The thought behind FamilyMart’s “like family” mission is the desire to be like a family that accepts differences naturally as a matter of course and supports each other by offering a helping hand when others are in need.
We want FamilyMart to be a company where each person who works here can be themselves, shine vibrantly while doing their jobs and never want to stop working at FamilyMart. Our aim is for that to bring about new value so that we become a company that continues to be supported by our customers.
In March 2017, we established the Diversity Promotion Office as an organization reporting directly to the president, launching efforts to help diversity take root in the Company. We also commenced the promotion of efforts for the advancement of women. Six months later, we set up the Diversity Promotion Committee composed of the management team and with the president as chairperson to ensure that diversity would be enhanced with certainty as a managerial strategy. Committee meetings are held every half-year to confirm progress as well as carry out KPI management.
In 2018 we established Diversity promotion division committees at each headquarters nationwide to establish a bottom-up system that would ensure that we promote diversity in a way that suits the organization. In that same year, we also established the Diversity Penetration Survey, an employee awareness survey for all employees to complete every quarter. The public disclosure of the results is part of a system that allows us to identify and improve upon the issues of our organization.
At present, we have reorganized into the Diversity Promotion Group of the Management Division Human Resources Department as it continues its companywide efforts to spread diversity within the company.
Diversity enhancement at FamilyMart is moving in three areas: “top commitment,” “leadership training” and “bottom up.” This is to enable diversity enhancement efforts where everyone thinks and acts autonomously. This approach rallies the strength of all employees as a team to create an organization that is psychologically safe for everyone and encourages ideas from a variety of individuals. Our goal is to use the new value created by these ideas to actualize our corporate message and contribute to society.
In addition to women, which have been the main target of our efforts, we have expanded the scope of our initiatives to include those with disabilities, people with foreign nationalities, and members of the LGBT community as a means to embrace true diversity. In this way, we are constantly thinking about inclusion, the next step after diversity.
FamilyMart aims to operate convenience stores loved by a variety of people by getting close to local communities and treating each and every people like part of a family. The strength of our female employees is crucial to this goal, therefore we consider promoting active roles for women to be an issue of the utmost importance. In that light, we are working to create conditions for female employees to put their abilities on display, which includes work style reforms that are applicable regardless of gender and fostering a culture focused on controlling unconscious bias.
Based on the Act on the Promotion of Women’s Participation and Career Advancement in the Workplace, FamilyMart has formulated a general employer’s action plan and set up targets up to the end of FY2020.
1) Make the ratio of female employees 20% (the ratio was 17.7% as of the end of February 2020)
2) Make the ratio of women in management 10% (the ratio was 4.8% as of the end of February 2020)
2. The Company Will Change. I Will Change as well. I Will Make the Changes
|The Development of Good Leaders Diversity Training||Diversity Training||To develop managers who understand diversity, support subordinates’ diverse workstyles and are capable of utilizing diverse strengths|
|October 2017:Diversity training for general managers and above|
|April 2018:Diversity management training for section managers|
|November 2018: Unconscious bias e-learning for all managers (including the management level)|
|August 2019: Harassment prevention training for managers|
|Bottom-up||Development of Female supervisors (SVs) Role Models||To expand the areas for women’s participation in sales and develop women supervisors (SVs), FamilyMart has been taking part in the New-generation Women in Sales College, a cross-industry project for the active participation of women in sales, since FY2017.|
|FamilyMart Women Project(FMWP)||In FY2017, bottom-up activities by women to promote the advancement of women were launched.|
|Enrichment of the Educational Structure||Pre-Career Design Seminar||Female employees in their third year of joining the Company participate in this seminar to obtain knowledge related to designing a career from an early stage and create a mental image of medium-term growth.|
|Women Development Training Plan||Female employees who are candidates for management positions are dispatched to joint cross-industry training held externally.|
|Life & Career Design College||Training carried out for men and women returning to work from childcare leave. It helps remove anxiety related to returning to work as well as teaches mindsets for balancing both childcare and work after returning to work.|
In regard to diversity enhancement efforts, which began in 2017, FamilyMart positioned the promotion of women’s participation as a touchstone of related efforts. The company began by focusing on creating a company in which women are able to shine. FMWP is a bottom-up activity by women for the advancement of women. Its goals are self-growth and transformation, networking, and the growth and transformation of the company.
