Nichirei : Improving Work Satisfaction, Cultivating Human Resources (440KB/2 pages)PDF

Initiatives for Achieving a Sustainable Society

Environment

Social

Governance

Improving Work Satisfaction,

Cultivating Human Resources

In conducting business, the Nichirei Group places the greatest importance on human resources. Furthermore, in order to invigorate our organization, improve productivity, and create a vibrant workplace we not only depend on our values and ideas, but also, to a large extent, on our diverse human resources.

• In 2017, we formulated the Nichirei Group Workplace Improvement Policy, set targets for each Group company based on the policy, and commenced promoting a number of initiatives for the five- year period to FY2022.
• The Diversity Promotion Council and the Health Promotion Council have been organized under the Group Human Resources Committee to improve work satisfaction. They discuss human resource- related strategies to realize Group-wide sustainable growth, exchange opinions, and share information on specific measures, after which they confirm their progress.

Workplace Improvement Policy https://www.nichirei.co.jp/english/csr/work/policy.html

Workstyle Reforms: Main Measures and Activity Progress (FY2019-FY2021)

Policy	Ideal State	Priority		Main Activity
Measure	FY2019	FY2020	FY2021

Excessive Prevent Working of Styles Diverse Enable Hours Working

Opportunity Equal Ensure

Employees shall have a	Provide	• New in-house childcare facility	• Full-scale introduction of telework	• Introduction of super flextime work
certain degree of freedom	working	Opened in the Tokyo head office	All worksites except food factories and	system
to choose their workplace	condition	building in April 2018	logistics offices	Core time eliminated except at some
and working hours, to suit	options			work sites such as factories and
personal circumstances.				distribution centers
Systems to maintain these
conditions are to be put in
place.
Systems are to be established	Set up	• Implementation of career development	• Introduction of comeback system	• Expansion of childcare and nursing
to prevent employees'	systems	programs for women	Purpose: Ongoing career support for	care leave
careers from being disrupted	to prevent	Women's success event "Next Step for	life events and growth	• Leave can be taken in hourly units
or ended because of such	disruption	2021"	• Leave system due to spouse transfer	• Half days and whole days can be
circumstances as childbirth,	of employee	Target: 163 people	Purpose: Examination and introduction	converted and taken as accumulated
childcare, nursing care, poor	careers	• Nursing care seminar	of multi-career formation in collaboration	annual paid leave
health, relocation of a spouse,		Conducted four times, 115 participants	with other companies	• Nursing care seminars (held online)
or disease.			• Nursing care seminars and nursing care	Conducted on November 18 and 26 (60
			handbook creation	minutes each), 60 total participants
			Conducted four times, 103 participants	Information (provided on intranet) on
				support for balancing nursing care with
				work
Through collaborative labor	Promotion of	• 100% introduction of new working	• Introduced new expense settlement	• Set quantitative target (average annual
and management initiatives	paid leave	hours management system	system	paid leave use of at least 10 days
for workplace improvement,		• Guidance on long working hours	• Introduced planned five-day annual	across the Group), and encouraged
working hours shall be limited		through introduction of a working time	leave system	employees to take annual leave
to levels that allow each		management system	• Implemented e-learning: Revised labor	• Ongoing implementation of measures
employee to demonstrate		• Implementation of measures against	laws, working-hour awareness	against overwork through labor-
their ability and perform		overwork through labor-management	Target: Employees; 5,101 participants	management collaboration
satisfying work in good health.		collaboration	• Implementation of measures against	• Implementation of human resource
		• Nichirei Group working hours	overwork through labor-management	management education via e-learning
		guidelines formulated through labor-	collaboration
		management collaboration
In providing employees with	Promote the	• Logistics Group: 5th and 6th "Sakaseru	• Logistics Group: 7th and 8th "Sakaseru	• Nichirei Foods: LADY, GO UP!
equal opportunities and	advancement	Roji-Jo Forum"	Roji-Jo Forum"	Target: Female employees at 6 food
education, we support their	of female	Target: Female employees; 129	Target: Female employees; 118	manufacturing companies (8 female
development into a valuable	employees	participants (404 participants in total)	participants (522 participants in total)	Nichirei Foods employees participated)
force for the Nichirei Group.		Theme: Work values and workplace for	• Nichirei Foods: LADY, GO UP!	Summary: Lecture by external female
		women	Target: Female employees at 6 food	officer and seminar for building
		• Nichirei Foods: LADY, GO UP!	manufacturing companies (8 female	external networks and career
		Target: Female employees at 6 food	Nichirei Foods employees participated)	development
		manufacturing companies (8 female	Summary: Seminar for building external
		Nichirei Foods employees participated)	networks
		Summary: Seminar for building external
		networks and career development
	Diversity and	• Nichirei Foods: Diversity Forum	• Nichirei Foods: Diversity Forum	• Nichirei Foods: Diversity Forum
	inclusion	Deepen understanding of various work	Deepen understanding of various work	• Lecture held (February 25, 2021)
		styles centered on department and	styles centered on department and	• Target: Officers (8 participants) and
		section managers at each of 6 food	section managers at each of 6 food	employees (approx. 140 participants)
		manufacturing companies. 35 Nichirei	manufacturing companies. 60 Nichirei	• Nichirei Foods: Meeting of general
		Foods employees (26 men, 9 women)	Foods employees (46 men, 14 women)	managers from 6 food manufacturing
				companies
				• Meeting of general managers of
				planning departments from 6 food
				manufacturing companies
				• 2 executive officers, 5 general
				managers, 14 employees from
				secretariat (21 people from 6
				companies)
				• Nichirei Foods: 10th year of J-win
				• Female leaders training program
				organized by non-profit organization
				J-win(one-year program)
Job positions and employment	Provide	• Disabled employment rate: 2.56%	• Disabled employment rate: 2.75%	• Disabled employment rate: 2.80%
opportunities for people with	stimulating	(104 people with disabilities employed)	(101 people with disabilities employed)	(101 people with disabilities employed)
disabilities shall be created to	employment
enable them to earn a living	opportunities
through stimulating work, with	for people
a vision to ultimately eliminate	with disabilities
the distinction between people
with or without disabilities in
society.
As the healthy life span of	Create	• 59 employees rehired after retirement	• 57 employees rehired after retirement	• 51 employees rehired after retirement
people becomes longer, we	employment	(64 retirees)	(65 retirees)	(59 retirees)
will create workplaces that	opportunities
enable seniors to leverage	for older
their distinctive experience	people
and play an active role
reflecting their individual
values and workstyles.

