Workforce Motivation and Growth

The people of the Bell-Park Group are the source of energy for the group’s progress and growth. We are dedicated to maintaining a workplace environment where everyone can work
in good health and safety. In addition, employees have the opportunity to develop their skills and achieve career goals. We are also committed to diversity in our workforce. We firmly believe that the sustained growth of the Bell-Park Group depends on our success in investing in human capital.: enabling people to realize their full potential; emphasis on diversity, equity and inclusion; productive and pleasant workplaces; and programs that help people to stay healthy.

Key Issue 3 Workforce Motivation and Growth: Medium-term Goals

KPI Medium-term goals (2024) Actions
Pct. of female shop managers At least 30% by December 2024
(20% in 2021, 24% in 2022, 26% in 2023 and 30% in 2024)
Established goals for female manager training and number of managers; launched a skill development project for women; self-confidence training for women; diversity training for managers; support for raising children
Pct. of female managers At least 20% by December 2024
(12.7% in 2021, 17% in 2022, 19% in 2023 and 22% in 2024)
Use of time off for child care FY12/24
100% use by women and at least 50% use by men (currently 4.5% for men)
Activities to encourage men to use time off for child care
Number of non-Japanese managers 27 foreign employees as of June 2021, including one shop manager and four other managers Hire people based on skills regardless of nationality; There is no specific goal as we have been evaluating performance fairly based on the Bell-Park personnel evaluation system.
Pct. of managers who were hired from other companies There is no specific goal because more than 70% of managers are people who previously worked at another company.
*64% of all employees were hired after working at another company or companies (as of FY12/20)
Diversity training participation At least 90% Diversity training took place in July, Aug. and Sep. 2021 (empowerment of women, diversity of working styles, LGBT issues and other subjects)
Retention of full-time employees Maintain at least 90% (93.3% in FY12/20) Continue current activities
Use of paid vacation Goals are 10 days in 2022, 11 days in 2023 and 12 days in 2024 Encourage the addition of one day of paid vacation for every monthly shift
External qualifications and other recognition Acquire and retain Platinum Kurumin certification as a child care support company Plan to acquire and retain certification by implementing the preceding activities
Acquire and retain Eruboshi certification as a company that empowers women Plan to acquire and retain certification by implementing the preceding activities
Acquire and retain certification as an outstanding health management company Plan to prohibit smoking during working time

Human Resources Development

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Basic policy for the development of skills

■Rigorous training programs support self-improvement and growth for enabling people to provide customers with excellent service.
■All lessons are structured to respect the diversity and individuality of our workforce and give people the knowledge needed to provide innovative services.
■Bell-Park wants a powerful workforce that is considerate, sincere, willing to take on challenges

Actions Description
Class for middle managers Training to give middle managers the knowledge needed to advance to senior management positions
Skill development project for women A training program for female employees who want to advance to management positions
E-learning Encompasses compliance, harassment, insider trading rules, management skills and many other subjects
Harassment prevention training A class about harassment for shop managers for compliance with the Act on Comprehensive Promotion of Labor Measures
Bell-Park certification A digitalization certification test given by Bell-Park that tests employees’ understanding of the latest digitization technologies and the ability to provide this information to others in a manner that is easy to understand
Support for receiving external certifications Enable people to acquire management skills and other knowledge by providing lessons and paying some expenses for a broader range of certifications and other professional qualifications.
(The Business Manager Certificate has been targeted. In the future, we plan to expand the number of qualifications and examinations covered by the program.)

Training programs

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    Professional skill training programs for people
    with no experience

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    e-learning structured for self-improvement

A Pleasant and Productive Workplace Environment

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Workplace environment policy

We will maintain pleasant workplace environments where employees can do their jobs with ease and realize their full
potential.

■ We provide our people with an environment where they can remain at the Bell-Park Group with confidence while maintaining the proper balance between work, child care, elderly parent care and other personal responsibilities.
■ We maintain sound and rewarding workplaces where people can utilize the latest advances in the fields of AI and ICT.
■ We emphasize diversity, equity and inclusion (DEI) for recruiting many types of people and maintaining workplace environments that give everyone equal opportunities and enable employees to fully utilize their capabilities and achieve their goals.

Actions Description
Increase the use of paid vacation • My holidays system, encourage employees to take consecutive days off
Reduce overtime • Send overtime alert messages/td>
Support for child care • Thorough discussions prior to returning to work after child care leave
• The Bell-Park Nadeshiko Project (ideas for workplaces that are pleasant for women)
• Extra payments for child care expenses
• Allow even more working time reduction for child care (as few as five hours on the job in one day)
• Extension of the age limit for reduced working hours (up to the childʼs fourth birthday)
Working style diversity • Ability to select working hours
• Work at home and telework
• Programs for a side job and returning to Bell-Park after resigning
Support for staying healthy • Regular health check-ups (female examinations at all ages at company expense)
• Payments for influenza vaccinations
Support for planning and achieving personal goals • Optional saving program for personal goals
• Expanded retirement payment program
Insurance • Group term insurance (¥7 million to ¥50 million death benefit)
*Example: Death benefit of ¥30 million when there are three dependents

Diversity, Equity and Inclusion

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The Bell-Park Group welcomes diversity involving experiences and thinking that result from a diverse workforce regarding gender, nationality, sexual orientation, family composition, religion, culture and other characteristics. We will continue to place priority on diversity, equity and inclusion while recognizing and respecting these differences.
Furthermore, we believe that the diversity of key personnel at the Bell-Park Group will be vital for the medium to long-term growth of corporate value. We will continue to use many activities to place women, foreigners and people hired from other companies in management and other key positions.

