The JVCKENWOOD Group is making efforts to create a safe and pleasant workplace, and to support each employee to grow by building education and training systems.
Supporting career and skill development
JVCKENWOOD has implemented systematic training so that employees can improve the skills necessary to perform their roles, and provide training so they can utilize those skills within the organization. We have also implemented a career development program to help employees realize the career aspirations they draw on from their background and experience.
The Career Development Program is comprised of the following: ① career interview; ② career design training; and ③ career development support.
Employees meet with their superiors once a year to discuss their career vision and career development topics to approximate individual motivations and company expectations. This is the most fundamental part of the Career Development Program.
Career design training and career development support
In these training sessions, employees review their current work practices while planning what they want to attain in the future. By considering the actions necessary to reach their goals, the employees gain an awareness of various points. Further, this is an opportunity for them to comprehensively consider the balance between their work and private life, such as the personal development needed to realize future goals and connections with family and the local community, while discussing their career vision.
We have introduced a career development support system for employees, including assistance in terms of both time and money, to take on further challenges by applying what they have learned and what they are now aware of.
Helping ensure harmony between work and family life
The JVCKENWOOD Group is steadily enhancing its efforts to help employees have a good balance between their work and family life (work-life balance: WLB), with the aim of positively embracing the diverse lifestyles and ways of working of employees.
|Name of program||Description of eligibility||Status of usage of
each system in FY2016
|Childcare leave||To take leave until the end of April following the child's first birthday or the end of the month in which the child reaches 18 months.||Taken by 25 people|
|Reduced working hours for childcare||To reduce work time up to two hours per day, separately as provided by law, for childrearing until the first March 31 after the child reaches 12 years of age.||Used by 50 people|
|Pregnancy leave for spouses||To take three days’ leave to stay with their spouses during delivery.||43 people overall, 116 cumulative days taken|
|Sick/injured childcare leave||To take five days’ leave per year to look after sick/injured children (10 days if there are two or more children) until the first March 31 after the child reaches 12 years of age.||Taken by 36 people|
|Nursing leave||To take a cumulative maximum of one year of leave per family member who requires nursing care.||Taken by 3 people|
|Reduced working hours for nursing||To reduce work time by up to two hours per day for a cumulative total of one year, combined with nursing leave.||Used by 2 people|
|Nursing days off||To take five days’ leave per year to look after a family member who requires nursing care (10 days if there are two or more such family members).||Taken by 12 people|
|Limitation of overtime work and night work||To be exempt from overtime work of more than 24 hours per month or 150 hours per year and from late-night work if so requested by employees raising children who have not reached the first March 31 after becoming 12 years of age or those taking care of family members who require nursing care.||—|
|System to register retirees for reemployment||Employees who have left the company because of pregnancy, childbirth, childcare, nursing care, or a spouse being transferred can be registered for reemployment.||4 people have registered|
Supporting childcare and nursing
We have a range of programs to support our employees in balancing work with family life, including childcare and nursing. The childcare-related support system is applicable “until the first March 31 after the child reaches 12 years of age,” which is until graduation from elementary school.
Reducing overtime work
Our ongoing efforts also include reducing overtime work to promote a dayto- day work-life balance (WLB).We are conducting activities to encourage our employees to work with an awareness of time management on their own. For example, each business center has designated one day a week as its own “no overtime day.” On this day, we urge employees to go home on time via an in-company broadcast two hours before the end of business hours, asking them to adjust their work schedules so they can go home at the end of regular work hours. As a result of these activities, the total actual working hours have been decreasing since FY2012. Meanwhile, business expansion can cause overtime work to increase. Therefore, we will step up efforts to reduce overtime work.
Encouraging employees to take annual holidays
In addition to the activities to reduce overtime work, we encourage employees to use their annual paid holidays based on the target for the number of annual holidays to be taken, set between labor and management.
As a result of such efforts, the total paid leave taken per year has increased from 13.9 days (rate of taking paid leave: 60%) in FY2010 to 16.3 days (rate of taking paid leave: 65%) in FY2016.
Mental Healthcare Measures
As a mental healthcare measure, JVCKENWOOD introduced a stress check-up system in FY2016. In this way, we are working to foster awareness about mental health and bring attention to the need to prevent mental health disorders, and to improve the workplace environment. At the same time as the introduction of the stress check-up system, JVCKENWOOD set up a counseling service hotline, through which counseling by external counselors is available, to establish a system to help employees solve their business and private problems and issues.
We have also established a return-to-work support system when employees go back to work after an absence due to mental health disorders. This system is designed to support employees’ smooth return to work by introducing work responsibilities on a trial basis, increasing the workload and working time in stages.
Overwork Prevention Measures
Long working hours is an important social problem that could lead to health problems and even death from overwork for employees.
We have been proactively working to reduce long working hours by taking measures such as improving the operational efficiency, establishing days when people leave work on time, and encouraging the use of annual paid leave. In addition, we are striving to prevent damage to the health of people by having those workers that do long hours of overtime receive face-to-face guidance and a medical interview by industrial physicians.
Safety and Health Committee
We have established a safety and health management system in accordance with the Industrial Safety and Health Act, and we have the Safety and Health Committee in place at workplaces with 50 or more employees.
The Safety and Health Committee works to improve the workplace environment by conducting reviews of industrial accidents that have occurred and the actual conditions of overwork and mental health problems, based on reports of survey results issued by the Secretariat.
We put up posters on various themes, such as messages to employees and introduction of co-workers in the JVCKENWOOD Group, in the Head Office, Business Centers and manufacturing sites. The aim is to foster a sense of togetherness among the Group’s employees.