Sustainability
Initiatives for Certain Stakeholder Groups Human Capital
- Clients
- Consumer Research Panels
- Human Capital
- Partner Companies
Establishing a Diverse Working Environment
Creating workforce environment where employees can stay healthy and work for many years
Seeking to create an environment in which employees can stay healthy and work for many years, the Macromill Group is taking steps to cultivate health awareness so that each employee can remain attuned to good health and keep physically and mentally fit. We will continue to reinforce health management initiatives and pursue Eruboshi, Kurumin, and Tomonin certification as an excellent health management organization.
Promotion of diversity and inclusion
The Group believes that ensuring diversity and inclusion in the workforce continues to be vital in improving the value we bring to our clients as well as for meeting our corporate social responsibility goals.
Since 2015, we have been promoting diversity and inclusion with the aim of fostering an environment of mutual respect for differences in which all employees can live up to their full potential.
Trajectory of our initiatives
- Forming a support framework based on interviews with employees taking maternity or childcare leave
- Implementing educational activities aimed at balancing work and family care
- Reviewing of workforce environment for a diversity
- Multifaceted initiatives to promote the career path of female employees
(Developing and providing inventory tools for career development, setting up opportunities for dialogue across departments, publishing female employee interview articles internally, etc.) - Designing opportunities for collaboration between managers with female team members
In the latest employee satisfaction survey carried out in January 2023, many respondents agreed that “there is an atmosphere of recognizing diverse values” (TOP 2: 80%). Through consistent efforts to date, we have steadily fostered a culture of mutual respect and acceptance of diversity.
Initiatives to promote the greater participation of women
Since 2021, we have been focusing on promoting the greater participation of women. Our goal was to increase the ratio of female managers from 16% as of the end of June 2021 by 5%–10% by the end of July 2023, and ended up raising this figure by 6% increase to 22%. We will continue to step up efforts to promote women’s participation, targeting a ratio of female managers of 25% by the end of July 2027 and 30% by the end of July 2030.
Ratio of female managers and new performance indicators
Ratio of female managers and average age of managers
Macromill group employees (consolidated, non-consolidated)
| 2021/7 | ||
|---|---|---|
| Consolidated | Non-consolidated | |
| Ratio of female managers | 28% | 18% |
| Average age of management personnel (years) | 42 | 38 |
| 2022/7 | ||
|---|---|---|
| Consolidated | Non-consolidated | |
| Ratio of female managers | 32% | 18% |
| Average age of management personnel (years) | 43 | 38 |
| 2023/7 | ||
|---|---|---|
| Consolidated | Non-consolidated | |
| Ratio of female managers | 26% | 22% |
| Average age of management personnel (years) | 43 | 39 |
| 2021/7 | 2022/7 | 2023/7 | ||||
|---|---|---|---|---|---|---|
| Consolidated | Non-consolidated | Consolidated | Non-consolidated | Consolidated | Non-consolidated | |
| Ratio of female managers | 28% | 18% | 32% | 18% | 26% | 22% |
| Average age of management personnel (years) | 42 | 38 | 43 | 38 | 43 | 39 |
- Due to the transfer of the business of wholly owned subsidiary MetrixLab Group to Toluna Holdings Limited on June 1, 2023, the ratio of female managers as of July 2023 was down year on year.
Realizing diverse and flexible working styles
As the average age of our workforce increases, we are also putting effort into creating an environment that allows employees to work in a variety of ways to accommodate changes in their life circumstances. Currently, each division has two designated days to come into the office week. We are working to ensure active communication within the organization while also introducing hybrid working styles where employees can work remotely up to three days a week. One in five employees has childcare responsibilities (children under 18). Such employees can now work shorter, six- or seven-hour days until the end of their child’s third year of elementary school. The rate of return after childcare leave remains high, at 96.4% for the July 2022-June 2023 period. Employees can also revise their work hour schedules every three months, allowing them to work flexibly to suit their lifestyles.
We are also working to enhance our leave system. In addition to annual paid leave, we have unique leave systems such as a Happy Holiday system granting six days of special paid leave each year and a Thanks Holiday system for long-time employees. The employee satisfaction survey found a favorable level of satisfaction among short-time employees regarding the balance between work and private life. We are steadily fostering a climate and culture that makes it easy to balance work and home life.
