Respect for human rights & Employees' job satisfaction

Respect for human rights & Employees' job satisfaction

SDG-related Initiatives

5.Gender Equality

5.Gender Equality

8.Decent Work and Economic Growth

8.Decent Work and Economic Growth

CSV Goals (Creating Shared Value) *The base year is 2015 and the target year is 2025 unless otherwise noted.

Diversity & Inclusion
  • 6% : Ratio of female managers

We aim for employees to be able to enjoy sustainable growth alongside the company. Since we consider people the company's most important asset, we are advancing various human resource initiatives. Specifically, we strive to foster the type of environment in which employees find work to be fulfilling. To achieve this, we must have a fair and equitable human resource management system that nurtures individual development and an environment in which a diverse and multifaceted group of people can play active roles.

Our HR system

To foster a consistently fair and equitable system that builds a sense of unity, and to maintain and secure people who can promote overall sustainable growth, in April 2018, the Coca-Cola Bottlers Japan Inc. Group introduced an HR system that is integrated across the Group in terms of job grades, performance evaluations, compensation, and benefits.
Based on the corporate philosophy of Mission, Vision and Values and the elements that comprise the Group's direction—Growth-oriented; One Company under One Management; and Overall Optimization—the Group set forth a basic policy pertaining to the HR system.
In accordance with role-based and results-oriented thinking, we increase the motivation of employees along with promoting the growth of the organization and individuals. Also, we offer employee benefit programs aimed at enabling employees to work continuously throughout their careers without worry or anxiety.

HR system

HR system

HR development

Largely dividing the nurturing of employees into cross-organizational training (obtaining skills and knowledge that fits the employee's growth and career steps) and specialized training (obtaining skills and knowledge for executing the respective department's work), each department plans and executes training programs aligned with the department's theme. In terms of educational methods, Coca-Cola Bottlers Japan Inc. Group provides 1) group training directed at improving the skills and knowledge of attendees; 2) on-the-job training (OJT) support for immediate supervisors who play a key part in nurturing employees; and 3) an environment for self-study (self-enlightenment) where individuals can study under their own conditions.

  • The CCBJH Group’s ideal employee image
  • Overseas trainingOverseas training

Human resources development —performance evaluation system

The Coca-Cola Bottlers Japan Inc. Group performance evaluation system has the twin purposes of improving business results and developing employees. The system is built upon evaluating work-related results and assessing whether daily conduct matches what is expected of a Coca-Cola Bottlers Japan Inc. Group employee. In order to evaluate each employee's performance properly and to ensure that he or she understands that evaluation, each employee has discussions regularly with a supervisor throughout the year.
As employees consistently demonstrate skilled performance, the company will reward them appropriately.

Human resources development —performance evaluation system

Human resources development —performance evaluation system

Human rights initiatives

Respect for human rights is a foundation of our business activities. Accordingly, we have established a human rights policy for realizing the sustainability of local communities where we conduct business. In order that respect for human rights is thoroughly and consistently put into practice, we are carrying out an aggressive awareness campaign on the variety of issues. This campaign consists of training at the individual level, e-learning, and information-sharing through the company's internal network, in order to deepen understanding toward respecting human rights. We aim to build a sound and dynamic work environment where employees are trained to think of human rights issues on a personal level, to be considerate of others, and to always think about other perspectives before taking any actions.

Human rights initiatives

The Coca-Cola Bottlers Japan Holdings Inc. Group (CCBJH Group) respects every employee's human rights and individuality and places high importance on continuing to innovate by proactively including many different kinds of values and ideas through aggressive initiatives that promote diversity.

Human rights initiatives

Human rights initiatives

Basic philosophy

Through promoting diversity, while encouraging a variety of viewpoints and the constructive exchange of ideas, the CCBJH Group aims to become a company that functions with excellence and dignity.

Medium- to long-term vision

The CCBJH Group respects the individuality of each and every employee. We offer opportunities for all employees to realize their full potential regardless of sex, age, the presence of disabilities, nationality, sexual orientation, gender identification and other attributes. This engenders innovation and reform, leads to the creation of value, and contributes to becoming a strongly competitive company that functions with excellence and dignity.

Our policy for initiatives through 2020

Based on the respect for human rights, our activities will focus on expanding opportunities for women and people with disabilities.

