In Article 3 (For Employees) of Group Code of Conduct, the Group stipulates "respect for the character and individuality of employees" and "support for diverse human resources" as a materiality (important issue). positioned as one. Under Medium-Term Management Plan TOPY Active & Challenge 2025, we are implementing various initiatives to promote diversity as a major measure.
At our company, regardless of gender, nationality, hiring classification such as new graduates or mid-career, we fairly evaluate the abilities, insight, personality, etc. of employees and promote them to management positions (executive employees).
We have set targets for the percentage of female managers in our action plan based on the Act on Promotion of Women's Participation and Advancement in the Workplace. For details, please see the "Support for Women's Empowerment" section. In addition, in Medium-Term Management Plan starting in fiscal 2022, we have set a goal of increasing the ratio of women in management positions across our group to 10% or more (6.3% as of the end of March 2023) by fiscal 2030. In order to achieve these goals, we will quickly develop young and mid-career employees who can become candidates for future management positions.
Regarding the promotion of foreigners and mid-career employees to managerial positions, based on the above-mentioned concept of promotion to managerial positions, we have not set any specific goals, but we will select suitable candidates regardless of their nationality or employment category such as new graduate or mid-career. (As of the end of June 2023, foreigners: 1.2%, mid-career hires: 25.9%).
Based on our human resource development policy of “promoting the creation of an organizational environment in which diverse human resources can play an active role through human resource development,” we conduct employee education, etc. to ensure diversity.
【Example】
- Human rights training
- Cross-cultural introduction training focusing on the countries of origin of foreign employees
In order to promote the utilization of human resources that respect the individuality of each employee and foster a climate in which both employees and the company can grow together, we have introduced systems to realize diverse and flexible work styles, and improved the workplace environment. We are doing maintenance.
As one of our efforts to this end, we are promoting an action plan based on the next-generation law with the following goals, in order to enable employees to balance work and child-rearing and to enable all employees to fully demonstrate their abilities. doing.
(Plan period: July 1, 2020 to March 31, 2025)
- Within the plan period, raise the childcare leave take rate to above the standard level.
Male employees…achieve a rate of 7% or more
Female employees…achieve a certification rate of 75% or more
In addition, the childcare leave take rate for fiscal 2022 was 27% for men and 100% for women, both of which achieved our plans. - We will consider and develop systems for realizing a work-life balance and promoting flexible working styles.
Along with the advancement of employee diversity, we introduced a "telework system" in fiscal 2020 and a "flextime system" in fiscal 2021. Furthermore, we are planning to introduce an "hourly annual leave system" in fiscal 2023, and are expanding options for working styles that are not limited by location or time. In addition, we are actively promoting awareness activities, such as creating leaflets about our childcare leave system, so that our employees can balance work and childcare. We have also introduced a ``Job Return System'' as a preferential re-employment system for employees who left the company due to childcare or nursing care reasons.
