The Nissui Group, which has selected "Aim to be a company where diverse human resources 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 resources and providing opportunities for such human resources 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 resources geared to actively tackling global and local social issues through our business activities. Furthermore, we aim to be a company in which diverse human resources can improve themselves by encouraging and learning from each other and play an important role through such efforts.
We have established the Diversity Subcommittee, which is chaired by an Executive Officer and consists of General Managers and Managers of a wide range of departments, including the Sales Group, Fisheries Business Group, Fine Chemicals Business Group and R&D Group.
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.
The 30% Club Japan's community "TOPIX Presidents' Association" has started holding discussions on essential issues that hinder women from playing an active role; we will promote the participation of women in management within Nissui while learning from actions that help resolve these issues.
Nissui formulated and announced the Second Phase Action Plan in April 2019 to create an employment environment where female employees can take an active part.
|New recruits (graduates/postgraduates)||Percentage of women||30% or more||36％||38％|
|Rectification of bias based on job type||Sales divisions||Increase 20% or more
(Base Year: FY2018)
|Ratio of managers and assistant managers||Managers||Increase 15% or more
(Base Year: FY2018)
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 between career and child-raising) and translating them into activities in concrete terms.
We held a diversity promotion lecture targeted at officers and department heads, to give them the opportunity to think once again about the importance of diversity and the need for management premised on diversity.
In succession to the "Female Subordinate Career Development Seminar" for superiors held in fiscal 2018, we conducted a seminar in fiscal 2020 to create opportunities for participants to think about the importance of promoting diversity regardless of whether they have any female subordinates or not and make them gain management skills to maximize their increasingly-diverse subordinates' potential.
We conducted a total of three workshops targeted at women working in the production division, where the percentage of female employees is as low as in the marketing division. Female members made proposals to Directors, Executive Officers, department heads and their immediate bosses with respect to issues specific to the production division that had been identified through discussions as well as the measures to resolve such issues. In response to the proposals made by the members, the Human Resources Department and the department heads exchanged opinions to materialize the proposals and determined a three-year plan for initiatives. Going forward, we will further promote the development of both human resources and the internal environment through the execution of the plan.
We conducted an unconscious bias diagnosis and e-learning course targeted at the President, officers, managers in the departments (i.e., General Managers and Managers) and female employees.
We held an online information exchange meeting for employees who are juggling between work and child-raising or those seeking to achieve such a workstyle. Employees varying widely in age participated from various departments and were provided with the opportunity to share their concerns, exchange their opinions on such topics as tips on how to juggle between work and child-raising, think about ways to manage work and their daily lives and build a new vertical/horizontal network among employees.
[Reform of organizational culture (Reform of managers' mindset)]
[Reform of employees' mindset]
[Striking a balance between career and child-raising]
Under the concept of normalization, Nissui is engaged in initiatives to realize a working environment in which all employees regardless of whether they have or do not have disabilities work together and demonstrate their capabilities. Currently, employees with various “physical,” “intellectual” and “mental” disabilities are taking active part in each work place. Employees with Psychiatric Social Worker qualifications have been assigned to the Human Resources Department, creating an environment in which people with disabilities can work with a peace of mind.
The plants directly operated by Nissui accept students from the local special needs schools for work experience. The program offers students hands-on experience of the joys and rigors of working and subsequently allows them to build an image of what it is like to work. Some participants became interested in Nissui and have actually joined us.
Additionally, Nissui holds periodic seminars for its employees to deepen their understanding of people with disabilities, aiming to create a “pleasant and inclusive working environment.”
Trends in the Employment of People with Disabilities
As of June 1 of each year
Scope： Nippon Suisan Kaisha, Ltd. (Nissui)
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.
Employees who speak various languages including Spanish work at the Hachioji General Plant, which manufactures foods. Bulletins in a number of languages, mainly English, Spanish, Portuguese and Chinese are prepared and an environment is in place that facilitates work and other aspects of life.
Twice a year at the Hachioji General Plant, outside interpreters are hired and special safety seminars are held including labor safety training and disaster prevention training in three languages (including English, Spanish and Portuguese). The seminars are held during the employees’ working hours, for a period of 3 days, 4 to 5 times each day. For a relatively small number of employees who speak languages that are not covered by these seminars, original materials are prepared.
Additionally, disaster prevention manuals are outsourced to translation companies and prepared in multiple languages for foreign employees. The plant prepares its employees for any number of emergencies that could happen in the future by describing the basic actions to be taken in the event of earthquakes and other natural disasters.
Disaster Prevention Manual in Japanese
Disaster Prevention Manual in Myanmar