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 has begun a trial implementation of teleworking system for employees with an eye to introducing teleworking full-scale from 2017. This system is aimed to create an environment that will permit employees in particular circumstances to continue working and to work more easily, to enable employees working outside the office making sales calls or on business trips to work more efficiently, and to reduce total working hours, helping to establish a positive cycle of work and private life. A total of 300 employees participated in teleworking for a total of 3,000 hours in FY2017 (including trial period), and we will work toward more active utilization of this system while encouraging workplaces to be more understanding of teleworking.
To promote WLB on a routine basis, we are continually endeavoring to reduce total working hours and overtime work by improving operational efficiency. Among the specific measures we have been taking are developing a new in-house portal site with excellent information dissemination and search capabilities, improving the efficiency of in-house meetings that take up significant working time, establishing satellite offices to help shorten traveling time, and promoting teleworking. We also pursue operational coordination so that employees can leave work on time by setting a specific no-overtime day for each business center and by making building-wide announcements two hours prior to the end of business hour, with the aim of heightening awareness of the importance of time management among employees so that they will address this issue on their own.
We seek to reduce total working hours per employee from the company-wide average of 1,986 hours in FY2017 down to the 1,800-1,899 hour range in FY2019. By combining the employment of various tools to visualize start and finish times and the provision of specific know-how on improving workplace productivity, we will increase the creative time available to individual employees and establish a positive cycle in WLB.
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 FY2015-2017
|Topic||Program name||Program description||No. of employees using program|
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
|Leave for childbirth by spouse||
To take three days’ leave to stay with their spouse during delivery
Total of 111 days
Total of 116 days
Total of 102 days
|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.
JVCKENWOOD has been undertaking a new approach since FY2017 in pursuing activities of in-house clubs and Terakoya to actively promote interaction among employees outside working hours.
An authorization system and a subsidy system for in-house clubs have been introduced, and as many as 40 clubs have already been formed since members were first recruited in autumn 2017. A range of sports and cultural groups are now engaged in independent activities that transcend the boundaries between workplaces. Terakoya (temple schools) have been opened as after-work venues for mutual learning and exchange within the company. Featuring employees with a variety of know-how serving as instructors, these Terakoya activities have been conducted a total of five times since FY2017, with participants learning about such topics as IT security and presentation skills. We intend to invigorate these activities further in future.
JVCKENWOOD Nagano held its first Family Day, on which employees’ family members were invited to the company for plant tours and company briefings; 23 members of eight families participated. As part of the JVCKENWOOD Group’s efforts to strengthen Work-Life Balance, this event was designed to get family members to better understand the company and to deepen communication between workplace colleagues by having family members visit workplaces ordinarily inaccessible to them. We remain committed to creating a workplace atmosphere that makes ours a company with pleasant working conditions that attaches great importance on family members.