Basic Approach
Oisix ra daichi group supports employees so that they can tackle challenging problems on their own initiative. We are committed to maintaining workplaces that are open and transparent across vertical levels. Discussion is encouraged within the company, and each and every employee can work with a unique sense of purpose.
In particular, we focus on in-house training based on logical thinking for problem solving. We have a system in place that enables instructors to not only apply what they have learned in practice, but also to acquire the skills to teach others from among those who have taken the course.
Along with the expansion of our business scale, the nationalities of the members gathered in our group, mainly in our shipping bases, have also increased. As of March 31, 2025, we have 23 nationalities (as of March 31, 2025 ). In addition to promoting the employment of people with disabilities, we also sponsor para-sports. In addition, in support activities for people with disabilities, members of the Disability Subcommittee of the DE&I Committee conduct interviews to assist in the retention of people with disabilities, and for LGBTQ+ support, DE&I Committee sponsors training for sexual minorities, In addition, the Company is working to promote the penetration of these activities through employee group activities by allies (supporters and backers) of the disabled.
Strategy
Our mission is to solve social issues related to food through business methods, and we aim to realize a sustainable society. In order to realize this mission, we believe that it is essential to grow our internal human resources and bring in talented people.
Our vision is "to create a place (company) where people are nurtured and developed, and where employees can work with vitality and enthusiasm! We will promote the following three strategies based on our vision of "creating a place (company) where people can grow and be nurtured and where employees can work with vitality.
1. Foster job satisfaction by pursuing diversity and ease of work in the eyes of employees as well as a sense of contribution to our philosophy through the penetration and embodiment of our code of conduct "ORDism".
2. Develop and acquire the necessary human resources to realize the medium-term business portfolio strategy.
3. Support employees in creating autonomous careers and growth opportunities to "create active human resources.
Human Resource Development
In terms of human resource development, we have established an effective training program to produce results as individuals and teams, and we are also systematizing on-the-job training for subsequent personnel to ensure that what they understand in training actually becomes "doable".
We have identified the following three priority themes, and will systematize and thoroughly invest in support systems for nurturing them.
1. Reinforcement of basic skills, especially logical thinking, through off-job training
2. Support for career autonomy, internal recruitment, and fixed-point observation of status through engagement surveys, so as not to rely on chance
Cultivate highly enthusiastic human resources through structured WILL development
3. Development through appropriately stretched growth opportunities based on individual skill level and WILL
〔Human Resource Development〕
We build effective training programs to produce results as individuals and teams. To produce results through training, it is necessary to make what is understood actually "doable." Therefore, we aim to systematize not only understanding through training, but also subsequent on-the-job training.
For the development of successor personnel in key divisions, we assess the status of candidate personnel through "growth support meetings" held by each division and by directors, and based on this information, we consider solutions for “will” “skill” “syuraba”, formulate specific development plans, and implement and manage on-job and off-job growth support measures. We also formulate specific development plans and implement and manage on-job and off-job growth support measures. Off-job opportunities include management programs, logical thinking programs, and skill self-study programs by job category.
In addition, learning from the issues that arose during the logistics hub relocation in January 2022, we have implemented mandatory lectures and workshops for all employees each year. During the current fiscal year, we conducted lectures on “Thought Patterns and Actions Prone to Failure” and workshops in January where employees reflected on their own work and devised specific countermeasures.
1. Logical Thinking Training (106 students attended and 61 passed the course in FY2024)
This training is required for all employees in order to hone their problem-solving abilities. Participants study 10 processes, including problem identification, the specification of major problems, and deciding on what actions to take. Employees continue with the training while receiving feedback from the instructor until they pass the test.
2. Frame-work traning (43 students attended in FY2024)
The course will cover the framework that we commonly use as a basis for discussion, and will be taught not only in class, but also until the students are able to actually write the framework correctly in their own work.
