PARCO is supported by people, namely our employees. Our people make full use of their knowledge and spirit to ensure that they continue to provide customers with innovative solutions. This, in turn, earns PARCO the support of both our tenants and their customers. We understand that crafting an environment where every employee can contribute to the fullest is important to all stakeholders, and that is why PARCO is advancing internal systems to promote diversity and cultivate an open corporate culture.
Promotion of Diversity
The Diversity Committee has been established comprising members from across the PARCO Group to ensure our hiring practices are inclusive and that we maximize the diverse abilities and characteristics our employees. The Committee contributes to business activity that incorporates diversity considerations, cultivating dynamic group-wide internal communication and awareness-raising activities, and creating an inclusive company culture through networking with external groups and organizations.
The Diversity Committee is discovering new ways of thinking about diversity management by carrying out internal research, introducing new systems by conducting trials of flexible working styles for a diverse staff, and interacting with external organizations, as well as taking action that will lead to a diverse range of working styles.
The establishment of the Diversity Committee
Employee Work/Life Balance Support System
PARCO is also promoting the dynamic participation of women in its business, supporting employees' work/life balance by reviewing work styles and implementing measures to ensure both work and childcare/nursing commitments can be maintained.
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 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 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||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||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||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)||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||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||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||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||Employees with children not yet in 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||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
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
Supporting Diverse Work Styles
We believe it is important to provide an environment where individual employees feel motivated to make use of their talents. We are therefore working to create systems and an environment to secure diversity and to promote the creation of a corporate culture.
We are promoting communication and faster and more intense operations through the utilization and expansion of ICT.
• Provide all employees with mobile PCs and smartphones
• Promote internal exchanges and flexible workstyles (expand web meetings, partially introduce free addresses, establish free working spaces and concentration areas)
in February 2019 we introduced the side job program as part of our new workstyle. (As of May 31, 2019, four people are using the program).
• Second jobs and other experiences outside the Company provide opportunities for employees to grow, and employee growth leads to Company growth
• The Company has employees with diverse talents, and second jobs can provide opportunities for employees to utilize their talents
• Promote growth and autonomy of employees
• Revitalize internal activity (promote innovation)
• Retain and acquire diverse human resources
• Opportunities for employees to utilize diverse talents
- Stimulate competitive awareness and promote innovation - Expand employee perspectives and human networks, leading to transformation of Company culture
Expand options for self-realization - Positively impact human resource recruitment
Promoting dynamic participation of women
PARCO 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
PARCO conducts compliance training on topics such as the Personal Information Protection Act and on the risks associated with social media and other online activity. All employees are also required to participate in training designed to prevent harassment by increasing awareness.
As part of PARCO’s continuous efforts to improve as a company, we have established a number of internal reporting systems to guard against corruption and encourage employees to report violations of laws and regulations so that these acts may be identified and corrected early.
Basic Principles of Compliance
Trend in employee numbers, ratio of men vs women
Employee numbers by gender/trend in ratio of female employees (total of both full and contract employees)
Trends in length of employment (at end of each year)
Trend in ratio of women in management positions