The Working Women Empowerment Award, hosted by the Japan Productivity Center, aims to improve the productivity of organizations through promotion of the participation of women. It awards organizations that carry out original, creative initiatives.
FamilyMart won the Award for Excellence in recognition of the promotion of women to management positions by its top leaders, and the achievement of new workstyles through bottom-up efforts.
[Outline of Efforts]
- A Diversity Promotion Committee consisting of top executives was established. Key performance indicators were set up and are being promoted as managerial strategies. Top executives communicate their passion toward these efforts to employees through a relay of articles written by the management team.
- Women try to solve the issues found in their own departments and divisions through bottom-up efforts. Proposals, such as conference meeting reform, concentration time, and simulated experience as moms, dads and caregivers, are made. Demonstration tests are implemented.
- Hours worked per person in excess of prescribed hours have fallen by about a third since the level of such hours worked three years ago.
Companies that won awards in the 3rd Working Women Empowerment Award
|Ratio of women among regular employees||Total number (people)||3772||5584||5709||6087||6135|
|Ratio of women||12.3%||10.9%||11.8%||16.3%||17.7%|
|Ratio of women among persons in management positions Managers||Managers||Total number (people)||420||642||668||670||493|
|Ratio of women||1.2%||1.9%||2.1%||3.0%||5.1%|
|General managers||Total number (people)||109||201||195||191||137|
|Ratio of women||1.8%||2.0%||3.1%||3.1%||3.6%|
|All those in management positions||Total number of people in management positions(people)||529||843||863||861||630|
|Total number of women in management positions(people)||7||16||20||26||30|
|Ratio of women||1.3%||1.9%||2.3%||3.0%||4.8%|
|Ratio of women among board members||Total number of board members(people)||25||30||29||22||24|
|Total number of female board members(people)||1||0||0||0||3|
|Ratio of women||4.0%||0.0%||0.0%||0.0%||12.5%|
|Ratio of women among those newly promoted to management positions||Total number of newly promoted people(people)||72||40||77||60||56|
|Total number of promoted women(people)||2||2||3||8||9|
|Ratio of women||2.8%||5.0%||3.9%||13.3%||16.1%|
|Ratio of women among new hires||new graduate hires||Total number of newly hired people(people)||183||225||287||291||286|
|Total number of female hires(people)||63||82||98||102||104|
|Ratio of women||34.4%||36.4%||34.1%||35.1%||36.4%|
|Mid-career hires||Total number of newly hired people(people)||47||16||65||37||21|
|Total number of female hires(people)||4||3||15||12||5|
|Ratio of women||8.5%||18.8%||23.1%||32.4%||23.8%|
|Total||Total number of newly hired people(people)||230||241||352||328||307|
|Total number of female hires(people)||67||85||113||114||109|
|Ratio of women||29.1%||35.3%||32.1%||34.8%||35.5%|
* As of the end of February of the respective fiscal year
In addition to proactively hiring people with disabilities, we are also expanding the work that they can engage in, such as at directly managed stores, farms and the head office. Careful individual follow-up is provided as needed, and if necessary, we strengthen our collaboration with support organizations to create a workplace where people with disabilities can work feeling safe and secure. At the head office, there are employees with disabilities playing an active role in management-level positions.In 2019, we also held work supporter training for people with mental and developmental disabilities.
* As of June 1 of each respective fiscal year
* As of the end of February 2020
I have a hearing impairment. It is not congenital. My symptoms got worse in my early 30s, and I could no longer hear what customers were saying, so I had no choice but to give up running a store, which I had been doing up to then.
I attended an explanatory meeting hosted by FamilyMart at the National Rehabilitation Center for Persons with Disabilities and was surprised to learn that they were looking to hire a store manager. I had assumed, based on my own bitter experience, that it was difficult for a person with a disability to work at a store. However, hearing about the opening really motivated me, and I felt that it was a chance for me to try again. At the same time, I realized how much I missed doing work that dealt with customers.
Right now, I'm focusing on communicating with the people around me and creating a store that makes customers happy.
Tokyo International Forum Store
The 2nd Operation Department(East Japan)
The Operational Support Center was established at the head office, and a standard operation extracted from each department is being handled by employees with disabilities according to the nature of their impairment. In FY2019, the Operational Support Group was established within the CSR & General Affairs Department to provide support to members.
