Positive Working Environment
Ryohin Keikaku aims to provide a healthy and safe working environment for all its employees. As of the end of August 2020, there were 9,182 employees (including 6,736 temporary and other employees) working in Japan.
Occupational Safety and Health Initiatives
Each of our business sites will proactively address solutions to global health issues such as cholera, tuberculosis, pneumonic plague, and malaria. Employees (excluding part-time workers) are given annual physical examinations, including chest X-ray examinations that enable early detection of tuberculosis. Other preventive activities are also carried out. In addition, measures have been put in place to prevent the spread of COVID-19 and other globally prevalent infectious diseases. We are actively supporting counter-infection activities. We also conduct regular stress checks on our employees in Japan.
Ryohin Keikaku has established a Labor, Safety and Health Committee to investigate and deliberate on matters related to health and safety and employee health management at our business sites. Although we have not received OHSAS 18001 (Occupational Health and Safety) certification, our health and safety managers, occupational physicians, and employee and union representatives hold monthly Labor, Safety and Health Committee meetings to discuss and resolve specific issues such as store and office safety management and employee health management and mental healthcare. Additionally, all store managers are certified as health and safety officers. In FY2018 and FY2019 respectively, 72 and 79 employees participated in courses on health & safety and employee healthcare.
Mental Healthcare and Health Consultation
In order to support the mental and physical health of our employees, we have set up a mental health consultation service provided by ADVANTAGE Risk Management's Mental Healthcare Service. This program is made available to all employees, including part-time workers (including family members and relatives of the second degree in the case of mental healthcare), if they want to consult on their mental health or health issues, such as "I'm not in the best condition somehow," "I can't focus on my work because I'm worried about my problems," or "I don't know where to go for help with my personal problems." We promote initiatives that maintain and improve the physical and mental health of our employees and their families through a variety of measures.
In new projects, like opening of new stores, we examine the risks associated with occupational health and safety and work to prevent them from becoming tangible. In addition, an Audit Office has been established as an internal audit division to audit the appropriateness and effectiveness of the status of occupational health and safety at the stores and headquarters, compliance with internal regulations and manuals, overall business activities, and procedures, etc., and this Office also reports periodically to the representative director and the Board of Directors.
In FY2019, same as in the previous fiscal year, no fatalities or serious occupational injuries that resulted in permanent disability were recorded. As a company that meets the global standards for health and safety, we will continue to implement thorough measures to prevent industrial accidents and strive to prevent serious industrial accidents. Our goals are to achieve "zero" serious work-related injuries resulting in death or permanent disability and "zero" personal injuries with 100% negligence for work-related traffic accidents.
Eradication of long working hours
Ryohin Keikaku complies with international standards and local laws and regulations regarding working hours, rest periods, and vacation time, and further promotes a working style that does not require overtime. Managers in each department keep track of their employees' working hours on a monthly basis to ensure that employees are pre-planning and taking their holidays in accordance with the plan. We will continue eradicating long working hours by strengthening management and supervision of working hours.
Initiatives for Leaving Work on Time (Japan)
Since January 2007, Ryohin Keikaku has established "Every day is a no overtime day" and has set a company-wide goal of an overtime-work percentage of less than 7%, and it has thoroughly enforced the rule that all employees must leave work on time. To achieve this, we are taking a fresh look at each department and each individual's work, aggressively eliminating unnecessary work and improving our operations so that each employee can focus on the work that needs to be done in an efficienty way.
Initiatives to Support Work-Life Balance
Childcare and Nursing Care Leave / Shorter Working Hours, etc.
We offer a system that allows employees to choose from a variety of work styles in order to find balance between work and life events such as childbirth, childcare, and nursing care. We have established systems to support work-life balance that can be used by all employees, regardless of gender, including a childcare and nursing care leave system, a shorter working hour system, a childcare system, a flextime system, and so on. In 2016, we extended the applicability of our childcare system, which allows for shorter working hours for employees who have to take care of their children, from the first year of elementary school to the end of the fourth year of elementary school. This is part of our efforts to create an environment in which employees can work with peace of mind.
We have also implemented a telecommuting program for headquarter employees in Japan starting in FY2018, and from September 2020, we further strengthened our support for those employees who are working from home by providing allowance for utilities and communication expenses (to be paid on a daily basis) and by lending monitors.
Comeback Recruitement System
In 2016, we introduced a back-pass system to allow employees who left for unavoidable reasons, such as nursing care or a spouse's job transfer, to re-join the company. A comeback hiring system has also been put in place to recruit and rehire former employees of Ryohin Keikaku back to their respective positions.
Organizational Vitality Survey
In order to gain a quantitative understanding of how staff perceive "the work processes" and "human relations" at stores and the head office, and further address specific issues in terms of organizational vitality based on the results, we conduct an annual organizational vitality survey among all our staff (including full-time employees, contract employees and part-time workers). Approximately 11,172 (74% response rate) and 13,201 employees (77% response rate) participated in the survey in May 2018 and May 2019, respectively.
In addition, the voluntary turnover rate for full-time employees in FY2019 was 4.0% (Ryohin Keikaku Group, September 2019 to August 2020).
On-site Communication by Executives
Once every 6 months, Ryohin Keikaku executives travel across Japan to hold lectures on "MUJI" for the employees. After lectures on a wide range of topics such as the background of the birth of MUJI, the history of MUJI from its birth to the present day, the concept of manufacturing and the latest activities, communications were also taken between executives and employees. It is an activity wherein working colleagues across the country are encouraged to think and reflect on what means to be working at MUJI.
This initiative first started in 2010, and in FY 2019, approximately 1,100 staff members participated.
Conversation with Management
Ryohin Keikaku Co., Ltd., and the Ryohin Keikaku Labor Union respect each other's position, wherein they coordinate to establish fair labor-management practices, democratically develop the company's management, and promote the maintenance and improvement of employees' working conditions and their status. In order to facilitate democratization of management and negotiations, the Central Labor-Management Council was established, and Council meetings are held on a monthly basis in principle.
Head Office Renovation
From May to November 2016, Ryohin Keikaku underwent a major renovation of its headquarter building interior. It was done under the project name "office in progress." Rather than revamping all the floors at once, we instead renovated one floor at a time, incorporating what we learned in the previous floor into the next one. Our goal was not to simply create a new office environment, but to foster our skills and awareness for creating an inspiring place to work in. We have used our own furniture product with hollow panels made from native Japanese cedar cutoffs. We are also selling this furniture to other companies as an example of the practical use of Japanese cedar, which has not been fully utilized so far.
The project won the Nikkei New Office Promotion Award in August 2017.
Five-minute Cleanup in the Morning and Rubbish Disposal at the End of the Workday
Everyday after the morning meeting, we carry out a 5-minute cleanup to prepare our workstation. This initiative is not only about cleaning up our surroundings, but also about creating awareness and improvements from our daily cleaning activities.
In addition, before the end of a workday, we make sure to clean up our own rubbish to raise awareness on recycling and reducing waste.