Social

Diversity

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

Promotion Framework - The Diversity Subcommittee

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.

【図版】ダイバーシティ部会

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

Nissui Selected as a Semi-Nadeshiko Brand for the First Time

On March 22, 2022, Nissui was selected for the first time as a "Semi-Nadeshiko Brand," which is second only to the "Nadeshiko Brand" in the Nadeshiko Brand initiative, in which the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE) jointly select TSE-listed enterprises that are outstanding in terms of encouraging women's success in the workplace.
Going forward, Nissui will promote activities to become a better company through the intake of diverse human capital regardless of not only gender but also age, nationality, employment history, etc. and the continuation of "human capital development" and "work-style reform" which create a corporate culture that leverages such human capital, while encouraging women's success in the workplace.

Related news release(in Japanese)

[Logo] Semi-Nadeshiko Brand
system, 日本水産株式会社 サステナビリティ推進部, 外部協力者, 日本水産株式会社 コーポレートコミュニケーション部, 日本水産株式会社 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.

[Logo] 30% Club Japan
system, 日本水産株式会社 サステナビリティ推進部, 外部協力者, 日本水産株式会社 コーポレートコミュニケーション部, 日本水産株式会社 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.

Quantitative Targets and Results of Second Phase Action Plan (Base year: FY2018)

  • Women to account for 30% or more of new recruits (graduates/postgraduates)
    Result: 33% (FY2021)
  • Increase the number of women working in sales divisions and production divisions by 20% or more
    Result: Sales jobs 132%, production jobs 107% (FY2021)
  • Increase the number of female managers and female assistant managers by 15% or more Result
    Result: Managers 104%, assistant managers 62.5% (FY2021)
system, 日本水産株式会社 サステナビリティ推進部, 外部協力者, 日本水産株式会社 コーポレートコミュニケーション部, 日本水産株式会社 人事部人事課

Initiatives in fiscal 2021

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.

Initiatives to Eliminate Unconscious Bias
  [Reform of Organizational Culture and Reform of Employees' Mindset]

We conducted an e-learning course and held a workshop to eliminate unconscious bias, targeting the President, officers, managers in the departments (i.e., General Managers and section managers) and female employees.

Identification of Issues and Development of Environment in Each Department
  [Reform of Organizational Culture and Striking a Balance between Career and Child-raising]

The respective managers in the departments of each division who are members of the Diversity Subcommittee discussed and determined measures to identify issues such as training and promotion and achieve the targets on a division-by-division basis.

Exchange Meeting to Strike a Balance Between Work and Child-raising
  [Striking a Balance between Career and Child-raising]

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.

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 an e-learning course
  • 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 "Female Sales Staff 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 an e-learning course
  • Held a workshop for persons in charge of production divisions
[Striking a balance between career and child-raising]
  • 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) 
system, 日本水産株式会社 サステナビリティ推進部, 外部協力者, 日本水産株式会社 コーポレートコミュニケーション部, 日本水産株式会社 人事部人事課

Initiatives to Hire People with Disabilities

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

Trends in the Employment of Persons with Disabilities

As of June 1 of each year
Scope: Nippon Suisan Kaisha, Ltd. (Nissui)
Legal employment rate: 2.20% in FY2019 and FY2020, 2.30% in FY2021
 

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

Initiative to Hire Foreign Nationals

Multi-Language Support of Bulletins

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.

Labor Safety Training and Disaster Prevention Manuals for Foreign Employees

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 Japanese

Disaster prevention manual in Myanmar

Disaster Prevention Manual in Myanmar

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