Penetration of and empathy with the management philosophy
We are making various efforts to promote and share our corporate philosophy of "Table for tomorrow Farm for tomorrow". As part of our internal communication, we provide opportunities to listen to the stories of producers and customers, visit production sites, and experience farm work in order to deeply understand the significance of our brand and our own work, as well as to instill our philosophy and code of conduct We also provide opportunities to visit production sites and experience farm work in order to instill our philosophy and code of conduct, "ORDism," in our employees and to help them empathize with it.
ORDism," a code of conduct to realize our philosophy, is disseminated by commending teams and individuals who put it into practice in video letters and at the semi-annual general meeting of employees, and by distributing comments on the status of their embodiment and adding representative comments on the commendation.
1. Experiential Table and Farm Training
-93 participants in FY2024
In order to deepen their understanding of the company’s brand and their own jobs, employees are given opportunities to listen to producers and customers, visit production sites, and experience agricultural labor and other tasks.
2. Number of times internal information was communicated
-Number of CEO video massgaes distributed 22 times
-Total number of unique users viewing 10,766
-Number of internal communication information distributed 112 times in FY2024
We also provide internal communication through high-frequency distribution of internal initiatives, and communicate information in such a way that there is no difference between regions or between online and offline communication.
3．Number of ORDism awards received
-457 persons in FY2024
The Code of Conduct, "ORDism," requires all employees to not only know the Code, but also to act and make decisions based on it. To this end, we praise those who actually embody the code, and our representative comments on the evaluation points to promote the embodied behavior within the company.
4. Engagement survey score
-68 (May 2024, August 2024, December 2024, February 2025 Average Results )
We aim to nurture highly enthusiastic human resources through structured WILL development that does not rely on chance, based on fixed-point observation of the state of engagement through engagement surveys. In addition, by quantitatively and regularly visualizing the state of engagement of individuals and teams, we take an approach that enables us to identify and resolve organizational issues that teams face.
Autonomous career support
We will gradually introduce our original system of self-career dock from Jan. 2022, and from FY2023, all employees will be able to take the course once every five years, and our in-house career consultants will implement the course. The system will be implemented by our in-house career consultants.
1. Number of career seminars held and number of people (15 times/122 paticipants in FY2024)
2. Number of career interviews conducted (120 paticipants in FY2024)
By holding age-specific career seminars in the form of workshops, followed by individual interviews, we aim to raise awareness of career autonomy, which will lead to a concrete career image, contribute more to company-wide earnings by engaging in new business opportunities and new services, and increase engagement. We will also help them to increase their engagement in new business opportunities and new services, thereby contributing to the company's earnings.
Human Resource Diversity/Diversity Equity & Inclusion
As our business expands, diverse human resources are already working in various locations. With regard to the acceptance of people with disabilities, we achieved a 3.1% employment rate at the end of March 2025, exceeding the legally mandated rate. The government plans to raise the legally mandated employment rate to 2.5% in April 2024 and further to 2.7% in July 2026, but we have achieved each of these goals ahead of schedule. In addition, after the Company's representative director was appointed as a vice-chairman of the Keizai Doyukai (Japan Association of Corporate Executives), he became the chairman of the Tokyo 2020 Olympic and Paralympic Committee, and has been actively involved in support from the business community for a wide range of sports competitions centering on the Paralympics, as well as para-sports, particularly wheelchair rugby in Japan. The company is also actively involved in para-sports, particularly Japan Wheelchair Rugby. On the other hand, our employees, mainly at our shipping bases, have 23 different nationalities (FY2024). We also provide support for employees by presenting work precautions and other information in multiple languages at workplaces, and they are active regardless of their nationality. In addition, we accept employees without discrimination based on gender identity or sexual orientation. We hope that by creating an organization where diversity is mutually recognized, we will be able to create more innovative ideas.
Key Indicators and Targets
Flexible work styles
We believe that each employee needs an environment in which they can continue to work with peace of mind while growing rapidly. We have established the systems necessary to support each other in overcoming the various challenges and difficulties that each employee faces during his or her life stage. We also flexibly provide individualized support in cases where it is beneficial to the individual, the team, and the company, even if it does not lead to the establishment of a system.
