Inclusion
& diversity
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Basic approach
In order to provide good services to our customers as “a Lifestyle Producer” in a diverse society, we are promoting inclusion & diversity at the Group because we believe that it is essential to be a company where diverse employees can fully demonstrate their abilities and work with vigor.
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Promotion of women’s participation and advancement in the workplace
Numerical targets
The Group took efforts to promote women’s activities as we aimed for the numerical targets announced on November 12, 2014. We once again established targets as follows in September 2021.
Ratio of female employees*1*2
The ratio of female employees across all Group companies as of December 2022 was 27.4%. The ratio of female employees as of September 2014 was 25%, so this figure clearly increased in the past eight years. The Group will further increase this to 33% by March 2027.
Ratio of female managers*1*3
The ratio of female managers across all Group companies as of December 2022 was 6.9%. The ratio of female managers as of September 2014 was 4.2%, so this figure clearly increased in the past eight years. The Group will further increase this to 11% by March 2027.
- The calculation of this ratio is based on a figure that excludes contract employees, part-time employees, and officers.
- Excludes Logitri Tohoku Co., Ltd., Logitri Chubu Co., Ltd., and Logitri Kansai Co., Ltd., which have limitations on female employment due to operations that require carrying heavy loads as an LPG delivery company. Eligible employees as of June 30, 2022: 1,589
- Calculated as (female managers / total manager positions in consolidated Group (excluding Logitri Tohoku Co., Ltd., Logitri Chubu Co., Ltd., and Logitri Kansai Co., Ltd.)) × 100
Hold career training for female employees
In FY2022, we held career training for female employees of the Group aged 29-33. This is one of the measures to support female employees who are vulnerable to life events such as childbirth, childcare, and nursing care, by providing them with opportunities to learn how to build their future careers while facing events that have already occurred or will occur in the future, and to build their own career at Mitsuuroko Group. Mitsuuroko Group will continue to provide this training.
Establishment of the Project Team for the Promotion of Women’s Participation and Advancement
In April 2022, we launched the “Project Team for the Promotion of Women’s Participation and Advancement” (Blooming Project Team) led by female employees selected from each company of the Group.
The purpose of the project is to promote women’s participation and advancement as part of the diversity promotion, and to realize systems and initiatives that allow women, who often play a central role in taking care of children and elderly relatives, to work more comfortably and continue their careers, thereby contributing to the success of not only women but also a diverse workforce. We expect that by involving the employees themselves in the promotion of women’s participation and advancement, they will be able to relate to these activities on a personal level and create new initiatives based on diverse ideas.
One of our Group companies received the highest rank of Platinum certification as a “Company Practicing Diverse Workstyles”
In June 2022, Mitsuuroko Creative Solutions Co., Ltd. received the Platinum certification under the certification system promoted by Saitama.
We will continue to strive to create an environment in which each and every employee can work with vigor and satisfaction.
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Promote male employees to take parental leave
Numerical targets
At the February 2023 meeting of the Company’s Board of Directors, the Group set a numerical target to promote the use of parental leave by male employees.
The Group believes that by actively encouraging employees to take parental leave, regardless of gender, they can enrich their own work-in-life and promote a workplace culture that accepts and utilizes the abilities and individuality of diverse human resources, leading to inclusion & diversity management that allows diverse human resources to play an active role regardless of gender or work style.
Rate of parental leave taken
- The calculation of this ratio is based on a figure of full-time employees, contract employees, and part-time employees.
- Parental leave includes holidays for the purpose of childcare.
- Calculated as (male employees who took parental leave in the fiscal year / male employees whose partners gave birth in the fiscal year) × 100
- If parental leave is taken in multiple blocks for the same child, it is counted as one child. If the parental leave is taken across two fiscal years, it is included in the fiscal year when the parental leave started; if the parental leave is divided into multiple fiscal years, only the first parental leave taken is included in the calculation.
New management training
In FY2022, the Group conducted maternity leave and parental leave training for managers to ensure they have an accurate understanding of parental leave so as to make it easier for all employees, regardless of gender, to take parental leave. The Group plans to expand the training to all employees in the future.
