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Embracing diversity and inclusionApproach to Promoting Diversity and Creating an Innovative Corporate Culture

Aiming to Foster a Corporate Culture That Leverages Diversity

The Kirin Group has adopted “building a corporate group that allows a diverse group of people to work enthusiastically and that grows its businesses together with the local community while also protecting and replenishing the environment” as part of its Long-Term Management Vision for 2021. Accordingly, the Group is actively making efforts to promote diversity in such ways as establishing a friendly workplace and creating an organization that offers employees job satisfaction. By creating an environment that allows employees to draw on their diverse strengths, the Kirin Group will realize growth on both an employee and organizational level. In addition, the innovation borne from leveraging these diverse strengths will lead to the creation of new value.

In 2013, the Group established the Diversity Development Section as part of its efforts to create a friendly environment in which enthusiastic, diverse employees can work to achieve new growth and to realize an organizational culture that offers job satisfaction to all employees, regardless of gender, disability, age, or nationality.

Selected as a Fiscal 2018 Nadeshiko Brand

Kirin Holdings was selected as a Nadeshiko Brand Company by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE). The Nadeshiko Brand recognizes companies that are outstanding in terms of the empowerment of women in the workplace.
Even before the enactment of the Act on Promotion of Women’s Participation and Advancement in the Workplace, Kirin has been systematically cultivating and promoting its female employees in accordance with KWN2021, a long-term plan for promoting female employees’ active participation formulated in 2013. Going forward, we will continue efforts to establish an environment where women can build their careers while balancing their work with various life events, such as giving birth and raising children. We will also pursue efforts aimed at enhancing the management capabilities of female managers. Furthermore, by moving forward with such initiatives as working style reforms, which will enhance the independence and productivity of employees and provide them with opportunities to take on new challenges, we will promote the establishment of an organization where not only women but all employees can fully exercise their capabilities.

Inclusion in Diversity Management Selection 100

In 2013, Kirin Holdings was included in Diversity Management Selection 100, which is sponsored by the Ministry of Economy, Trade and Industry. “Diversity management” refers to corporate management that involves the provision of opportunities for a diverse group of talent to leverage their capabilities to their full potential, thereby bringing about innovation that leads to the creation of new value. With this inclusion, the Kirin Group was highly evaluated for turning a wide variety of employee perspectives, including those of female employees, into corporate strengths and using those strengths to create new products and value for its customers. Going forward, the Group will continue to pursue growth through the utilization of diversity as a corporate organization in which all employees can play an active role.

Creating an Environment Where a Diverse Group of People Can Play an Active Role

We believe that the motivation of employees in terms of both their work and their private life is an essential element in realizing sustainable growth for the Kirin Group. Guided by this belief, we have established the Kirin Group Charter of Work-Life Balance, under which we are implementing a broad range of initiatives.
As part of these initiatives, we have introduced “Nari-Kirin Mom/Dad Training,” which was started based on an original idea of a female employee in our sales department. This training program invites employees who do not have children to take on the challenge of working and living as if they were a mother or father. This program aims to have employees learn how to work efficiently even amid a hectic child-rearing schedule where various challenging situations occur, such as a child getting a fever, while gaining the cooperation of those around them. By doing so, not only do these employees achieve an understanding of different kinds of working styles, they also are able to rethink the way they work on a personal and organizational level and enhance their work productivity. Note: Three simulated situations can be chosen under the Nari-Kirin Mom/Dad Training: Child-rearing, nursing care, and illness of a family member or partner.
Kyowa Kirin has commenced participation in the Iku-boss Alliance and other organizations. Such participation has helped the company promote diversity through mutual understanding among employees and accelerate the creation of friendly workplaces. Placing emphasis on realizing a work-life balance for all of its employees, Kyowa Kirin aims to achieve sustainable growth as a company.

Human Resource Programs

Program Goals, Details, etc.
Work-life balance support leave A system that allows employees to take up to a three-year leave of absence while remaining employed for such reasons as self-development, job transfer of spouse, and volunteer work.
Work-at-home system A system introduced in 2013 that helps employees improve their productivity and realize work-life balance. This system allows employees to work from home at a maximum of eight times per month for either a full day or half a day. While, as a general rule, this system should be used to work from home, employees can use this system to work from other locations.
Flextime system A system that allows employees to flexibly decide their finish times and the hours they work per day in accordance with their schedules, given that they work a fixed amount of hours per month. This system has no “core time” period in which employees must be at work and can be used between 5:00 a.m. and 10 p.m.
Work Interval System By setting an 11-hour interval between finishing work one day and starting work the next, this system ensures ample resting time for our employees.
Childcare leave and shorter working hours system Childcare leave can be taken until a child reaches two years of age. The shorter working hours system can be used in conjunction with childcare leave for a period of up to 48 months. For this system, employees can choose to work five-, six-, or seven-hour days. These shorter hours can be worked within the flextime system if the employee’s workplace implements said system.
Nursing care leave and shorter working hours system Nursing care leave can be taken for a total of one year per family member requiring nursing care. For the shorter working hours system, employees can choose to work five-, six-, or seven-hour days. These shorter hours can be worked within the flextime system if the employee’s workplace implements said system.
Deferred vacation system Employees can “bank” up to 60 days of annual paid leave that has become void. Employees are free to use their accumulated paid leave without restriction for such personal reasons as nursing care, infertility treatment, gender reassignment surgery and hormone therapy, children’s school events, family anniversaries, and morning sickness.
In-house recruiting A framework that invites a wide range of employees to take on new challenges such as pursuing overseas and new businesses or undertaking product development.
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Note: Systems adopted by Kirin Holdings Company, Limited and Kirin Brewery

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© 2007 Kirin Holdings Company, Limited.

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