Basic Approach
As the business environment undergoes rapid changes, globalization and technological innovation, it is imperative to create core human resources with a higher and broader perspective to take charge of management and business in the mid- to long-term.
Management Structure
President & CEO, Executive Officers and the General Manager of the Personnel Department regularly hold discussions on approaches to human resources and workforce requirements in order to realize management strategy.
Cross-functional cooperating also takes place among multiple sections within the Personnel Department and we are accumulating and utilizing information on human resources using our talent management system and learning management system (LMS).
Results of the Previous Medium-Term Management Plan (FY2022–2024)
Materiality: Creating a work environment where diverse human resources can play an active role with peace of mind
KGI (the figure which wants to have 2030): We have built a work environment where diversity is respected and where employees can play an active role with peace of mind.
Responsibility Department: Human Resources Department of Maruha Nichiro Co., Ltd.
| KPI | Target | Self-evaluation and problem of the prometaphase management plan | ||
|---|---|---|---|---|
| The aim year | Target value | Progress result comment | Self-evaluation | |
| Ratio of female employees (MN) by maintaining 50% female recruitment ratio | 2030 | More than 35% | Achieved a female hiring ratio of 51% over three years (FY2022~FY2024) Female employee ratio: 29.2% (April 2024) | ★★★☆☆ |
| Ratio of women on the board of directors (MN) | 2030 | More than 30% | In fiscal 2024, the ratio of women on the Board of Directors was 25%, compared to the KPI target of 20%. | ★★★★☆ |
| Ratio of female managers (MN) | 2030 | More than 15% | In FY2024, the ratio of female managers achieved 7.7% compared to the KPI target of 7.5%. | ★★★☆☆ |
| Establishment of the Maruha Nichiro Human Resource Development Program and Setting of Targets for FY2030 (MN) | 2024 | - | Established the Maruha Nichiro Human Resource Development Program (Succession Program, Global Human Resource Development, DX Human Resource Development, and Sustainability Human Resource Development) and achieved the FY2030 target setting. | ★★★☆☆ |
| Establishment of employee engagement evaluation methods and setting of FY2030 targets (MN) | 2024 | - | Set FY2030 score targets for specific items of employee engagement | ★★★☆☆ |
★★★★★ : KPI for FY2030 achieved.
★★★★☆ : Progress toward achieving KPI for FY2030 in advance.
★★★☆☆ : KPI for FY2024 achieved or progress toward achieving KPI for FY2030 as planned.
★★☆☆☆ : KPI delayed.
Medium-Term Management Plan (FY2025–2027) KGI, KPI
Materiality: Creating a work environment where diverse human resources can play an active role with peace of mind
KGI (the figure which wants to have 2030): We have built a work environment where diversity is respected and where employees can play an active role with peace of mind.
Responsibility Department: Human Resources Department of Maruha Nichiro Co., Ltd.
| KPI | Target | |
|---|---|---|
| 2027 | 2030 | |
| Ratio of female employees by maintaining 50% female recruitment ratio (Maruha Nichiro Corporation) | ー | More than 35% |
| 30% of the Board of Directors is female. | ー | 30% |
| Ratio of female managers (Maruha Nichiro Co., Ltd.) | ||
| Achieving the goals of each human resource pool based on the human resource development program (Maruha Nichiro Co., Ltd.) | Achieving the target figures for each talent pool | More than 15% |
| Achieved engagement score for specific items of employee engagement (Maruha Nichiro Co., Ltd.) | Engage with a specific item Score achievement | Achieving the target figures for each talent pool |
| Analysis and evaluation of water resource risks and opportunities, countermeasures, and consideration of countermeasures | ー | Achieve engagement score for a specific item |
Main Initiatives in FY2024
In FY2024, we established a program to develop core human resources ("Management Leader Talent," "Global Human Resources," "Sustainability Talent," and "DX Leader Human Resources") that contribute to discontinuous growth, and set FY2030 KPIs for each human resource category.
Overall View of Human Resources Policies
Development of Management Leaders
In the midst of the rapidly changing business environment, globalization, and technological innovation, we have been systematically implementing a program to develop the next generation of management leaders since
FY2018 with the aim of creating core human resources who will be responsible for management and business with a higher and broader perspective over the medium to long term. However, due to the lack of clarity in human resource requirements and selection criteria, the uniformity of training measures, and the lack of optimal support according to individual abilities, we established the "New Succession Program" in the form of restructuring the existing program from FY2025.
In this program, the Human Resources Investment Council and the Personnel Committee, which are composed of officers appointed by the Nomination and Remuneration Committee, review and monitor the development policy for candidates selected based on the newly defined human resource requirements, and systematically develop successor candidates directly related to management. We will continue to produce human resources that will drive the improvement of corporate value over the medium to long term.
Global Human Resource Development
In its medium-term management plan for FY2025-2027, the Maruha Nichiro Group has set a long-term vision to "develop a consumer-centered value cycle glocally." As we work on expanding into overseas markets and strengthening sustainable access to resources as priority themes, the development of global human resources who can adapt to diverse cultures and values and lead overseas business has become a top priority.
