PARCO considers each and every employee an indispensable asset and a platform for future growth.
Promotion of Diversity
In 2005 we launched PARCO Women’s Network, a company-wide project that aimed to promote the active participation of women. Since 2011 it has developed into the Diversity Project, broadening its scope beyond gender to cover all diversity and inclusion issues and has engaged in a range of activities to raise awareness and build an inclusive company culture. The Diversity Committee was established in 2014 to respond swiftly and flexibly to changes in the business environment, such as globalization and market competition, and to put a greater emphasis on the promotion of diversity management, in line with PARCO’s management strategy. The Committee is chaired by the president of PARCO and comprises PARCO executive officers and the presidents of each group company, with mid-level PARCO Group employees participating at the working level. The Committee carries out diversity activities with both top-down and bottom-up approaches, and promotes initiatives to further unify the PARCO Group.
Diversity Committee activities report (PDF)
Employee Work/Life Balance Support System
Promoting a review of working styles
As part of improving employee work-life balances, the flexi-time system, which enables more effective and flexible working, was expanded across the company in May 2016. The system makes it possible to adjust daily schedules to fit both work and personal plans, and this greater individual input into working hours is proving successful in leading to higher productivity. This has also resulted in employees becoming more conscious of working time and making their work more effective. The flexi-time system had already been introduced at head office, and following a trial period at certain PARCO stores, it has now been introduced companywide.
We implement no-overtime days to encourage focused work.
We are promoting mobile work (remote desktop service) for employees whose duties involve a lot of time away from the office, allowing them to more effectively utilize working hours by working while travelling and the like, thus increasing productivity per hour worked. In 2015, we ran a pilot system involving employees with child-care or nursing-care responsibilities and other constraints on their work hours. Going forward, testing will be carried out to create a system around this.
We are working on creating an environment for ‘focused work and relaxing time off’. Employees need to rest and ‘recharge’ in order to perform at their best and be creative and successful in their work. PARCO actively encourages employees to take holidays by holding an annual ‘holiday promotion day’ and recommending that each division does the same. We also commend divisions which have a high average number of paid holidays taken.
We are holding awareness-raising seminars for managers to encourage the participation and growth of a diverse workforce in a way that uses working time effectively and maintains a work-life balance. In September 2016, we held a talk by an external lecturer on the topic of ‘iku-bosses’ (bosses, managers and supervisors who support their teams’ careers and life outside work, ensuring a satisfying work-life balance while still meeting high targets and achieving success for their organizations).
Support for a childcare/nursing care and work balance
*Systems not outlined here also fulfill legal requirements
1) Systems for use during pregnancy
|Mitigation of working hours during pregnancy||Working time can be reduced by up to an hour per day, paid.|
|Revival of expired annual paid leave days||Expired annual paid leave days from the previous year can be revived and taken.|
2) Systems for use during childbirth
|Spouse maternity leave||Three days of paid leave can be taken when a spouse enters childbirth (including common law spouses).|
3) Systems for use during childcare/nursing care
|Childcare leave||Childcare||Leave can be taken until the April 10 following the child’s first birthday (permanent employees).
This leave can also be extended until the child is 18 months old in certain cases, such as when the child cannot get a place at a daycare facility.
|Nursing care leave||Nursing care||Up to a year’s leave can be taken per applicable family member, which can be divided into as many as three separate spells.|
|System for requesting a specific department upon return to work||Childcare
|Employees can request a specific department to return to after taking childcare or nursing care leave. In principle, they cannot be transferred from this department for two years after returning.|
|Childcare time off (paid)||Childcare||Working hours can be reduced by up to an hour per day paid, applicable until the child turns one-year-old.|
|Reduced working hours for childcare||Childcare||Working hours can be reduced by up to two hours per day, applicable until the child enters junior high school.|
|Reduced working hours for nursing care||Nursing care||Working hours can be reduced by up to two hours per day while nursing care is required, without limits to length or number of spells required.|
|System for selecting reduced hours or holidays||Childcare
|Up to two hours per day designated for reduced working hours can be converted into holidays instead. It is also possible to take a combination of reduced hours and holidays.|
|System for selecting workplace location||Childcare
|Employees with children not yet in junior high school or with a family member needing nursing care can select the region within which their workplace is located in order to avoid moving.|
|System for re-employment of former employees||Childcare
|Employees who resign due to childcare or nursing care responsibilities who apply and have their application accepted can take advantage of a system that allows their rehiring within three years of leaving.|
Our "General employer action plan" based on The Law for Measures to Support the Development of the Next Generation
Human Resources Development Initiatives
Administration DivisionIn addition to the rotating system, PARCO is working hard to support our employees’ capacity for development through providing a wide range of training and learning opportunities.
Main training implementation
- 1) New employees
- Induction training (e-learning, training trips), pre-assignment training (approximately two months), follow-up training
- 2) Young mid-level employees
- Business skills training, tutor training (for new employee training), next-generation leadership training, industry placement training, business school support, support for attending external public seminars
- 3) Other
- Department-specific skills training, female leadership training, management training, compliance training, market inspection training, e-learning/distance learning, financial reward for obtaining qualifications/paid examination fees
Promoting dynamic participation of women
At PARCO CO., LTD., we promote participation by women through a variety of initiatives. We recognize that encouraging shorter working hours by promoting the use of paid leave and improving the percentage of women in managerial positions will go far in helping to resolve issues pertaining to female participation. Together with enacting measures to encourage taking leave, we formulated an action plan in response to the Advancement of Women Act that includes cultivating female managerial candidates, providing opportunities for boosting the career consciousness of young female employees, and creating a workplace more conducive for employees with time constraints. With respect to the annual average number of days of paid leave taken, we are aiming for 10 days by fiscal 2020, compared to five days in fiscal 2014. In parallel, we are striving to have women make up 20% or more of managers in fiscal 2020, versus 11% as of March 2015.
Action plan based on the Advancement of Women Act
1) Ratio of female new hires
Trend in employee numbers, ratio of men vs women
2) Ratio of female vs male employees
Employee numbers by gender/trend in ratio of female employees (total of both full and contract employees)
3) Length of employment by gender
Trends in length of employment (at end of each year)
4) Ratio of women in management positions
Trend in ratio of women in management positions