2016 Japan hr business plan

Transcription

1 2016 Japan hr business plan Action Plans for Active Participation of Women Coca-Cola (Japan) Company, Limited August 14, 2015 April 1, 2016 March 31,

2 Current Trend for Talents in Coca-Cola (Japan) Company, Limited Number of Regular Employee Workers Office Worker Hiring: <Gender Ratio of Hiring> 75% 25% (# of persons) Manufacturing Plant As of March 2016 Service Years: <Average Service Year by Gender> yrs yrs As of March 2016 Managerial Positions: <Gender Ratio in Management> 78% 22% April March 2016 As of March 2016 Opportunities: 1) Ratio of hiring is more than 20% but still have an opportunity to increase. 2) ratio in management is more than 20% but still have opportunity to increase. 2

3 Action Plans for Active Participation of Women Objective: Institutionalize a Diversity & Inclusion (D&I) Culture that changes the dialogue from nice to do to must do ; continue laser focus on the cross-development and acceleration of Term: 2016/4/1 2020/3/31 Metrics: Ratio in Managerial Positions to be 30% by 2020 Strategic Focus Areas A robust, ready-to-hire pool of top female talent for key openings, particularly general management opportunities A thriving Pipeline of Ready-Now and Ready- Future Associates Increasing presence of at all levels of the organization Retention of existing 3

4 Action Plans Details (1) A robust, readyto-hire pool of top Strategies Initiatives Timing 1. Leverage external communication sources to attract and further our Diversity & Inclusion Agenda 2. Increase the awareness of D&I agenda especially in recruiting policy internally Conduct workshop for external recruiting agencies for building partnerships and encourage to provide pool and being the D&I external network. Disclose the Gender Ratio by Department and share with Senior Leaders to focus on Diversity Agenda Build partnerships with external organizations focusing on direct sourcing of women returning to work Continue and mandate all interviews must include a women interviewer from the business April, 2016 April 2016 September On-going A thriving pipeline of Ready-now and Ready-future female candidates 1. Proactively manage the careers of all high potential female talent Have in-depth discussion to highlight strengths and opportunities of by Senior Leadership Team & by Function Leaders at People Development Forums Ensure robust development and career plans in place for all Ensure high potential females participate in Women in Leadership Program (global program) Conduct Diversity Awareness Training: Understanding Me/You 3 times in Beginning of 1-2 female talent in twice a year June,

5 Action Plans Details (2) Increasing presence of at all levels of the organization Strategies Initiatives Timing 1. Ensure a robust understanding of female high potential talent at all levels Develop succession plans below managerial positions to steward female advancement Continue Executive Sponsorship Program of high-potential females (9 executive leaders are sponsoring & mentoring 1 key each) Provide opportunities for to have exposure to global executives Continue women s networking group (called Women s linc [lead, inspire and connect]) to increase exposure (108 females are participating): Peer Circle: Form group of 4-5 female and have monthly luncheon (95 female associates are experiences so far) TED Club : Event to watch a TED talk, discuss and share insights over lunch 3 times in January, 2015 (1-2 years) Occasionally On-going April June 2016 June 2016 Retention of existing 1. Ensure female talent feels supported and understands career opportunities available to them Review at risk at every People Development Forum Encourage cross functional development to increase exposure to other markets and culture 3 times in Occasionally 5

6 Action Plans Details (3) Strategies Initiatives Timing Systems in place that support the accelerated development and advancement of 1. Enable the working environment to support work / Life Integration for Talents Promote to utilize the supportive policy for work/ life integration; Telecommuting up to 2X per week (recognized by Japan Telework Association Flexible Work Arrangements (elimination of core hours) Build IT skills for employees who all have laptops and mobile phones allowing access anywhere Continue to monitor overtime hours as per Agreement 36 by sharing the individual overtime status with Function Leaders on monthly basis Honoring International Women Day and hold an event for active participation of women May 2016 June December 2016 On-going March