Hitozukuri (Fostering People)
- CONTENTS LIST
- Basic approach
- Human resource development
- Archievement of Diversity
- Penetration Awareness of Compliance
We believe that recruiting human resources who hold diverse values and cultivating them to carry out “challenges and innovation” is a key resource for the Fuji Oil Group’s ongoing creation of value for society. We strive to create a workplace that allows highly motivated employees to play an active role in the Fuji Oil Group’s global operations and display their abilities to the fullest. This will lead to improvement in the quality of our products and services and the growth of our company. Our aim is to remain a corporate group that is trusted by society.
Human resource development
The Fuji Oil Group considers its human resources to be the key to creating value for society. We have established our Human Resources Policy based on the idea that a company and its employees support each other’s growth.
Human Resources Policy
By 2020, build the foundation of a global personnel system that identifies and cultivates human resources with the potential to play an active role globally and in each area.
Progress (Measures to achieve the objective)
n FY 2017, we focused on development of the global human resources who will be responsible for conducting our global expansion and cultivating the managers who will play an active role at the center of management. In FY 2018, we will promote the establishment of a global personnel framework to strengthen the foundation for development of our human resources.
Introduction of global personnel framework
To continue contributing to society, the Fuji Oil Group will establish a framework to evaluate the implementation of the Fuji Oil Group Management Philosophy, which contains the fundamental principles shared by its employees. We plan to incorporate content tailored to the culture and customs of each region and country while reflecting our core values. As the group-wide utilization and training of human resources become increasingly important, we intend to build a global personnel system covering areas including identification, selection, training and deployment of management and capable human resources.
Through these activities, we aim to promote the diversity of the Fuji Oil Group.
Career Support System
Fuji Oil Co., Ltd. provides training programs based on employee level, including for executives, managers, general employees and new hires, to help build up professional skills. We also support employees’ skill development through various programs, such as dispatching employees to external seminars at their request, and providing financial assistance to employees taking correspondence courses. In addition, we have established a forum for employees to discuss their own careers and take advantage of opportunities for success through annual interviews with supervisors based on a “Career Advancement Communication Sheet” that summarizes each employee’s goals.
Fuji Oil Co., Ltd. training system (FY 2017)
Development of global human resources
The Fuji Oil Group advocates the development of global human resources in the personnel strategy of its Mid-Term Management Plan. Based on the idea that the growth of a company arises from the growth of its people, we are conducting initiatives to recruit, promote and develop human resources who can demonstrate their capabilities globally.
Skills and abilities that the Fuji Oil Group expect its employees to have in order to be global human resources
Training global human resources (Japan)
To cultivate global human resources who can perform consistently, whether in Japan or overseas, Fuji Oil Co., Ltd. has been conducting global human resource training as a new initiative since FY 2016. Over a period of about six months, the program provides training in areas including global communication, MBA knowledge, leadership skills and language skills (English), and conducts presentations for executives. Thirteen people attended training in FY 2017, including staff who had worked outside Japan, those expected to do so and those working with global business partners. Linkage with career path training will lead to cultivation of global executives.
- ＜Comment from a participant in FY 2017 global human resource development training＞
- Akimasa Koshida,
IR Team Leader and Manager,
IR & Corporate Communication Group,
FUJI OIL HOLDINGS INC.
By participating in the global human resources development training program, I was able to learn the essentials of communication for working globally. Communication is at the core of IR work. I use what I learned from this training in various aspects of my job, including meetings with overseas investors, who have become more proactive in recent years, and presentations inside and outside the company. I will strive to maintain and add to the know-how I gained from training through its practical application.
Human resource development program at Harald (Brazil)
Harald, which joined the Fuji Oil Group in 2015, emphasized human resource development programs during FY 2017 to promote understanding of the Group’s values and other matters. This training aimed not only to help participants achieve better results at work but also to build character. The president, executive officers, managers, and coordinators shared their expertise in human resources management to achieve better results in their respective organizations.
To understand and practice the values of the Fuji Oil Group, Harald set aside various weeks for raising awareness. All employees participated in an in-house awareness raising week on the environment and occupational safety and health, taking action to prevent accidents both inside and outside the company. During product quality week, employees gained a deeper understanding of quality management certifications such as GMP, HACCP, and FSSC22000 in order to improve product quality. The company also conducted educational activities on operation and techniques to help employees use methodologies and analysis to quickly resolve problems in the course of their work.