1. Maternity leave utilization rate
- 100% (male) ,100% (female) in FY2024
In October 2022, we introduced a unique system that grants up to 5 days of paid leave to a male employee whose spouse has given birth, in an effort to support 100% male employees in taking maternity leave. As a result of careful explanation of the system to male employees whose spouses are expecting a baby, the take-up rate reached 100% in FY2024 and beyond, and we are aiming for 100% in FY2025 as well.
Employees Using Childcare Leave (non-consolidated)
|
FY2019 |
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Women |
Number |
16 |
11 |
22 |
17 |
24 |
25 |
| Percentage |
100％ |
100％ |
100％ |
100％ |
100％ |
100％ |
| Men |
Number |
2 |
6 |
4 |
15 |
14 |
18 |
| Percentage |
14％ |
25％ |
24％ |
75％ |
100％ |
100％ |
2. Percentage of employees with using flexible shortened working hours
- Actual 50% in FY2024
Considering the efficiency of mote work, we continue to offer a hybrid work system that allows employees to choose a more productive work style between remote work and coming to the office. In this context, we have also established a unique system called "Separate Shorter Hours," which allows employees who have to pick up their children or care for family members to flexibly set separate shorter hours for when they come to the office and when they work from home, and approximately half of employees who work shorter hours use this system.
Diversity of human resources
Percentages of female managers
-21.8% (as of March 31, 2025) * 30.8% in executives
We will respond to the needs of the times by creating an environment in which those who have grown and achieved results are equally valued and have opportunities for further success. With the ratio of women already at 30.8 % among executives, we will further strengthen our efforts to give equal opportunities to employees, and set our target at 30% by 2030.*Calculated for section managers and above.
2. (1)Wage difference between men and women
| Group |
FY2022 |
FY2023 |
FY2024 |
| all workers |
62.8％ |
63.0％ |
64.5％ |
| Fulltime worker |
71.6% |
69.7% |
69.2％ |
| Non-fulltime worker |
81.3% |
82.5% |
84.2％ |
*1 This calculation is based on the provisions of the “Act on the Welfare of Workers Who Take Childcare Leave, Family Care Leave, etc. for Childcare or Family Care” (Act No. 76 of 1991) and reflects the utilization rate of childcare leave, etc., and childcare-purpose leave as defined in Article 71-4, Item 2 of the “Enforcement Regulations of the Act on the Welfare of Workers Who Take Childcare Leave, Family Care Leave, etc. for Childcare or Family Care” (Ministry of Labor Ordinance No. 25 of 1991).
*2 For full-time employees (including those working reduced hours) and part-time workers, the average annual wage is calculated based on the number of employees converted to the standard working hours for full-time employees (8 hours per day).
(2) Disparity in full-time employees as a percentage of full-time workers Details
| Group |
FY2022 |
FY2023 |
FY2024 |
supplementary explanation |
upper management
Senior Specialist
|
100.8％ |
101.3％ |
111.6％ |
M7-5 and S7-5 grades |
Management
specialist
|
84.5％ |
88.5％ |
88.1％ |
M4-1 and S4-1 grades |
| Other Employees |
87.4％ |
90.0％ |
89.3％ |
I3-1 and E5-1 grades |
*This calculation excludes those who exceed 150% of the median for each grade (2.0% of the total) due to special circumstances at the time of hiring, etc.
Among all workers, 64.5%, the disparity is large, but this difference is due to the fact that the Company's non-regular workers at shipping locations and the percentage of women among those eligible for such employment is weighted at just under 40% of all workers. During the current period, the wage gap for non-regular employees has improved by 1.7% compared to last year.
Comparing the wage gap among the three tiers in our grade, the gap is 111.6% for upper management and upper specialist tiers, 88.1% for management and specialist tiers, and 89.3% for other employees. We are actively creating opportunities for women to challenge for management positions if their skill level is recognized to have improved. In doing so, we are reviewing the salary level of the relevant grade to correct the disparity. Focusing on this disparity in wages at each level, we set a target of 100% at each level for FY2025 .
