Naris Cosmetics Co., Ltd.
Naris Cosmetics improves work comfort, increasing female ratio from 30% to 60% in 30 years
Mutual understanding and improvement of individual skills of employees can cover the work of over 10% of employees who are on leave. An evaluation system that puts managers and specialists on the same level, regardless of gender.
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Naris Cosmetics Co., Ltd. (Representative: Hiroyoshi Muraoka, Headquarters: Fukushima Ward, Osaka City) has been working to create a comfortable work environment for both men and women for over 30 years, and as of the end of March this year, the percentage of female employees was 60.2%. and exceeded 60%. Although the results were not good for about 15 years after we started our efforts in the early 1990s, these results were the result of steady efforts such as updating and adding to the system without giving up, and the efforts are summarized below.
Naris Cosmetics Co., Ltd. (Representative: Hiroyoshi Muraoka, Headquarters: Fukushima Ward, Osaka City) has been working to create a comfortable work environment for both men and women for over 30 years, and as of the end of March this year, the percentage of female employees was 60.2%. and exceeded 60%. Although the results were not good for about 15 years after we started our efforts in the early 1990s, these results were the result of steady efforts such as updating and adding to the system without giving up, and the efforts are summarized below.
[Image 1: https://prtimes.jp/i/25614/341/resize/d25614-341-5de28cae9ea6c836d321-0.jpg&s3=25614-341-05509d70b2487c971639587af0033aff-3900×2925.jpg] Employee meeting
The basic principle of system design is that it is accessible to people of all ages and genders. For our company, which develops cosmetics for which the majority of users are women and children, ensuring that women can work for a long time and demonstrate their abilities has been an issue since before the world advocated the empowerment of women, and we have been focusing on the environment for over 30 years. We have been working on the maintenance of the. What was important when creating the system from the beginning was to eliminate the differences between men and women. In order to create an environment where it is easy for women to work, what is needed is not a system that applies only to women, but a system that can be applied to both men and women, thereby eliminating feelings of unfairness and increasing mutual understanding and empathy. . All systems other than those related to pregnancy, childbirth, and childcare are fair to applicable employees, regardless of age or gender. (Men are not eligible for maternity leave, but everything else is the same.) More than 10% of full-time employees are on leave. We support the improvement of individual skills necessary to cover the situation. At our company, more than 10% of all employees are currently on leave due to maternity leave, childcare leave, etc., and approximately 20% of employees are using the shortened working hours system. has not been done. What supports this is the company’s comprehensive strength that can cover the work of employees on leave, and we focus on improving the abilities of individuals. In addition to covering the costs of correspondence courses for all employees (the cost varies depending on the job content, job type, and level of acquisition after taking the course), and providing training tailored to the work content, from April last year we began providing support for improving individual skills. We will provide you with a “value-up allowance” (12,000 yen per month) that does not require any declaration. Also, the most important thing is the atmosphere. There is also an age-related effect, as many employees have taken maternity and childcare leave. Employees who have acquired this certification become senior employees and can follow up on their junior employees who are on leave, and young employees who can imagine themselves in the next few years can follow up on senior employees who are on leave. Employees who have taken childcare leave will be able to utilize their experience to improve their ability to manage their teams and female employees, and through this leave they will be able to improve their abilities in terms of how they use their time and share information with those around them. As a result, we have created an environment where work can be carried out without any delays.
[Image 2: https://prtimes.jp/i/25614/341/resize/d25614-341-ee05150350de9b1f1887-1.jpg&s3=25614-341-c36f81b9228b47097aaba1b80d5b89e8-3900×2042.jpg] Basically everything is fair. A personnel system where managers and specialists are on the same level. The ratio of women in management positions at our company is 43.2%, and more than half of them are mothers raising children. At our company, we believe that increasing the proportion of female employees and the proportion of female managers is a good thing, but we believe that this is not the whole story. At our company, we want not only managers but also employees with specialist skills to demonstrate their abilities, and we believe that managers and specialists such as researchers and engineers are on the same level, and receive the same salary. Last year, we had our first female specialist officer (auditor), a mom business manager, and a mom executive officer. We would like to increase the number of role models we can aspire to and help develop young employees. [Our initiatives regarding work comfort]
1985: Maternity and childcare leave system started; system created by the enforcement of the Equal Employment Opportunity Law
1989: First employee to return to work after maternity leave 1993 Self-reporting system: A system that allows employees to report their concerns and wishes directly to the human resources department without going through their superiors.