The places where people with disabilities can play an active role as well as enhance their skills were thus expanded. An additional benefit to each department is that it leads to the improvement of operational efficiency.
I had studied how to use Office software like MS Excel very hard before I became employed, and it paid off since it is proving very useful in my present work. I sometimes feel that it is demanding, with a lot of work to do, but I feel that it’s worth it when I think about how it is making someone’s workload lighter. Hearing words of appreciation from the person in charge is the best reward that I can get. I am grateful that I have overcome my illness and am able to work, move my body and work up a sweat. Going forward, I hope to continue communicating with my colleagues and others, handle each job with care, gain people’s trust, and move forward, step by step.
General Affairs Department
I am currently the manager in charge of operational support and hiring for people with disabilities in the agricultural section. The conditions we have here, which allow for members to actively put their individual talents to use, have brought about changes within the Company. For example, work that had previously been outsourced has been given to the members of operational support. This brings the work back in-house and takes some of the workload off of each department, and so has served as an opportunity for us to revise our working styles and increase efficiency. Some members of the team are using the opportunity to polish their skills and improve their position in the Company. Every day I get to see and feel the determination and growth in my team members as they put full force into their work—I see it in me as well. A company that is easy for employees with disabilities to work for is also a company that is easy for employees without disabilities to work for. Likewise, I would say that ideas that help employees with disabilities play an active role are ideas that help every employee play active role.
Business Support Group Manager
FamilyMart conducts open recruitment activities regardless of nationality.
After joining the Company, they are assigned to work that matches their individual capabilities. At the same time, the company offers language training as well as business skills training.
Every division has a foundation of accepting people of different nationalities as part of the diversity at FamilyMart. Foreign nationals are playing an active role as supervisors (SVs) or as staff members at corporate headquarters in various departments.
Number of Foreign National Employees Hired as New University Graduates
* For FY2020, the number who joined the Company in April
Number of Foreign National Full-time Employees
* As of the end of February of the respective fiscal year
I was born in China. Now I’m supervisor at a store near one of the venues for the Olympics. My particular specialty is my insight as a Chinese person and my ability to collect inbound information. Since roughly 2017, demand for inbound travel has gone up due to an increase in Chinese tourists, and I have made the most of this specialty to provide as response to this inbound increase. My actions have contributed to sales.
At the same time, I thought to myself, “Just my abilities alone aren’t good enough,” and “I want to provide even more inbound information to the Company and franchised stores and help increase sales” so I used social media to set up a community of Chinese employees with the hope of collecting information and ideas. With the help of my supervisor and other departments within the Company, the community now has about 100 members. While it does offer inbound information and exchange opinions, it is also used to help solve issues at work or to discuss worries about life in Japan. In the future, I want to provide more meaningful information to the company and to franchise stores in preparation for the Olympics, and to improve sales.
East Tokyo Region
East Japan Area Division
“I want to be a bridge between Japan and China.” I remember my motivation to join the Company, even now. While I don’t think I’m that bridge just yet, over the seven years I have spent with FamilyMart have allowed me to grow a great deal personally.
When I work, I think to myself that the greatest joy is helping those around me, and it’s been that way ever since I first joined the Company. After working at a store, I worked in the overseas business department, and I also worked for four and half years as a supervisor. No matter what the work, I found it extremely rewarding. Since March 2020, I have been involved in human resource development, which I see as a new opportunity! In the future, I will continue to value my connections with people and I think I should be improving my skill while learning more and more.
Human Resources Recruiting&
At FamilyMart, we are implementing LGBT initiatives aimed at fostering understanding and acceptance of every individual employee’s diversity, and at rooting this deeply within our corporate culture.
Our efforts are focused on two key areas: 1.Cultivating correct knowledge and understanding, and 2. Creating safe and inclusive workplace environments.
This symbol is used to represent FamilyMart’s LGBT activities.
It embodies the concept of “Ally rings spreading out like the rays of the sun from FamilyMart.”
By learning about LGBT, employees realize that each and every colleague is unique in many ways. Thus, “Proper understanding of LGBT” is our first goal.
The LGBT handbook
Approximately 120 people took part in the seminar, including representatives from each department.
