Social

Diversity & Inclusion

The Nissui Group, which has selected "Aim to be a company where diverse human capital play an important role to address the social agenda" as one of its key issues, is aiming at being in a state where, by 2030, it is generating innovation that will lead to value creation by utilizing diverse human capital and providing opportunities for such human capital to demonstrate the fullest potential. Based on the view that the proactive introduction of diversity will stimulate the organization and also translate into business development, we are developing human capital geared to actively tackling global and local social issues through our business activities. Furthermore, we aim to be a company in which diverse human capital can improve themselves by encouraging and learning from each other and play an important role through such efforts.

system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Promotion Framework - The Diversity Subcommittee

The Diversity Subcommittee has established two working groups - the “Women's Empowerment Working Group” and the “Employment of Persons with Disabilities Working Group.” Led by executive officers, these working groups gather members from different departments to promote diversity and inclusion within the company.

[Figure] Diversity Subcommittee
Sustainability Committee
  • Chair: President & CEO
  • Members: All of the Executive Officers and the Outside Directors
  • Secretariat: Sustainability Department
  • Report to: Board of Directors
  • Holding frequency: Six times a year
Diversity Subcommittee
  • Consists of two working groups: The Women's Empowerment Working Group and the Employment of Persons with Disabilities Working Group
  • Chair: Executive Officer (In charge of Human Resources Department)
  • Members: Managing Executive Officer (CFO), Sustainability Department, and several representatives selected from among members of each working group (based on the theme of each session)
  • Secretariat: Human Resources Department
  • Holding frequency: Four times a year
system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Targets and Results

The targets and results specified in the long-term vision, “Good Foods 2030,” and in the mid-term business plan, “Good Foods Recipe1,” are as follows. We seek to foster a robust organizational culture in which diverse human capital can explore the unknown by promoting Diversity & Inclusion. 

Values/Themes Indicators Scope Target by 2024
Mid-Term Business Plan
"Good Foods Recipe1"
(FY2022-FY2024)
Target by 2030
Long-Term Vision
"Good Foods 2030"
(-FY2030)
FY2022
KPIs KPIs Results
Value in
Human
Capital
Promotion of active female participation Ratio of female manager Nissui Corporation 10% 20% 6.8%
Ratio of female executive officers and general managers 10% 20% 3.1%
system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Gender Diversity in the Company's Decision-making Body

On January 18, 2021, Nissui joined the 30% Club Japan in support of the objective of its activities.
The 30% Club Japan believes that a healthy gender balance in a company's decision-making body will not only enhance corporate governance but also facilitate sustained growth, boost international competitiveness, and in turn, help build a sustainable Japanese society. Based on this belief, its goal is to increase the percentage of female directors at the TOPIX top 100 companies, which was 12.9% as of the end of July 2020, to 30% by 2030.
TOPIX Presidents' Association, which is a community of the 30% Club Japan, has started holding discussions on essential issues that hinder women from playing an active role and is learning from actions that help resolve these issues. At Nissui, we are promoting activities for women's participation in management by setting numerical targets for the promotion of women to executive officers and general managers.

Participation in External Initiatives

[Logo] 30% Club Japan
system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Action Plan for Female Participation

In April 2022, Nissui formulated and announced the Third Phase Action Plan (plan period: April 1, 2022 to March 31, 2025) to develop an employment environment in which female employees can play an active part.

Nissui's Action Plan in "Comprehensive Website to Support Women's Active Participation and Balancing Work and Home Life" by the Ministry of Health, Labour and Welfare (229KB)

Quantitative Targets for Third Phase Action Plan

  • Recruit highly competent human capital without distinguishing between men and women and stably maintain the "percentage of women among recruits" at 50% in each fiscal year.
  • Make women account for 10% or more of all managers.
  • Make women account for 10% or more of all executive officers and general managers.

Results

Management items Target FY2022
Ratio of female among new hires 50% 34%
  University graduates or higher 41%
Ratio of female managers 10% or more 7%
Ratio of women in executive officer and general manager 10% or more 3%
system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Key Initiatives

In 2017, we conducted a gender diversity awareness survey targeting all Nissui employees (approx. 1,200 employees). We are formulating measures separately for each of the three issues that have been identified (i.e., reform of organizational culture, reform of employees' mindset, and striking a balance of careers and life events) and translating them into activities in concrete terms.

Initiatives in FY2022

[Reform of organizational culture (Reform of managers' mindset)]
  • Management Training for Managers with Female Team Members

    Training was provided to managers who supervise younger female employees to understand the work environment affecting these employees and to help understand key considerations related to training and engagement with them.
[Reform of Organizational Culture and Reform of employees' mindset]
  • Introduction of a Mentoring Program

    A mentoring system has been introduced and implemented to create an environment where younger employees can feel comfortable discussing career, personal and other issues that are difficult to discuss in the workplace.
[Striking a Balance of Careers with Life Events]
  • Training Programs to Consider the Balance of Career with Life Events
  • Provide Managers with the Skills to Support the Balance of Careers with Life Events of Their Team Members

    We provided training to male and female employees before and after significant personal milestones, to help them proactively shape their careers around these events. Additionally, training was provided for all managers to support the career-life balance of male and female employees alike, including promoting paternity leave for male employees and career development based around life events.

