- 100% : Adherence to Supplier Guiding Principles across the Coca-Cola Bottlers Japan Holdings Inc. Group value chain
Human Rights and Employee Job Satisfaction
CSV Goals (Creating Shared Value) *The base year is 2015 and the target year is 2025 unless otherwise noted.
Policy
Respect for human rights
The CCBJH Group recognizes that respect for human rights is the basis of corporate activities for the sustainability of communities. We actively implement initiatives to ensure the respect for human rights.
We ensure compliance with the Supplier Guiding Principles, which are a vital pillar of The Coca-Cola Company’s human rights and workplace accountability programs, across the entire value chain.
Human Rights Policy
The CCBJH Group has formulated a Human Rights Policy to ensure its business activities comply with international human rights principles that promote and protect human rights, including the Universal Declaration of Human Rights and the ILO Declaration on Fundamental Principles and Rights at Work.
In accordance with this policy, we strive to thoroughly respect the rights of all, to help resolve various issues in Japan and globally, and to establish respect for human rights in the workplace.
Educational activities in-house
To deepen our understanding of respect for human rights, we conduct rank-based training and e-learning as well as raise awareness by sharing information via the company intranet with regard to compliance with Japan’s Labor Standards Act and encouraging employees to take annual paid leave. Through these activities, we are creating vibrant, sound workplaces and fostering employees who take ownership of human rights issues, are considerate of others and always act from the other person’s point of view.
Health and Productivity Management
Development of personnel system
We appropriately evaluate and compensate employees’ contributions to the achievement of our strategic goals in line with our company Mission, Vision, and Values, as represented by our corporate philosophy “Paint it RED! Let’s Repaint our Future.” Aiming to continue to be an employer of choice, we will work to attract more talented and diverse human resources and promote the personal growth of every individual. In addition, we are establishing systems and mechanisms so that our employees can select the right working style for their personal situation and can fully contribute their skills at work.
In recognition of these initiatives, we received a score of 4.5 stars, marking an increase of 0.5 stars from the previous year, in the Nikkei Smart Work Management Survey for fiscal 2021.
- Examples of systems and policies
- Evaluations and human resource development programs that emphasize Values (behaviors) in addition to business performance
- Introduction of results-based bonuses that reward high performers
- Remuneration that is competitive in the labor market and awarded in accordance with the position’s roles and responsibilities
- An employee benefit system that enables employees to continue working with motivation and a feeling of security
Initiatives to enhance work style reforms
[Improving operational processes]
We are promoting fundamental operational reforms using a division of labor system in the vending business optimized logistics and delivery systems by constructing Mega DC and automated warehouses, and efficiency improvement of routine operations through shared services in the back office (BSO).
In addition, we are strengthening the foundation for work style reforms by actively promoting digitalization and IT utilization, such as the introduction of RPA for improving operational efficiency and the distribution of smartphones to all employees.
[Countermeasures for flexible work styles and appropriate working hour management]
In order to realize flexible work styles, we are endeavoring to achieve a work-life balance by promoting working remotely and working at satellite offices as well as by establishing an employee-friendly system, such as allowing sales departments to conduct business negotiations remotely wherever possible and permitting employees to go direct to client sites and return home directly thereafter.
Moreover, we are promoting employee awareness of time management, such as introducing a clock-in system (the time between reporting to work and leaving work equals actual working hours) that enables accurate attendance management, promoting plans to take annual leave at the beginning of the year, and providing opportunities to learn about the importance of time management in the training of supervisors.
Endorsed the "Action Declaration of Regional Revitalization Telework Promotion"
On July 1, 2022, we endorsed the "Declaration of Regional Revitalization Telework Promotion" promoted by the Cabinet Office. The term "Regional Revitalization Telework" refers to telework that contributes to regional development, such as working in satellite offices in rural areas, a movement that aims to contribute to the revitalization of rural areas in a variety of ways.
We will continue to support remote work and satellite offices to promote a location-independent work style. See here for the details.
Initiatives for health management
Maintaining and improving employee health is an important management issue. CCBJI health declaration “Sawayaka Style” seeks to nurture a corporate climate of “Health Comes First” aiming for all employees to remain healthy until the age of 100 under with the slogan of “Road to 100.” This initiative is led by President and CEO Calin Dragan as “Chief Health Management Officer,” while Head of Human Resources and General Affairs Function Narihiko Uemura, plans and implements specific measures as “Chief Health Management Promotion Officer.”
We are also implementing the “Sawayaka Challenge” program to provide opportunities for employees to think about health promotion on their own, take concrete action, and habituate these actions.
*Sawayaka Style is a general term for activities that create an environment where employees can work comfortably by welcoming and respecting diverse personalities and positive ways of thinking.
Initiatives for occupational safety
Based on the philosophy that “health and safety come first,” protecting the safety and health of employees and achieving a fulfilling corporate social responsibility form the Group’s foundation for business continuity. The Group works to create and nurture a culture of safety based upon mutual trust and by putting principles into practice.
As part of this effort, in October 2021, we opened the Safety Learning Center to teach employees about safety in-house. We are now working to heighten risk sensitivity to prevent occupational accidents before they occur with training using both an interactive safety device for getting caught in machinery, electrical shock, trips and falls, and Coca-Cola’s proprietary interactive VR device. In addition, we are strengthening efforts to prevent recurrence, such as sharing information on incidents that occur with all employees and providing guidance to a department where an accident occurred to prevent similar incidents from happening again.
