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2016 Japan hr business plan
August 14, 2015
Action Plans forActive Participation of Women
Coca-Cola (Japan) Company, Limited
April 1, 2016 – March 31, 2020
1
Hiring:<Gender Ratio of Hiring>
Current Trend for Female Talents in Coca-Cola (Japan) Company, Limited
Male Female
75% 25%
Male Female
10.35 yrs 11.00 yrs
As of March 2016
Service Years:<Average Service Year by Gender>
Number of Regular Employee Workers
Male Female
78% 22%
Managerial Positions:<Gender Ratio in Management>
As of March 2016
As of March 2016April 2015- March 2016
Opportunities:1) Ratio of hiring female talent is more than 20% but still have an opportunity to increase.2) Female ratio in management is more than 20% but still have opportunity to increase.
Male Female
Office Worker 203 125ManufacturingPlant 88 12
(# of persons)
2
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 Female
Associates
Increasing presence of
female talent at all
levels of the
organization
Retention of existing
female talent
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
female talent
Term: 2016/4/1 – 2020/3/31
Metrics: Female Ratio in Managerial Positions to be 30% by 2020
Action Plans for Active Participation of Women
3
Action Plans Details (1)Strategies Initiatives Timing
1. Leverage external
communication
sources to attract
female talent 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 female talent 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
2016 -
• On-going
1. Proactively
manage the
careers of all high
potential female
talent
• Have in-depth discussion to highlight
strengths and opportunities of female talent
by Senior Leadership Team & by Function
Leaders at People Development Forums
• Ensure robust development and career
plans in place for all female talent
• Ensure high potential females participate in
“Women in Leadership Program” (global
program)
• Conduct Diversity Awareness Training:
Understanding Me/You
• 3 times in
each year
• Beginning of
each year
• 1-2 female
talent in twice
a year
• June, 2016
A robust, ready-
to-hire pool of top
female talent
A thriving pipeline of
Ready-now and
Ready-future female
candidates
4
Strategies Initiatives Timing
1. Ensure female
talent feels
supported and
understands career
opportunities
available to them
• Review “at risk” female talent at every
People Development Forum
• Encourage cross functional development to
increase exposure to other markets and
culture
• 3 times in
each year
• Occasionally
Increasing presence
of female talent at all
levels of the
organization
Retention of
existing
female talent
Action Plans Details (2)
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 female talent each)
• Provide opportunities for female talent 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
each year
• January, 2015
(1-2 years)
• Occasionally
• On-going
• April – June
2016
• June 2016
5
Systems in place
that support the
accelerated
development and
advancement of
female talent
Action Plans Details (3)Strategies Initiatives Timing
1. Enable the working
environment to
support work / Life
Integration for
Female 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 2017
6