The key point made during the seminar was the need to take gender self-identification as the starting point for thinking about LGBT issues. Participants learned about the importance of being aware of one’s own biases when taking any kind of action from the stories of people directly affected by this issue.
Once employees’ understanding and knowledge of LGBT issues has been deepened, the next step is the implementation of measures to cultivate LGBT Allies. We are encouraging every individual employee to think about what they can do to create workplaces where everyone can be themselves, as well as what they can to in relation to franchisees and customers, and to take action and realize our vision.
We are working to cultivate a corporate ethos in which people who want to understand and support their LGBT colleagues are encouraged to declare this, so that as these “rings” of support spread outwards, the psychological sense of safety within the organization is enhanced, and people feel able to speak their mind without hesitation.
Distribution of ALLY stickers
Stickers bearing this special symbol are distributed to those employees who have acquired an understanding of LGBT issues and wish to announce their status as an LGBT Ally.
ALLY Kickoff meeting
After the seminar was held, participants were offered a chance to join the ALLY program. In total 43 people have joined from across the country (as of April 2020).
Going forward we will expand member-focused activities to promote understanding throughout the Company.
(this is an external contact window that is available for FamilyMart employees to use)
In 1992, FamilyMart introduced childcare leave and a system of shorter working hours for childcare to support employees who work while raising children. Today, we offer seamless support that extends from the birth of a child to after coming out of maternity leave to go back to work. It includes training for returning to work and the provision of after-return support through meetings with his/her superiors.
We believe that the participation of men in childcare is important in enriching their work-life balance as well as in bringing about workstyle reform for the whole of society. FamilyMart therefore offers a childcare leave system that is easy even for men to take.
By providing support for both childcare and work, we continue to aim to be a company where a good work-life balance can be achieved.
FamilyMart offers the Life & Career Design College for men and women who are about to return to work out of childcare leave. Participants learn the mindset required for balancing childcare and work after going back to work. They also take part in discussions with employees who have already gone through the experience so that they can get a more concrete idea of what it is like to go back to work after childcare leave and begin active preparation.
The training also offers daycare services to enable worry-free participation in the College when both parents are taking classes.
The College boosted my motivation as it made me feel that I was finally about to go back to work. Above all, hearing about the experience from older employees who are already balancing work and raising children was really helpful. It encouraged me to do my best, too.
The simulations of what it would be like after returning to work as well as learning the importance of sharing tasks with one’s partner allowed my husband and me to talk things over thoroughly. I hope to enjoy both working and raising my child through continued cooperation with my husband and others around me.
East Tokyo Region
East Japan Area Division
Employees with children up to ninth grade can reduce their working hours (shorter working hours). All employees can utilize this system regardless of their position, the type of work they engage in or their gender. In fact, the shorter working hours system is being used by employees in management positions, supervisors (SVs) and men. In March 2017, the age of the children that made employees eligible for this system was raised from third grade to the current ninth grade in response to the diversifying social environment and working styles.
My wife works fulltime, so we discussed how we were going to share housework and childcare duties. As a result, we decided that my wife would do the cooking while I would handle the menial housework. I would also take my child to and from daycare. So, I needed shorter working hours.
What I noticed after utilizing this system was that I used to work under the assumption that I was going to do overtime. My current hours are reduced by 45 minutes regular working hours, but it feels to me like I have shortened my hours by two or three hours.
I’m somehow managing with the help of others around me, but I am also continuing trial and error in search of ways to achieve work efficiency as well as reduce waste. It goes without saying that I am also spending quality time at home with my family thanks to this system.
Office Support Headquarters
FM Personnel Service Department
Famima Retail Service Co., Ltd.
On-site employees, such as supervisors (SVs), who use the company car to commute can use the car to take or pickup children under school age to daycare and preschool. This system was the result of a proposal made by an employee who has a child that was given at an opinion exchange session on workstyle reform, which was carried out between the Company president and on-site employees.
Believing that the birth of a child is the best opportunity for looking at how one spends time outside of work, FamilyMart is also focusing on offering support for the participation of men in childcare.
If the way men work changes, then the culture changes for the whole of the Company, and it leads to creating a work environment that is easier for women as well as employees providing nursing care at home. By realizing the richness of living through childcare and applying the knowledge and experience gained from childcare to our work, we will contribute to a positive future for everyone involved in FamilyMart.