Women in active roles

One characteristic of our diversity initiatives is to encourage women to play active roles. Our aim is for women employees to be active in all areas in the company and that a diversity of values and perspectives be reflected in all of our business activity.

People with disabilities in active roles

Introduction of para-athletes

We employ and support para-athletes as a part of promoting the active participation of people with disabilities. Athletes strive daily to be chosen for TOKYO 2020 while balancing sports and work.

Katsuji TakashimaJoined CCBJI on June 1, 2017. Works at an office in Saitama.



Born in Ichihara City, Chiba Prefecture. Graduated from The Horse Racing School of Japan Racing Association. While racing as a JRA jockey, he fell off his horse and became paralyzed on his right upper & lower limbs. Went through rigorous rehabilitation to return as a jockey but was not successful. Discovered para equestrian and became a top athlete.

Major achievements

Winner of 64th Tokyo Equestrian Tournament CPEDI***GOTEMBA2018 Grade IV
Winner of CPEDI3★Gotemba 2019 Spring and JRAD Domestic Competition Part I Grade IV

Mina ChinjuJoined CCBJI on October 1, 2018. Works at an office in Osaka.



Born in Daito City, Osaka. Has always been spirited and full of curiosity, despite difficulties of involuntary movements from cerebral palsy. Happened to come across horse therapy which led her to take on the challenges of horseback riding and para equestrian, eventually taking part in the Athens Paralympics. Aiming once again to become a Paralympics athlete.

Major achievements

Participated in the 2004 Athens Paralympic Games
Winner of Japan Para Equestrian Competition's Individual Competition
Winner of CPEDI3★Gotemba 2019 Spring and JRAD Domestic Competition Part I Grade I

Maki TsujimuraJoined CCBJI on March 1, 2019. Works at an office in Saitama.



Born in Yokohama City, Kanagawa Prefecture. Undeterred by the visual impairment (weak eyesight) that she was born with, she is a hard-worker who tackles everything in a lively and cheerful manner. She became captivated by goalball during her time at the school for the blind and continues to polish her moves with her data analysis skills and proactive nature.

Major achievements

Winner of the gold medal at IBSA Youth World Championships
Winner of the bronze medal at Hangzhou International Goalball Tournament

Haruki MasanariJoined CCBJI on June 1, 2019. Works at an office in Osaka.

Para athletics javelin throw


Born in TambaSasayama City, Hyogo Prefecture. Was diagnosed with Leber's hereditary optic neuropathy (Leber's disease) in 9th grade (age 15), but undefeated by the visual impairment, she contributed to the team as an athlete, manager, knocker, and head of the cheering squad during her time at Tottori Johoku High School. She discovered para athletics javelin throw in an event searching for new para-athletes.

Major achievements

Winner of 2017 Japan Para Athletics Championships (48m72cm)
Winner of the 23rd Kanto Para Athletics Championships (52m14cm)

Occupational safety and health initiatives

Based on the philosophy that “health and safety come first,” the Coca-Cola Bottlers Japan Inc. Group believes that the backbone of its business continuity is to protect the safety and health of all employees and fulfill its corporate social responsibility. The Group will create and cultivate a corporate culture of safety based upon mutual trust and always putting principles into practice.

Prevention of occupational injuries and vehicle accidents

In order to prevent emergencies and accidents, we will take actions based on the key phrases “eliminating unsafe behavior” and “eradicating unsafe situations.” We will improve overall safety awareness at the workplace and inform every employee of safe behaviors and safe driving practices, and work toward zero emergencies and zero accidents at each workplace.

Work style reform

The Coca-Cola Bottlers Japan Inc. Group seeks to increase the skills of its employees and, by raising productivity and the quality of work, help its employees realize work-life balance. In order to achieve a workplace where employees can thrive and stay healthy, we actively engage in work style reform. Specifically, we have put in place a flextime system for working hours and are introducing a variety of work styles that are not restricted by location, allowing employees to work at home or in a satellite office. This is combined with a work/break interval structure that ensures a certain amount of break time after a set amount of work is finished, as well as efforts to reform corporate culture across the Group to encourage employees to leave the office on time or to take annual leave.

