Society

Work Style Reform

Work-Life Balance Lecture

On March 12, 2019, a lecture was given by Yoshie Komuro, President of Work-Life Balance Co., Ltd., and 17 of the Company’s executives attended. Titled, “Work Style Reforms as Management Strategy,” Ms. Komuro, explained the changes in society which had occurred from the past to the present and the real reason why work style reforms were necessary. Ms. Komuro talked about how work-life balance was necessary for all employees as well as women and explained that work and life were not in a relationship that took away each other’s time but in a relationship of synergy.

【写真】経営戦略としての働き方改革

 

【写真】経営戦略としての働き方改革
DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者, 日本水産株式会社 広報課

“Kurumin” Mark Certification

Initiatives toward Work-Life Balance

Nissui is promoting initiatives so that everyone working at the Company can strike a balance between “work” and “life,” and can feel rewarded and fulfilled both in “work” and “life.”

Pursuant to the Act on Advancement of Measures to Support Raising Next-Generation Children, which aims to create an environment that will enable the healthy birth and growth of children who are to become the next generation society leaders, the Company carried out its First Phase Action Plan (July 1, 2005 to March 31, 2010) and was awarded the “Kurumin” mark certification by the Minister of Health, Labour and Welfare as a childcare supporting company in May 2010.
Subsequently, it was awarded the “Kurumin” mark certification in June 2013 for the implementation of its Second Phase Action Plan (September 1, 2010 to March 31, 2013) and once again in July 2017 for implementing its Third Phase Action Plan (April 1, 2013 to March 28, 2017).

Currently, Nissui is in the midst of initiatives to achieve the Fourth Phase Action Plan (April 1, 2017 to March 31, 2021).

【図版】くるみんマーク

Next-Generation mark
(Nickname: Kurumin)

Major Details of Past Action Plans

First Phase July 1, 2005 to March 31, 2010

  • Achieved childcare leave taking by at least one male employee and a rate of 80% or higher for female employees taking childcare leave.
  • Introduced the shortened-workday system which could be utilized by employees with children who were younger than primary school age.
  • Established and carried out “no overtime day.”

Second Phase September 1, 2010 to March 31, 2013

  • Achieved childcare leave taking by at least two male employees and a rate of 80% or higher rate for female employees taking childcare leave.
  • Established an inhouse consultation counter on childcare (including nursing care) leave.
  • For employees who were taking childcare (including nursing care) leave, maintained a close connection with the Company by sending company information via emails and other means, while at the same time supporting and facilitating their return to work.
  • Promoted the taking of annual paid leave and raised the rate of annual leave taking by 8% compared to fiscal 2009.

Third Phase April 1, 2013 to March 28, 2017

  • Achieved leave of absence- or vacation-taking for childcare by at least three male employees and a rate of 85% or higher rate for female employees taking childcare leave.
  • Reinforced the guidance on the correspondence education programs for employees on childcare leave and encouraged upgrading their skills using their time while on leave.
  • Established systems such as those using the Internet to keep the channels of communication open with those employees on leave.

Fourth Phase Action Plan

By supporting employees strike a balance between work and family and creating a pleasant working environment, Nissui hopes that employees will be able to demonstrate their full potential and to this end has formulated the following action plan.

1.Plan period

4-year period from April 1, 2017 to March 31, 2021

2.Details

Objective 1

Raise the rate of employees taking leave for childcare during the plan period to the following levels.

(1) Male employees: Leave-taking rate of 7% or higher during the plan period

(2) Female employees: Leave-taking rate of 90% or higher during the plan period

[Measures]

Fiscal 2017
By treating the first five days of childcare leave as paid leave, make it easier for male employees to take childcare leave, aim at raising the leave-taking rate and disseminate company-wide the importance of taking childcare leave.
Objective 2

Expand the scope of “Leave for taking care of sick children” and improve support for balancing work and family for employees who are raising children.

[Measures]

Fiscal 2018
Expand the age of children subject to leave for taking care of sick children from the current “Children prior to entering primary school (Statutory)” to “Children who are in primary school” and provide a safety net for times of crisis.

Posted August 30, 2017

DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者

Promoting the Taking of Childcare Leave

Theme thumb 55 01

During the 4-year period from April 1, 2017 to March 31, 2021, the target rate for taking leave for childcare has been set at:
(i) Female employees: 90% or higher
(ii) Male employees: 7% or higher
Additionally, in order to support the child rearing of male employees, the first five days of childcare leave will be treated as paid leave.

Number of Employees Taking Childcare Leave

Number of Employees Taking Childcare Leave

Scope: Nippon Suisan Kaisha, Ltd. (Nissui)(As of March of each year)

DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者

Supporting the Balance of Nursing Care and Work

Nissui has a nursing care leave program, in which 10 days of leave per year is allowed to employees with one person in their care, and 20 days per year for employees with two persons or more in their care. Nissui holds nursing care seminar biannually and has established specialist consultation counters where employees can receive consultation free of charge via phone and email by contracting with agencies specializing in nursing care.

Number of Employees Taking Nursing Care Leave

Number of Employees Taking Nursing Care Leave

Scope: Nippon Suisan Kaisha, Ltd. (Nissui)(As of March of each year)

DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者

Adoption of the Teleworking System

Nissui has been considering the teleworking system, as a way of enabling work styles that are not restricted by time and place through the utilization of IT and telecommunications technology. A trial run was conducted from October 2017 through fiscal 2018, and Nissui decided to adopt this system from fiscal 2019, as it became evident that by combining regular commuting work with working at home and  remote work, the efficiency of operations and the improvement of the work-life balance could be achieved.

DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者

Promoting the Taking of Paid Leave

Theme thumb 56 01

As part of efforts to create a comfortable and rewarding work environment, Nissui is implementing initiatives for the systematic taking of paid leave and promoting improvement in employee health. Individuals prepare their own plans for taking annual leave, which enables the sharing of leave taking within each division, facilitates advance adjustment of the work load and assists in managing the progress of leave taking.

Number of Days of Paid Leave Taken

Number of Days of Paid Leave Taken

Scope: Nippon Suisan Kaisha, Ltd. (Nissui)(As of March of each year)

DFF Inc., 日本水産株式会社 CSR部CSR課, 外部協力者