A company cannot succeed in business if it doesn’t take care of its employees. With this in mind, we are constantly upgrading our systems for supporting the child-rearing activities of employees in a unique Pigeon-like manner.
Improve human capital
Motivating Work Environments and Corporate Culture
Pigeon defines corporate value as the summation of social value and economic value. In order to deliver high-quality products to the world, we must create an environment that motivates employees to work. If we don’t take care of our employees, we cannot succeed in business. For this reason, we are upgrading various frameworks and systems to create an appropriate working environment, while building a corporate culture that helps employees perform their tasks more easily.
One of our Corporate Ethics Policies is that “Pigeon shall respect its employees’ human rights and personalities at all times, ensuring them discrimination-free, equal job opportunities and rewarding work environments, and offering them fair merit ratings to help their self-fulfillment.” We respect, welcome, and utilize the fundamental differences in our employees’ backgrounds—in such areas as gender, nationality, age, and employment status—in order to address ever-changing business conditions and diversifying customer
In December 2018, we received the Forbes Japan Women Award 2018 for our training and other initiatives to promote diversity. We respect the civil and political rights of employees—including freedom of expression, association, and religion—and engage in dialog with them about these rights. Regarding labor, our Compliance Committee spearheads rigorous compliance-oriented activities to ensure respect for workers’ and human rights both in Japan and overseas.
Diversity training at a share house for young employees
Virtual reality-based training to help recognize unconscious bias
Training Professional and Managerial Human Resources
Pigeon gives all employees opportunities to participate in technology development, education, and practical training. In Japan, we eliminated gender differences in job types and career courses before the enactment of the Equal Employment Opportunity Law. At our overseas bases, the employee turnover rate has remained low thanks to our early implementation of career advancement systems.
Every six years, we run a two-year training course for selected next-generation managerial human resources. To ensure the continuous growth of the Company, we work to cultivate next-generation managerial personnel expected to become business department and divisional managers as “human resources who can refine human power and continue increasing corporate value under the values of the Pigeon Way.”
Pigeon's Rubella Zero Action
In 2019, we launched the Pigeon Rubella Zero Action project as part of our health management efforts. This project is designed to elevate the rubella antibody retention rate
among employees. It included two in-house educational lectures—one about the costs of antibody testing and vaccination, and the other, featuring invited specialists, aimed at
deepening understanding of rubella.
Pigeon is also conducting an in-house fundraising drive for the Rubella Elimination Society which is working to prevent the recurrence of rubella in Japan.
On February 4, 2020, our activities were recognized by an award from the Rubella Zero project Executive Committee, which is promoted by the Japan Association of Obstetrics and Gynecologists.
In-house lecture to deepen understanding of rubella
Strengthening Support for Advancement of Women: Child Care Service Initiatives
Now, more than ever, creating an environment enabling women to excel is a particularly important priority for the Pigeon Group in its constant pursuit of “world-class business excellence.” For this reason, we focus on fostering women in management positions. In the year ended January 2019, women accounted for 16.9% of the Company’s management.
With respect to promoting women’s advancement, we have cited three core initiatives—“expansion of work-family balance support system,” “workplace mindset reforms,” and “backup for women’s feelings and skills”—thus providing support from the perspectives of both system enhancement and employee mindsets. In May 2018, we received “Platinum Kurumin” accreditation, which is given to Kurumin-certified companies deemed to be introducing and utilizing excellent work-family balance support systems and high-level initiatives. As a company engaged in child care services, from an early stage we have been
enhancing our systems to help employees giving birth and raising children. From the perspective of promoting the advancement of women and encouraging men’s participation in child care, we have established a variety of systems, including a parental
leave scheme called “One Month Together” and “Work-at-home.” In addition to providing workplace environments where both men and women can take parental leave as a matter of course, these systems have the added benefit of enabling employees’ child-rearing experiences to be reflected in actual product development.
Three-Year Action Plan for Promoting Advancement of Women (February 2018 to January 2020)
- Increase number of men using the compatibility support system to 10 or more
- Increase awareness about compatibility support system regardless of gender
- Grasp and improve status and outcomes of work-at-home system
- Establish framework enabling women to give birth, raise children, and return to work with peace of mind
Female Manager Ratio - Pigeon Corporation -
Paid Leave Usage Rate - Pigeon Corporation -
Child-Rearing Support Activities - Pigeon Corporation -
In 2015, we set up a breastfeeding/pumping room called Lactation Lounge in our head office to create a comfortable working environment for employees with small babies. In addition to employees, the room is available for use by mothers working in the vicinity of head office, as well as mothers and babies living nearby, reflecting our local and social contribution efforts.
Work-Life Balance - Head Office -
As a matter of course, we comply with domestic regulations on worker protection and work hours established by legislation and labor agreements. We are also implementing various measures to increase labor productivity by discouraging excessively long working hours and fostering a good work-life balance. These include establishing a rule to leave the workplace by 7:00pm and setting one day per week as a “no overtime day.” We also introduced a telework in April 2019.
We focus on helping employees return to the workplace quickly after childbirth and fostering employees who can convey their experiences about child care. For example, we introduced a Life Design Leave and Temporary Retirement System, a Women’s Early-reinstatement Support System, and a Financial Assistance System for Parents with Children on Waiting Lists.
Lactation Lounge in our head office
Utilization of systems supporting child-care and work-life balance.
|One Month Together||1-month parental leave system for male employees||Uptake rate: 100%
(100% consistently since FY Jan. 2016)
Users: 48 persons
(cumulative over 5 years since FY Jan. 2016)
|Leave the workplace (go home)
by 7:00 p.m rule
|Rule to leave the workplace by 7:00 p.m. in principle, even when doing overtime||
Average overtime per month:
|Life Design Leave and Temporary
|System enabling up to 2 years of leave or temporary retirement for fertility treatment and adoption processes|
|Life Design Leave and Temporary
|System enabling up to 2 years of leave or temporary retirement for fertility treatment and adoption processes||Provided in 2015, 2016, and 2017,
2019, and 2020
|Telework||System available to all employees to
work at home or at a satellite office
|System implemented in
Records of male participation on “One Month Together” parental leave system
As a matter of course, we comply with domestic regulations on worker protection and work hours established by legislation and labor agreements. We are also implementing various measures to increase labor productivity by discouraging excessively long working hours and fostering a good work-life balance. These include establishing a rule to leave the workplace by 7:00pm and setting one day per week as a “no overtime day.”
Worker Health and Safety
Pigeon is meticulous about managing the health and safety of workers. All of our factories in Japan and overseas are managed in accordance with the Pigeon Group’s workplace health and safety standards. We have also obtained certification under ISO 45001 (OHSAS 18001) standard for occupational safety and health, which is widely adopted around the world.
Pigeon Group Companies with Certification under ISO 45001 (OHSAS 18001)
|Pigeon Home Products Corporation||Shizuoka Prefecture, Japan|
|Pigeon Manufacturing Hyogo Corporation||Hyogo Prefecture, Japan|
|Pigeon Manufacturing Ibaraki Corporation||Ibaraki Prefecture, Japan|
|Pigeon Manufacturing (Shanghai) Co., Ltd.||China|
|Pigeon Industries (Changzhou) Co., Ltd.||China|
|Pigeon India Pvt. Ltd.||India|
|Pigeon Industries (Thailand) Co., Ltd.||Thailand|
|Thai Pigeon Co., Ltd.||Thailand|
|PT PIGEON INDONESIA||Indonesia|
|Lansinoh Laboratories Medical Devices Design Industry and Commerce Ltd. Co.||Turkey|