3. Percentage of mid-career hires
| Group |
FY2022 |
FY2023 |
FY2024 |
|
Mid-career employees
|
99％ |
64.6％ |
87.2％ |
We have been hiring new graduates, but we have also increased the skill level and diversity within the company by acquiring a certain number of engineers and other high-skilled, diverse individuals who can immediately contribute to the company.
Employee Data
Number of employees (non-consolidated)
| [Total Number] |
FY2019 |
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Employment format |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
| Full-time |
386 |
344 |
394 |
353 |
428 |
387 |
430 |
400 |
429 |
411 |
425 |
425 |
| Part-time |
192 |
766 |
204 |
780 |
233 |
879 |
255 |
910 |
304 |
949 |
313 |
957 |
| Total |
578 |
1,100 |
598 |
1,133 |
661 |
1,266 |
685 |
1,310 |
733 |
1,360 |
738 |
1,382 |
| [Percentages] |
FY2019 |
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Employment format |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
Men |
Women |
| Full-time |
53% |
47% |
53% |
47% |
53% |
47% |
52% |
48% |
51% |
49% |
50% |
50% |
| Part-time |
20% |
80% |
21% |
79% |
21% |
79% |
23% |
77% |
24% |
76% |
25% |
75% |
| Total |
34% |
66% |
35% |
65% |
34% |
66% |
34% |
66% |
35% |
65% |
35% |
65% |
*Contract employees are included as full-time and interns as part-time.
*Numbers are as of March 31 of each fiscal year.
Number of new employees (non-consolidated)
|
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Men |
Number |
36 |
64 |
44 |
37 |
44 |
| Percentage |
58％ |
56％ |
51％ |
45％ |
51％ |
| Women |
Number |
26 |
51 |
42 |
45 |
42 |
| Percentage |
42％ |
44％ |
49％ |
55％ |
49％ |
| Total |
62 |
115 |
86 |
82 |
86 |
Number of job leavers (non-consolidated)
|
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Men |
Number |
30 |
34 |
41 |
43 |
44 |
| Turnover rate |
7.8％ |
8.6％ |
9.6％ |
10.5％ |
10.9％ |
| Women |
Number |
22 |
19 |
31 |
38 |
31 |
| Turnover rate |
6.4％ |
5.4％ |
8.0％ |
9.2％ |
7.7％ |
| Total |
52 |
52 |
72 |
81 |
75 |
| Turnover rate |
7.1% |
7.1% |
8.8% |
9.8% |
9.3% |
Pleasant Workplace Environment
To facilitate diverse workstyles, the Group has established the infrastructure needed for work from home and has helped employees returning from maternity leave in adopting suitable workstyles, allowing shortened working hours beyond legal requirements and subsidizing the cost of placing their children in unlicensed nursery schools (including certified daycare centers). During the COVID-19 pandemic, we set limits for each department for numbers of employees actually coming to work. We also introduced communication tools to prevent infection and ensure efficient work execution. We strive to create comfortable work environments, taking into account the circumstances and background of each of our employees.
Welfare Benefits for Better Workplaces
| Program
| Details
|
| Shortened working hours |
・Working hours can be shortened by up to three hours at 30 minute intervals.
・Shorter hours are available to employees with children up to the sixth grade.
*Employees with children in middle school and older may consult with their department head on shorter hours.
|
| Staggered working hours |
・May be used when employees wish to change their scheduled working hours while still working full time for reasons of pregnancy, injury, etc.
・Working hours of 9:30-18:30 may be pushed forward or moved back.
*May not be available in some cases depending on the department or job description.
|
| Remote work |
・Employees may work remotely from home with the permission of their supervisor if working at the office becomes difficult due to pregnancy, sudden illness of a child, nursing etc.
|
| Part-time remote work |
・Employees may interrupt work for part of the day due to childcare needs or nursing etc. A full day of work is recognized as long as total working hours meet contractual obligations.
|
| Unlicensed nursery school assistance |
・If an employee’s child (living in the same domicile as the employee) is unable to attend a licensed nursery school until the start of elementary school and an unlicensed nursery school is available, the difference in cost between the licensed nursery school is paid up to a maximum of 20,000 yen per month.