Systems supporting men’s participation in childcare are paternity leave and “Suku suku kyuka”. “Suku suku kyuka” is a special paid vacation of 5 continuous days that are available every year for employees with children of up to first grade in elementary school. This special leave can be used for graduation and entrance ceremonies, and we have received positive feedback from the families of male employees who have used these days off. We have begun efforts from fiscal 2020 onward to promote the use of this special leave by all applicable employees. As a result of these efforts, more and more male employees are taking advantage of childcare leave.
When we found out that my wife was pregnant with our second child, we talked about our work going forward and our family. That was why I chose to take childcare leave. There weren’t any men around me who had taken this leave, so I was nervous to be honest. However, my boss and many of my colleagues were very understanding, so I was able to take the leave with an easy mind.
Taking the childcare leave allowed me to reconfirm how blessed I am to have my family. Not only that, I am now able to look at things from our customers’ point of view more than before. I am confidently making proposals to our franchisees. It was a valuable experience that also led to my own growth.
West Japan Area Division
I’m often away from home on business, so there is a limit to how much I can participate in child care, but sharing housework and spending time with my children are important. By making use of the “Suku suku kyuka” childcare leave system, I am able to participate in my kids’ school events and share in memories together. In addition, the Company is always working to foster an environment where it is okay to consult with others about raising a child, thanks in part to Group members sharing their child-raising experiences with each other.
New ideas and thoughts are created as a result of promoting work style reforms and bringing together diverse mindsets with different backgrounds. These ideas and thoughts continue to improve work results. Therefore, the goal is to be an organization where members can play an active role, even if their time is limited.
Overseas AFC Group 2 Manager
|No. of people taking childcare leave and rate of those returning to work||Women||No. of people utilizing system(people)||37||51||66||74||81|
|Rate of those utilizing system||100%||100%||100%||100%||100%|
|Rate of those returning to work||83%||93%||91%||86%||97.1%|
|Men||No. of people utilizing system(people)||2||2||3||7||8|
|Rate of those utilizing system||1%||1%||2%||4%||5%|
|Rate of those returning to work||100%||100%||100%||100%||87.5%|
|No. of people taking childcare leave||Women||No. of people utilizing system(people)||-||-||24||38||87|
|Rate to those utilizing system||-||-||21.2%||29.9%||64.4%|
|Men||No. of people utilizing system(people)||-||-||48||66||349|
|Rate to those utilizing system||-||-||3.9%||5.6%||31.8%|
|No. of people utilizing shorter working hours for childcare||Women||"No.of people taking childcare leave(people)"||46||64||69||71||82|
|Men||"No. of people utilizing shorter working hours for childcare(people)"||2||2||5||4||6|
* Figures are those as of the end of February of the respective fiscal year
* Rate of those utilizing system: the percentage of women who have given birth (or men, whose wives gave birth) who took childcare leave.
* Rate of returning to work: the percentage of those who returned to work after completing their childcare leave.
* Childcare leave: Sukusuku vacation (men and women) and paternity leave (men) combined. Sukusuku vacation available since FY2016.
As the declining birthrate and aging population progresses in Japan, we are taking another look and revising this system.
Many say that you do not really know what it can be like to have to give nursing care support until you actually come face-to-face with it. Because of this, we distribute to all of our employees a handbook that summarizes the opinions of caregivers and the support systems that are available. This is to help people be aware of what nursing care involves in advance to help them better prepare for such situations.
This is a guidebook that explains the internal and public systems that are available as well as points to note when utilizing such systems. Manga and the words of persons who actually experienced being a caregiver are used to help explain matters in an easy-to-understand way.
The biggest engine that will drive the change of a corporate culture is the awareness possessed by divisional heads and team leaders. We believe that leaders must value their own work-life balance as well as that of their colleagues, and take the initiative to implement a workstyle in which there is emphasis placed on both professional and personal lives. We therefore joined the IkuBoss Corporate Alliance and made the IkuBoss Declaration.
Management executives and others in management-level positions who think about the work-life balance of their subordinates. They support the careers and lives of their subordinates while achieving organizational performance and results as well as enjoy their own professional and personal lives.
