CSR Initiatives
Pursuing employees’ well-being
Our group takes various initiatives for the well-being of our employees.
Our goals for "pursuing employees’ well-being"
Initiatives to motivate our employees
Continuous Service Award (for continuous group service)
At our group, employees are awarded for their continuous service not only at each site but also throughout the entire group. Awards are presented to employees who have served for our company for 5 years, 15 years, 25 years, and 35 years. In 2003, there were 68 awarded for 5 years, 21 for 15 years, 2 for 25 years, and 1 for 35 years. Employees with 5 years of continuous service receive an original Musashi tumbler. Employees with 15 years of continuous service receive a trip with colleagues who joined the group in the same year. Employees with 25 years of continuous service receive a 100,000 yen-worth gift which uses our merchandises. Employees with 35 years of continuous service receive an authentic gold company badge, a video message, and a 50,000 yen-worth gift which uses our merchandises.
The award trip presented to those who have continued their service for 15 years serves as an opportunity to learn more about and bond with peers who have become middle management at each site. It was also offered to enhance leadership by planning of these trips on their own. The presentation of these trips officially started in 2023 as the pandemic has subsided. The participants decided to visit Japan. The entire group went to go see Mt. Fuji, then split into two groups (one to Tokyo Disneyland and another to a Tokyo sightseeing bus tour). Everyone had a great time.
Sightseeing at Mt. Fuji
At Tokyo Disneyland
Sightseeing bus tour in Tokyo
5S Activity Award
Our group continuously practices the 5S. The 5S Global team, an organization at Musashi Holdings, visits each site to assess and rank the 5S initiatives at the sites. The best performing site is awarded the 5S Activity Award. The best performing team is presented with a training program trip to one of our group sites, where they are given the opportunity to interact with 5S members of other sites. This serves as an opportunity to further pursue engagement of 5S activities. In FY2023, Tianjin Musashi won the award.
Musashi Global Awards
These awards are presented to employees and teams that have acted in accordance with the management philosophy and contributed to material and spiritual (intellectual) enrichment. “Best performance” is awarded to those who have contributed to material enrichment, while “Musashi color award” is awarded to those who have contributed to spiritual enrichment.
Grand prize winners are determined by vote based on recommendation letters from candidates, written by the site or department managers who recommended them.
Initiatives for comfortable working
Combined use of flexible work hours and remote working (pilot introduction phase)
We introduced flexible work hours for group employees at our headquarters in Ikebukuro, starting FY2023. This new system accommodates employees at workplaces where it is difficult to use the remote working system, which was introduced during the COVID-19 pandemic. This system has affected recruitment of Ikebukuro HQ employees.
Some companies have abolished remote working since the pandemic subsided, but we plan to continue making this workstyle available to provide employees with more options. To promote communication and encourage information sharing, this workstyle will be made available under condition that employees will come into the office a certain number of hours as of FY2024.
Hourly paid leave system
The business start hour is fixed at our Iruma factory to ensure productivity efficiency, and it is difficult to introduce flexible work hours at this site. Instead, we have introduced an hourly paid leave system where employees may take paid vacation by the hour. This system will improve the efficiency of paid vacations.
Expansion of the childcare shortened work hours system
In 2011, we implemented the childcare/nursing care leave system at our Japanese sites, and have continued reviewing this system based on societal changes. In 2023, we had our group’s first case of a male employee taking childcare leave. In January 2024, we reviewed this system and added another system of special shortened work hours for childcare leave.
I think the underlying concept behind well-being is similar to our management philosophy of nurturing each of our employees from both an intellectual and physical perspective so that they can work together with pride.
The recently introduced hourly paid leave system was inspired by a casual comment made by an employee. We will continue to listen to our employees’ voices and pursue their physical and mental well-being at our work sites.
We are also planning a “cross-over training program” where employees travel to work at our overseas sites for several weeks. This program offers a learning opportunity to expand perspectives and foster a sense of internationalism by living in a different country and culture.
General Manager
