Material Topic 5

Unleashing the Potential in Diverse Talent Worldwide

この取り組みを通じて目指すゴール: Goal:

We aim to be a company that can continue to grow sustainably by creating an environment in which people from diverse backgrounds all around the world can reach their full potential.

Material Topic 5
CHRO Message

Unleashing the Potential in Diverse Talent Worldwide

In order to achieve our mission, the one thing Mercari has focused on more than anything else is investment in people.
My commitment as the company’s CHRO is to maximize the impact of that investment.

In our material topics, we’ve stated that our overall policy is “Unleashing the Potential in Diverse Talent Worldwide.”
When it comes to hiring diverse talent from around the world, the diversity of our members is a well source of creativity. Mercari’s policy is to hire professionals from around the world by providing market-competitive compensation and to train our people by providing continuous learning opportunities. We now employ talented members from more than 55 countries and territories. Our engineering organization is especially diverse, with no less than 50% of our engineering-related jobs being filled by members of foreign nationalities.

And, in order to be an organization that can bring out the best from this diverse talent, there are mechanisms that encourage our members to take on bold challenges on an ongoing basis. In any number of situations, all of our members are rigorous in asking themselves, based on our values, “am I taking on bold challenges to realize our mission?” and “am I quick to learn from failure and success?” You could say that the results of this can be seen in the sections of this report that examine what Mercari has accomplished over the past ten years.

We have put together mechanisms to increase opportunities for bold selection and promotion based on the extent to which members demonstrate our values and to provide competitive compensation regardless of our members’ attributes. Eliminating the gender pay gap is a commitment in line with this policy.

Going forward, Mercari will make further efforts to balance investment judgement that maximizes the aggregate results of members demonstrating the company’s values over the long term. Therefore, as part of our culture, we will continue to clarify and constantly update the expectations we hold for our members based on our values. At Mercari, this is our concrete judgement criteria for investing in our people.

Summary of FY2024.6

We updated our culture and grade definitions as a mechanism to provide competitive compensation regardless of individual attributes. We also leveraged internal systems such as succession planning to appoint VP roles. As part of our commitment to creating a more inclusive workplace, we published our new I&D Statement. We were able to increase the percentage of women in management positions and significantly increase the percentage of new graduate hires to acquire diverse talent.

FY2025.6 Focus Areas

  • Developing and promoting diverse talent
  • Embodying inclusion & diversity
  • Building a productive organizational environment to take on bold challenges

Results: Human Capital Highlights

Embodying Inclusion & Diversity

The diversity of our members is a well source of creativity. Mercari provides equal opportunity for all members to be able to embody our three values to the fullest. We do not stand for discrimination or unfair treatment stemming from someone’s background and continue using relevant data in order to improve the environment we share.

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Building a Work Environment for Diverse Members to Go Bold

Mercari has an HR policy that rewards members through their compensation during positive times. During difficult times, we provide additional support through a benefits system called “Merci Box.” In addition to these systems, we recently established the “Your Choice” system to provide an environment that allows members of all backgrounds to thrive, and redesigned our office—now called “Mercari Base Tokyo”—with the intention to foster communication between members.

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Taking Action to Close the Gender Pay Gap (FY2024.6 Results)

Our investigation revealed that there was an unexplained gender pay gap, so we conducted individual salary adjustments to reduce it. This is part of the mechanisms that we have in place to provide competitive compensation regardless of individual attributes.

FY2024.6 Initiatives

We have implemented periodic pay-gap monitoring using regression analysis as part of our mechanisms to provide competitive compensation regardless of individual attributes.
・Began regular monitoring twice a year following the corrective actions taken in FY2023.6
・Identified the main cause of the approximately 2% remaining unexplained pay gap
・Will continue to carry out monitoring and take necessary actions to reduce the unexplained pay gap to within ±1%
・Reviewed the process for determining annual salary in offers, which is the main cause of the unexplained pay gap