* IkuBoss Corporate Alliance
A network of companies that recognize the necessity of IkuBoss and proactively carry out awareness-raising of those in management-level positions at their own company in an effort to nurture ideal bosses of the new age.
An environment that person is glad to be a part of and encourages them to speak freely is prerequisite for promoting diversity.
The psychological safety of each organization is measured in the Diversity Penetration Survey every quarter.
To create new value, we will foster a culture in which any idea is legitimate and mistakes are seen as opportunities to learn.
Establishment of the Health Management Office
In March 2019, we established the Health Management Office because we prioritize the mental and physical health of our employees.
The Health Management Office is staffed full-time by an industrial physician and public health nurse. They and the Human Resources Department work together as one for the mental health of employees so that everyone can maintain both physical and mental health. We will continue to increase our efforts to prepare an environment that will boost employee vitality and enhance their productivity.
Against a social background that includes a diminishing birthrate and aging population as well as even more diversifying workstyles, we believe that instead of simply revising our systems, it is essential that each employee feels a sense of ownership and engages in workstyle reform.
We have established keywords and respective roles for change. Instead of using the surrounding environment and circumstances as excuses, we want us to become individuals and organizations that can identify improvement measures, and change self and those around us. We are working to create a structure, environment, and culture in which each employee can find a motivating work culture and create new value.
|Restrictions on working hours||To help trigger ways to reform workstyles, there are a “No overtime day” (every Wednesday) and “End work by 8:00 p.m. rule” (daily) established for the whole of the Company.|
|Promotion of the taking of paid vacations||By reminding employees of the minimum number of paid-vacation days to take, we are creating a culture in which employees become more aware of their work-life balance. It is developing into spontaneous efforts, such as each division setting up a weekday that will be taken off en masse so that everyone will take a break.|
|By-the-hour paid-vacation system||This enables annual paid vacations to be taken off in increments of 1 hour (newly established in February 2019).|
|Making public holidays a fixed, companywide holida||About 90% of public holidays have been made a companywide fixed holiday to make it easier for employees to accentuate the difference in their lives between work and their time off.|
|Visualization of working hours||By displaying office entry and exit data as well as company car operation data in the attendance management system, visualization is made of working styles so that each person can carry out self-management of hours.|
* Figures are those as of the end of February of the respective fiscal year
* Total hours actually worked: Sum of official working hours and overtime hours
During the two weeks between July 23 and August 3, 2018, two initiatives were implemented for thinking about and experiencing “working better.” Each employee took ownership, thought about good workstyles, and took action.
During 2018 Telework Days (July 23 to 27), a national campaign, all persons in management-level positions at the head office experienced one or more instances of teleworking (from between a few hours to the whole day). The aim of having everyone in management-level positions experience working from home was to have them feel its benefits as well as its issues so that they could think about even better ways to utilize teleworking.
We will continue to implement various initiatives because we believe that the most important thing is that a working environment is in place in which each person can choose the workstyle that will maximize their performance and achievements.
Since the Telework Days initiative, we have been working through the Diversity promotion division committees to experiment with flexible work styles at convenience store chain headquarters in each department. We believe it is of the utmost importance that we create an environment where each and every employee can choose the style of work that maximizes their results.
We are a Company with the word “family” in our name. During FY2018, we held a FamilyDay for the first time at head office in which the families of employees were invited to the Company. The goal was to think about our own families as well as the families of our colleagues, enhance communication, and create motivating workplace where we can feel the well-being.On the day,170 family members visited the company and had a great time with the employees.
Our FamilyDay event was held in 9 locations across the country, including the Company head office. This marked the second time the event was held at the head office, where the theme of the event was “Being Thankful.” We, as employees, took the time to give our thanks to the important people who support us, something we might not necessarily do every day.
|Male||Female||Total number of employees|
|Age distribution of regular employees (No. of people)||Under age 30||836||379||1,215|
|Reference: Age 60 or older (Reemployed retirees)||124||9||136|
* Figures are as of the end of February 2020
* Figures do not include associate employees (limited full-time employees)
|Average years of service of full-time employees||Male (Years)||10.3||12.7||12.8||12.8||14.8|
|Turnover rate of full-time employees||4.80%||5.00%||6.30%||5.60%||3.90%|
* Figures are those as of the end of February of the respective fiscal year
* Figures do not include associate employees (limited full-time employees)