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Human Resource Development and Diversity

Diverse Human Resources

Promoting women in the workplace

We believe that an environment in which women can thrive is necessary if all employees are to work in comfort. In 2021, based on an analysis of various issues related to the creation of working environments where people can comfortably work over the long term, we established our targets for the future.

Action plan on promoting women in the workplace

  • Plan period
    April 1, 2021 – March 31, 2026
  • Targets
    1. Women accounting for at least 25% of permanent full-time employees
    2. Women accounting for at least 35% of permanent full-time employees (new graduates) hired
    3. Women accounting for at least 10% of managerial personnel (managers and above)
  • Issues and initiatives
    One issue we face is the low number of women personnel. This means that women account for a small percentage of managerial personnel. In addition to hiring based on an awareness of the gender of new graduates hired, we plan to implement training on understanding the issues of diversity, gender, and systemic bias.

Action Plan for Promoting Women in the Workplace

Women as a percentage of permanent full-time employees(Figures for each fiscal year are as of December 31)

  2019 2020 2021 2022 2023
All permanent full-time employees (persons) 892 881 841 835 840
Women permanent full-time employees (persons) 171 176 167 171 181
Percentage accounted for by women (%) 19.2 20.0 19.9 20.5 21.5

Women as a percentage of permanent full-time employees (new graduates) hired(Figures for each fiscal year are as of December 31)

  2019 2020 2021 2022 2023
All permanent full-time employees hired (persons) 39 30 13 20 28
Women permanent full-time employees hired (persons) 8 11 6 7 14
Percentage accounted for by women (%) 20.5 36.7 46.2 35.0 50.0

Women as a percentage of managerial personnel (managers and above)(Figures for each fiscal year are as of December 31)

  2019 2020 2021 2022 2023
All managerial personnel (persons) 213 208 206 209 206
Women managerial personnel (persons) 7 11 10 14 13
Percentage accounted for by women (%) 3.3 5.3 4.9 6.7 6.3

Gender pay gap

The Pack applies a gender-neutral payroll structure. The key factors underlying the gap between male and female pay are average age, percentages in managerial positions, and overtime, shift work, late-night work, and other allowances in manufacturing workplaces, where men make up a large portion of the workforce. To eliminate this gap, we plan to promote highly capable women to managerial positions and to increase the percentage of women among new graduate hires for career track positions by emphasizing ability regardless of gender.

Women’s pay as a percentage of men’s pay(Figures for each fiscal year are as of December 31)

  2022 2023
Regular workers(%) 74.7 75.1
Nonregular workers(%) 63.7 64.5
All workers(%) 55.9 55.8
Notes
Subject period:January 1 - December 31
Regular workers: Permanent full-time employees (including secondees currently posted outside the organization);
Non regular workers: contracted employees, reemployees, part-time employees
Pay: Includes commuting allowance.


Comprehensive reduced working hours program

This program allows employees whose circumstances involve responsibilities such as caring for children aged three or older, providing long-term care for family members, hospital treatment, or family support to choose from various forms of employment, including six-hour working days, seven-hour working days, or staggered working hours. The program was established to support diverse workstyles based on a comprehensive consideration of situations in which standard working hours may pose difficulties.

Users of the comprehensive reduced working hours program

  2019 2020 2021 2022 2023
Users (persons) 4 7 10 9 13
  • Program began November 1, 2018

Numbers and percentages of employees taking childcare leave

In April 2022, we introduced our own maternity and paternity leave to make it easier for men to take paternity leave. To support your spouse’s childbirth and child care, you will be entitled to 20 days of paid leave from before the child’s birth to the child’s second birthday. In addition to parental leave, we have created an environment that makes it easier for employees to take leave.

Numbers and percentages of employees taking childcare leave(Figures for each fiscal year are as of December 31) Subject: all employees excluding part-time employees

  2020 2021 2022 2023 2024
Number of female employees taking childcare leave
(persons)
11 15 11 10 15
Percentage of female employees taking childcare leave
(%)
100.0 100.0 100.0 100.0 100.0
Number of male employees taking childbirth and childcare leave
(persons)
3 10 21
Percentage of male employees taking childbirrth and childcare leave
(%)
13.0 40.0 87.5

Employment of those with disabilities

The company opened an office in Kainan City Wakayama Prefecture,in April 2022 to support the employment of people with disabilities. A total of six people have started here, who are involved in manual processing of paper bags and paper containers. We will continue to develop and improve the working environment so that employees can work in a safe environment with a sense of satisfaction. In addition, we will strive for continued employment with the cooperation of support schools in the prefecture.

