Oisix ra daichi 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.
Number of Employees (non-consolidated)
| [Total Number] | FY2018 | FY2019 | FY2020 | FY2021 | ||||
|---|---|---|---|---|---|---|---|---|
| Employment format | Men | Women | Men | Women | Men | Women | Men | Women |
| Full-time | 370 | 309 | 386 | 344 | 394 | 353 | 428 | 387 |
| Part-time | 221 | 782 | 192 | 766 | 204 | 780 | 233 | 879 |
| Total | 591 | 1,091 | 578 | 1,100 | 598 | 1,133 | 661 | 1,266 |
| [Percentages] | FY2018 | FY2019 | FY2020 | FY2021 | ||||
|---|---|---|---|---|---|---|---|---|
| Employment format | Men | Women | Men | Women | Men | Women | Men | Women |
| Full-time | 54% | 46% | 53% | 47% | 53% | 47% | 53% | 47% |
| Part-time | 22% | 78% | 20% | 80% | 21% | 79% | 21% | 79% |
| Total | 35% | 65% | 34% | 66% | 35% | 65% | 34% | 66% |
*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 Hires (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | ||
|---|---|---|---|---|---|
| Men | Number | 31 | 50 | 36 | 64 |
| Percentage | 53% | 57％ | 58％ | 56％ | |
| Women | Number | 28 | 38 | 26 | 51 |
| Percentage | 47% | 43％ | 42％ | 44％ | |
| Total | 59 | 88 | 62 | 115 | |
Employee Turnover rate (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | ||
|---|---|---|---|---|---|
| Men | Number | 28 | 36 | 30 | 34 |
| Turnover rate | 7.5％ | 9.7％ | 7.8％ | 7.9％ | |
| Women | Number | 23 | 22 | 22 | 19 |
| Turnover rate | 7.2％ | 7.1％ | 6.4％ | 4.9％ | |
| Total | 51 | 58 | 52 | 53 | |
| Turnover rate | 7.3% | 8.5% | 7.1% | 6.5% | |
*Turnover rate: Ratio of employees who left the company during each fiscal year to the enrolled employees at the beginning of the fiscal year.
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 |
・When an employee makes use of a babysitter from a group affiliated with the All Japan Childcare Services Association (limited to (1) childcare/babysitting at home for infants and children up to third graders, or up to sixth-graders when care is otherwise needed for healthy development, and (2) shuttling children to and from a licensed or unlicensed nursery school by a babysitter), the program provides assistance for up to 4,400 yen per instance born by the association (of which the provider bears 180 yen per coupon). ・Applies to services with usage fees of 2,200 yen per instance or more. ・Normally, two coupons can be used per day (24 per month up to 280 per year). |
| 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. |
Employees Using Childcare Leave (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 | ||
|---|---|---|---|---|---|
| Women | Number | 11 | 16 | 11 | 22 |
| Percentage | 100％ | 100％ | 100％ | 100％ | |
| Men | Number | 1 | 2 | 6 | 4 |
| Percentage | 11％ | 14％ | 25％ | 24％ |
Occupational Safety and Health Management System
The Company conducts risk assessments twice annually, and the findings are reported to the Risk Management Committee, an organization that reports directly to the president. Day-to-day safety and health management is conducted through Safety and Health Committees, which have been established at sites with at least 50 employees. Safety and health promoters are appointed even at sites with fewer than 50 employees, and safety is managed in areas such as warehouse operations, in particular.
Safety and Health Initiatives
Regarding safety and health initiatives, we have a system for conducting risk assessments twice a year under the supervision of the Risk Management Committee. The results are reported to the committee, which reports directly to the president.
Risk assessments are conducted on a voluntary, anticipatory basis to eliminate and mitigate risks of workplace accidents, as prescribed in the Ministry of Health, Labour and Welfare’s Risk Assessment in the Food Processing Industry. Through regular onsite workplace inspections, risks are detected and preventive measures taken. No offices are currently OHSAS 18001 certified.
Should a workplace accident occur, actions are taken quickly and a report is made to the Risk Management Committee. The supervisor then elucidates the causes, identifies risks, and formulates recurrence prevention measures. These measures are executed, and another report is submitted to the Risk Management Committee. We have also established a workplace and commuting accident page on the company’s intranet that all employees have access to in order to spread information on how to respond should an accident occur.
Health Exam Participation (non-consolidated)
| FY2019 | FY2020 | FY2021 | |
|---|---|---|---|
| Employees receiving exam | 625 | 705 | 730 |
| Participation rate | 96% | 89% | 94% |
*FY2019 figures do not include exams received by employees hired mid-term.
*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)
| FY2018 | FY2019 | FY2020 | FY2021 |
|---|---|---|---|
| 34.1hours | 31.4hours | 33.2hours | 31.4hours |
* Scope: General employees and contract employees
* In FY2020, overtime hours will increase as we continue to respond to rising demand for home delivery due to the expansion of COVID-19.
* We complied with all applicable labor management agreements and laws/regulations regarding long working hours and engaged in communication with employees to reduce their working hours.
Paid Leave Utilization Rate (non-consolidated)
| FY2018 | FY2019 | FY2020 | FY2021 |
|---|---|---|---|
| 63％ | 69％ | 64％ | 67％ |
Utilization rate = Total annual vacation days available / Total vacation days taken (excludes days carried forward from the previous fiscal year)
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 FY2021, we had zero fatal accidents.
The Company has built an effective human resources development program that fosters the success of both individuals and teams. For training to produce good results, it must go beyond understanding and translate into actual capabilities. We have therefore integrated our training program with continued on-the-job training.
In addition, all new employees receive 41 hours of training over six days, with a participation rate of 100%. The program promotes understanding of our company philosophy, main customer characteristics, and business practices in order to quickly achieve onboarding.
Training Types and Participants (non-consolidated, FY2021)
| Training category | Participants |
|---|---|
| Legal comprehension training | 747 |
| Management training | 59 |
| New employee training | 166 |
| Company philosophy training | 308 |
| Administrative training | 277 |
| Skill enhancement training | 45 |
Scope: Employees
*Some existing employees (returning from childcare leave, changing jobs, etc.) also participate in new employee training.
*Overtime work trended up in fiscal 2020 to accommodate increased orders associated with the pandemic.
Logical Thinking Training
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.
Experiential Table and Farm Training
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.