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New work styles
The Group aims to establish an environment where employees of differing backgrounds are able to maximize their abilities by realizing new work styles that enables employees to have a flexible workstyle depending on the format of the business. The Group also hopes that employees will be able to live and work in the way they feel fits them the best.
The Group has worked on forming a system where the entire Group can work remotely, and actively implemented work from home.
We will continue to promote new work styles, including hybrid workstyles that combine remote work and office work.
Major Group initiatives
Provide tools that enable remote work
Provide PCs and mobile phones to complete tasks without going into the office
Recommend online meetings
Recommend online meetings instead of in-person meetings in order to prevent the spread of COVID-19
Introduce system that can receive outside calls on PCs (Uni Talk)
Implement system to receive outside calls without going to the office to enable flexible remote work
Introduce hourly paid leave
Enable paid leave in hourly units to improve work-life balance
Introduce varying work schedules that can be selected
Implement varying work schedules that can be selected based on individual lifestyle and workstyle (ex: there are six selectable shifts at Mitsuuroko Group Holdings Co., Ltd.)
Introduce work from home allowance
Introduce a work from home allowance to subsidize utility and communication costs when working from home
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Initiatives to achieve work-life integration
At Mitsuuroko Group, we believe in the importance of integrating work and life (work-life integration) in order to create a synergistic relationship between work and family life and to enhance both public and private life. To achieve this goal, we have established various systems to allow employees to choose diverse ways of working.
Main systems, benefits, and initiatives related to work-life integration
|
System name |
Overview of systems |
|---|---|
|
Working hour shift system/ |
Either working hour shift system or working hour varying work schedule system will be adopted as required by the nature and conditions of operations at each office and workplace. • Working hour shift system → Two-shift or three-shift system • Working hour varying work schedule system → Adjustable in 30-minute increments |
|
Parental leave system |
Available until the child reaches the age of 1 (Under special circumstances, this could be extended to a maximum of the age of 2. It can be obtained in blocks up to twice.) |
|
Paternity leave system |
Can be taken separately from parental leave for up to four weeks within eight weeks of the birth of a child (can be taken in blocks up to twice) |
|
Caregiver leave system |
As a general rule, it is available for a total of 93 days for each person requiring nursing care. |
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Sick/injured childcare leave system |
Available until the child reaches the start of elementary school |
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Family care leave system | Available for up to five days per year for one eligible family member and up to 10 days per year for two or more eligible family members |
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Shorter working hours for childcare |
Available until the child finishes the sixth grade of elementary school Can be shortened in 30-minute increments for maximum of six hours |
|
Shorter working hours for nursing care |
Available for a period of three years from the start of use (up to twice) Can be shortened in 30-minute increments for maximum of 6 hours |
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Refresh leave system |
A leave period of one consecutive month is granted. Available to those who have been employed for 20 years in the fiscal year with the base date set as April 1 of each year. |
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Expired paid annual leave reserve system |
Can accumulate up to 30 days of expired paid leave Can be used for leave for personal injury or illness of employees, nursing care leave, volunteer activities, and leave to prepare for retirement, etc. |
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System for leave of absence for spouse or partner relocating outside Japan, etc. |
Can take up to five years of leave of absence to accompany spouses and partners who are staying abroad for six months or more for work or study, such as overseas transfers and overseas study |
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System for leave of absence for spouse or partner relocating within Japan |
Can take up to five years of leave of absence if deemed appropriate by the company |
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Hourly paid leave system |
Paid vacation days available in hourly units (to be exercised five days per year, up to 40 hours) |
|
Teleworking system |
Determined on a company-wide or workplace-specific basis. Can work from home, satellite offices, mobile work, or other locations outside of the office |
|
Leisure time support system |
Subsidy for movie tickets once a year (including family/pair) |
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Handbook for Supporting Balancing Work with Childcare/Nursing Care
This handbook is developed to help employees who are engaged in childcare/nursing care to understand the internal and external systems related to childcare/nursing care and the process from leave to return to work, and to visualize how they can utilize the Company’s systems in their daily childcare/nursing care and work, so that they can balance childcare/nursing care and work according to their individual circumstances.
- TOP
- SUSTAINABILITY
- Social
- Inclusion & diversity
