- Improvement of Labor Productivity
- Promotion of Work-Life Balance
- Groupware Utilization
- Short-term Childcare Leave
- Next-generation Support Programs
- Yusen Child Care
Improvement of Labor Productivity
As part of efforts to reduce overtime work, we implemented an arrive-early-leave-early scheme for a six-month trial period beginning in July 2015. The primary aims of this initiative are to ensure employees work healthily, establish workplaces with flexible working hours, increase productivity and competitiveness by raising operational efficiency, and end the custom of long working hours. We want to create a corporate culture that can produce results within limited time frames and develop workplaces in which any employee can actively play a role.
Further, agreeing with and contributing to the initiative, labour unions have collaborated with the Human Resources Group to establish a website on our intranet. At any time, employees can access this website, which features work practices themed content. For example, it offers ideas on working efficiently and has uploaded our work-life balance newsletter, which includes interviews with the senior management team about using time efficiently.
With a view to enabling each employee to realise creative solutions to reform work styles, we will raise the awareness of all officers and employees about work practices and consider how to advance the initiative even further.
- Providing free breakfasts
- Prohibiting managers from speaking to subordinates before 8:45am
- Opening buildings and turning on air conditioning earlier
- Collecting quantitative data about and analysing hours of overtime and workplace arrival and departure times
- Holding seminars
Promotion of Work-Life Balance
The NYK Group is creating systems that enable individual employees to realize their potential ability fully while achieving a balance between their work and private lives. The Work-Life Balance Promotion Committee*1 leads initiatives that include monitoring overtime hours and paid holidays on a companywide and department basis, interviewing employees and supervisors of departments that have a considerable amount of overtime, broadcasting announcements encouraging employees to return home on time, and disseminating information aimed at changing attitudes.
- *1 Work-Life Balance Promotion Committee
- This special committee was organized in 1968 by labor and management to find ways to reduce overtime hours. In 2001, the committee changed its name to the Office-Hours Management Committee and strengthened its initiatives to promote better work-life balance. Further, in April 2008 it was reorganized as the Work-Life Balance Promotion Committee, comprising general employees; managers; and general managers, who act as third-party committee members.
Work-Life Balance Programs (excerpt)
- Parental leave
- Available until the child reaches 26 months of age.
- Family care leave
- Up to a total of one year. Can be divided in two if within two years of the leave commencement date.
- Parental and family care flexitime and shortened work hours
- Flexitime system - Offered to employees who are pregnant, caring for children up to the sixth grade, or providing nursing care to family members;
- Shortened working hours (up to two hours per day) - Available to employees caring for children up to the first grade or providing nursing care to family members.
- Spouse transfer leave
- Up to three years. Available if a spouse is Transferred. (applies to locations both inside and outside the country.)
- Yusen Childcare (in-house childcare service)
- Began in April 2002. Staffing above statutory requirements.
The NYK Group proactively utilizes information technology (IT) in various operations, and has installed Microsoft Office 365 as its cloud-based systems platform at about 230 workplaces (18,000 users) around the world with a view of enabling efficient work styles. In addition, the Group is working to strengthen security measures against information leaks and increasing employees' understanding of information management policies.
Short-term Childcare Leave
As a part of promotion of work style reform, the Group aims to be a company where employees with children can actively work. In particular, we aim to encourage male employees to take part in child care in order to receive their understanding of the hardship of working while caring for children. Their good understanding plays an important role in creating a workplace environment where women employees can make full use of their abilities after coming back from long parental leave.
Short-term Childcare leave can be taken by those who have not yet taken the Childcare leave provided by Japanese law. The employee can use five to 20 days of his paid leave for this break.
The percentage of employees taking short-term Childcare leave has been increasing over the past few years, surging from 17.1 percent in 2015 to 51.7 percent in 2016.This system is also part of our workstyle reform. The NYK Group expects that short-term Childcare leave will become a trigger for employees to review their workstyles and realize greater efficiency and output.
Next-generation Support Programs
Since 2011, NYK has been recognized by the Tokyo Labor Bureau with “Kurumin” certification, which recognizes qualified private sector employers. We are now working on a “Fifth Action Plan” to enhance work-life balance under the Law for Measures to Support the Development of the Next Generation,*2 enacted in April 2015.
- *2 Law for Measures to Support the Development of the Next Generation
- With the aim of fostering healthy growth of children who forge the next-generation society and, to this end, creating a childrearing-friendly environment in workplaces and communities, necessary measures will be taken, including extending the valid period of the Act for Measures to Support the Development of the Next-Generation Children, adopting special measures concerning obligations to formulate and notify action plans of general business operators, expanding support for single-mother and single-father families, and revising adjusted benefit payments between childrearing allowances and pensions.
Fifth Action Plan
To enable all employees to make full use of their abilities by creating a comfortable working environment where they can realize a balance between their jobs and family care, the Group drew up the below action plan.
Four years (April 1, 2017, to March 31, 2021)
- Goals and Activity Contents
- <Goal 1> Increase of short-term Childcare leave rate of male employees
- Introduction and publication of the short-term Childcare leave system so as to create a work environment for male employees to easily take the leave and actively commit to child care.
- <Goal 2> Strive for promoting "workstyle reform" to enhance the work-life balance of employees
- Promote diversified workstyle by continuing the OLIVE project*3, introducing a trial work-from-home option, increasing the numbers of flextime users to enhance and establish the system even further, and promoting work-life balance policies.
- <Goal 3> Support career development of female employees who are on maternity leave
- Through individual explanations about the available systems after returning from leave, followed by two interviews (before maternity leave and before expected return to office), provide support to female employees to help them remain aware of career development.
- *3 OLIVE project
- Promotion of an arrive-early-leave-early scheme for higher productivity also structure and culture creation of achieving results in a short time. The project aims to keep/promote corporate competitiveness of NYK Group.
Yusen Child Care
In April 2002, NYK became the first company in downtown Tokyo to open its own internal day-care facility, the Yusen Child Care Center. After opening the facility, we continued to ask ourselves how we could facilitate its use by more employees, which resulted in several innovations, including programs to enable users to commute by car and the acceptance of children from employees of other companies.