With the aim of energizing employees and workplaces, Asahi Breweries, Ltd. has established a personal evaluation system that attaches importance to dialogues with employees based on respect for their autonomy.
|System and measures (activities)||Content and results|
|Research by Human Resources department||Employee transfers and deployment, the Human Resources Department at the company's head office and other worksites regularly review the local needs of each worksite, individual circumstances, and the personnel evaluations of each employee.|
|Career Design Sheet||A system for employees to declare their ambitions, helping them formulate long-term career plans.|
|“Direct Appeal” System||This system permits individual employees to apply directly to departments to which they desire to be transferred based on their career vision.
To manage the personnel evaluation system appropriately, every single supervisor who is in a position to evaluate their subordinates (line head) must have an adequate understanding of the system. It is also important that each line head should evaluate all of their subordinates in a fair manner based on specific criteria, without bias. The company therefore offers training for new line heads and follow-up training to ensure that new line heads meet the above requirements and to ensure that the results of evaluations are more convincing for the employees who are evaluated.
The New Supervisor Training is held every October and targets those employees who have become a supervisor for the first time. Subsequently, the New Supervisor Follow Up Training is held the following May. The aim and content of the evaluation system are obviously covered, but other topics include tendencies that the evaluators can fall into and countermeasures for those tendencies, adjustment of evaluations, and promotion of understanding of diversity—which is one of the behavioral evaluation indices. By providing explanations on these topics, we promote understanding and try to prevent any discrepancies in our evaluations.
Concerning employee remuneration, Asahi Breweries, Ltd. has a basic policy of handsomely rewarding those who have made achievements by fully exerting their capabilities.
With regard to permanent employees, the revised monthly salary based on the personnel evaluation of the previous year will be given. In addition, bonus that is linked to the individual's evaluation and performance will be provided in June and December. The monthly salary of those in a managerial position will be decided based on the role they play, and for general employees, salary will be determined based on their qualifications and level of skills. Based on the aforementioned, we make revisions by evaluating each and every employee’s performance and actions during the annual personnel evaluation.
Furthermore, the aforementioned basic policy is applied to the non-permanent employees as well, and the remuneration is based on the individual evaluation.
|Average annual employee salary||¥10,086,018||¥10,253,888||¥9,961,548||¥10,012,219||¥10,937,459|
Asahi Breweries, Ltd. encourages intellectual creation by employees, and with an aim to contribute towards the company’s development, Asahi Breweries formulated the Regulations for the Handling of Employee Invention in 1971. Since then, we have made an effort to harmonize the rights between the employee who was involved in intellectual creation such as invention and the company. In addition, in 2007, the Regulations for the Handling of Employee Invention of each Group company was renamed as Employee Invention Regulations. Along with this change, the content was unified, and the procedure as well as the amount of financial reward was integrated into one system.
|Plan||Companies that have introduced the plan|
|Defined Benefit (DB) plan||Asahi Breweries, Ltd., Asahi Soft Drinks Co., Ltd., The Nikka Whisky Distilling Co., Ltd., Asahi Logistics Co., Ltd., East Japan AB Cargo Co., Ltd., West Japan AB Cargo Co., Ltd., and Asahi Beer Communications, Ltd.|
|Defined Contribution (DC) plan||Asahi Breweries, Ltd., Asahi Soft Drinks Co., Ltd., Asahi Group Foods, Ltd., The Nikka Whisky Distilling Co., Ltd., Asahi Logistics Co., Ltd., East Japan AB Cargo Co., Ltd., West Japan AB Cargo Co., Ltd., Asahi Draft Marketing, Ltd., and Asahi Food Create, Ltd.|
At the Asahi Group, the Asahi Group Workers' Union Council* is organized by the main labor unions of domestic Group companies. This organization works on not only initiatives with each labor union but also labor union activities for the entire Group. The labor unions are based on a union-shop agreement, and all general employees are their members. Information exchange meetings with the management team of Asahi Group Holdings, Ltd. are held on a regular basis for communication between companies and labor unions. At the meetings, opinions are exchanged mainly about the sharing of the Group's management plans and proposals and questions from labor unions. (In 2018, the meeting was held in April.)
In cases where work changes that will have a substantial impact on employees are made, appropriate measures are taken including setting an appropriate period for prior notice.
Going forward, we will endeavor to deepen our mutual understanding by directly discussing plans and directions through such opportunities for dialogue.
|Number of employees||5,550||5,635||6,290||6,679|
*Each member of the labor union has the right for collective bargaining, according to their originating company.
The Asahi Group periodically conducts an attitude survey on approximately 9,000 employees at major Group companies in Japan. The survey is aimed at raising employees' career awareness, promoting diversity, grasping conditions in the workplace and other areas, and advancing the PDCA cycle.
Specifically, the Asahi Group is grasping employees' understanding of corporate strategies and management plans as well as their awareness of and approaches to their careers, remuneration, welfare, diversity and business efficiency in the workplace using about 60 questions grouped into the following 11 categories.
The Asahi Group reports findings through this survey to respective Group companies that use them to identify issues and formulate specific countermeasures in an attempt to improve human capital.
Overseas, the Asahi Group is conducting surveys according to the local environment, which differ by area.
|Overall scores (differences from
standard values for Japan)
|Scores for men||Scores for women|
|1||Sustainable engagement||75 (+9)||75||74|
|3||Strategies and courses of action||80 (+6)||81||77|
|4||Customer and quality orientation||72 (+6)||72||72|
|5||Cooperative relationships||70 (+5)||70||70|
|6||Respect for individuals||68 (+7)||68||68|
|7||Growth opportunities||60 (+5)||61||55|
|8||Remuneration and welfare||56 (+14)||56||57|
|9||Authority and discretion||74 (+4)||74||73|
|10||Results management||64 (+7)||64||62|
|11||Business efficiency||62 (+6)||62||62|
*Scores: Ratios of people who picked supportive replies on a scale of five (people who chose “I think that way” or “I think that way more likely than not”).
*Standard values for Japan: Benchmark data based on surveys conducted by Willis Towers Watson (weighted average values for 133 companies in Japan).