The maintenance of a healthy work-life balance is an integral component in bringing the best out of our employees. Studies have shown that individuals who are able to nurture a fulfilling personal life alongside their work commitments are both more motivated and driven, while being able to draw out the full potential of their abilities. With this understanding in mind, Komatsu is working to reduce the total number of required working hours for our personnel by setting up a number of work-life balance systems to improve workplace sustainability.
We are currently engaged in co-operative undertakings with labor unions in order to formulate specific quantifiable targets to reduce the total number of working hours for our employees. We establish commendable goals of less than 2,100 working hours per year, along with the provision of an average of at least 18 days of paid leave per year for each employee. In addition, based on compliance with the Article 36 Agreement or agreement on overtime, we are working to realize an efficient way of working. In FY2018, we began an interval system that enforces a minimum of 10 hours of rest following long periods of work in order to promote safe and healthy workstyles.
In addition, we consider the arrangement of systems for child-care leave and short working hours to be a requisite in creating a sustainable work environment. Our efforts to promote work-life balance in the workplace have not gone unnoticed, and in 2007, we were certified by the Japan Ministry of Health, Labour, and Welfare with the "Kurumin" symbol. This prestigious accolade marks us as a company that supports the development of the next generation, and has encouraged us to bolster our already significant commitments.
In addition to child-care leave and the reduction of working hours, we launched the "Panel on Fostering Future Generations", as well as the "Research Group on Solutions against Low Birthrate and Longevity". We have also continued to work on improving the reach and extent of our child-care support systems by extending periods of child-care leave (to a maximum of three years) in 2011. In 2018, we further expanded the system by establishing a leave system that caters to spousal relocation.
Our personnel evaluation systems continue to be improved upon, and we now offer options such as temporary part-time work for employees raising children and personal goal-setting in accordance to employee working conditions. In doing so, we provide realistic motivation for employees, ensuring the continuance of their careers alongside the raising of their children.
Komatsu is also committed to providing aid to employees who are providing nursing care for their family members. In 2013, we introduced an allowance for employees on family-care leave as a means of financial support, and in 2014, we rolled out a home teleworking option for employees who are required to stay home in order to take care of children/other family members. With these systems and initiatives, we will further enforce our initiatives to balance work with home life of each employee.
Programs and Measures | Content | |
---|---|---|
Child-care support | Child-care leave program |
Available for a maximum of three years from the birth of the child to the time the child enters nursery school. Also available for a maximum of three years for children up to the third grade of elementary school in cases where a spouse is transferred, etc. |
Part-time work |
Shortening of working hours by a maximum of three hours per day to allow for care of children up to the third grade of elementary school |
|
Telework program |
Option to work at home in order to care for children up to the third grade of elementary school |
|
Allowance toward the cost of using child-care services |
Allowance toward the cost of childcare for infants up to age two before entering nursery school (10,000 yen/month) |
|
Child-care leave |
Five days for nursing care of one child up to the third grade of elementary school, and ten days for the second child onward (paid leave) |
|
Family-care support | Family-care leave program |
A maximum of three years available for employees taking care of family members (possible to take in installments) |
Part-time work |
Shortening of working hours by a maximum of three hours per day (possible to take in installments) |
|
Telework program |
Option to work at home for a maximum of three years in order to provide care for family members |
|
Family-care leave |
Five days per year for attending to one family member in need of nursing care, and ten days for the second family member onward (paid leave) |
|
Other types of leave | Life support leave |
Can be used as sick leave, pregnancy leave, child-care leave or for care of family members. An employee may add five new days of accumulated leave per year. A maximum of 40 days of unused annual leave may be accumulated. Child-care leave may be used for school events for children aged up to third grade in junior high school |
Flexible leave for refreshment |
Provided to encourage employees to take five consecutive days of leave for mental and physical refreshment Employees receive an additional five days of annual leave and a travel voucher upon completion of their 15th, 25th and 35th year of continued service |
|
Volunteer incentive program |
Long-term paid leave of up to two years, or short-term paid leave of 12 days per year |
|
Spousal transfer occupational leave system |
Acquisition for up to three years per spousal transfer (Acquisition up to one per employee) |
FY2017 | FY2018 | FY2019 | |
---|---|---|---|
Pregnancy leaves |
59 |
63 |
59 |
Child-care leaves (total) |
120 |
137 |
161 |
Child-care leaves (paternal leave) |
15 |
23 |
43 |
Child-care leaves (within one week leave) |
0 |
1 |
3 |
Return and retention rates |
97.5% |
98.6% |
99.4% |
FY2017 | FY2018 | FY2019 | |
---|---|---|---|
Family-care leaves |
4 |
7 |
5 |
FY2017 | FY2018 | FY2019 | |
---|---|---|---|
Days granted |
20.0 |
20.0 |
20.0 |
Days taken |
19.4 |
19.5 |
19.9 |
Ratio |
96.8% |
97.5% |
99.3% |
FY2017 | FY2018 | FY2019 | |
---|---|---|---|
Number of VTO users |
71 |
92 |
58 |
VTO in long-term |
0 |
0 |
0 |