海南事業所

Employment rate of those with disabilities(Figures for each fiscal year are as of December 31)

  2019 2020 2021 2022 2023
Employment rate(%) 1.9 1.8 1.8 1.6 2.1

Technical trainees from Vietnam

The Technical Internship Program helps human resources from developing countries to bring back to their home countries the skills and techniques they have acquired while working in Japan, thus contributing to the development of their home countries in the future. With a view to making an international contribution and employing foreign workers in the future, we have been accepting Vietnamese technical apprentices since 2019. Currently, the trainees are making printing boxes at the printing press manufacturing site. They are enthusiastic about their work, and each of them is working daily on practical training to achieve their goals.

The Technical Internship Program

Numbers of trainees accepted(Figures for each fiscal year are as of December 31)

  2019 2020 2021 2022 2023
Numbers of trainees(persons) 5 5 10 5 5

Revisions to bonus evaluations for employees under reemployment

The Pack has adopted a reemployment system which extends to the age of 65 years. Its evaluation system is based on the HR system adopted in 2020, and the bonus evaluation system was revised later, in 2023. Specifically, the system has been improved to one in which evaluations are reflected more directly in bonus amounts paid, through introducing greater variation in bonus evaluations. We will continue efforts to improve treatment of employees under reemployment, to realize rewarding workplaces.


Referral employment program

We’ve adopted a referral employment program to hire those referred by current and future Company employees. The goal is to hire diverse human resources continually on a stable basis.


Returning employees program

In February 2023, we introduced a program for the re-employment of employees who previously left the Company. This program sets the goal of allowing former employes to put their experiences with other employers to use in the Company.

Human Resource Development

Skills improvement support program

To encourage employee self-improvement we’ve established a skills improvement support program that provides economic assistance for activities such as language learning and earning qualifications.English and Chinese lessons are provided under corporate contracts with major language schools operating across Japan. Those learning English also have the option of online lessons.

Purpose of support Subject Details
Learning languages English Courses available at corporate contract prices (Incentives are paid for those who meet certain conditions.)
Chinese
Earning qualifications MOS(Word,Excel,PowerPoint) Those who pass the qualification exams are reimbursed the test fees and paid incentives.
Official Business Skill Test in Book-keeping, Level 3 or above
Other (those necessary or beneficial to professional duties)
Learning Nikkei TEST Trainees are reimbursed the test fees.

Number of persons who used the skills-improvement support program (total)

  2019 2020 2021 2022 2023
Number of persons who used the program (total) 9 10 9 23 21

Digital transformation (DX) training

We provided digital transformation (DX) training as part of our efforts toward human resource development under the medium-term management plan’s human capital strategy. The 700 (approximate) trainees consisted of fficers, presidents and selected employees of Group companies, and employees (permanent employees, reemployees, and contracted employees) who work on computers. The roughly half-year program from June to December consisted of assessment testing to visualize DX skills and e-learning to foster a DX mindset and improve DX literacy. In 2024, about 130 people chosen from those who took part in last year’s training will undergo practical training for use in their own sections’ operations. We will continue to accelerate DX promotion in each section.


Training on seven types of practices

This training was launched in 2021 to prevent early separation and errors and to improve productivity. Its aim is to deepen communication among generations and different job types and to enable employees to work together while consciously seeking win-win relationships. The first training sessions were held for those in managerial positions: 18 plant forepersons in FY2021, 55 department general managers including those from Group companies in FY2022, and 61 section managers in FY2023. In 2023 the training consisted of a two-day online training program and a total of 13 topical assignments. Plans call for training about 60 additional section managers in 2024.

Evaluation and Support System to Improve Skills

With the goal of creating a workplace where people can thrive, we introduced a new human resources system in 2020, revising our compensation, personnel, and evaluation systems. We will also continue to provide financial support for skills training, thus motivating our employees and creating an environment where they can feel confident to continue working for longer.

Overview of our human resource system

We introduced a new human resources system in 2020 to create a workplace where people can thrive. In the salary structure, the requirements for salary increases and promotions have been made clearer. We are increasing lifetime annual income by reviewing salaries and retirement benefits for younger employees and employees who continue to work after retirement. As part of the evaluation system, the Human Resources Development Council holds evaluation meetings throughout the company in an effort to make evaluations as open and accurate as possible.

New HR system

HR Development Conference

Based on the results of the performance reviews, talent development meetings are held throughout the company. At these meetings, we share information about top talent throughout the company and discuss ways to evaluate employees fairly and appropriately. It is also an opportunity to evaluate the management skills of participating managers.

Talent management system

The talent management system introduced in 2022 centralizes employee information, including personal information, skills, past positions, awards received, training completed, HR evaluations, and management by objectives, to support the appropriate placement and development of human resources. We plan to use this system, which involves employees enhancing the information in their own profiles, as a tool for stimulating internal communication.

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