (2021-2025).
We will continue to work to improve ratio of female recruitment and managers.
Current ratio of female managers is 5.5% (as of April 1, 2022).
Trends of Ratio of Female Managers
|34 people (4.5%)||42 people (5.5%)|
*Scope: Maruha Nichiro Corporation
*Both are actual results as of April 1
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 FY2021. In FY2021, 35.5% of male employees took childcare leave.
Trend of Ratio of Acquiring Childcare Leave
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 the 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 activities toward “creating an environment that makes it easy for women to participate” were highly 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.”
We also formulated the General Employers Action Plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace (2021-2025) in March 2021.
Promote Work Practice Reform
Established a Work System
The Company introduced a new personnel system and transitioned to a system to evaluate management. Furthermore, we introduced a four-day workweek system and a second job system. We also introduced a flextime work system without core in all departments in the Head Office and regional branches
Activity to Support Nursing Care
We recruited employees who would like nursing care information through the intranet and held online nursing care seminars.
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 gender, Maruha Nichiro Corporation has expanded the childcare leave period and introduced a short-term childcare leave system.
We received our third Kurumin certification from the Minister of Health, Labour and Welfare in FY2020 in recognition of the rate of taking childcare leave by both female and male employees (including short-term leave).
Looking ahead, 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.
Monitoring the Organization through the Introduction of Engagement Survey Tools
In FY2021, we introduced a tool to visualize the state of the organization and regularly measured the state of the organization (state of engagement).
Through this tool, it is possible to determine if there is a lack of support on the job, if there is a lack of trust, and if they are approved/comfortable with the approval of their supervisor and colleagues. With the measurement results, it has become possible to confirm whether the organization is operating well.
By devising a questionnaire, it is possible to conduct a survey equivalent to a 360° survey, and these results are used to help line management become aware of and reflect on the results, thereby improving the quality of management.
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.
|Maternity Leave Before and After Childbirth||The maximum length of leave is 14 weeks. A system that compensates employees on maternity leave with a portion of their wages through our health insurance association.||29|
|Childcare Leave||A system of absence until the child reaches the age of 2 years. This system can also be used by male employees.||48 (47 females, 1 male)|
|Short-term Childcare Leave||A system of absence until the child reaches the age of 2 years. Salary can be claimed without reduction for up to a maximum of 10 days.||14 (males)|
|Paternity Childbirth Leave||A leave system that 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.||26*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 third grade of elementary school.||108*2|
|Nursing Care Leave||A system for approving an aggregate leave of up to 1 year for each family member who requires nursing care.||N/A|
|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.
|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.||1,580*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.
|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.||4|
|Post-retirement Reemployment||A system for rehiring retirees who meet specific qualifications and express a desire to be reemployed.||33 (21 males, 12 females)*2,3|
Scope: Employees of Maruha Nichiro Corporation
*1: Male employees whose spouse has given birth to a child in FY2021
*2: As of April 1, 2022
*3: 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, 2022, the employment ratio of those with disabilities reached 2.20%.
Trend in Employment Ratio of Those with Disabilities
Scope: Employees of Maruha Nichiro Corporation
Progress in 2022
Information on organizing the “Zenkatsu” Open Lecture - an online course that provides hints on life and work
From FY2022, as part of our efforts to foster a culture of “Diversity & Inclusion,” we periodically organize online open lectures to encourage each employee, regardless of position or department, to address their own work-life balance and maximize the use of their strengths and abilities.
Employment of People with Disabilities- Established a Nanairo Support Team
Showroom Support Operation
A special team that specializes in undertaking a variety of operations within the Company, such as “I need a lending hand” or “Something I'm anxious about, but can't seem to get around to it.” Although our team members have disabilities, we strive to foster an environment of longevity by taking advantage of their unique characteristics, allocating business activities that take advantage of their individual personalities and diversity, and assigning specialized support employees to work closely with each and every one of them.
Examples of operational support
KGIs and KPIs from FY2022 to FY2030
In line with formulating the new Medium-term Management Strategy "For the Ocean, for Life MNV 2024,” we reevaluated the new nine important issues (materiality) on March 28, 2022, and formulated Ideal State in 2030 (KGI) and Achievement Targets (KPI) for each materiality.
From FY2022, we will work on the targets we have formulated and aim to be Ideal State in 2030.
Building work environment that diversified employees can work with a sense of security
- Ideal State in 2030 (KGI)
We have built a workplace environment where diversity is respected, and employees feel safe and comfortable to work
- Achievement Targets (KPI)
Item Target value Target year Ratio of female employees (MN*) by maintaining a 50% female recruitment ratio 35% or more 2030 Percentage of women on Board of Directors (MN*) 30% or more 2030 Female management job ratio (MN*) 15% or more 2030
- Main SDGs to which we contribute
*MN = Maruha Nichiro Corporation