Various systems or policies put in place (or planned) by the Coca-Cola Bottlers Japan Inc. Group

●Flextime system
●Coming straight to or returning home from a third-party location
●Working at home or a satellite office
●No-overtime day
●Work/break interval structure

Health management

"Maintaining and enhancing the health" of our employees in Coca-Cola Bottlers Japan Inc. Group is one of our key management imperatives, and we will nurture a corporate climate of "Health as No.1" with the aim of staying healthy even at the age of 100 ("Road to 100").
This initiative will be led by President and CEO Calin Dragan as the "Responsible Person for Health Management," and Head of HR and General Affairs Narihiko Uemura will be developing and implementing concrete initiatives as the "Responsible Person for Promoting Health Management".

Coca-Cola Bottlers Japan Health Declaration

"Sawayaka Style"
~"Road to 100" Striving for a healthy body even at age 100~

As a company who always stays close to your daily lives,Coca-Cola Bottlers Japan places the first priority on good health at all times and offers products and services of value that meet the needs and preferences of all generations.
As such,our employees themselves must lead an active and healthy lifestyle and be able to enjoy work with a feeling of comfort.
We recognize the responsibility for each employee to proactively maintain good health and to take actions to enhance one's health,and the company and the Health Insurance Association will work in unison to advance various actions for maintaining and promoting health and strive to nurture a corporate climate of "Health as No.1".

*What is Sawayaka Style?
General term for activities to create an environment where all employees can work comfortably by cerebrating/respecting diverse individuality and positive thinking.

Health issues in Coca-Cola Bottlers Japan Inc. Group (Employee survey conducted on lifestyle awareness)

・Employees who feel they have challenges with exercise habits: 73.2%

・Employees who feel they have challenges with eating habits: 73.2%

・Employees who feel they have challenges with sleeping habits: 57.5%

・Employees who feel they have challenges with smoking habits: 42.7%

To tackle these challenges, we are launching "Sawayaka challenge!" to promote initiatives that lead to improved lifestyle habits and to self-sustained employee actions to maintain and enhance health.

Let's Sawayaka Challenge!!

Health issues

・"Sawayaka Challenge!" groups lifestyle habits into 5 different categories, and as part of exercise promotion initiatives, we will organize a walking event twice a year for all employees to take part in.

・As employee awareness to improve lifestyle habits increases through these challenges, we will uplift the completion rate of specific health guidance to 70% by 2023 (+53% vs 2018).

Human Rights Policy

Coco-Cola Bottlers Japan Holdings Group (hereinafter “Our Group”) respects the global human rights principles that are defined for the purposes of promotion and protection of human rights, including the Universal Declaration of Human Rights by the United Nations and the International Labour Organization's Declaration on Fundamental Principles and Rights at Work, and sets forth the policies as below to ensure the respect for human rights with the aims to work on antidiscrimination measures and other human rights issues in Japan and to build respect for human rights at our workplaces.

1.Respect for Human Rights
Our Group respects human rights. Respect for human rights is a fundamental value of Our Group, and our aim is to help increase the enjoyment of human rights within the communities in which Our Group operates.
This policy applies to Our Group, the entities that Our Group owns, the entities in which Our Group holds a majority interest, and the facilities that Our Group manages.
Our Group develop a due diligence process for human rights as a means to identify, prevent, and mitigate human rights risks of the business partners in our business and value chain. When an overt or latent adverse impact on human rights are identified in the course our business activities, we will strive to prevent and mitigate such impact in a rightful and fair manner. If Our Group’s business activities are found to have been engaged in adversely impacting affairs directly or through relationship with a third party, we will remedy such issue or strive to provide equivalent support via appropriate procedures and work on the prevention of reoccurrence.

2.Community and Stakeholder Engagement
We recognize that we impact the communities in which we operate.
We work with stakeholders in each community to listen to their opinions, learn from them, and reflect them in our business activities.
We strive to communicate with stakeholders, as necessary, with respect to human rights issues related to our business.

3.Diversity and Inclusion
We value and advance the diversity and inclusion of the people with whom we work. We are committed to the promotion of equal opportunities and are intolerant of discrimination and harassment at workplaces. We work to maintain workplaces that are free from discrimination or harassment on the basis of race, sex, color, national or social origin, ethnicity, religion, age, disability, sexual orientation, gender identification or expression, political opinion or any other status protected by applicable laws. The basis for recruitment, hiring, placement, development, training, compensation and advancement at Our Group is qualifications, performance, skills and experience. We do not tolerate disrespectful or inappropriate behavior, unfair treatment or retaliation of any kind, regardless of any personality or status. Harassment is not tolerated not only inside but outside the workplaces.

