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 fostering early morning work, promoting the use of a flex-time system, allowing early departures from work, reducing and shortening meetings, monitoring daily work hours, as well as trialing work at home 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, and the effects are being seen in reduced 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, broadcasting announcements encouraging employees to return home on time, 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.
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
- 1. Flexitime system - Offered to employees who are pregnant, caring for children up to the sixth grade, or providing nursing care to family members;
2. 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.
To make work more efficient and allow information to be shared more smoothly within the entire Group, from August 2015 we have been promoting the adoption of new groupware, office365, which will become a new common work infrastructure. The adoption of this groupware has now been completed for the 27,000 group employee users working at offices in 41 countries over the world, and has led to reduced travel time through Skype conferences and lively communication both in Japan and overseas.
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 female 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 NYK expects that short-term Childcare leave will become a trigger for employees to review their workstyles and realize greater efficiency and output.
- *Total number of users, excluding those who left the company
Next-generation Support Programs
Since 2011, NYK has been recognized by the Tokyo Labor Bureau with "Kurumin" certification, which recognizes qualified private sector employers. The sixth action plan was formulated in April 2021, and we will continue our efforts to promote the active participation of diverse human resources.
"Kurumin" mark certifies measures to support the development of the next generation
- *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.
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 childcare service that was rare in downtown-Tokyo at the time. 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.