Actions Description
Support for child care Create positions and backup for shop managers with shorter working hours

Bell-Park has a personnel system that reduces the working hours of shop managers and has provided support for enabling people to return as shop managers with no concerns after time off for child care. Training programs are enhanced to eliminate worries about returning after missing extended time at work.

Career recovery program

We are considering the establishment of a program that eliminates any negative effects on promotions and other job advancement of extended time off for child care or some other reason.

Constant consideration of proposals of the Bell-Park Nadeshiko Project

Input from this project is used to consider new systems and improvements to existing systems

LGBT support We have established a same-sex partnership system and are reexamining internal rules regarding additional provisions in measures for prohibiting SOGI harassment and outing in compliance with the amended Comprehensive Promotion of Labor Measures Act (Power Harassment Prevention Act).
Establishment of target for evaluating the appointment of female managers Diversity activities are one of the items used to evaluate the performance of managers and there are programs for creating a corporate culture that support diversity and the empowerment of women at all Bell-Park Group companies.
Self-confidence training for women As part of measures to create a positive environment for women, we have a training program for women concerning gender bias and self-confidence
Diversify awareness training for managers Altering the mindsets of everyone at the Bell-Park Group, particularly managers, is essential for DEI. Classes are held periodically in order to establish a corporate culture that supports diversity.
Diversity training All employees participate in this training for the purposes of studying measures for empowering women, gaining a better understanding of the LGBT community, and creating workplaces where people understand and accept each other’s differences.

Health Management

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To Lovely Future for both mind
and body

Health Management Declaration

In order to continue to provide our customers with a “Lovely Future” and to ensure the sustainable growth of our company, we announce that we will proactively support the maintenance and promotion of health of our employees by continuing the following seven headwords so that each and every one of them can lead a fulfilling life with good mental and physical health. In addition, we will support our customers’ vaccination appointments and health promotion through our business activities by using smart devices.

Focus issues

1. Aim to achieve a 100% health check-up rate.
2. Promote the specified health guidance.
3. Promote smoking cessation during working hours.
4. Promote initiatives for both work and family, such as reducing long working hours and supporting childcare and nursing care.
5. Drink alcohol in moderation.
6. Take thorough measures to prevent infection.
7. Promote healthy eating and exercise.

Health management promotion system

In order to steadily promote our health management initiatives, we have appointed our President as Chief Health Officer (CHO) and have established a health management promotion system headed by the CHO to maintain and improve the health of our employees. In addition, a subcommittee of the Sustainability Promotion Committee (Workforce Motivation and Growth) will work together with the Health and Safety Committee (industrial physicians, health and safety committee members, etc.) and the Executive Committee to resolve and improve health issues and take measures to maintain and improve the health of employees

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Health Management Promotion Targets and Efforts to Achieve Them

We have positioned 2021 as the first year of health management and has set the following targets for 2021. From now on, we will promote the following efforts to achieve the objective. The actual results are scheduled to be displayed from the results of FY2021.

Focus Item Target Value for FY2021 Efforts to achieve the objective
1. Health checkup rate 100% To share the status of medical checkups of subordinates with superiors and to encourage subordinates to undergo medical checkups from superiors as well as human
2. Rate of regular health checkup findings 35% Implemented the following measures: 3, 4, 5, 7, 8, and 9.
3.Completion rate of specific health guidance 40% Regularly encourage employees to receive specific health guidance.
4. Smoking rate 35% Ensure that all employees are aware of the guideline of no smoking during working hours.
5. Number of days of paid leave used 9 days (6.8 days in FY2020) Encourage employees to add one paid vacation to every shift
6. Retention rate of full-time employees 90% or more We will create an environment in which employees can grow with job satisfaction.
7. Average monthly overtime hours worked per employee during a year 3Within 30 hours (23.4 hours in FY2020) Alerts on overtime work and guidance from supervisors.
8. Dissemination rate of knowledge on moderate and moderate drinking (average of about 20g of pure alcohol per day) 100% Continue to conduct educational activities, such as distributing reports on alcohol consumption.
9. Percentage of people who are in the habit of exercising (exercising for 30 minutes or more at least twice a week for at least 1 year, or taking 8,000 or more steps per day on average) 50% Continue to carry out educational activities such as holding events related to exercise