At Maruha Nichiro, we have been working on development measures such as the Global Human Resource Development Program. However, until now, the development measures scattered throughout the company (global human resource development programs, overseas long-term and short-term trainees, overseas practical experience in departments engaged in purchasing operations, etc.) were not systematized, so the understanding and management of global human resources was insufficient.
Therefore, in FY2024, we organized and systematized the development measures that had been scattered throughout the company, and established a scheme to systematically develop, manage, and utilize global human resources. Specifically, we organized global human resources into three grades according to their overseas work experience and proficiency level, and defined them more clearly in line with the actual situation.
| Global Human Resources Beginner | Those who have experience in short-term training overseas and are considered to have basic skills in global human resource requirements. |
| Global Human Resources Level I | Those who have accumulated a certain amount of experience necessary for overseas work and have the basic skills required for global human resource requirements. |
| Global Human Resources Level II | Human resources who are familiar with overseas practices and can play an active role overseas right away, and who have the potential to create new businesses overseas |
We have set KPIs for the development of this "Global Human Resource Development Level II" and systematically develop human resources and manage progress. This new framework will enable the visualization and strategic allocation of global human resources, and will strengthen the human resources base to realize the long-term vision.
About DX Human Resources
In order to flexibly respond to the rapidly changing external environment and grow sustainably as a company, we are focusing on developing human resources who can demonstrate the ability to transform businesses and organizations (X) beyond the use of digital technology (D), and are promoting a human resources strategy that views DX not as a "means" but as a "transformation of value creation." In FY2023, we conducted a visualization survey on IT and DX skills and literacy for all employees, and based on the survey results, we began training DX leaders and digital architects in earnest in FY2024 in conjunction with our business strategy. We set KPIs for each human resource category and systematically develop human resources and manage progress.
| DX Leader | Human resources who plan business reforms using digital technology and coordinate cooperation with other departments |
| Digital Architect | Human resources who identify and propose issues that need to be reformed and are responsible for implementing them under the direction of DX leaders |
Developing and Securing Human Resources Who Contribute to Sustainable Strategies (Materiality)
Maruha Nichiro plans to change its name in March 2026 with the determination to solve global social issues through food in unity with stakeholders, society as a whole, and the earth, starting from the ocean, which is our roots. To take this new step, we are working to systematically develop sustainability human resources with the aim of achieving both a sustainable society and increasing corporate value. As for what FY2030 should be, we have set a goal of assigning human resources who can formulate and promote strategies in each business unit in four areas (➀Environment, supply chain management, human rights, fishery resources, and stakeholder communication).
In order to achieve this goal, in the FY2025-2027 Medium-Term Management Plan, we have set quantitative KPIs for the development of "expert human resources who can promote awareness-raising activities externally" and "expert human resources who can lead awareness-raising within the company" in each field. In addition, we have set goals for the development of human resources who have basic knowledge in four fields and can participate in awareness-raising activities both internally and externally as "beginner human resources." The development of sustainability human resources will realize the determination put into the company name change and will be a driving force for company-wide sustainable management, and we will continue to work on it systematically and strategically.
Maruha Nichiro Ability Development System Diagram for FY2024
Maruha Nichiro Ability Development System Diagram for FY2025 (PDF:576 KB/ 1 page)
Visualization and Utilization of Human Resources
With the aim of effectively utilizing human resources, we introduced a talent management system in 2022, and in 2023, we created a section manager-level job definition (JD) with the aim of career independence and retention of employees, verbalizing the duties and roles of each section and making them available to all employees. In addition, in order to achieve our long-term vision and medium-term management plan, we have begun to create a human resources portfolio to ensure the quality and quantity of human resources necessary to realize our business portfolio policy, aiming for the overall optimal human resource allocation that has moved away from the conventional optimization of individual departments.
Through these initiatives, we are promoting the visualization of the capabilities and skills of human resources within the organization and building a foundation to enhance the consistency between business strategy and human resource allocation.
Initiatives to Foster a Culture That Encourages Challenge and Co-Creation
Maruha Nichiro is promoting cultural reform in which employees play a leading role while utilizing its DNA of 145 years since its founding. In fiscal 2024, we established a new corporate identity that aims to transform into a solution company that contributes to the health of people and the planet through food.
To achieve this transformation, we have established a free agency system and an internal recruitment system to increase the mobility of human resources across departments, and have established a reward system to recognize efforts that have contributed to innovation and business improvement, and we are also emphasizing the process of taking on challenges.
In addition, we are developing a variety of initiatives to foster a "culture of challenge and co-creation," such as cross-organizational projects through open recruitment, town hall meetings at all business sites, and the "Experience in Other Departments" program that was born from them. Through these initiatives, we aim to foster a culture that supports challenges and realize the mindset transformation and corporate value creation of each and every employee.
Goal Setting
Maruha Nichiro has set targets for each fiscal year at the beginning of the fiscal year, set not only year-end performance results and evaluations, but also set process-oriented goals and medium- to long-term goals, and has been managing targets through continuous feedback through daily communication with superiors. From FY2025, we introduced a new "Challenge and Co-Creation Goal" to realize our new long-term vision. We position the transformation of existing operations as a challenge and the creation of value across the organization as co-creation, and we aim to continuously improve corporate value by setting goals based on these two pillars. In addition, the head of the organization and managers also conduct 360-degree evaluations to visualize the opinions of subordinates and lead to improvement.