4.Freedom of Association and Collective Bargaining
We respect our employees’ right to form a labor union without fear of reprisal, intimidation or harassment. Furthermore, we strive to exchange constructive dialogues with the labor union and deliver negotiation in good faith.

5.Workplace Security
We are committed to maintaining a workplace that is free from violence, harassment, intimidation and other unsafe or disruptive conditions due to internal and external threats.
Security safeguards for employees are provided, as needed, and are maintained with respect for employee privacy and dignity.

6.Forced Labor
We prohibit the use of any forms of forced labor.

7.Prohibition of Child Labor
We prohibit the hiring of individuals that are under 18 years of age for positions that entail hazardous work, pursuant to relevant laws and regulations.

8.Work Conditions
We operate our business in compliance with laws and regulations applicable to wages, work hours, overtime work, and benefits.

9.Healthy Lifestyles
We are committed to providing transparent nutrition information and a range of beverage options to enable consumers to make informed choices consistent with a healthy lifestyle.

10.Guidance and Reporting for Employees
We strive to create workplaces in which open and honest communications among all employees are valued and respected.
We are committed to comply with applicable labor and employment laws wherever we operate.
Any employee who believes there is a conflict between the language of this policy and applicable laws, customs and practices; who has questions or concerns about this policy; or recognize an action that may violate this policy; are required to contact his/her manager, HR staff in charge, or the internal or external Ethics & Compliance Reporting Hotline, who makes every effort to maintain confidentiality.
No reprisal or retaliatory action will be taken against any employee for raising concerns under this policy. We will investigate, address and respond to the concerns of employees and will take appropriate corrective action in response to any violation.
The Human Rights Policy is aligned with Our Group’s Code of Business Conduct and Ethics.

11. Scope of Application
This policy is applicable to all the officers and employees of Our Group. In addition, we require our business partners to respect the Articles 3, 5, 6, and 7 herein.

12. Enforcement Date
This policy shall be effective as of January 1st, 2018.

Diversity and Inclusion Policy

At Coca-Cola Bottlers Japan Group we are committed to providing the best solution to all our stakeholders by leveraging the diverse and multi-faceted talents of the people who work for us and maximizing their abilities to their full potential.
As such, this policy explains our fundamental approach to diversity and inclusion in our quest to create a work environment in which every individual is able to fully exert his or her talents.

1.What do we mean by “Diversity and Inclusion”?
Diversity and inclusion in the workplace refers not only to the various “differences” that exist among the employees in an organization (=diversity), but also to accepting those “differences” and understanding and respecting the uniqueness of each individual (=inclusion).
We recognize that diversity can be seen from two aspects - diverse and multidimensional.
(1) Diverse aspect・・・External differences including gender, age, disability, race, nationality, etc.
(2) Multidimensional aspect・・・Internal differences including values, ways of thinking, experiences, etc.

2.Why is diversity and inclusion important to us?
(1) A workplace filled with diverse and multidimensional talent increases the employees’ loyalty to the company and leads to acquisition of excellent talent.
(2) Higher loyalty to the company leads to increased employee motivation from which higher output can be expected.
(3) A corporation with diverse and multidimensional talent is filled with different thoughts and ideas and is strong when facing environmental changes.
(4) Active discussions among diverse and multidimensional talent generates new thoughts/ideas that lead to transformation and innovation.
(5) Diversity and inclusion-focused business leads to better economic activity, resulting in our ability to respond to the expectations of all our stakeholders.

3.Our basic approach to diversity and inclusion:
(1) We respect the diverse and multidimensional aspects of each of our employees.
(2) We provide opportunities for all our employees, not classified by any property of gender, age, disability, race, nationality, etc., to exert their abilities to the fullest, in our quest to create a work environment of active and diverse talent.
(3) By leveraging the various facets of our employees including values, ways of thinking, experiences, etc., we are committed to providing the best service to our stakeholders.
(4) We recognize the positive exchange of ideas between people of differing opinions as true, and such will be leveraged to generate transformation and innovation.

