- 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
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.
Employee Job Satisfaction
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.
Personnel system
We set our Mission, Vision and Values as “MVV” and our personnel systems are designed based on this MVV.
For instance, we encourage our employees to make an effort for developing themselves, and provide training courses, learning opportunities and so on. Our evaluation and salary systems are performance based and it can give a great treatment to employees who create great contributions for the company. In addition, in order to enhance D&I culture, we also provide a various systems like flexible working and remote working.
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.
Overseas 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
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
The Coca-Cola Bottlers Japan Group aims to achieve sustainable growth together with its employees, and as part of its efforts related to our most valuable asset, human resources, we are striving to create a work environment in which diverse and multifaceted individuals can thrive.
Maintaining and enhancing the health of our employees is one of our key management imperatives, and we strive to nurture a corporate culture of “Health Comes First,” with the aim of staying healthy even at the age of 100 (“Road to 100”). This initiative is led by Calin Dragan, President and Representative Director, acting as the Chief Health Management Officer, while Narihiko Uemura, the Head of HR & General Affairs, is promoting the planning and implementation of specific measures as the Chief Health Management Promotion Officer.
*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.
Occupational safety and vehicle safety 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.
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.