Ratio of men to women in our recruitment
Ratio of male to female new graduates hired in the past three years
Ratio of male to female mid-career hires in the past three years
Original leave systems
Rate of male childcare leave
37% as of June 2023, up 19 points year on year
Basic Policy Regarding Human Rights
The Macromill Group has established a Basic Policy Regarding Human Rights that expresses our stance of respecting human rights through our corporate activities. By protecting and promoting human rights, we seek to build long-term relationships of trust with all stakeholders, including employees, clients, and shareholders. We will also share the values of respecting human rights in our relationships with business partners across the business value chain.
Components of the Basic Policy Regarding Human Rights
Number of consolidated employees of the Macromill Group
| 2021/6 | |
|---|---|
| Number of employees | 2,637 |
| Percentage who are women | 50% |
| Average age (years) | 36 |
|
|
| Ratio of women among executive officers | 8% |
| Number of non-regular employees | 225 |
| Percentage of non-regular employees | 11% |
| Number of people with disabilities employed | 28 |
| Retirement rate* | 10% |
| 2022/6 | |
|---|---|
| Number of employees | 2,970 |
| Percentage who are women | 52% |
| Average age (years) | 37 |
|
|
| Ratio of women among executive officers | 9% |
| Number of non-regular employees | 241 |
| Percentage of non-regular employees | 11% |
| Number of people with disabilities employed | 31 |
| Retirement rate* | 12% |
| 2023/6 | |
|---|---|
| Number of employees | 2,155 |
| Percentage who are women | 54% |
| Average age (years) | 38 |
|
|
| Ratio of women among executive officers | 0% |
| Number of non-regular employees | 259 |
| Percentage of non-regular employees | 11% |
| Number of people with disabilities employed | 31 |
| Retirement rate* | 11% |
| 2021/6 | 2022/6 | 2023/6 | |
|---|---|---|---|
| Number of employees | 2,637 | 2,970 | 2,155 |
| Percentage who are women | 50% | 52% | 54% |
| Average age (years) | 36 | 37 | 38 |
|
|||
| Ratio of women among executive officers | 8% | 9% | 0% |
| Number of non-regular employees | 225 | 241 | 259 |
| Percentage of non-regular employees | 11% | 11% | 11% |
| Number of people with disabilities employed | 28 | 31 | 31 |
| Retirement rate* | 10% | 12% | 11% |
Macromill employees (non-consolidated)
| 2021/6 | |
|---|---|
| Number of employees | 1,088 |
| Percentage who are women | 48% |
| Average age (years) | 33 |
| Ratio of women among executive officers | 10% |
| Number of non-regular employees | 104 |
| Percentage of non-regular employees | 9% |
| Number of people with disabilities employed | 22 |
| Retirement rate* | 9% |
| 2022/6 | |
|---|---|
| Number of employees | 1,185 |
| Percentage who are women | 49% |
| Average age (years) | 33 |
| Ratio of women among executive officers | 13% |
| Number of non-regular employees | 105 |
| Percentage of non-regular employees | 8% |
| Number of people with disabilities employed | 22 |
| Retirement rate* | 12% |
| 2023/6 | |
|---|---|
| Number of employees | 1,179 |
| Percentage who are women | 50% |
| Average age (years) | 33 |
| Ratio of women among executive officers | 0% |
| Number of non-regular employees | 116 |
| Percentage of non-regular employees | 9% |
| Number of people with disabilities employed | 21 |
| Retirement rate* | 10% |
| 2021/6 | 2022/6 | 2023/6 | |
|---|---|---|---|
| Number of employees | 1,088 | 1,185 | 1,179 |
| Percentage who are women | 48% | 49% | 50% |
| Average age (years) | 33 | 33 | 33 |
| Ratio of women among executive officers | 10% | 13% | 0% |
| Number of non-regular employees | 104 | 105 | 116 |
| Percentage of non-regular employees | 9% | 8% | 9% |
| Number of people with disabilities employed | 22 | 22 | 21 |
| Retirement rate* | 9% | 12% | 10% |
- Percentage of full-time employees who resigned for personal reasons
Provide an Opportunity to Challenge New Possibilities
Cultivating human resources through systematic education programs and career-building rotations
Recognizing that, in our business activities, enhancing the value of employees is directly linked to enhancing corporate value, we seek to cultivate human resources through systematic education programs and a voluntary job-rotation framework. In addition to Group-wide level-specific training led by the Human Resources department, we also offer extensive training programs for each job type and have put a framework in place that allows new graduates and mid-career hires with no relevant experience to immediately start contributing in the workplace.
Sales Division
Macromill Sales Academia is a program aimed at enabling employees to acquire skills and support business operations.
Researcher Division
The Researcher Basic Course allows participants to learn about a wide range of topics ranging from research design to analysis.