72 Nichirei Group Integrated Report 2021

Supporting Foreign Technical Interns' Careers

The Nichirei Group provides training opportunities based on career path planning and development so that diverse human resources are able to play an active role in their respective workplaces, based on satisfying and stimulating work. In Japan, we strive to create workplaces that offer foreign technical interns a sense of job satisfaction.

• In addition, we provide introductions for foreign technical interns to Group company workplaces in their own countries, and opportunities that enable them to continue their careers utilizing expertise acquired in Japan. Training covers such topics as food hygiene management and occupational health and safety.

Strategy Management

Nichirei Fresh Maruichi (Head Office: Onahama Plant in Fukushima Prefecture)

A Vietnamese technical intern who worked at the Fresh Maruichi Onahama Plant for four years starting in 2015 continues to perform quality control work at the newly established Nichirei Fresh fish processing plant in

ニチレイグループには、明日を変えていくため に、業務の中でさまざまなチャレンジをしてい る人たちがいます。「その現場を見て、直接話 を聞きたい！」という思いで、大� 全国のニチレイグループ事業所を訪ねます。

第2回 水産加工の人手不足に 外国人技能実習生と挑む

フレッシュまるいち小名浜工場

機械化が難しい水産加工業では、人手不足が大きな課題。小名浜工場は、

どんな 東日本大震災で大きな被害を受けた福島県いわき市にあり、人口減少や チャレンジ？ 高齢化などが相まって地元の働き手減少が深刻化している。そこで2015 年から外国人技能実習生を受け入れ、高い加工技術と品質を守りながら

事業を発展させていこうとしている。

22

Để thay đổi tương lai, Tập đoàn Nichirei sẽ thử nhiều phương pháp khác nhau trong công việc. Giám đốc Kenya Okushi sẽ đến thăm các cơ sở kinh doanh trên toàn quốc của Tập đoàn Nichirei với suy nghĩ "Tôi muốn tận mắt mình nhìn nơi làm việc, muốn trực tiếp nói chuyện với nhân viên".

Cùng với thực tập sinh nước ngoài thực hiện thách thức: Giải quyết vấn đề thiếu hụt lao động tại các nhà máy chế biến thủy hải sản.

