ワークライフバランス
基本的な考え方
日立ハイテクグループは少子高齢化による社会構造の変化やライフスタイルの多様化に対応し、従業員一人ひとりがやりがい・働きがいをもって仕事に取り組むとともに育児や介護等との両立を実現できるよう、過度な長時間労働の防止を含めた働き方の改革や各種休暇制度の整備を進めています。
体制
経営トップをリーダーとした「ダイバーシティ推進委員会」を置き、全社施策の策定を行っています。事業部門や地区ごとに推進メンバーを選出し、推進委員会からの情報共有を行い、全社施策に加え、各職場の現状に合わせた自発的な活動を推進しています。なお、これらはダイバーシティ推進グループが主体となり、実行しています。
取り組み
働き方改革への取り組み
当社グループは、多様なバックグラウンドや価値観を持つ人たちの能力を競争優位の源泉として活かす「ダイバーシティ経営」に取り組んでいます。
具体的には、2015年から、生産性の高い働き方や生産性向上の実現に向けた活動を展開中です。この活動は、勤務時間の効果的な活用とメリハリのある働き方について各職場が創意工夫し、組織力の向上をめざすものです。2016年9月には社内外に向け、経営トップによる当社グループ「働き方改革宣言」を発表しました。活動の推進力を高め、当社グループ全体としての働き方改革の加速および深化を図ります。
In addition to these measures, starting in FY2019, we focused on the happiness of each employee and launched Active 20-20*2 with the aim of creating a company where employees can work with vitality and enthusiasm. In the first year of the program, we conducted worksite workshops throughout the company to provide opportunities for employees to think about their own happiness and ideal workplaces, and approximately 70% of the teams (workplaces) conducted workshops. Through these workshops, employees gained an understanding of the happiness of team members and determined what an ideal workplace would be and measures for achieving such a workplace. The five items indicated below were set as priority issues under Active 20-20, and we are pursuing the happiness of employees in both their work and private lives through efforts by individual employees and teams (workplaces) to achieve the ideal.
- Diverse work styles: Promote the spread of diverse work styles and enhance the work-life balance
- Work challenges: Improve productivity and take on the challenges of new jobs
- Growth opportunities: Think about one’s own career and take measures to enhance market value
- Communication: Accept diversity and strengthen teamwork
- Physical and mental health: Prepare the mind and body to demonstrate maximum performance and play an active role
When implementing these activities, the Companywide Diversity Promotion Working Group proposes measures, and district committees and work style reform leaders have been established in each department to make efforts based on the circumstances of each workplace, such as improving business processes including reviewing work allocation. As a result of five years of efforts, overtime work in FY2021 was 26.5 hours/person-month compared to 30.5 hours/person-month in FY2014, and similarly, paid leave taken increased from 14.6days/person-year to 17.2days/person-year.
*1 Challenge 20-20: Activities that aim to maximize potential of individuals and organizational strength by designing effective utilization of regular work hours and working styles. The project targets are average overtime work of 20 hours or less per person per month, and paid leave taken of 20 days or more per person per year
*2 Active 20-20: Initiatives that aim to realize the Company growth by leveraging the diversity of individuals to allow each person to demonstrate his or her talents and actively participate
2019年度以降の主な取り組み
- 全社で職場ワークショップ（自分の幸せとありたい職場の姿を考える）を展開
- e-ラーニングの実施、働き方改革リーダーの任命、およびリーダー向け説明会を実施（Active 20-20の考え方の浸透）
- テレワークを推進する「Active月間」を開催し、多様な働き方を推進（制度利用促進）
- 従業員の幸せ、ワークライフバランス、イクボス式マネジメント、仕事と介護の両立、男性育休、多様な人財、セルフブランディング、マインドフルネス、睡眠等についての講演会・セミナーを実施
- 社内報・社内イントラネット・メルマガ（Active通信）による情報共有
- コロナ禍における従業員の心身の健康のため、オンライン健康イベント、ストレスマネジメント講演会、マインドフルネスアプリ体験を実施
Enhancing Work-Life Balance Support Programs
To support our employees in achieving a better work-life balance, we are striving to develop and disseminate programs for employees who need to care for children or sick relatives, taking into account legal reforms as we do so. With regard to telework, we have made a significant push to encourage use of the programs by expanding the scope of the home telework, satellite office, and location-independent work program to all employees and posting experiences of users in internal reports and the intranet. In addition, we launched the Childcare Full Support Project in the second half of FY2020 to achieve 100% rate of taking childcare leave by male employees with the objectives of promoting empowerment of female employees by eliminating existing notions regarding the division of labor between the sexes, enhancing engagement by maintaining a good work-life balance, and preparing for the risk of separation due to the need to provide family care.