・Support is limited to 1.5 years per child.
|
| Assistance for childcare for sick children |
・If a child who has not yet entered elementary school becomes sick and is unable to attend nursery school, assistance is provided up to 5,000 yen per instance up to five times per month per employee.
|
| Discount coupons for babysitting |
・If our employee use a babysitter from an organisation that is a member of the National Association of Childcare Services, the association subsidises part of the fee.
|
| Childcare leave |
・Childcare leave up to five days per year (unpaid) may be taken apart from standard paid leave.
|
| Accumulated leave |
・Up to 20 paid leave days can be accumulated after their two year period has expired.
・Their uses are limited, but childcare and nursing is included.
|
| Nursing care leave |
・Nursing care leave up to five days per year (unpaid) may be taken apart from standard paid leave.
|
| Extended nursing care leave |
・Up to 93 days of nursing care leave may be taken to care for a family member requiring nursing care.
・The leave may be taken up to three times within the 93-day limit per family member requiring nursing care.
・The program is available to employees who have worked for more than one year.
|
| Dual employment |
・Side jobs are recommended to expand one’s personal abilities and improve performance in one’s main job through the additional experience.
|
Occupational Safety and Health
Occupational Health and Safety Management System
We conduct risk assessments twice a year and report the results to the Risk Management Committee, an organization under the direct control of the President. For day-to-day health and safety management, a Health and Safety Committee has been established at sites with 50 or more employees to engage in health and safety activities. In addition, at locations with less than 50 employees, a safety and health promoter has been appointed to manage safety aspects, particularly in warehouse operations.
Safety and Health Initiatives
As part of our safety and health initiatives, we conduct risk assessments twice a year under the supervision of the Risk Management Committee and report the results to the Risk Management Committee, which reports directly to the President.
The risk assessment is based on the "Risk Assessment in the Food Processing Industry" prepared by the Ministry of Health, Labor and Welfare. The risk assessment is a preemptive type that eliminates or reduces the risk of potential occupational accidents before they occur. We conduct voluntary risk assessment. Regular on-site inspections are conducted to detect risks and link them to preventive measures. Currently, none of our sites have received OHSAS 18001 certification.
In the event of an occupational accident, we take immediate action and inform the Risk Management Committee. Thereafter, the superior investigates the cause, identifies the risks, and creates preventive measures, after which the preventive measures are implemented and reported to the Risk Management Committee. In addition, a page on work-related accidents and commuting accidents (work-related accidents) has been set up on the company intranet so that anyone can view and be informed of the measures to be taken in the event of an occupational accident.
Percentage of employees receiving health checkups (non-consolidated)
|
FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| Participation rate |
89% |
94% |
97% |
97% |
99% |
*The FY2020 participation rate declined because more employees were hesitant to receive exams at outside medical facilities due to the COVID-19 pandemic.
Average Monthly Overtime Hours (non-consolidated)
| FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| 33.2 hours |
31.4 hours |
30.1 hours |
28.3 hours |
27.9 hours |
* Target: General employees + contract employees
* Comply with labor-management agreements and laws and regulations regarding long working hours, and communicate with employees to reduce these hours.
Paid Leave Utilization Rate (non-consolidated)
| FY2020 |
FY2021 |
FY2022 |
FY2023 |
FY2024 |
| 64％ |
67％ |
72％ |
76％ |
75％ |
*Acquisition rate = total number of annual leave days taken ÷ total number of annual leave days granted (excluding those carried over from the previous year)
Occurrence of Workplace Accidents
When a workplace accident occurs, its causes are analyzed by the Safety and Health Committee, the establishment of which was mandated under the Industrial Safety and Health Act and other regulations, and response measures are promptly established and carried out. We also work to share this information to further raise safety and health awareness. In FY2024, we had zero fatal accidents.