4.To realize diversity and inclusion:
(1) Led by top management, all officers and employees shall maintain a high level of awareness regarding diversity and inclusion, and each individual shall play an important role.
(2) We will create a structure to promote diversity and inclusion to develop plans including specific strategies and target setting (e.g. ratio of female employees and employment ratio of people with disabilities).
(3) Based on the plan, we will execute various programs and initiatives to spread diversity and inclusion.
(4) Target values and progress updates (assessments) will be disclosed internally/externally as required.

5.Supplementary provision
The policy is enacted and enforced effective January 1, 2018.

Organization Design Policy

We will seek to maximize the value of a company in the group with growth-oriented position. To this end, we design a highly efficient organization capable in managing the company as if one entity united as a group from the perspective of overall optimization.
This policy represents the basic principles for organization design.

1. Organizational structure
(1) Organizations are structured taking into account functions, roles, and regions so that the entire group’s management targets are achieved in an effective and efficient way.
(2) Each organization is structured with its role and expected results clarified and in a way that allows speedy decision-making under predetermined authority.
(3) Organizations are structured in an easy-to-understand and simple manner to expedite decision-making and commanding.

2. Organization name
(1) Organization names should be easily understood by customers and employees, in principle.

3. Span of control
(1) In organization design, unnecessary organizations and posts are not established, being cognizant of the concept of “span of control.” In setting up the standards, our actual conditions from the past and external benchmarks are referenced.

4. Supplementary provision
The policy is enacted and enforced effective January 1, 2018.

Organization Management Policy

The entire CCBJI group is committed to operating as one enterprise, with the respective entities and organizations operating under a system mindset rather than focusing on independent benefits, as we strive to maximize our group’s corporate value.
This Policy represents the basic principles for managing our organization.

1.Organizational conduct
(1) Each organization will operate under the system mindset, with clearly defined goals for its organization aligned with the (quantitative and qualitative) goals of CCBJI.
(2) Each organization will strive for speedy decision-making within the designated scope of authority, making use of business assets (people, things, money, information)for effective and efficient execution of the organization’s strategies.

2.Chain of command/reporting line
(1) In principle, there will be a centralized chain of command/reporting line.
(2) The chain of command/reporting line will be made clear to allow for complete communication of instructions and command top down as well as reporting from the bottom up.

3.Information sharing
(1) In running our enterprise, the reality of our business shall be communicated quickly and accurately from top down, with open, constructive, customer-focused and fact-based communication among all organizations and tiers.
(2) To do so, the President and upper management will take the lead through proactive communication.

4.Performance management
(1) Performance in each organization shall be tracked based on achievement of performance targets (profit, NSR, sales (production) volume, share, etc.) and level of progress seen its initiatives (key initiatives in each organization defined to achieve business challenges).

5.Supplementary provision
The policy is enacted and enforced effective January 1, 2018.

Human resource management policy

This policy indicates our operation policies on “human resources” as the most valuable assets for CCBJI group based on Mission, Corporate Identity and Culture of Coca-Cola Bottlers Japan Inc. (hereinafter referred to as “CCBJI group”). The objective is enable employees to understand the human resource management policy and strive for their operations, aiming for sustainable growth of the CCBJI group and its employees.

1.Human resource management policy
It shows our ideas on headcount plans, management and appropriate total labor costs to continue businesses extending to the future.

(1) Headcount plans, management
①We develop optimal mid- to long-term headcount plans based on macro analysis including trends of economic situations and future personnel mix to continue businesses extending to the future.
②We aim for highly efficient and productive structure by setting appropriate number of personnel (quota) based on productivity indicators connected to functional strategies.
③We identify duties that should be handled by regular employees or non-regular employees and optimize resources by setting quota by the regular employees and the non-regular employees.
(2) Total labor costs
We manage labor costs of employees and outsourcing personnel adopting values that can be tracked quantitatively (e.g. labor costs against sales revenue etc.) as management indicators for corporate labor costs in a bid to maintain the appropriate labor cost level, while allowing each function to develop total labor costs in principle.

2.Policy on HR system
It shows our ideas on a series of human resource management cycle to hire, assess, cultivate and treat “human resource”. Note that we shall setup the HR system based on these basic ideas to be fair, just and consistent as CCBJI group.

(1) Employment
①We hire human resources who meet the criteria based on our headcount plans within the framework of employment after defining “HR we expect” as CCBJI group.
②In hiring, we focus on capabilities, character, experiences, potential and expertise and do not regard matters irrelevant to businesses such as nationality, human race or gender whatsoever.
③As a method for employment, we shall use various means (newly graduate employment, promotion to regular employees, mid-career employment and non-regular worker employment) in most efficient and effective ways.

