Promotion of Workstyle Reform
Promoting Workstyle Reforms
We promote workstyle reforms and started the OLIVE (Outdate Long-standing work practice and Increase Vitality of Employees) project in July 2015 for the purpose of establishing a workplace environment that allows all employees to play active roles and flexibly work with enthusiasm without rigid constraints on working hours. We review our workstyles to make efficient use of time and recognize the importance of work-life integration, which aims for a fulfilling balance of both work and life, and expect that this will lead to the creation of innovations and new value, as well as improved competitiveness. Measures to achieve this include promoting the use of a flex-time system, allowing early departures from work, reducing and shortening meetings, monitoring daily work hours, as well as Remote Work and encouraging male employees to take short-term paternity leave. These measures are disseminated throughout the company by the Human Resources Group and NYK Labor Union, to reduce overtime and meeting hours, etc.
Trends in Monthly Overtime Exceeding Legal Working Hours
To manage the progress of the OLIVE project for workstyle reforms, we monitor and internally share data on the trends in monthly overtime exceeding legal working hours.
- *Employees working at the NYK headquarters
Promotion of Work-Life Balance -Labor Union and Management Engagement-
NYK Labor Union and Management have jointly established the Work-Life Balance Promotion Committee*, which aims to increase employee motivation and sense of loyalty to the NYK Group.
The Work-Life Balance Promotion Committee 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, and disseminating information aimed at changing attitudes.
- *Work-Life Balance Promotion Committee
This special committee was organized in 1968 by NYK labor Union 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.
Short-term Paternity Leave System
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 female employees can make full use of their abilities after coming back from long parental leave.
For this reason, from April 2022 we introduced a short-term paternity leave system that provides 14 days of additional paid leave so that both men and women can have the opportunity to be involved in childcare immediately after the birth of their children. By establishing a system of cooperative housework and childcare not only during the leave but also after returning to work, we hope that parents will come to value the contributions being made by their partners.
We trust that this system will encourage employees to practice a work style that achieves results within a limited time frame, and we expect this system to play a role in reforming the way employees work.
- *Total number of users, excluding those who left the company
Next-generation support programs
Based on the Act on Promotion of Measures to Support Raising Next-Generation Children(*), NYK has been evaluated as a "high-level child-rearing support company" and was recognized with Platinum Kurumin certification in September 2021. In addition, Kurumin certification has been received five consecutive times since 2007.
We will implement measures such as a childcare leave system that exceeds the legal requirement, establish an in-house daycare facility, and improve the rate of male employees taking childcare leave. We are also working to ensure that all employees can balance their life events and careers.
- *Law for Measures to Support Raising Next-Generation Children
In response to Japan's declining birthrate, companies, national governments and local governments are to formulate various action plans to support the healthy growth of children who will lead the next generation of society.
"Platinum Kurumin" & "Kurumin" mark certifies measures to support the development of the next generation.
- *The number of stars represents the number of certifications so far.
Sixth Action Plan
As an initiative up to the fifth action plan, we have implemented various measures such as support for employees balancing childcare, encouragement of male employees to take childcare leave, and improvement of work-life balance. In this action plan, while inheriting the measures taken so far, we will further expand the system, raise the awareness of the entire company, and promote behavior change so that everyone can continue to play an active role during each life event.
Five years (April 1, 2021, to March 31, 2026)
- 2Goals and Activity Contents
- Promotion of active efforts for male employees to take childcare leave and participate in childcare/housework
Action (from April 2021)
- Further promotion of the taking of childcare leave by men, and Childcare / houseworkbeing done by both men and women
- Enhancement and acceptance of a system that enables diverse work styles
Action (from April 2021)
- Introduction of remote work, encouraging expansion and acceptance of the system to further promote diverse work styles
- Career support for female employees
Action (from April 2021)
- Even if there has been a career break or time constraints, we will further enhance opportunities for experience-based compensation through training and secondment to promote self-growth and support to broaden career opportunities.
- We will further raise awareness of diversity and inclusion within the company.
In 2002, NYK established Yusen Childcare, an in-house day-care service that was rare in the Tokyo business district at the time.
NYK provides convenient parking to Childcare parents who desire to commute by car and has also concluded corporate contracts to open the facility to employees of nearby companies.