Our Company is making efforts to create workplaces that are safe and pleasant, and to provide each employee with support in their growth through education and training systems.
Global personnel development: Experiencing business in emerging markets
As part of our activities to “Accelerate Business Expansion in Emerging Nations,” one of our key measures, JVCKENWOOD aims for global personnel development. High-potential young employees are dispatched overseas for six months to one year so that they can gain hands-on business experience mainly in emerging markets and improve communication skills. In 2012, China was chosen for this purpose, and in 2013, employees were dispatched to both India and China.
After receiving language training in a local school, a dispatched employee gained internship experience in a local public institution. He then experienced local business operations for approximately two months after learning local business manners.
When he traveled around India on holidays, he saw a rapidly growing emerging nation's economy with his own eyes. We will continue to use the power of emerging nations to train high-potential employees.
Supporting career and skill development
Our Company have systematized and implemented training to improve the skills necessary for implementing personal roles, and training to manifest personal skills within the organization.
Multi-level training: We met 25 new employees and carried out the new employee training.
In April 2014, 25 new employees started work. Training for new employees is a five-month program that includes instruction in the internal organization and basic rules of Our Company and then hands-on training in sales and production. We aim to quickly increase the skills of our new employees after they are assigned to their positions with programs that focus on education, such as OJT and independent technical study.
Comprising career interviews, career design training, and a career development support system our career development program helps people become what they want to be based on personal employment history and experience.
Employees meet with their superiors once a year to discuss their career vision (what they want to be) and career development themes to integrate individual motivations and company expectations. This is the most fundamental of the three pillars.
Career design training
In these training sessions, employees review their current work habits while planning what they want to attain in the future (career vision) and by considering the actions necessary to attain their goals, become aware of many things. Further, this is an opportunity for participants to consider comprehensive work/ lifestyle balance consisting of personal development to reach future goals and links to family life and the region, while discussing their career visions.
Career development support system
This system provides employees the support of both time and money to take on further challenges by applying what they have learned from their new self-awareness.
This system is used for various purposes to achieve career visions, such as distance learning courses, participation in outside seminars, and the obtaining of qualifications, and is effective not only in personal development but also in in-house invigoration.
Helping support harmony between work and family life
Our Company is steadily bolstering support of a balance between work and family life (work life balance: WLB) by accepting the diverse lifestyles and work habits of employees.
Supporting childcare and nursing
We have established a variety of ways, for example in childcare and nursing, to support our employees both at work and at events in their lives.
||People using the system in 2013
||Leave can be taken until the end of April following the child's first birthday or the end of the month in which the child reaches 18 months
||Currently used by 10 people
|Reduced working hours for childcare
||During the period ending at the end of March following the child's 12th birthday, it is possible to reduce work time up to two hours per day, as provided by law, for childrearing
||Currently used by 17 people
|Pregnancy leave for spouses
||Three days' leave are allowed to attend the birth of a child
||59 people overall, 152 days taken
|Sick/injured childcare leave
||During the period ending at the end of March following the child's 12th birthday, five days' leave per year are allowed for nursing care (10 days if there are multiple children)
||A cumulative maximum of one year leave is allowed for each family member who requires nursing
|Reduced working hours for nursing
||Together with nursing leave, it is possible to reduce work time by up to two hours per day for a cumulative total of one year
|Nursing days off
||Five days' holiday are allowed to care for a family member who requires nursing (10 days if there are multiple family members)
||1 person overall, 4 days taken
|Limitation of overtime work and night work
||If an employee is raising a child, until the end of March following the child's 12th birthday, and the employee nursing a family member requiring nursing care so requests, work at night will not be required and overtime work will be limited to a maximum of 24-hours per month or 150 hours per year
|System to register retirees for reemployment
||An employee who quit because of pregnancy, childbirth, childcare, nursing care, or a spouse being transferred will be registered for reemployment
||Currently used by 2 people
Encouraging workers to have a day off
In addition to lowering overtime hours, we are encouraging employees to use their annual holidays.
To promote the taking of days off, we are promoting efforts such as spreading the idea through the various work sites, of setting goals for a certain number of days to be taken during a proposed month in a joint effort with labor unions. Starting from the previous fiscal year, we are surveying each workplace and setting detailed goals, to follow up on whether all employees are taking their days off.
Reduction in overtime work
We are continuing to make efforts to reduce overtime work every day as a way to promote a work life balance.
Specifically, we are setting one day a week as a noovertime day. On this day, we urge employees to go home on time in building wide broadcasts asking them to adjust work schedules so they can go home at the end of the regular workday. We are posting the performance of each department's efforts on our in-house portal site to raise awareness about overtime work. Also, we are developing measures intended to have employees independently manage their own time as they work.
Health and safety
Supporting people returning to work after long absences
Mental health training
We continue to provide seminars on mental health issues so that all of us are aware of and understand the reality of mental health issues, so we can treat our colleagues with thoughtfulness and prevent such issues in the workplace. We have also established a return to work support system to allow people to return to work without stress when returning to the job after long absences. This system is, in principle, a three-month program that introduces work responsibilities on a trial basis, increasing the workload and working time in stages, to a state of normal full-time work after a return from a long absence or period of not working.
When returning to full work after finishing the trial work stage,a return to work evaluation meeting is held with those people involved, such as the industrial physician, medical staff, and supervisors, where everyone involved evaluates considerations surrounding the return to work and the support system.
Countermeasures against overwork
Industrial physician providing
advice on proper health care
Long working hours lead to overwork, and this is an important social problem that cannot help being linked to health problems.We are striving to prevent damage to the health of people and reduce long working hours. We do this by reducing overtime and using interviews, guidance, and medical questionnaires by industrial physicians. Further, we have also established days when people leave work on time, and the Safety and Health Committee is reducing work hours as part of our proactive efforts.
Health and safety at work
Lounge that can be used by employees
to rest or do other things
Our Safety and Health Committee is focusing its efforts on safety and health measures to establish a corporate culture that gives top priority to the health and safety of its employees. Regarding safety, we aim to go from zero accidents to zero risks by implementing such measures as finding potential risks in the workplace, establishing risk assessment to minimize them, and regular inspections of workplaces by the Safety and Health Committee.
As for health, we are supporting employee healthcare with healthcare offices that provide advice on health, and measures to follow through on periodic health checks done in association with industrial physicians.
We are also promoting the creation of comfortable work environments by setting up rooms for relaxation and rejuvenation in our work facilities and completely separating smoking areas.