(2) HR assessment
①Objectives of HR assessment shall be “to cultivate HR” and “to enhance performances” with key elements of assessment to be “results of work” and “actions expected for each role to raise the results”.
②We shall connect the assessment results to remunerations (bonuses and basic salaries) and provide feedbacks to each person to lead to cultivation.

(3) HR development
①It shall be set in HR development policy.

(4) Internal ratings (grades)
①Internal ratings (grades) are determined according to work or roles currently assumed by each person and personal attributes such as nationality, human race, gender, age and years of service shall not be a determining factor. Moreover, the decision shall be made by holistically taking into account difficulty level of operations, performances, external trust, job satisfaction, level of impacts for customer/consumer satisfaction and the weight of responsibilities.
②For General positions, we shall setup a system of Internal ratings (grades) that allows reflection of learning level so that improvement of career level can be felt.

(5) Assignment and appointment
①We shall transfer personnel at appropriate and necessary timing to realize strategic assignment connected to cultivation of each individual employee and businesses.
②We shall assign right person in the right place according to adoptability by acknowledging diversity of each individual employee and comprehensively judging from results, motivation, capabilities and other elements.
③We shall determine a personnel transfer considering the person’s career and personal circumstances as much as possible, avoiding it to be carried out on an ad hoc basis.
④We shall appoint a person to a post of managerial positions or higher from those the company determines to have capabilities to execute the roles, in principle.

(6) Remunerations
①We shall setup a remuneration system according to roles and results and treat fairly and justly.
②We shall setup a remuneration system that would lead to enhancement of motivation by frontline employees who offer value and services to customers.
③With a remuneration standard benchmarking Japanese and same industry corporations as a base, we shall aim for a level which allows us to maintain the competitive edge in gaining HR.

(7) Welfare benefits
①As lifestyles and sense of value diversity, we aim for setting up a system that leads to securing excellent HR and enhancing a sense of belonging in addition to improving job satisfaction by ensuring health and safety of employees and creating a workplace environment where employees can work with peace of mind.
②In particular, we shall extend initiatives on “activation of workplaces” that lead to “wellness of employees” and performance improvements as the base of management foundation.
③We shall build a well-balance system for a retirement allowance and a pension that support stability and security of old age, while incorporating impacts on corporate performances.

(8) Work hours, holidays, leave, work styles
①CCBJI group will work on the basic idea of “work-life balance”that supports diverse employees’ lifestyles as a norm, in addition to securing peace of mind and health of employees through appropriate management of Work hours, holidays, leave, work styles.
②We shall drive activities to enable proper total work hours under the recognition that it’s a corporate responsibility.
③We shall maintain appropriate level of specified work hours, considering functional characteristics of each company and department as well as common standards at the same time.
④We shall set the number of specified holidays and the calendar each year by placing customer-centricity as top priority, considering roles and functional characteristics of each company and the standard of other companies outside the group.
⑤We shall proactively consider flexible work styles that enable diverse ways to work, considering both “customer-centricity” and “work-life balance”.

3.Supplementary provision
The policy is enacted and enforced effective January 1, 2018.

Human Resources Development Policy

The profile of human resources CCBJI seeks for are “Persons who grows on a daily basis and make contribution for achieving the organization’s target by thinking by oneself from a customer-centric perspective, learning by oneself, and keeping on making challenges in a proactive manner in order to aim for improvement in CCBJI’s corporate value”.
Human Resources Development Policy shall be stipulated in order to ensure that all employees would continue their growth towards the “human resources the company seeks for” and so that the Policy would provide support for a wide range of activities.

1.Human resource management policy
It shows our ideas on headcount plans, management and appropriate total labor costs to continue businesses extending to the future.