Thử thách như thế nào?

Một ngành nghề khó cơ giới hóa như ngành chế biến thủy hải sản thì việc thiếu lao động là một vấn đề lớn. Nhà máy Onahama nằm ở thành phố Iwaki, tỉnh Fukushima- nơi hứng chịu thiệt hại nặng nề bởi trận động đất lớn phía Đông Nhật Bản, dân số suy giảm và già hóa, tình trạng thiếu lao động địa phương ngày càng nghiêm trọng. Vì vậy, từ năm 2015 chúng tôi bắt đầu tiếp nhận thực tập sinh nước ngoài, và nỗ lực phát triển hoạt động kinh doanh gắn liền việc bảo tồn phẩm chất, kỹ thuật chế biến cao.

Comment from a

Former Vietnamese

Intern Employed

at TPS Do Thi Yen

Came to Japan in 2015. After working at the Fresh Maruichi Wakamatsu Plant as a technical intern for three years, she learned the basics of quality control at the Onahama Plant for one year. Since returning to Vietnam, she has been working at the marine product processing factory of Trans Pacific Seafood (TPS), established by Nichirei Fresh in 2018.

Fresh Maruichi is a very employee- friendly company. Everyone, from the president to part-time workers, is kind and friendly, which makes every day enjoyable. Because I had studied

Story Creation Value

Vietnam. She plays an active role in her home country, utilizing what she learned at food manufacturing sites and by doing quality control-related work in Japan. In FY2021, one former foreign technical intern began work at the same Vietnamese plant. Nichirei plans to continue supporting the career advancement of its foreign technical interns.

Articles introducing the Onahama Plant in the 2020 Spring edition of the Group's in-house magazine OriOri were translated and shared at Trans Pacific Seafood's factory in Vietnam

(left: Japanese, right: Vietnamese)

pharmaceuticals at university in Vietnam, when my training ended at the Wakamatsu Plant, Fresh Maruichi President Onishi (president at that time) suggested that I try working in quality management, and I transferred to the Onahama Plant. I have come to feel strongly about the importance of quality control.

I wanted to work in Japan longer, but when I heard the company planned to build a factory in Vietnam, I was happy since that would enable me to live with my children. My current goal is to work hard alongside my TPS colleagues, and first and foremost, generate solid profits!

Strategy Financial

Human Resource Development

Each fiscal year, the Nichirei Group provides employees with an educational program for the year. It is devised by the Human Resources Committee in accordance with Group Education and Training Rules to support the career advancement of each employee. In addition, we use the Nichirei intranet to conduct e-learning courses for all employees in Japan to develop their skills in areas such as quality, safety, governance and compliance.

Level-based Training Plan

Level-based Training Plan	Objective	Target
	To improve management decision making, organizational growth and business
Executive Coaching	performance. (Changes in the thinking of executives is expected to have a ripple	Executive officers
	effect on employees, resulting in improved productivity of organizations.)
Next-generation	To foster management capabilities, world-standard leadership and decision-making
Management Team	criteria through the cultivation of ideas based on broad perspectives, including	General managers
Development Program	philosophical and cognitive approaches.
	Creating true managers: Fostering human resources able to play a part in creating a
Leader Training	strong and autonomous organization capable of discovering issues that need to be	Managerial staff
addressed and formulating its own solutions, and in so doing become an organization
	that operating companies can rely on.
		New entrants (such as
Evaluator Training	To teach the principles of evaluation and deepen understanding of the purpose and	recent graduates,
significance of goal management and evaluation systems.	mid-career hires,
		transferred employees)
Facilitation Training	To teach understanding of such concepts as meeting preparation, meeting management	All employees
and follow-up, in order to conduct efficient meetings.
Training for Newly	To elucidate the role of managers expected to lead the organization, and the viewpoints,	Newly appointed
Appointed Managers	perspectives and key behaviors required.	managers
	To inculcate basic behaviors essential for human resources to produce results expected	New hires, employees in
First Career Training	their second and third
by the Company and supervisors while applying logic-based solutions.
	years of employment
	• To reorient the mindset from that of a student to that of an employee (teaches proactive	New hires, employees in
New Employee Training	behavior, disciplined behavior and expected business etiquette)	their second and third
	• To foster understanding of the Nichirei Group and team spirit	years of employment

Achieving for Initiatives Strategy Business Society Sustainable a

Data

Nichirei Group Integrated Report 2021 73