Action Plan

Systems that contribute to next-generation childcare support have been progressively established. Moving forward, we will continue to ensure thorough awareness-raising efforts so that these systems are more widely utilized, while also creating a workplace environment that is easy to navigate and conducive to utilization.

1. ⑴ Thorough awareness-raising of existing systems

   1. 1) Awareness-raising on the staff website

      We will further enhance the internal staff website by expanding information on the systems supporting the balance between work and family (childcare and caregiving), including details on the content and procedures.

   2. 2) Implementation of training programs

      Raise awareness about "work-family balance support" through training programs for managers and employees.

2. ⑵ Consideration during pregnancy and after childbirth

   When an employee notifies of pregnancy, the manager will review the work distribution within the workplace, ensuring that the employee’s workload does not become burdensome, and will take measures to protect maternity. Additionally, the manager will ensure that no particular employee is overburdened.

3. ⑶ Promoting the take-up of paternity leave (special or annual leave) at the time of the child's birth

   To promote the use of special leave for childbirth, special leave for childcare participation, and paid annual leave, managers will ensure that employees who are becoming fathers are informed about the leave system and will create a workplace environment that facilitates taking leave.

4. ⑷ Establishing an environment that makes it easier to take parental leave and other related leaves

   1. 1) Promoting the utilization of parental leave and related leave

      Managers will proactively understand the planned parental leave schedules of employees who are becoming parents. For employees who are not planning to take parental leave due to work reasons, managers will review and improve the work system to create an environment where taking parental leave is easier.

   2. 2) Support for the smooth return of employees to the workplace after taking parental leave

      For employees taking parental leave, individually explain their treatment during the leave and upon return in writing, and provide regular updates on the workplace and work conditions to employees on leave to ensure a smooth return to work.

   3. 3) Promoting the acquisition of childcare leave, including leave for child illness and other related leave

      Create a work environment that makes it easier for employees to take special leave or annual paid leave when their child is ill or in need of care.

5. ⑸ Reduction of overtime work

   1. 1) Ensuring strict adherence to regular off-duty days

      On designated regular off-duty days, reminders will be issued through public announcements, emails, and other methods to encourage adherence to the regular off-duty schedule. Additionally, managers will actively promote regular off-duty adherence by conducting patrols and other methods. For employees who are unable to leave on the designated off-duty day, managers will make efforts to ensure they can leave on time during the same week, as much as possible.

   2. 2) Review of work processes

      Managers should regularly review work processes to simplify tasks. Additionally, when introducing new tasks, they should assess the necessity of existing tasks and make efforts to reduce the overall workload.

   3. 3) Workplace environment improvement

      Managers should take the lead in leaving work early, avoid holding meetings or discussions outside of regular working hours, and create an environment where employees can easily leave work early. They should also monitor the situation of employees who frequently work overtime and ensure that overtime does not become concentrated on specific individuals, making adjustments to the distribution of work as necessary.

   4. 4) Promotion of diverse working styles

      To enable the selection of a wider range of working styles, we will promote the use of systems such as discretionary labor, flextime, staggered working hours, and remote work.

6. ⑹ Promotion of leave acquisition

   For full-time employees, the following initiatives will be implemented to ensure that the average number of days for annual leave (including paid leave and summer vacation) taken per year is 15 days or more.

   1. 1) Promotion of the acquisition of annual paid leave

      Managers should work to create an environment where employees can easily take leave by developing work plans, leave acquisition plans, reviewing work distribution, establishing support systems within the workplace, and taking the lead in taking leave themselves. Additionally, they should regularly monitor individual employees' annual paid leave acquisition status and encourage those with low leave usage to take time off.

   2. 2) Promotion of consecutive leave acquisition

      Managers will promote the acquisition of consecutive leave by encouraging employees to take extended vacations, such as during the Golden Week and summer holidays, as well as combining holidays with Mondays and Fridays, while paying attention to business operations. The aim is to encourage taking one week or more of consecutive leave whenever possible.

7. ⑺ Efforts to Correct Fixed Gender Role Expectations and Stereotypes

   Through activities promoting gender equality, we aim to create an environment where both men and women can fully express their individuality and abilities, regardless of gender.

8. ⑻ Providing learning opportunities for children

   Through hosting events for elementary and middle school students, as well as families, and enhancing exhibition rooms and web content, we provide learning opportunities for children.