1996 Company-wide smoking ban
The start of the start of the time -saving system is the same as other employees, and a time -saving system can be started that can accelerate only the closing time
1997: First employee to use short-time system
1999 Permission to use maiden name after marriage
Update the time -saving system and revise the work time to the system where employees are freely determined
2010 Childcare leave period extended to 2 years Until then, it was the same as the law, 1 year and 6 months, or until April after the child turned 1 year old
Extending short-time working hours until 3rd grade
The age limit is extended to 3 years old, which is the same as the law. The time can be changed in 30 minute increments between 5 hours and 7 hours and 30 minutes in monthly increments.
〇 Can be moved up or down
Limited work location system You can choose to limit your desired work location, with transfers available nationwide.
2012: Extended short-time working hours to 6th grade; further extended to 3rd grade
Extended working hours to 6th grade; further extended to 3rd grade Extending leave to care for a child until 6th grade; Extending childcare leave until enrollment in elementary school as required by law up until then.
Extended overtime exemption until sixth grade
Established a new telephone consultation desk A new dedicated telephone/email counter was established in the Human Resources Department
Correspondence education support: Start paying for correspondence education even during childcare leave
Add childcare leave period to years of service
Reducing the reduction in retirement allowance payments. Eligible for continuous service awards for 10 and 25 years under the in-house reward system
Payment of reinstatement support funds
Allowance for those who have taken childcare leave for three months or more and return to work. Number of pre-school children x 20,000 yen per month
2014 Obtained Kurumin mark
2016 New personnel system started Introduced a new personnel system where managers and specialists are on the same level
Start of support for balancing childcare and nursing care
Support for employees who are caring for family members in addition to childcare, and training for managers
2018 Hada Vacation System A vacation system to keep your mind, body, and skin healthy
Flexible working system The system that was previously applied to employees in limited job categories is applied to all employees. In 2019, all employees, including executives and managers, will be given the same name as “surname + san”.
2020 Time Paid Leave System It is now possible to take paid leave in one-hour increments for one day or half a day.
Created a Dad Book A support book for promoting men to take childcare leave. Enlightenment for individuals and managers
2022 Birth of a mom specialist executive officer Birth of a mom specialist executive officer
2023 Obtained Platinum Kurumin certification
Birth of a female specialist officer. Birth of a female specialist officer, mom business manager, and mom executive officer.
[Efforts to promote vacation] Skin vacation, refreshment vacation, memorial vacation
[Other initiatives] No overtime days (16 days per year), company-wide flextime system, paid holidays and shortened working hours can be changed flexibly by applying on a monthly basis.
[Awards related to women’s empowerment] December 2018 Forbes JAPAN WOMEN AWARD 2018 February 2020 Osaka City Women’s Empowerment Leading Company Excellence Award ■Reference materials (titles of past news releases on work styles) 2016/03 /30 Return to work rate after childcare leave over the past 10 years 100% 2017/04/19 Retention rate after childcare leave 100% for 3 consecutive years 2018/02/28 Naris Cosmetics to introduce “skin leave” system 2018/04/25 Naris Cosmetics , the proportion of female managers has more than doubled in 10 years2018/12/25 Naris Cosmetics receives Japan’s largest women’s award FORBES JAPAN WOMAN AWARD2019/04/24 Naris Cosmetics has increased the proportion of female full-time employees from 34% to 53% in 10 years 2020/02/04 Naris Cosmetics receives the Osaka City Women’s Empowerment Leading Company Excellence Award2020/06/30 Naris Cosmetics creates a “Papa Book” with the aim of increasing men taking childcare
leave2021/03/26 Naris Cosmetics has been promoting mothers for 10 years 11 people2021/06/17 Naris Cosmetics, 2/3 of male childcare leave take 3 months2022/06/01 Naris Cosmetics, 100% of male childcare leave take 1 month 2023/01/05 Naris Cosmetics certified as a “Platinum Kurumin” company2024/04/05 Naris Cosmetics doubles the ratio of female employees, managerial positions, and mothers in managerial
positions2024/04/12 Naris Cosmetics, self Providing support allowance for ability and value improvement 2024/06/08 Naris Cosmetics, male childcare leave taking rate 44%. Approximately tripled in 5 years ■ Company profile
Company name Naris Cosmetics Co., Ltd. Location Head office 1-11-17 Ebie, Fukushima-ku, Osaka Capital 1.6 billion yen Representative Representative director Hiroyoshi Muraoka Number of employees 673 (Full-time employees only as of March 2024, consolidated) Male 265/Female 408
Group business details
■Door-to-door sales business: Sales of cosmetics, health foods, beauty equipment, shapewear, etc./Aesthetics business/Education business ■Overseas business Development and sales of cosmetics in Southeast Asia, China, and other countries around the world
■Development business OEM business (manufacturing and sales of products under the other party’s brand)
■Mail order business Cosmetics sales through media
■Over-the-counter sales business Cosmetics sales at drugstores and mass retailers through cosmetics trading companies, etc.
Directly managed stores sell unique cosmetics and provide aesthetic services
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