Feedback mechanisms to support growth
We operate a management by objectives (MBO) system with the aim of cultivating employees. We provide frequent and real-time feedback to help achieve the goals set jointly by managers and their team members. We use absolute evaluation standards not only to evaluate the extent to which employees achieve their individual goals, but also to make a comprehensive judgment by taking into account actual performance in the workplace, including work processes and the degree to which employees demonstrate the Group Values.We conduct an annual 360° feedback survey for managers, under which they receive feedback on their actions as managers from superiors, subordinates, and peers. Managers analyze their own strengths and challenges based on self-evaluations and these evaluations from the people around them, and work in the following year to hone their management skills.
Support for autonomous career planning
We actively provide opportunities for employees to think for themselves about their careers and put their ideas into action. For example, the Group contains a wide variety of highly specialized positions such as sales staff, researchers, research directors, data analysts, data consultants, and panel communications specialists. The corporate website shares specific skills and career path examples for each of these grades and job types. Employees also discuss their career aspirations, skills, and strengths with managers, gaining an awareness of their desired career vision over the short, medium, and long term, as well as the skills they want to acquire going forward. Managers do their best to help team members realize their career aspirations, offering support for career changes by assigning jobs and roles, creating training opportunities, and making use of an internal recruitment transfer system. As a result, there are cases in which new graduates become managers in as little as five years after joining the Group. This approach also makes it possible to create and offer career paths that address employees’ desire to grow.
Launched a website dedicated to career development
We have launched a dedicated internal website that gives practical examples of the steps employees in various positions such as sales personnel, researchers, and sales assistants can take to grow their careers.
In-house job posting and transfer system
We operate an internal open job posting and transfer system to promote the independent career development of our employees. We publish open positions quarterly, to which employees can freely apply. This is a fast initiative, with successful applicants transferring to start their new roles just three months after applying. We hope that employees can gain new experience by embracing challenges, combining this with the experience and personal connections they have cultivated up to that point. In this way, they can grow into highly valued team members.
Embodying a Data Culture,
Developing Educating Data-Native Talent
An environment that embodies a data culture
and develops data-native talent
The Macromill Group’s vision is: “Build your Data Culture.” We support contribute the data-driven decision-making of clients by acquiring and providing data ranging from consumer awareness to digital behavior, purchasing, and biology. EspeciallyIn particular, in cultivating researchers, we have established a distinctive three-year training program to develop basic capabilities and, in addition to a wide variety of classroom-based education, conduct periodic testing to check that employee’s working knowledge is entrenched.
To address the demand for more sophisticated business analytics going forward, we are strengthening the development of analysts. We have developed an in-house basic analyst training program for all new graduates as well as online analytics training programs for employees who demonstrate potential. We are pursuing numerous efforts to embody an in-house data culture. Based on the results of the latest employee satisfaction survey, we are conducting an in-house analysis to enable more in-depth consideration of such a culture, which is informing the action plans being explored by each division.
Recruiting and training data professionals
From 2017 to 2019, in collaboration with client companies, we held a public contest for data analysis-based marketing strategy planning. We carried out a hands-on program of using consumer data to propose solutions to the marketing issues of companies, receiving entries from around 2,500 students. Since 2020, we have also been offering summer and winter internships for students. By gaining experience in our data aggregation and analysis operations, roughly 800 students every year are honing their data literacy, which they can then apply to business.
Moreover, in July 2022, we transferred our data consulting business to SOUTH Inc., a marketing and consulting business, through an M&A. We then converted this into a subsidiary, renamed Eight Hundred, Inc., and have since continued to expand the consulting business. Eight Hundred had 77 data analysts as of the end of June 2023 (roughly 1.2 times more than the previous year).
Human resource development programs with diverse partners
Alongside our internal training system, we provide a wide variety of employees with opportunities to hone their skills, including dispatching them to the marketing consulting companies with which we have strategic alliances and offering training through collaboration with specialized graduate schools. Specifically, we are expanding our expertise by seconding employees to companies affiliated with the Macromill Consortium and bringing in lecturers from partner companies to provide employee training. development opportunities for our employees through the marketing and consulting firms with whom we have strategic alliances, and also through industry-academia partnerships. Specifically, we are expanding our expertise through secondments to companies affiliated with the Macromill Consortium and bringing in lecturers from affiliated companies to provide in-house training for our employees. We are also creating human resource development programs in collaboration with external organizations, such as company-sponsored study programs with Shiga University’s Graduate School of Data Science, so that our data scientists can further deepen their capabilities and knowledge.
Student internships.