Society
“Human Capital”, “Social and Relationship Capital”, and Musashi Paint Group’s Social Initiatives
The Musashi Paint Group values human capital and society-related capital as assets that are essential to the sustainable growth of our company and for the creation of social values.
We believe that our competitiveness is powered by the talents and motivations of our employees as well as the diversity of the company and that the foundation of our business activities is built upon the relationship of mutual trust with our local communities and stakeholders. We recognize that “people” and “bonds” are investments toward our future, and firmly believe that enhancing the value of human capital and social and relationship capital lead to the realization of a sustainable society and the advancement of our corporate values.
Important Themes Addressed in Musashi Group’s Social Initiatives
As social initiatives we conduct activities that have positive social impact as well as activities that do not have negative social impact.
These are the key challenges for social initiatives we aim to resolve at the Musashi Paint Group.
Below, we will elaborate on our five initiatives as shown in the figure above.
1. Strive to Pursue Employees’ Well-being
The recent social demands for disclosure of information concerning human capital have risen. While we are not in scope of application, from the financial closing ending March 2023, it has been mandated for publicly-listed companies and other major firms to disclose information on human capital.
One of the elements required to be included in initiatives for human capital is well-being.
We believe that our employees are the group’s most important stakeholders. Our business would not be able to grow without their growth.
At the Musashi Paint Group, we ensure that our employees can work energetically.
To strive to pursue employees’ well-being, we are committed to
・Develop a labor management system to foster an environment where employees find work rewarding and are taking the following measures to achieve the above.
1. Initiatives to Improve the Workplace Environment for Employees
| ① | Introduction of new work arrangements |
Additional work arrangements such as flexible working hours (or staggered working hours), work from home, hourly paid leaves, and reduced working hours for childcare |
| ② | Improvement of working environments |
Conduct of satisfaction surveys to our employees and improvement of workplace based on survey results |
2. Measures to Raise Our Employees’ Motivations
| ① Award system | Continuous service award (at each site as well as group-wide), 5S activity award, awards for quantitative achievements, CSR activity excellence award, and more. |
3. Measures to Enhance Our Employees’ Talents
| ①Educational support | Language studies, AI training, etc. |
| ② Mutual understanding | Training at and opportunities of communication with other sites |
2. Strive to Create Value with Communities – Contributing to Local Society –
We think companies should contribute to the country and region where they conduct business to enrich its society and add value.
The Musashi Paint Group has long been engaging in activities that contribute to the local society as a member of such society in hope that it continues to be a company trusted and loved by all. To strive to create value with communities through contribution to local society, we are committed to
- Develop a win-win relationship with society
Specifically, we take into consideration of the situation at each location and are taking measures such as those shown below.
| １） | Local Beautifying Activities: Re-painting local buildings with our paint products |
| ２） | Monetary or material donation to local organizations and socially disadvantaged people (also includes participation in flea markets) |
| ３） | Visits to nursing homes |
| ４） | Office visits by employees’ families |
| ５） | Blood donations |
In addition, from 2024, the entire group has been participating in WORLD CLEANUP DAY as part of our activities to contribute to the local society (For details, see pages 11-12 of the “Musashi Paint Report 2025”).
3. Strive for Human Rights
Human rights are “fundamental rights and freedom that each person has simply because they exist.” These rights are not granted by any state, but inherent to all individuals, and are rights that should be protected by companies and individuals.
Sadly, there are still many incidents in our society that infringe on human rights.
Our group is committed to prevent any actions that may infringe on human rights to be taken across our corporate activities and any other activities deriving from our business.
We understand that corporate actions that infringe on human rights not only jeopardizes the continuance of such corporation, but also has a lasting effect across the entire supply chain. Our group implements initiatives for human rights issues along with our business partners.
To strive for human rights, we are committed to
“・Develop a human rights due diligence system for our company and suppliers by 2030
and are taking measures to achieve the above.”
In effort to achieve this goal, our group has laid down a human rights policy that stipulate the basic stance the Musashi Paint Group has towards human rights and how we approach this issue. Furthermore, in regards to “appropriate management of raw materials that may infringe human rights”, a factor that we see as especially important in supply chain management, we have compiled the “Operational Procedures for Conflict Minerals Management” as a secondary document that implement our human rights policy. We are taking actions to disseminate this across the group.
4. Strive for Occupational Safety and Health
We are a manufacturer that handles chemical substances as raw materials and uses facility equipment in the production of our products.
Our group values our employees as our greatest stakeholders.
Hence, the continuous provision of a safe and healthy environment to our employees is the group’s greatest responsibility.
We are committed to improving the quality of the work environment in terms of both hard infrastructure (such as facilities and equipment) and soft infrastructure (such as mindset) to prevent incidents.
To strive for occupational safety and health, we are determined to
“・Achieve and maintain occupational disaster/health hazard-free workplaces
and are taking measures to achieve the above.
” Specifically, we are
| １） | Taking KY actions through local patrol |
| ２） | Making effort to understand the actual state of workplaces and take improvement measures based on our group’s common definition for occupational disasters |
| ３） | Taking measures so that the HD Production Division understands the overall state of occupational safety and health across the group and can share information with local regions |
These are some of the actions we are taking.”
5. Strive for Quality
Quality assurance is a management system that is essential to ensure our customers to feel safe using our group’s products.
While the primary measure taken for quality assurance is to realize requests made by our customers, it could also be said that such measure plays a vital role in environmental preservation as the discarding of defective products have an adverse effect on the environment. To strive for quality, we are determined to
“・Minimize the Cost of Poor Quality (COPQ) to raise customer satisfaction
and are taking measures to achieve the above.”
Namely, we are making effort to enhance quality by developing a quality management system at each site, getting it certified, and maintaining that certification. On a global level, we are taking preventative measures for defects as well as extracting representative case examples from past complaints regarding quality and sharing the lessons learned from such cases with the entire group.
