Our work-style reform initiatives are based on the voluntary initiatives of each department.
Each department sets its annual activity policy and implements the PDC cycle* since 2016. Also, every September is designated as "Work-style Reform Challenge Month," during which we take on the challenge of implementing various initiatives related to work-style reform.
*PDC cycle：Plan Do See cycle
Furukawa Electric presents the president's awards to good practices of the voluntary activities and the Challenge Month since 2018. By presenting awards for good initiatives that can serve as a reference for other divisions, we aim to increase the motivation of the division in question, roll out best practices to other divisions, and improve the results and momentum of activities across the entire Group.
Aiming to become an organization that achieves results as a team, in 2020, we have established the Furukawa Electric way of Seven Principles for Leaders (Furukawa Seven), which consists of one basic mindset and six action principles for a leader to build a good working team. To put these to work, officers and department and section managers declare that they are committed to follow these principles and act according to them every day. Furthermore, our efforts on leadership transformation include 360-degree feedback surveys of the target personnel with an aim to lead to further behavioral changes.
We are enhancing the systems to support balancing various life events such as pregnancy, childbirth, childcare, and nursing care with work, a variety of leave systems, flextime system, and teleworking system among others, to improve the work-life balance of our employees.
| Birthday leave | In-house system that employees can take off an extra day of paid leave on their birthday |
|---|---|
| Accumulated leave | Up to ten days of annual paid leave can be accumulated, for up to five years. |
| Consecutive leave | Employees are able to take three consecutive holidays once a year and five consecutive holidays every five years so that they can enjoy well planned holidays and refresh their mind and body. |
| Refresh leave | Employees in their 25th year of employment are able to take from 14 through 31 consecutive leave days per year. |
| Volunteer leave | Employees are able to take vacations up to 10 days for disaster support etc. |
| Flex-time | We adopt flexible working hours system which enables employees to work efficiently according to the business demand. |
| Remote work | Usable by anyone meeting certain conditions such as application of the flex-time system, which is different from the existing "work from home system" intended to support child care and nursing care |
| Hourly annual leave system | Employees can take annual leave on an hourly basis for up to five of their annual leave days every year. |
As part of our efforts to enhance employment opportunities, we are implementing a range of initiatives alongside the development of various systems. Since FY2007, we have been proactively working to enhance our childcare support as a business with a “Kurumin” certification, a certification for companies that are proactively working to support balancing work and childcare. Looking ahead, we have set a new target of achieving a 100% paternity leave utilization rate from FY2025 and are planning specific initiatives to meet this goal.
| Promotion of male employees' participation in childcare |
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|---|---|
| Support for balancing work and childcare |
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| Support for balancing work and nursing care |
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| Others |
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In accordance with the Furukawa Electric Group CSR Code of Conduct, we are committed to proper work management that complies with labor-related laws and regulations, labor agreements, and internal work rules. We actively work to prevent excessive working hours and reduce overtime. By implementing an attendance management system, we monitor working hours and issue alerts to employees who are at risk of exceeding the set standards, thereby striving to reduce excessive working hours.
Furukawa Electric Group CSR Code of Conduct
Even after the COVID-19 pandemic, we are promoting a hybrid work style that combines face-to-face work and remote work where each organization and each employee can follow the characteristics of their business and operations, in order to flexibly adapt rapidly changing environment and continue to grow. We are actively working to improve our office environment so that we can realize these "new ways of working."
ESG Data (D&I/Work-style Reform)
