We believe that it is essential to promote a work-life balance that enables diverse methods of working. To achieve that, we strive to create a virtuous circle in which an employee can leverage experiences gained through “life” such as childbirth and childcare for “work” so that diverse talent can select their own life to live and use their own capabilities to play an active role in their job. We are developing an environment where each employee, regardless of gender and age, can achieve full potential and continue to grow through a rich source of new ideas.
Childbirth and childcare support
In 2015, we established a new childcare support system (a support system for balancing childcare/childrearing with career building), which marked a major shift in our policy from allowing time off work to helping to promote career building. We created a one-time childbirth allowance system, under which employees receive a one-time payment of ¥1 million for each child born (¥2 million for twins). In May 2020, the total number of employees who have utilized the system exceeded 10,000 (total payment of 10 billion yen).
Major support systems related to childcare (our own support systems that exceed the statutory level).
|Lump-sum payment program for fostering the next generation||A program that employees receive a one-time payment of ¥1 million for each child born|
|Childcare leave system
Shorter working hour system for childbirth & childcare
|A system that allows employees to take leave of absence until their children become three years old; paid for the first five days|
|Family nursing care leave||A system that allows employees to take up to five days of leave per year to care for their children, spouses, parents, or grandparents, as well as spouses’ parents or grandparents|
|Support system for balancing childcare/childrearing with career building||Providing information for early return from childcare leave and staggered working hours to ensure more working hours after return, and assistance in using childcare and school facilities, babysitters, etc.|
|Reemployment opportunity priority system||A system in which employees who have retired due to life events are given priority in the selection process when filling vacancies based on their wishes|
Other main systems related to support for work-life balance
|Paid leave reserve system||A system that allows employees to accumulate up to 100 days of annual paid leave that would otherwise lose legal effect and use the reserve as needed|
|Paid leave per hour||A system that allows employees to take annual paid leave on a one-hour basis|
|Home holiday program||A system to take annual paid leave deliberately for the purpose of family service, personal refreshment, self-development, etc.|
|Consecutive holidays (Re Vacation)||A system that encourages employees to take multiple times of annual paid leave and to take at least five consecutive days off, including regular holidays|
|Nursing care leave system||A system for balancing work and nursing care, allowing target employees to take leave for an indefinite period of time until reasons for termination of nursing care leave arise|
|Subsidy program to support travel expenses for nursing elderly parents (filial support program)||A system that provides a “filial support subsidy” to take care of employees’ parents who live far away and need nursing care, paying an amount equivalent to the transportation expenses based on the distance of return trip, up to four times a year per employee|
|Telework||A system that allows employees to work from home, satellite offices, third offices, etc., without being restricted by location|
|Flextime program||A program that allows employees to decide their own start and end times and working hours|
|Telecommuting allowance||Subsidy for utility costs for telecommuting|
Support program for returning to work from childcare leave
Interviews are carried out between supervisor and employee for thorough communication and a smooth transition back to work from childcare leave.
Getting the supervisor to understand the concept of work-life balance is key to avoiding discomfort for the employee regarding leave of absence and return to work. We are promoting a workplace environment in which both childcare and work are taken into account when employees return to work from childcare leave.
Initiatives that promote male participation in housework and childcare
As a corporate group that commits itself to customers’ houses and ways of living, we support employees, regardless of gender, in participating in housework and childcare and gaining new lessons and insights. In April 2016, we reevaluated our childcare leave program to make the first five days of it paid leave and have developed an environment where even male employees can take childcare leave easily. In addition, we have enhanced flexible work arrangements such as various types of leave programs and the flextime system to enable employees to engage in housework and childcare on a daily basis, not only during their childcare leave.
We encourage male employees to take the initiative in housework and childcare, which in most cases is still assigned to women in Japan, not as supporters. We aim to offer a new opportunity for male employees to actually experience housework and childcare and create a society where everyone can participate in the workplace by reducing women’s mental and physical burdens.
Initiatives to improve work styles and productivity
As a way to reform our style of working, while also promoting work-life balance regardless of gender, we are endeavoring to reduce long working hours.
Since 2004, we have been implementing lockouts in which our workplaces are closed outside of standard company hours. Also since 2014 we have included “productivity per hour” as a category in performance evaluations of our offices and plants.
We are also working to increase awareness and understanding of the problems of working long hours through detailed approaches toward individual employees, including the visualization of overtime work hours and interviews with employees.
Furthermore, to offer a choice of working style, together with promoting the use of telework, in 2021 we introduced a flextime system as we aim to realize more creative and productive work styles and sustainable work styles. We gave all employees handbooks that explain the telework style of working and through diverse work styles we continue to promote initiatives that increase productivity.