Sustainability Action Plan for Human Resources and General Affairs

We create Sustainability Action Plan and promote our Human Resources and General Affairs related measures in a PDCA cycle. We promote those measures in order to develop and strengthen our human resources, which is one of the major management resources, and to build the basic policies to support them.
These activities lead to the establishment of the appropriate work environment and respect and consideration for human rights, which ITOCHU Corporation has adopted as Materiality. These also facilitate achievement of Goals 3, 5, 8, and 11 of SDGs (Sustainable Development Goals), which were established by the UN, and other targets.

Issues FY2017 action plans Status* FY2017 results FY2018 action plans

Open, fair recruitment without discrimination based on nationality, race, or gender

  • Conduct fair recruitment PR and selection activities in accordance with the Guideline on Recruitment and Selection from KEIDANREN (Japan Business Federation). Provide information to more students through internal and external seminars, internships,etc.
  • Recruit around 140-150 new graduates in FY2017 as career-track employees and around 10 as clerical staffs.
  • Support the recruitment activities of Group companies and overseas branches.
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  • Carried out recruitment PR and selection activities in compliance with the Guideline on Recruitment and Selection from KEIDANREN (Japan Business Federation).
  • Approx. 19,000 students registered for recruitment of new graduates in FY2018 and 143 new graduates joined the Company as career-track employees and 12 as clerical employees.
  • Supported Group companies in internship programs, seminars, explanatory sessions for prospective employees, etc.
  • Conduct fair recruitment PR and selection activities in accordance with the Guideline on Recruitment and Selection from KEIDANREN (Japan Business Federation).
  • Consider summer recruitment for exchange students.
  • Recruit around 140 new graduates in FY2019 as career-track employees and around 10 as clerical staffs.
  • Support the recruitment activities of Group companies and overseas branches.

Supporting career development and activity of diverse human resources

  • Ensure steady implementation of the action plan based on the Act of Promotion of Women's Participation and Advancement in the Workplace(increase the parent population for female recruitment, support independent career development) and promote understanding by organization managers on diversity management.
  • Organize workshops and other specific measures on female development.
  • Continue to hold ITOCHU Kids Day for Visiting Dad and Mom at Work.
  • Inform male employees of systems related to childcare and help them participate in childcare.
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  • Ratio of female career-track employees: 8.9%, ratio of female management: 6.0% (Target: achieving 10% for each by the end of FY2021).
  • Gave explanations about support systems for employees' childcare and nursing care and prevention of harassment through training sessions for all organization managers working in Japan (414 participants).
  • Held ITOCHU Kids Day for Visiting Dad and Mom at Work on July 28, and 50 sons and daughters of employees participated in it.
  • Encouraged male employees to take childcare leave. 52 male employees took the leave in FY2017.
  • ITOCHU was authorized as an Eruboshi company and a Platinum Kurumin company by the Ministry of Health, Labour, and Welfare.
  • ITOCHU was ranked top of the industry in the Randstad Award 2017. ("Trading companies and wholesale and retail trade" sector)
  • ITOCHU received the encouragement award at "Awards for Enterprises and Workplaces with Pleasant Working Environments and High Productivity."
  • Ensure steady implementation of the action plan based on the Act of Promotion of Women's Participation and Advancement in the Workplace and strengthening support for individuals (promotion, accumulation of various role models, childcare support, and overseas assignment) further.
  • Develop a workplace climate that brings out the best in diverse human resources, by providing training to all organization managers and encouraging employees to take childcare leave, etc.
  • Continue to hold ITOCHU Kids Day for Visiting Dad and Mom at Work.

Supporting career development and activity of diverse human resources

  • Refine the clerical leader program aimed at enabling clerical workers to be more active.
  • Study human resource deployment policies including internal recruiting.
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  • Informed people on the front lines of the roles of clerical leaders/ Reviewed the recommendations made at subcommittee meetings and gave feedback.
  • Conduct a trial of the Challenge Career System, in which the suitability of career-track workers working in Japan (excluding organization managers) for their desired transfer destinations are considered by using career vision sheets with the prior approval of their superiors. (Nine employees applied and three were transferred.)
  • Follow up on the suggestions made in FY2017 clerical leader program and refine the program.
  • Continue to conduct a trial of the Challenge Career System and review it.

