Realization of Working Styles with an Emphasis on Work-Life Balance

It is now possible to conduct almost all internal business processes online in order to contribute to the smooth execution of services at home, share offices, etc. In addition, we rent out smartphones, notebook PCs, and tablet devices to employees to improve operational efficiency, and have achieved a significant paperless operations by viewing meeting materials on these tablets.

To promote diverse working styles and enhance employee well-being, we have introduced a remote work program that generally allows employees to work from home up to one day per week. Employees raising children in the third grade of elementary school or younger may use the program for up to ten days per month. In addition, during the summer season, we temporarily relax the limit for a certain period in consideration of employee safety and comfort, demonstrating our flexible response to changes in climatic conditions and family circumstances.

We have introduced a flextime system (core time: 11:00-15:00) to enable employees to conduct their work efficiently and independently by deciding on their work hours at their own discretion.

Employees that exceed certain standards working time are sent health survey forms, and we continue to require interviews by industrial physicians. Departments that have problems with overtime work formulate and implement improvement measures on a case-by-case basis to prevent overtime work by reducing excessive overtime.

We strive to prevent health impairment by accurately tracking working hours based on objective data such as PC logs, and by curbing long working hours through compliance with the 36 Agreement.

We are continuing initiatives such as labor management training for managers.

We strive to foster a workplace culture in which employees can easily take annual paid leave by establishing recommended paid leave days and introducing a travel subsidy program. We encourage employees to take consecutive holidays throughout the year, and particularly promote the use of extended leave during the summer vacation encouragement period from July to September. Employees are informed company-wide that regular meetings should not be scheduled during recommended leave days or encouragement periods, and that taking leave should take priority when leave overlaps with meetings or other work-related commitments. By helping employees clearly separate work and personal time, we support a better work-life balance and opportunities for physical and mental refreshment.

In addition to our annual paid annual paid leave system, we have a variety of leave systems, including special leave for long service, maternity leave before and after childbirth, childcare leave, family care leave, shortened working hours for childcare, child nursing and related care leave, shortened working hours for family care, volunteer leave, and special sickness leave. We encourage employees to take leave in accordance with their diverse living conditions. In addition, we are striving to encourage employees to take leave by setting days to encourage taking paid leave and introducing a lodging travel subsidy system.