Autonomous and Collaborative Workstyle
The concept of autonomous and collaborative workstyle
As the social environment changes dramatically, we believe that in order for the Mandom Group to continue its Dedication to Service (Oyakudachi) through new value creation, it is necessary to update the working environment and workstyles of our employees to keep up with the changing times. At the Mandom Group, we place particular importance on the following two elements that enable this workstyle.
| Autonomy | Employees autonomously think about and practice “their own workstyle and work that will enrich their overall life,” and the Company supports them. |
|---|---|
| Collaboration | We will promote the creation of an environment that draws out the individualities and strengths of our employees to the fullest and fosters innovation through the fusion of diverse knowledge (intellectually charged forum). |
Based on these two perspectives, the Mandom Group has come up with the key concept of “realizing autonomous and collaborative workstyles that enhance to the maximum the ‘intellectually charged forum’ within and outside the Company.” We believe that this concept allows each and every employee to achieve high performance through autonomous actions and ideas (Autonomy) and employees with diverse individualities and strengths to work together (Collaboration), leading to increased motivation as well as innovations through the fusion of diverse knowledge (intellectually charged forum), and in the end, realizes creation of new value (Co-Creation).
Four perspectives for promoting an autonomous and collaborative workstyle
To achieve this goal of “the practice of an autonomous and collaborative workstyle that maximizes the ‘intellectually charged forum’ within and outside the company,” the Mandom Group is promoting initiatives based on the following four perspectives in particular.
| Work hours | Based on the premise of collaboration between employees, we aim to realize “working hours” that allow employees to work autonomously and effectively in order to ensure that they have time to spend on their own health, personal fulfillment, career advancement, etc. |
|---|---|
| Workplace |
- The company (office) aims to be a “symbol” that serves as a “place where employees’ knowledge aggregate” and a “central place for collaboration.” - We aim to create an environment where employees can demonstrate their abilities without being restricted by their work location for personal reasons, in an environment where psychological safety is guaranteed. |
| Employee relationships | Based on mutual respect, we as an assembly of diverse intellect (organic connections) aim to build mutually beneficial relationships that will help all employees realize their aspirations through career development, networking, and self-improvement. |
| Cultivating a good culture | We aim to create an environment in which employees can find their own intrinsic motivation and meaning in working for the Mandom Group and can work with a high level of motivation and a sense of fulfillment. |
The concept of autonomous and collaborative workstyle
Work hours
Full flextime system with the option to take breaks
Mandom has implemented the flextime system. The aim of the implementation is to increase the flexibility of working hours and allow employees to find more time to invest in their health and learning, creating a work environment that allows autonomous and balanced work scheduling.
Additionally, the core work hours were abolished from FY2020 to transition to the full flextime system, and flexibility was extended to not only the start and end times of work but also to non-consecutive work hours. We are continuing to improve the system so that our employees can work flexibly and comfortably.
Other systems and initiatives related to “working hours”
| System regarding spouses accompanying overseas transfers | A leave of absence of up to three years is granted to the employees who accompany their spouses (including those employed by other organizations) staying overseas for six months or more for work, study or other reasons. | No employees took this leave in FY2023. |
|---|---|---|
| Leave for Special Circumstances | For special circumstances permitted by the Company, including cases where an employee is undergoing fertility treatment, where an employee's child is not attending school, etc., employees are permitted to take leave of up to six months. | No employees took this leave in FY2023. |
Workplace
Creating an office that promotes collaboration among employees
At Mandom, we view our offices as “places where employees can share their knowledge” and “focused spaces for collaboration.” Therefore, “an office that can nurture the creative sensibilities of employees,” “an office that empowers employees with diversity and globalization,” and other concepts are assigned according to the function and role of each department, and by designing the office floor based on these concepts, we aim to create an office where employees can work with ease, that promotes active communication among employees, and that encourages generation of new ideas.
Head office building 7th floor
Aoyama Office
Employee cafeteria at head office
M-circle on 3rd floor of head office
Other systems and initiatives related to the “workplace”
| Work-from-home system |
In order for each and every one of our diverse range of employees to be able to work comfortably, and to create a meaningful working environment in which they can maximize their potential, we have implemented a work-from-home system. The company relaxed eligibility requirements, abolished usage limit, and started payment of remote work allowance in FY2020. |
Eligibility: All employees, excluding some professions |
|---|---|---|
| Remote work | As we aim to develop “professional human assets” with high levels of expertise, the traditional practice of transferring employees (relocations) to a new workplace, which requires relocating, is no longer in keeping with the times. Therefore, in order to create an environment in which employees can improve their expertise and achieve the career goals they aspire to regardless of their place of work, we began allowing remote work in FY2022 and have been gradually expanding the scope of eligibility. |
Eligibility: All employees, excluding some job types
Number of remote workers in FY2023: 6 |
Employee relationships
In-house club activities
Mandom encourages in-house club activities with the aim of strengthening communication among employees and maintaining and improving their health. Club activities allow employees with the same hobbies and interests to come together, forming a community that transcends departmental boundaries and thus creating an intellectually charged forum within the company and stimulating and deepening communication among employees.