Allowing employees to work in a well-balanced manner (promotion of diversification of human resources, appropriate time management)

  • Include targets related to work style reform (e.g., further promotion of morning-focused working style and work efficiency improvement and encouraging employees to use leaves of absence) in the evaluation of organization managers as an item for "Improving capability of managing organization."
  • Continue to carry out reforms for promoting well-balanced working style by evolving the morning-focused working style.
  • Apply the telecommuting system individually to employees with time constraints.
  • Continue to operate the corporate nursery "I-Kids" effectively.
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  • Daily management behaviors of organization managers were reviewed by creating unique questions, including those on understanding of work actual conditions, compliance with time management rules, promotion of a well-balanced way of working, and respect for diversity, and giving feedback to them based on their answers and their subordinates' answers to the questions.
  • Held a campaign for promoting the morning-focused working style during August to September. A special section was introduced to the light meal menu for one week only. A morning seminar (once a month) and morning Chinese language cafe were held.
  • The telecommuting system was introduced officially on April 1 and applied to one employee with difficulty of commuting.
  • I-Kids was utilized by 23 children for full-time childcare and a total of 44 children for temporary childcare.
  • Include targets related to work style reform (e.g., further promotion of morning-focused working style and work efficiency improvement and encouraging employees to use leaves of absence) in the evaluation of organization managers as an item for "Improving capability of managing organization."
  • Continue to carry out reforms for promoting well-balanced working style by evolving the morning-focused working style.
  • Study measures for enhancing initiatives for encouraging employees to take paid leave.
  • Apply the telecommuting system individually to employees with time constraints.
  • Continue to operate I-Kids effectively.

Providing people with disabilities with opportunities for stable, continuous employment.

  • Study new businesses of ITOCHU Uneedus Co., Ltd. for realizing stable, continuous employment of people with disabilities.
  • Maintain the proportion of employees with disabilities at a level exceeding the legally stipulated ratio.
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  • Maintained the proportion of employees with disabilities at 2.3%, which exceeds the legally stipulated ratio of 2.0% (As of March 1).
  • Continue to employ people with disabilities at ITOCHU Uneedus Co., Ltd. to achieve the legally stipulated ratio and submit a report on the status of employment of people with disabilities and other documents without delay.
  • Study new businesses of ITOCHU Uneedus Co., Ltd. and its collaboration with ITOCHU Human Resources & General Affairs Services Inc. for realizing stable, continuous employment of people with disabilities.

Promotion of communications with employees including dialogues with the labor union

  • Provide employees with opportunities for direct, two-way communication with the president.
  • Hold consultative meetings with the labor union on a regular basis.
  • Hold an employee assembly at each division company.
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  • The president's message was sent via the intranet on 20 occasions.
  • The president visited 6 domestic branches and offices in remote locations and 7 overseas countries and held dialogues with employees.
  • Consultative meetings with the labor union were held on a total of 6 occasions, including dialogues with the president and with the presidents of division companies.
  • Employee assemblies were held on 17 occasions at each division company and with each responsible officer from headquarters.
  • Provide employees with opportunities for direct, two-way communication with the president.
  • Hold consultative meetings with the labor union on a regular basis.
  • Hold an employee assembly at each division company.

Implementing training and awareness-raising activities related to respect for human rights and appropriate labor management

  • Promote understanding of the relationship between corporate activities and human rights through training sessions.
  • Provide regular counselling to a total of about 500 employees including career-track employees in their first, fourth, and eighth year in the company and employees in clerical positions in their first, third, or sixth year in the company.
  • Prevent harassment and other problems through counseling at the 24-hour employee consultation desk and the Career Counseling Center.
  • Continue consultations for establishing a system for mutual assistance through participation in the Akasaka Aoyama Disaster Management Council and others.
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  • Ensured understanding on human rights through training sessions. (A total of 426 employees participated in the training sessions, with 153 participating in training for new recruits, 52 in training for newly-appointed managers, and 221 in training prior to overseas assignments.)
  • The employee consultation desk responded promptly to consultations. Held career counseling for career-track employees in their second, fourth, and eighth year in the company.
  • Held Group employees' general meeting (on December 2 with 123 participants from 77 companies).
  • Held workshop for labor management case studies in two terms. (37 participants from 24 companies) Another 60 people from 40 companies participated in the special workshop.
  • Human resources and labor management assessments were conducted for ten Group companies.
  • Promote understanding of the relationship between corporate activities and human rights through training sessions.
  • Prevent harassment and other problems through counseling at the 24-hour employee consultation desk and the Career Counseling Center. Continue to conduct human resources and labor management assessments and hold workshops for labor management case studies.

Harmony with local communities (active participation in disaster prevention and crime prevention activities and social contribution activities)

  • Continue to participate and cooperate in disaster and crime prevention activities and events held by local communities.
  • Continue to participate in cleanup activities organized by government or local neighborhood associations.
  • Continue consultations for establishing a system for mutual assistance through participation in the Akasaka Aoyama Disaster Management Council and others.
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  • Held a disaster prevention, first-aid fair with the Akasaka Fire Station at CI Plaza and ITOCHU AOYAMA ART SQUARE (September 1 to 3).
  • Participated in the Akasaka Aoyama Disaster Management Council and continued discussions toward the establishment of a system for mutual assistance in the local community.
  • Employees participated in community cleanup activities organized by the local neighborhood association. Continued to provide support for the Aoyama Kumano Shrine autumn festival.
  • Continue to participate and cooperate in disaster and crime prevention activities and events held by local communities.
  • Continue to participate in cleanup activities organized by government or local neighborhood associations.
  • Continue consultations for establishing a system for mutual assistance through participation in the Akasaka Aoyama Disaster Management Council and others.
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