1.Basic concept for CCBJI Group’s Human Resources Development Policy
(1)Under the acknowledgement that the factors that would provide impact onto the growth of any human resource is 70% business experiences, 20% OJT (guidance and mentorship from senior members), and 10% learning by classroom studying such as group training courses and self-enlightenment, training programs of efficient educational methods will be planned and executed to aim for developing human resources with the profile sought by CCBJI.
①Basic perspectives
i)Develop and execute customer-oriented employee development programs (by grades / jobs)
ii)Provide support for programs that ensure autonomous growth of the employees
iii)Improve job execution capabilities through OJT and Off-JT
iv)Develop leaders of the next generation in a planned manner in order to ensure sustainable growth

2.Roles in regard to human resources development
(1)The roles of the company, the senior members, and individual employees in regard to human resources development are as described below respectively;
i)In order to enable the employees to become closer to the “human resources the company seeks for”, the company shall provide various educational / development opportunities to provide support for the employees’ momentum for self-enlightenment in a proactive manner.
ii)The company shall provide opportunities for the employees to confirm their assumptions / expectations for their future career on a regular basis.
Additionally, the company shall provide various supports in order to specifically realize such assumptions / expectations each employee has.

②Senior members
i)Development of human resources is the most important job for the senior members, and they shall work upon developing the members via daily business.
ii)Senior members shall provide support so that each employee can obtain the knowledge required for executing their own jobs and so that each employee can improve his/her skills.
iii)In order to respect the intention and personality of each individual employee and therefore to ensure growth of their potentials to the highest extent, senior members shall become involved with the members in a proactive manner via daily business and improve their motivations.
③Individual employees
i)Employees shall work upon improving his/her own capabilities not only by attending to human resources development programs provided by the company or by receiving OJT from the senior members, but also my making an effort by themselves.
ii)Employees shall consider of their specific assumptions / expectations for their own future careers, and shall ensure daily effort in order to realize them.

3.Human resources development structure
(1)Human resources development shall be segregated into company-wide education and functional professional education, whereas each department in charge shall plan and execute the training programs in accordance with their own themes.
①Education system
i)Company-wide education
Educational opportunities will be provided for obtaining company-wide skills / knowledge in accordance with the growth / steps of each employee by utilizing training courses by the grade, training courses for selected members, training courses for applicants, and self-enlightenment programs, etc.
ii)Professional education
Educational opportunities will be provided in order to obtain the professional skills / knowledge that are required for executing businesses by utilizing group trainings and OJT, etc. within each Function.
②Educational method
i)Group training courses
Various programs which will enable improvement in knowledge / capabilities or the participants and therefore lead onto improvement in motivations shall be provided to the adequate participants in an appropriate timing.

Tools for enabling improvement in human resources development skills will be provided to the supervisors who are the key persons for OJT as part of the support for improving the OJT effect.
Environment shall be developed so that each employee can learn in accordance with his/her own environment, and various different learning opportunities shall be provided. Additionally, continuous efforts shall be made to encourage employees to work upon self-enlightenment.

4.Basic concept for human resources development trainings
(1)Educations in accordance with the career stage for each individual employee shall be provided. Practical trainings shall be provided so that the employees can obtain the knowledge and skills required for executing the jobs and for ensuring self-development in accordance with career stage and roles for each individual.
(2)The attitude of “proactive learning” of the employees shall be respected, and support will be provided for self-enlightenment. Various different programs will be provided for obtaining knowledge and skills in accordance with the jobs and roles for each individual.
(3)Fulfilling educational opportunities will be provided for the candidates of the leaders of next generation including Coca-Cola System’s global program.

5.Supplementary provision
The policy is enacted and enforced effective January 1, 2018.

Occupational Safety and Health Policy

Based on the philosophy that “safety comes first”, Coca-Cola Bottlers Japan Inc. (CCBJI) believes the backbone of its business continuity is to protect all associates’ safety and health and fulfill corporate social responsibility. We will create and nurture a safe culture based upon mutual trust and practices.

1.Basic Policy
(1)We will observe occupational safety and health laws and regulations by local community and public institutions, requirements by KORE*, and other standards voluntarily set forth by the company.
*KORE is a unique management system on the four aspects of "quality", "food safety", "environment" and "occupational health and safety" over the entire life cycle of Coca-Cola products
(2)We will develop occupational safety and health plans and work on “the realization of safe and comfortable workplace” as a key theme in order to continuously improve occupational safety and health.
(3)We will foster and maintain all of our associates’ occupational safety and health through enlightenment and educational activities.
(4)We will sustain good communication with local society and public institutions and strive for co-existence and co-prosperity.

We will make this Occupational Safety & Health Policy known to all associates and everyone working under our supervision and disclose it to the public.

2.Supplementary provision
The policy is enacted and enforced effective January 1, 2018.