The JVCKENWOOD Group has been stepping up its initiatives to help employees achieve a good balance between their work and family life (work-life balance: WLB), with the aim of positively embracing employees’ diverse lifestyles and work styles. Three pillars underpin these efforts – supporting childcare/nursing care, reducing overtime work, and encouraging employees to take annual leave – and the Work Style Reform Project was initiated in FY2017. We are bolstering our efforts to ensure that employees in generations who also play important roles in their households can work with peace of mind and strive for and attain harmony between their work and family life (a positive cycle of work and private life).
A variety of programs have been set up to support both childcare/nursing care and work. Support programs related to childcare are available through the end of the first March after the child reaches 12 years of age, with coverage being offered until the child graduates from elementary school. Programs that allow leave or shorter working hours for nursing care have made it easier for employees to continue working while providing nursing care. The number of persons utilizing the childcare shorter working hours (flex-time) program in particular has increased in recent years, with workplace superiors and colleagues becoming more understanding.
In future, we will build support systems tailored to employee needs and work throughout the company to ensure that no one has to resign because of childcare or nursing care.
As part of our efforts to support nursing care alongside work, we have prepared a handbook that compiles basic knowledge and introduces our programs relating to nursing care and posted it on the in-house Intranet.
Work x Nursing Care: A Handbook for a Healthy Balance (Japanese)
JVCKENWOOD launched a trial telework program for employees in 2017. This program is aimed at creating an environment that will allow employees to work or continue working no matter what conditions they are in, enable employees to work efficiently when working outside the office (e.g. when making sales calls and when going on business trips), and reduce total actual working hours to keep a good work–life balance. In FY2018, a total of 1,283 employees teleworked for a total of 10,000 hours (including those using the trial program). JVCKENWOOD also launched a work-at-home program in August 2019 for employees who are raising children, looking after parents, and/or receiving medical treatment. We will continue to work to promote understanding in the workplace and encourage employees to use these programs.
In order to facilitate a good daily work–life balance, JVCKENWOOD continues striving to improve work efficiency to reduce total actual working hours and overtime hours. More specifically, JVCKENWOOD has taken various measures, such as developing a new internal portal to enhance information transmission and retrieval performance, increase efficiency in internal meetings, which make up a large share of the work hours, and promote the development of satellite offices and the introduction of telework to reduce travel time. Moreover, each business center has its own “no overtime” days, on which an announcement is made two hours before the leaving time to encourage employees to adjust their work schedule to leave the office on time. Thus, we work to raise the time-consciousness and initiative of all employees.
These efforts are aimed at reducing average annual actual working time per person to the 1,800-hour level by FY2019, and it was reduced from 1,986 hours in FY2017 to 1,978 in FY2018. Going forward, we will take additional steps, such as developing a tool to visualize in and out times and offering specific know-how to improve workplace productivity, to help employees spend more time in creative activities and achieve a virtuous cycle of work–life balance.
In addition to reducing total working hours, labor and management are working together to set up targets that encourage employees to take their annual leave time. Labor and management have together recommended that employees take five consecutive days of leave, and the number of days of annual leave taken in FY2017 averaged 16.5 days per employee. We will continue encouraging employees to take scheduled leave, hoping to have employees across the company take 20 days of leave per year in 2020.
List of programs and usage in FY2016-2018
|Topic||Program name||Program description||No. of employees using program|
|General leave of absence||Annual paid leave||
Average annual number of days off work per person
* Aiming to enable employees to take at least 20 days off work a year by FY2020.
|16.3 days||16.5 days||16.4 days|
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 two years of age
|Reduced working hours for childcare||
To reduce work time up to two hours per day, separately from statutory childrearing time, for childrearing until the first March 31 after the child reaches 12 years of age
|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
|Nursing care-related||Nursing care leave||
To take a cumulative maximum of one year of leave, until nursing care is no longer required, per family member who requires nursing care.
|Reduced working hours for nursing care||
To reduce work time by up to two hours per day until nursing care is no longer required
|Nursing care days off||
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)
|Overtime work||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 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
|Other||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 on retirement.
The JVCKENWOOD Group has actively promoted after-work interactions since FY2017, promoting in-house club activities to enhance employees’ work-life balance and facilitate communication among them.
As a result of establishing approval and financial support systems for in-house clubs, 37 clubs have been formed as of July 2019. We will continue to support in-house club activities since we believe that employees will get more creative and motivated to work better if they live an enriched life by spending more time with their family, cultivating themselves, implementing health promotion activities, and enjoying hobbies to the fullest.
Kimono club at Head Office and Yokohama Business Center
Amateur radio club at Hakusan Business Center
JVCKENWOOD Engineering ski and snowboard club
JVCKENWOOD Engineering music club
JVCKENWOOD has launched a Terakoya program to provide opportunities for employees to learn and interact with one another after work hours. Since the launch in FY2017, the program has offered five workshops, where employees with diverse backgrounds gave lectures to share their great experience and know-how. In FY2018, a joint workshop was held about presentation skills, in collaboration with JVCKENWOOD Design, and attended by 22 participants, not only from the Head Office but also from other business centers and bases. We will continue to deliver hands-on workshops to encourage employees to socialize beyond the departmental boundaries to create a corporate culture that can facilitate daily interactions in the workplace and spur innovation.
JVCKENWOOD started to hold tea parties in FY2018 to provide opportunities to freely exchange opinions and has so far held three meetings. As part of the campaign to broaden employees’ consciousness, this program is planned and organized during the regular work hours (from 4 pm to 5:45 pm) to provide opportunities for employees to freely discuss questions and opinions they have in daily work. Each meeting is attended by a dozen or more employees of different ages and from different departments to discuss different themes, such as “work style reforms” and “how to visualize management.” This program is open to all employees, and participants said that they had got new insights by discussing their respective workplace cultures, including their actual overtime hours and their way of working, with other employees with whom they had rarely interacted. Going forward, we will continue to respect the opinions of employees and work to build a better workplace culture.