The Nissui Group 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.

Under the Diversity Subcommittee, we have established two employee-centered working communities focused on “Balancing Work and Child-Raising” and “Work Styles for People with Disabilities,” and have initiated related activities. An executive officer serves as the chair of these communities, with members from each working community participating to drive the creation of an organization that leverages the strengths of diverse talent.

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 communities: “Balancing Work and Child-Raising” and “Work Styles for People with Disabilities”
• Chair: Executive Officer (In charge of Human Resources Department)
• Members: Senior 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

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.

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)

Results

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 FY2023

[Reform of Organizational Culture and Reform of employees' mindset]

• Conducting of Workplace Meetings
  
  Workplace meetings have been conducted to collaboratively discuss issues and strategies for creating an environment where employees can confidently take leave.

[Striking a Balance of Careers with Life Events]

• Conduct exchange meetings between female employees and outside director
  
  With the aim of providing female employees with hints for their future career development, an exchange meeting was held with a female outside director.

Past Initiatives

[Reform of organizational culture (Reform of managers' mindset)]

• Communicated the Message from the President & 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 managers
• 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
• Introduction of a mentoring program

[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 industry
• 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
• Introduction of a mentoring program

[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
• Training to consider balancing career and life events
• Managerial training to support team members in balancing careers and life events

Vision for the Employment of Persons with Disabilities

In fiscal 2023, employees with disabilities participated in discussions within the Diversity Subcommittee to define the “Vision for the Employment of Persons with Disabilities” and “indicators toward achieving this vision,” which were then established as our vision.

Specific Initiatives

At Nissui, employees with disabilities work across approximately 30 diverse workplaces, including administrative departments, factories, and sales divisions. While the types of disabilities vary, we are committed to enabling each individual to leverage their unique characteristics and strengths through collaborative efforts between departmental personnel and HR staff, providing multifaceted support, including reasonable accommodations (Note), to create a work environment where everyone can work confidently and thrive. Furthermore, we have strengthened our collaboration with in-house staff responsible for the employment of people with disabilities and with local government and support organizations. This collaboration has allowed us to establish a system that addresses the physical and lifestyle needs of each individual. We also handle inquiries about the acquisition of disability certificates. Additionally, by participating in speaking engagements and other community interactions, we continue to build trust.
Specific initiatives have been launched to help employees with disabilities grow and excel, such as “inter-site training” that enables the application of learnings and insights from other departments within their own, sharing of internal employment cases, and holding meetings to promote mutual understanding, all aimed at achieving this vision.
In addition, the “Business Trust Team,” comprised of employees with disabilities, has set its mission to create valuable time across all departments, while engaging in various business collaborations. The team has expanded its step-up program, where members are permanently stationed within departments to perform their duties, and has initiated onboarding training as a means to further strengthen personnel development capabilities and support the retention and growth of team members.
We will continue to promote the employment of persons with disabilities toward realizing the “Vision for the Employment of Persons with Disabilities” at 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

Scope: Nissui Corporation

Work challenge day

Joint company information session

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.

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

Occupational Safety and Health​