| Category | Program Name | Outline |
|---|---|---|
| Working Hours | Flextime | No core time. |
| Diversification of paid leave system | Paid leave can be taken in one-day units, half-day units, and hourly units. | |
| Short working hours | Employees can choose to work shorter hours until their child graduates from elementary school, or while providing care for a family member (including care equivalent to nursing care), or for the purpose of career development. The options are as follows: 7 hours, 6.5 hours, 6 hours, 5 hours, 4 hours (Actual daily working hours for full-time staff: 7 hours 45 minutes) Note: "5 hours" and "4 hours" are in cases of special circumstances recognized by the company. |
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| Restriction of / Exemption from overtime work and late-night work | Upon application by an employee bringing up a child who is not yet attending elementary school (under special circumstances, employees whose children have not yet graduated from elementary school are also eligible) or an employee providing nursing care for a family member (including care equivalent to nursing care), we implement the following arrangements (length of time required between not less than one month and no more than one year, with no limit on the number of applications):
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| Home telework, satellite office work, location-independent work | All employees eligible regardless of childcare or caregiving | |
| Short work week | Employees who have a family member requiring constant caregiving and employees requiring ongoing medical treatment may be able to work four days or three days per week if certain conditions are met. Note: A three-day week is in cases of special circumstances recognized by the company. |
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| Work-interval | Provision of 10-hour intervals between work periods from the perspective of health maintenance. | |
| Initiative to resolve issue of assignment to distant location unaccompanied by family | Permission to work from home or other such remote location granted only in cases where doing so will satisfy operational requirements as well as expense requirements and where the employee wishes it. | |
| Leave of Absence for Family Support | Maternity leave | Period of 8 weeks (14 weeks for a multiple pregnancy) prior to the expected birth date to 8 weeks after giving birth |
| Leave of absence for childcare purposes | Length of time required, up to a maximum of three years in total until the child finishes his or her first year of elementary school It can be taken in segments. |
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| Paid leave for childcare purposes | Five days per child until the child turns one-year old. Can be combined with conventional childcare leave and applied to the first five days. | |
| Spousal childbirth leave | For employees who have a spouse or same-sex partner due to give birth within eight weeks, or in the case of multiple pregnancy within 14 weeks, and also employees who have a spouse or same-sex partner who has given birth not more than eight weeks previously, five days of leave per childbirth when requested for the purpose of childbirth by their spouse or same-sex partner. | |
| Fertility treatment leave | For employees who have a spouse or same-sex partner and who intend to return to continue their work following leave for fertility treatment, leave for the necessary period of time up to a maximum of one year in total per circumstance. | |
| Leave of absence for nursing care purposes | Length of time required, up to a maximum of one year in total per circumstance giving rise to the need for nursing care It can be taken in segments. (includes care equivalent to nursing care) |
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| Sick/Injured family care leave | Seven days/year | |
| Sick/Injured childcare leave | Seven days/year per child not yet attending elementary school | |
| Annual short-term nursing leave | Five days/year per person receiving nursing care | |
| Leave for spouse’s transfer | In principle, from six months to a maximum of three years, to accompany a spouse transferred within Japan or overseas. | |
| Congratulations/Condolences leave | 3 to 7 days, depending on the circumstances | |
| Work-Life Balance Subsidies | Subsidies to support work-childcare balance | Subsidies for various childcare services until the child finishes the third year of elementary school, available to single-parent employees raising a child and employees when both of the child’s parents are working. The following amounts are provided per child (per year): Before entering elementary school: 100,000 yen During first to third years of elementary school: 50,000 yen |
| Subsidies to support work-nursing care balance | A subsidy of up to 100,000 yen per year for the portion of fees for services covered by the long-term care insurance system to be borne by the patient, nursing care taxi fees, etc., available to employees personally providing nursing care to a family member in Japan (regardless of whether living together or not). |