Past Initiatives

[Reform of organizational culture (Reform of managers' mindset)]
  • Communicated the Message from the President and CEO
  • Held an exchange of opinions on Diversity between Takayuki Kawashima, Director of the NPO, Fathering Japan, and five of the Company’s executives
  • Held the Female Subordinate Career Development Seminar for superiors
  • Established the department heads' meeting in the working group for the advancement of women (sales divisions)
  • Added non-financial items in the evaluation of managers' targets
  • Gave a diversity management lecture
  • Conducted diversity training
  • Diagnosed unconscious bias and conducted e-learning course and workshop
  • Held a workshop for persons in charge of production divisions
[Reform of employees' mindset]
  • Held a career workshop with female employees of production divisions of other companies in the same line of business
  • Established the Female Staff meeting in the working group for the advancement of women (sales divisions), held workshop
  • Held “Career Design Seminar” for Female Employees
  • Held a role model lecture given by female officers of other companies in the same line of business
  • Dispatched female employees to selective development training
  • Diagnosed unconscious bias and conducted e-learning course and workshop
  • Held a workshop for persons in charge of production divisions
[Striking a balance of careers with life events]
  • Introduced a pre-reinstatement sheet and child-raising status sheet, and expanded the scope of eligibility in terms of types of employment
  • Created a working mothers' network
  • Examined women's empowerment in the sales division/production division
    (Interviewed male/female employees in charge of sales who are raising children)
  • Exchange meeting to strike a balance between work and child-raising
system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Initiatives to Hire People with Disabilities

At Nissui, we employ people with disabilities in a wide range of workplaces, including administrative departments, factories, and sales offices, at about 30 locations in total. While the types of disabilities vary, we strive to create a comfortable work environment where individuals use their unique characteristics and strengths to work and thrive with confidence by providing multifaceted support in collaboration with employees from various departments and occupational health staff. Furthermore, we have strengthened our cooperation with local governments and support organizations to establish a system that can cover the physical and lifestyle aspects of each individual and we have been responding inquiries about the obtaining of disability certificates.
Since 2015, to help promote the employment of people with disabilities and streamline operations, the “Business Trust Team,” which consists of employees with disabilities working in other departments within the company. We have conducted training to deepen understanding of disabilities, and deepen mutual understanding among employees through appropriate provision of reasonable accommodation of those with disabilities (Note) by sharing examples of employment of people with disabilities within the company, holding meetings for managers, and conducting seminars on reasonable accommodation of these individuals. Through further improvement of education and training, future-oriented measures, and so on, we will continue to promote the secure employment of people with disabilities, which can be achieved precisely because we are Nissui.

(Note) Provision of reasonable accommodation: Refers to the act of providing necessary accommodations with reasonable effort when a person with a disability (not limited to disability certificate holders) expresses a need for some form of assistance to remove barriers that present themselves in society. This is mandated as an obligation for employers under the Act for Eliminating Discrimination against Persons with Disabilities.

Employment Rate for People with Disabilities
Employment Rate for People with Disabilities Graph

Scope: Nissui Corporation

[Photo] ‘Hello Work’ Training at Himeji General Plant<br>“Job Supporter of Individuals with a Mental/Developmental Disability Training Course”

‘Hello Work’ Training at Himeji General Plant
“Job Supporter of Individuals with a Mental/Developmental Disability Training Course”

[Photo] Tokyo Labor Bureau Employment Interview Event for People with Disabilities

Tokyo Labor Bureau Employment Interview Event for People with Disabilities

[Photo] In-House Case Study and Reasonable Cccommodation Seminar

In-House Case Study and Reasonable Accommodation Seminar

system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Senior Employee System

Amid the growing demand for stable employment opportunities for the elderly, Nissui is re employing employees who are willing to work at Nissui after retirement. Their responsibilities are reviewed at the time of rehiring and at contract renewal by taking into account the skills, aptitude and work experience, among others, and commensurate compensation is also arranged.
Nissui continues to provide an environment where senior citizens with experience and superior skills acquired over the years play an active part.

system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課

Initiative to Hire Foreign Nationals

The Nissui Group’s production facilities employ people of many nationalities, and the number of languages that need to be supported is growing. Efforts have been made to provide multilingual support through the implementation of signage in various languages at these plants. The introduction of multilingual tools using visuals such as pictures and images for clear explanations is being actively pursued to improve the safety of foreign employees and their understanding of work procedures and rules.

Human Rights

Labor Safety

system, 株式会社ニッスイ サステナビリティ推進部, 外部協力者, 株式会社ニッスイ コーポレートコミュニケーション部, 株式会社ニッスイ 人事部人事課