Free Discussion Session
In addition to in-house club activities, we also hold Free Discussion Sessions with the aim of stimulating communication among employees at each business location. Through interaction with various employees in the company and the formation of new internal networks, we hope to promote smoother work-related collaboration among employees and lay the foundation for opportunities for in-house collaboration.
Other initiatives to promote internal communication
| Internal SNS system |
As a measure for ensuring the active employee participation cited as part of our management philosophy, the information card system instituted in 1984 gave employees the opportunity to record and submit information they obtained through their daily work or everyday lives on cards. About 35,000 of these cards were submitted every year. In FY2014, this paper-based card system was replaced by a new communication system a kind of social networking site to encourage more active information sharing. We have started to share and utilize information across organizational boundaries. We plan to expand the system's functionality in the future and extend participation to all employees. |
Eligibility: All employees, excluding some professions |
|---|---|---|
| Everyone's e-Improvement Proposal System | This system, which enables all employees to make proposals for departments other than their own, aims to enhance creativity and productivity within the company through interorganizational problem-solving collaboration. All employees are expected to take an interest in the company's management as if they were managers and to communicate their opinions and information in a bottom-up way. We strive to achieve "active employee engagement"—one of our corporate principles—by encouraging employees to make proposals and department heads to give them feedback as well as by promoting interactive communication and collaboration. | Eligibility: All employees |
| Everyone's e-Idea Proposal System | This system enables all employees to feel free to communicate directly to the Marketing Units at anytime their ideas that may be useful to consumers. Using this system, we aim to implement product and service ideas useful to consumers presented by employees from throughout the company. By implementing many ideas conceived by employees, we strive to achieve "active employee engagement" as is the case with the Everyone's e-Improvement Proposal System. | Eligibility: All employees |
| Fukusaki Factory KAIZEN Proposal System |
This system aims to ensure that each employee or a small group of employees make efforts to improve what they find problematic in their day-to-day work. Under the system, employees are required to fill out a KAIZEN form or proposal form depending on the situation. The KAIZEN form is used when employees make improvements related to any of the six themes—"safety," "quality," "environment," "cost reduction," "occupational health" and "4S*"— and report the results and other relevant information. The proposal form is used when they submit requests or improvement plans regarding duties of departments other than their own at the Fukusaki Factory and their workplace environment. The use of these two different forms has led to a wide range of operational improvements, and the forms serve as a tool for communication between employees and their bosses. ※4S: Sort (seiri: organize), Set in order (seiton: orderliness), Shine (seiso: cleanliness), Standardize (seiketsu: standardize) |
Eligibility: All employees at Fukusaki Factory |
Cultivating a good culture
Introduction of a job-based HR system
Mandom has implemented a new job-based HR system since FY2023. This clarifies the responsibilities and skills required for each employee's role, elevates expertise, promotes growth, and, based on the “right person for the right job” principle instead of seniority, chooses the persons most suited to fulfill the position requirements for officer appointments, promotions, and human asset allocations. This system allows all employees to enjoy meaningful work in their respective jobs.
As a result of these efforts, in FY2023, the first year of implementation, the average age of those promoted to the highest player rank was reduced by about 5 years compared to the previous HR system. By realizing speedy promotion through fair and impartial treatment based on performance, regardless of age or years of experience, we are realizing a system that allows employees to feel even more motivated.
For details about the job-based HR system and its premise, “HR system reform starting with jobs and autonomy (MHRX),” please refer to the “Talent Management/Human Asset Development” page.
Flattening organizational hierarchies and promoting the delegation of authority
As the scale of business expanded over the years and the number of employees has increased accordingly, Mandom's organizational hierarchy has become increasingly layered, resulting in slower decision-making speed and the tendency for decreased position-based authority and discretion of each job level. However, in order for Mandom to continue to create innovations to further expand its Dedication to Service (Oyakudachi) even through the rapidly changing times ahead, we feel that it is essential to streamline the excessively layered organization to allow for speedy decision-making and at the same time, delegate authority to subordinate levels so as to create an environment in which all employees can autonomously carry out their jobs and take on a variety of challenges.
Therefore, in conjunction with the introduction of the new HR system in FY2023, Mandom clarified the roles of each department through job descriptions, reviewed the organizational structure based on these job descriptions to flatten out organizational hierarchies, actively promoted delegation of authority to subordinate levels, and succeeded in establishing a system where all employees are aware of their role, can think autonomously, and actively take on challenges.
As a result of these efforts, the number of managerial positions decreased from 142 to 121 in FY2023, resulting in a flatter organization, and the review of the scope of decision-making authority within the company has contributed to speedier decision-making and a wider range of challenges that can be taken on. We will continue to work towards creating an environment and culture where all employees can take on new challenges and quickly realize their goals.