Act on Advancement of Measures to Support Raising Next-Generation Children

Working in line with Japan's Act on Advancement of Measures to Support Raising Next-Generation Children, Nikkiso developed the General Employer Action Plan (Phase 4) as shown below in order to help employees balance work and childcare.

About the Act on Advancement of Measures to Support Raising Next-Generation Children

The Act on Advancement of Measures to Support Raising Next-Generation Children was enacted in 2003 for the purpose of creating healthy environments for raising the next generation of children. It's a temporary legislation that's effective until March 31, 2025 (originally March 31, 2015, but extended ten years under the revised law).

The act specifies the responsibilities that national and local governments, businesses, and the public must fulfill in order to achieve its goal and requires each actor to intensively implement measures that support the growth of the next generation in a well-planned manner.

About the General Employer Action Plan

Under the Act on Advancement of Measures to Support Raising Next-Generation Children, companies that usually employ more than 100 employees are required to develop a General Employer Action Plan, notify the relevant authority of the plan, make it available to the public, and inform all employees about the plan.

Moving forward with a focus on helping employees balance work and childcare, providing diverse working arrangements for workers, including those without children, etc., employers must specify the plan period, goals, measures needed to achieve those goals, as well as when to implement the measures in their General Employer Action Plan depending on their particular circumstances.

Nikkiso Action Plan

Nikkiso continues to work on ensuring a work environment where employees can achieve a better work-life balance.

  1. Plan period
    Five years from April 1, 2015 to March 31, 2020
  2. Measures for achieving the goals and when to implement them
    April 2015: Start collecting information, conducting surveys, and hammering out the specifics of the measures
    Until March 2020: Implement measures successively
  3. Areas of focus
    As detailed below

Creating a better work environment

Goal 1: Enhance sick/injured childcare leave and nursing care leave
Consider granting employees sick or injured childcare leave or nursing care leave in half-day increments.
Goal 2:
  • Enhance working arrangement options for employees with childcare responsibilities
    Consider extending the applicable period of staggered working hours and flextime arrangements for employees with childcare responsibilities.
Goal 3: Implement a re-employment system
Consider introducing a re-employment system for limited-term employees who resigned due to childbirth, childcare, family nursing care, spouse's relocation, etc.
Goal 4: Build a system designed to support employees who are returning to work after taking childcare or family care leave
Set up a consultation service for employees on leave to alleviate their concerns during leave and facilitate their return to work after taking leave.

Provide diverse working arrangements to help employee achieve a better work-life balance

Goal 5: Encourage employees to take annual paid leave
Consider measures needed to raise the percentage of employees who take annual paid leave to 70%.
Goal 6:
  • Introduce teleworking
    Consider implementing a teleworking program employees (including employees on leave) can use for childcare or family care purposes or when approved by the company.
Goal 7: Introduce early working hours
Consider introducing early working hours in order to realize a working environment designed to help employees stay healthy or become healthier, achieve a better work-life balance, and reduce overtime.
Goal 8: Introduce a working style free from time constraints
Expand eligibility for the discretionary work system to create a better working environment.

Act on Promotion of Women's Participation and Advancement in the Workplace

Pursuant to Japan's Act on Promotion of Women's Participation and Advancement in the Workplace, Nikkiso developed the following General Employer Action Plan in order to promote empowerment of women in the workplace.

About the Act on Promotion of Women's Participation and Advancement in the Workplace

The Act on Promotion of Women's Participation and Advancement in the Workplace was enacted in 2015 for the purpose of enabling women to chart their own future and realize their full potential over the course of their career. It's a temporary legislation that's effective until March 31, 2026.

The act specifies the responsibilities that national and local governments as well as businesses must fulfill in order to steadily move forward with women's empowerment in the workplace. It requires employers to implement measures designed to empower current and prospective female employees in the workplace.

About the General Employer Action Plan

Under the Act on Promotion of Women's Participation and Advancement in the Workplace, companies that usually employ more than 300 employees are required to notify the relevant authority of its General Employer Action Plan, make it available to the public, and inform all employees about the plan. They are also required to disclose information about their status related to women's empowerment to the public.

Moving forward with a focus on empowering women in the workplace, employers must formulate a General Employer Action Plan, specifying the plan period, goals, measures, when to implement them, as well as make a status assessment and analysis of issues related to women's empowerment in their workplaces.

Nikkiso Action Plan

We believe that diversity in perspectives and values that reflect different experiences, skills, and attributes across our corporate group will benefit us in achieving sustainable growth. Moving ahead in light of this belief, we will actively work to create a better working environment that will enable employees from diverse backgrounds, including women, to realize their full potential along their desired career path.

  1. Plan period
    Three years from April 1, 2016 to March 31, 2019
  2. Challenges we face
    (1) Low ratio of female managers
    (2) Low ratio of female career-track employees (high ratio of female non-career-track employees)
    (3) Low employment rate of female applicants
    (4) More departments without female career-track employees
  3. Goals
    Raise the percentage of female career-track employees to 20% or more
  4. Initiatives and when to implement them
    Initiative 1: Increase the number of female employees applying for and being assigned to career-track jobs
    Beginning in March 2016: Feature female career-track employees who are playing an active role in the company in recruiting material, company information sessions, etc. in order to promote the company.
    Initiative 2:
    • Expand job categories in each business division and develop and implement specific individual personnel development measures needed to increase female career-track employees and train them to be future managerial candidates
      Beginning in May 2016: Consider personnel development measures based on discussions with each business division on expanding job categories for women as well as individual career plans

Publishing information about women's empowerment

As of December 31, 2017

  • Percentage of female career-track and non-career-track employees among all workers employed
    Career-track: 5.6%, Non-career-track: 57.9%
  • Percentage of female career-track and non-career-track employees among all regular employees
    Career-track: 7.5%, Non-career-track: 49.9%
  • Average length of service
    Men: 12.6 years, Women: 10.6 years