These human resource development programs are helping Harald improve employee knowledge to promote new initiatives.
Leadership development training
To strengthen the pool of assistant managers and future managers, Fuji Oil Co., Ltd. began conducting leadership development training in FY 2016, and 57 people took the course in FY 2017. Through this training, attendees came to recognize the approaches a leader should take and to objectively understand their own current situation and issues. In addition to the group workshops and seminars, supervisors are closely involved from post-training feedback interviews and creation of on-the-job training plans to reviews, which leads to steady growth. In addition, the detailed understanding of the potential of our human resources that we gain will be useful in future talent management, such as for dispatching the right person to the right job and long-term career development.
Personnel system reform
To survive fierce global competition, Fuji Oil Co., Ltd. has been conducting reforms of its personnel system since FY 2015. The reform is based on three pillars: salary system reform, personnel evaluation system reform, and promotion of human resource development.
＜Progress of personnel system reforms＞
|Fiscal year||Item implemented||Details|
Personnel system reform
|Salary system reform (introduction of pay based on job classification)
Evaluation system reform (clarification of responsibility for results)
Human resource development promotion (multifaceted evaluation)
|FY 2016||Union members
Promotion screening process reform
|Systematic implementation as an opportunity for education, development and self-improvement|
|FY 2017||Expansion of flextime system||Elimination of reasons for use|
|FY 2018 (scheduled)||Union members
Personnel system reform
|Salary system reform
(abolition of age-linked wages / allocation according to results / adjustment of allowances to fit individual circumstances)
Employee attitude surveys
The Fuji Oil Group regularly conducts employee attitude surveys in Japan to help create a workplace where employees can work with vigor and in good health. The frank opinions collected from a wide range of perspectives on the workplace environment, systems and other matters are useful as a reference for various measures.
Expenses for development of human resources
|Total training expenses in FY 2017 (approximate)||Approximately ¥35,200,000|
|Training expenses per employee||Approximately ¥24,110|
Recruiting and turnover
Number of new hires
Note: Figures for 2015 and thereafter are the total for FUJI OIL HOLDINGSINC. and Fuji Oil Co., Ltd.
Figures for 2013 and 2014 are for Fuji Oil Co., Ltd. before the shift to a holding company structure.
Archievement of Diversity
Amid constant changes in the values of society, the Fuji Oil Group must understand those changes and provide value that helps to resolve social issues in order to continue to fulfill its corporate social responsibilities as a food manufacturer. The ability of diverse human resources to display their values and individuality will be a key resource in this regard.
Fuji Oil Basic Diversity Policy
- Ratio of women in managerial positions of 20% by 2020 (Japan)
- Establishment by 2020 of an environment in which diverse employees, including older and disabled employees, can work with vigor (Japan)
We promoted the creation of a system to facilitate diverse ways of working including the expansion of the flextime system and introduction of a work-at-home system. To facilitate communication and capitalize on diverse values, we created rules for meetings based on survey results and reorganized the company intranet.
Support for active participation
Support for the active participation of women
To continue contributing to society through business activities as a food manufacturer, it is important for the Fuji Oil Group to stay up to date with social changes. We are focusing on supporting the active participation of our female employees so they can fully demonstrate their sensibilities and capabilities, which will be indispensable for that purpose.
As of April 2018, the ratio of women in managerial positions in Fuji Oil Co., Ltd. in Japan is 8.24%,＊and we are striving to provide opportunities and nurturing with a target of over 20% by FY 2020.Furthermore, Hiroshi Shimizu, President and CEO of FUJI OIL HOLDINGS INC., endorsed the "Declaration on Action by a Group of Male Leaders Who Will Create a Society in Which Women Shine＊＊」 (logo shown to right). We will accelerate our activities to encourage active roles for women in the workplace.
＊Scope of total: FUJI OIL HOLDINGS INC. + Fuji Oil Co., Ltd. – Employees temporarily transferred overseas
- ＊＊A Group of Male Leaders Who Will Create a Society in Which Women Shine
Following the kick-off meeting for "Supporting Women to Shine" held on March 28, 2014 at the office of the Prime Minister, there has been a nationwide movement by leaders in various industries to support women who will and do shine in various fields. In conjunction with this, male leaders of the companies that had been actively promoting the empowerment of women announced the "Declaration on Action by a Group of Male Leaders Who Will Create a Society in Which Women Shine."
