Human resources who can grow actively and independently are essential if we are to grapple with various social problems and build a sustainable and fulfilling society. To this end, we are implementing systematic measures to develop human resources based on our Corporate Philosophy, Management Policy and Code of Conduct.
At the same time, we are developing and strengthening our personnel programs and other labor platforms to ensure that diverse employees work vigorously based on a shared vision and build fulfilling careers and that each and every one of them can fully demonstrate their abilities and produce results.
Initiatives for Workstyle Reform
●Introducing a discretionary labor system
We introduced a discretionary labor system for employees engaged in planning work and other specialist work to further improve labor productivity. By independently planning how they do their work and allocate their time, employees can strike a balance between their work and personal life, enabling the realization of diverse working styles to suit different lifestyles and life patterns.
●Encouraging the use of paid holiday entitlement
We recommend that employees take at least two days of paid holiday every quarter (three months) to encourage employees to use their paid holiday entitlement. With the aim of improving work productivity, employees decide on the days they will take off by submitting an application to their manager before the start of each quarter and then do their work according to this schedule.
●Prevention of long working hours
To support our employees’ health and a healthy company lifestyle and to strike a balance between work and personal life, we endeavor to prevent long working hours through the following measures
(i) Employees are not allowed to work past 10:00 pm, in principle.
(ii) Employees are not allowed to work on holidays (Saturdays, Sundays and public holidays, in principle, and must take time off in lieu if they do.
(iii) We provide consultations with a doctor for people working long hours.
●Management of employees’ health
We provide various types of support related to health management to ensure that our employees remain healthy whilst fully demonstrating their abilities and producing results. Besides annual health check-ups, we provide consultations with doctors where employees can seek advice on any worries they might have. This has proven effective in preventing mental health issues or preventing issues from escalating by dealing with them at an early stage.
Diversity & Inclusion
●Promotion of advancement of women
We are actively striving to support the advance of women through initiatives such as expanding recruitment of women and increasing the ratio of women in managerial positions. As part of our initiatives to create a comfortable working environment, we have introduced and implemented a number of improvements including measures to prevent long working hours, enhancement of our short working hours system for parenting (extension of the period of eligibility to the time the child starts elementary school) and the introduction of “limited regular employees.”
●Systems to support parenting and nursing care
We have introduced a number of systems to support employees in balancing their job and bringing up children or caring for a family member so that they can ambitiously focus on their work with peace of mind. By raising awareness among all employees, we will create a corporate climate where employees juggling work commitments and children or other family members who need care are respected. We will also provide support for diverse and flexible ways of working according to life events.
We grant maternity leave of 42 days before the birth and 56 days after the birth, as prescribed by law.
Supporting employees in taking maternity leave and returning to work after leave
We organize three-way consultations which are attended by the employee taking maternity leave, her department manager and an HR officer.
(i) After the employee reports her pregnancy to her manager
(ii) 2 months before the employee takes maternity leave
(iii) 1-2 months before the employee comes of childrearing leave
(i) Requested working hours
(ii) Any matters the employee would like those around her to take into consideration
(iii) Any matters the employee would like to discuss with her manager, etc.
Employees who wish to take leave to bring up their child may take parenting leave until the child’s first birthday if necessary (or until the child’s second birthday in special circumstances).
Short working hours system for parenting
Employees looking after pre-school aged children may change the prescribed working hours to no less than 6 hours, either by moving back their starting time or moving forward their finishing time.
Sick/Injured child care leave
Employees with pre-school aged children may take sick/injured childcare leave of up to 5 days a year if they have one child and up to 10 days a year if they have more than one child.
Days off for nursing care
Employees who are looking after a family member in need of care may take a total of up to 93 days off for nursing care.
Nursing care leave
Employees nursing or caring for a family member in need of care may take nursing care leave of up to 5 days a year if they are looking after one person and up to 10 days a year if they are looking after more than one person.
●Employment of persons with disabilities
We are working on improving the working environment and organizational climate, aiming to become a company where persons with disabilities can demonstrate their abilities and aptitudes in the same way as persons without disabilities. Through induction training, study meetings and exchange meetings, we are also creating mechanisms to turn the individuality and unique characteristics of persons with disabilities into organizational strengths.
Initiatives for career development
●Career development support
Within our personnel programs, we define career paths and also prescribe the skills and behavior required at each career stage. We are also developing an environment where all our employees can develop their skills on their own initiative and are working to create a corporate culture which will enhance the value we provide to our stakeholders and continue to create value for society.
Follow-up training for young employees
We provide training to young employees from the start of their first year with us to the end of their fourth year. To help young employees master the knowledge and skills required to take the challenges they face, we strengthen connections with older employees through exchanges between senior and junior employees. We also create opportunities for dialog between senior managers and young employees on a regular basis to encourage young employees to think about management.
Internal recruitment system
When making personnel changes within the company, we ask employees to apply for the positions they would like to do and select the best applicants. Making assignments based on employees’ wishes increases employees’ work motivation, and our employees are able to think about the direction they want their career to take and design their own career path.
Business creation projects and research
Employees selected through an internal selection procedure carry out research for a year at the Graduate School of Project Design. The research has to be on a topic which is practical in the light of Broadleaf’s environment and management resources. Through this research, employees are able to develop their imagination and turn their ideas into feasible plans.
Qualification support system
This is a system that encourages individual employees to take qualifications to actively improve their level of skills. We make special payments to employees to congratulate them on gaining qualifications.