Human Resource Development and Diversity

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.

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

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

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

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)

This program allows employees whose circumstances involve responsibilities such as caring for children, 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

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

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

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

The Pack has adopted a reemployment system which extends to the age of 65 years. The rules of employment have been revised steadily since 2020 to ensure that people can continue to do rewarding work even after retirement. In 2023, the bonus evaluation system was revised. In 2024, various allowances were added to wage components. We will continue efforts to improve treatment of employees under reemployment as important strategic resources supporting Company growth.

In 2024, to enhance employee welfare and benefits, we revised the rules of employment for part-time employees. These revisions added three special leave programs for part-time employees: marital leave for marriages of employees or their children, condolence leave for those who have lost a spouse or other family member, and childbirth leave for childbirth by a spous.

In 2022, we adopted a referral employment program to hire those referred by current and future Company employees. The goal is to hire human resources on a stable basis who will stay with the organization over the long term, by preventing mismatches.

Referral hires（Figures for each fiscal year are as of December 31）　Note)Only permanent, full-time employees at the time of hiring are shown (excluding those who resigned at the end of the fiscal year in which employment began).

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.

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.

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

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.

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.