Hiring of regional limited employees and regular employees
From FY 2017, Fuji Oil Co., Ltd. changed the status of its "semi-regular employees," who had fixed-term employment contracts, to "regional limited employees" without a fixed term. Moreover, the Group conducts a test once a year for highly motivated non-regular employees wishing to become regular employees. In FY 2017, four non-regular employees passed the test and were promoted to regular employees. We will continue to actively promote talented and highly motivated individuals to regular employees through this system.
Support for the active participation of older workers
Fuji Oil Co., Ltd. has set its retirement age at 60, but has a reemployment system in place for older workers that allows employees to extend their employment to the maximum legislated retirement age of 65. Individual interviews are held one year before retirement and at the time of retirement to offer job assignments according to each person’s motivation and abilities. In addition, since FY 2016 we have conducted a "Life Plan Seminar" for employees in their late fifties to consider their post-retirement life plans. The seminar provides an opportunity for participants to achieve self-fulfillment at a relatively early stage by drawing a concrete picture of their work-life balance after retirement.
Strategic employment of foreign nationals
Fuji Oil Co., Ltd. recruits people of various nationalities whose skills and capabilities meet its business needs. Non-Japanese employees are working in various fields such as research and development, planning and administration. In addition to plans to hire new graduates from Thailand and China during FY 2018, we are promoting the appointment of qualified local staff to senior executive positions in group companies outside Japan.
Support for the active participation of disabled people
For many years, Fuji Oil Co., Ltd. has consistently promoted the employment of people with disabilities. Efforts have included steadily raising awareness in-house and increasing opportunities for participation while considering the characteristics of each individual.
Reform of working styles
Support for active career development
As an evaluation of the initiatives described above, Fuji Oil Co., Ltd. has been awarded “the Platinum Kurumin Mark”, a certification with even higher requirements than the Kurumin Mark.
Receiving “the Platinum Kurumin Mark”
Dialogue between Labor and Management
Fuji Oil Co., Ltd. recognizes the importance of dialogue between labor and management and, as such, has focused on building a relationship of mutual trust.
The management and the labor union actively discuss labor issues, holding an informal central labor-management session every month where both parties exchange information on the company’s business conditions and its business policy. Furthermore, the management and the labor union hold labor-management consultation sessions to discuss the promotion of employees, bonus payments and a review of in-house rules, when necessary, in line with the labor contract. Both parties will enter into negotiations and discussions on these matters after fully sharing information on the company’s earnings position, business trends, various management-related issues and social trends.
With increasing globalization of business, accelerating population aging, and growing emphasis on work-life balance, it is increasingly necessary to promote diversity. We will therefore work to establish a personnel system that supports diversity.
Use of various programs
Number of program users by gender (Fuji Oil Co., Ltd. + FUJI OIL HOLDINGS INC.)
|Number of employees who took childcare leave in FY 2017
(including pre- and post-partum leave)
|(including pre- and post-partum leave)
|Number of employees who took nursing care leave in FY 2017||1||2||3|
|Three-year retention rate of employees who took childcare leave in FY 2014＊||100.0%||80.0%||88.9%|
Note: FY 2017 retention rate of employees who took childcare leave in FY 2014
Percentage of annual paid vacation days taken (FY 2017: Fuji Oil Co., Ltd. + FUJI OIL HOLDINGS INC.)
|Percentage of annual paid vacation days taken||59.3%|
Number of the Fuji Oil Group employees by region
(as of March 31, 2018 for Group companies in Japan and December 31, 2017 for Group companies outside Japan)
|Japan||Europe and America||Asia||Total (Consolidated)|
FUJI OIL HOLDINGS INC. Breakdown of employee (as of March 31, 2018)
|Regular employees＊/temporary employees||103||29||132|
|Regional limited employees||1||1|
|Average age (of employees)||47 years, 8 months||37 years, 2 months||45 years, 1 month|
Note: Includes executive officers
Fuji Oil Co., Ltd. Breakdown of employees (as of March 31, 2018)
|Regular employees＊/temporary employees||906||176||1,082|
|Regional limited employees||105||52||157|
|Average age (of employees)||43 years, 5 months||39 years, 2 months||42 years, 8 months|
Note: Includes executive officers
Number of the Fuji Oil Group managers
(as of March 31, 2018 for Group companies in Japan and December 31, 2017 for Group companies outside Japan)
|Japan||Asia||Europe and America|
Number of FUJI OIL HOLDINGS INC. Officers (as of March 31, 2018)
Rehiring (FY 2017 / Fuji Oil Co., Ltd. + FUJI OIL HOLDINGS INC.)
Recruitment of disabled people (FY 2017 monthly average / Fuji Oil Co., Ltd. + FUJI OIL HOLDINGS INC.)
|Disabled people recruited||28.6|
|Recruitment rate for disabled people||1.81%|
Penetration Awareness of Compliance
The Fuji Oil Group complies with laws and regulations, as well as internal policies and rules, as a matter of course, and views acting with a strong sense of ethics in daily business operations as crucial to meeting the expectations and needs of society (i.e. stakeholders). This basic concept of compliance is included in the Fuji Oil Group Management Philosophy, which we formulated when the Group shifted to a holding company structure in October 2015.
Persons and organizations in charge
The ESG Committee has been voluntarily established as an advisory body of the Board of Directors. As of April 2018, the committee consists of the Solutions through Creation of Foods Subcommittee, the Safety, Quality and Environment Subcommittee, the Human Resources Development Subcommittee, the Sustainable Procurement Subcommittee, and the Governance Subcommittee. Compliance promotion issues are raised at the Human Resources Development Subcommittee and reported to the Board of Directors and top management.
Establishment of a hotline system
In Japan, The Fuji Oil Group’s Whistleblower Hotlines have been set up, in which compliance-related issues of employees of FUJI OIL HOLDINGS INC., its group companies, and some subcontracting companies in Japan are addressed by internal staff members or external parties (lawyers). A hotline system for employees at group companies outside Japan (The Fuji Oil Group’s Compliance Helpline) is also available.
To create an environment that facilitates reporting, our hotline system includes a Whistleblower Hotline outsourced to an external law firm to ensure the confidentiality and anonymity of informants. Approximately 10 reports are received annually from the entire Group. We promptly investigate the details of the reports, make necessary corrective measures and provide feedback to the informant. We are striving to make our hotline system more widely known throughout the entire Group.
Monitoring compliance systems
In cooperation with Audit & Supervisory Board members and departments responsible for internal audits, we monitor the status of compliance implementation, including at overseas group companies. From FY 2018, we will visit overseas group companies and begin on-site inspection activities using a compliance checklist (prepared in consideration of laws, regulations and risks specific to the region).
By 2020, we aim for the penetration of the values and principles of the Fuji Oil Group Management Philosophy throughout the entire Group.
In FY 2017, we were involved in various activities aimed at contributing to spreading and raising the awareness of compliance. The following are representative examples of the measures implemented.
- Group training about important laws and regulations and compliance was conducted at individual group companies inside and outside Japan.
- Teaching materials were created to make the Fuji Oil Group’s basic approaches, systems and rules well-known at overseas group
- Activities were conducted to inform employees about the hotline system (The Fuji Oil Group’s Compliance Helpline) for group companies outside Japan and to promote its use.
- Information was provided on an ongoing basis to employees throughout the Group on the compliance intranet portal site, the contents of which were updated periodically (monthly).
- A compliance awareness survey was conducted at group companies outside Japan.
A framework for thorough compliance
Business Conduct Guidelines
We revised the Fuji Oil Group Business Conduct Guidelines, which explain our principles of action in the Fuji Oil Group Management Philosophy using representative case studies encountered in various daily duties, and are successively distributing them to all employees in booklet and PDF form. The guidelines are available in seven languages, including Japanese.
We visit some domestic and overseas bases to acquire an understanding of the on-site situation and needs while raising awareness of areas of compliance that require attention. In addition, we conduct compliance training in cooperation with the Human Resources Department for all employees, including new employees and those seconded overseas, at their career milestones. From FY 2018, we will step up educational activities at overseas group companies and work on developing e-learning programs (in Japanese, English, and Chinese) for domestic and overseas employees.
Prevention of corruption
We focus on educational activities to prevent bribery as a key area of compliance for fair transactions in addition to compliance with antitrust laws.
The Fuji Oil Group focuses on raising awareness in regions where the risk of corruption is high. For example, in FY 2017 we conducted educational activities at group companies in China. Through dialogue with local staff as well as group training, we strive to be conscientious and convincing in conveying the importance of compliance in this area and the magnitude of losses in the event of a violation.
The Fuji Oil Group does not make political donations.