Promotion of work-life balance
Work style reforms that make possible work styles that do not rely on long work hours as well as diverse and flexible work styles are essential for diverse human resources to work with vitality, play active roles, and create innovations. Based on this belief, we are reviewing work flows, reducing meeting times, and taking other measures to shorten work hours and create environments where employees can choose their work hours and sites.
In terms of work-life balance, MGC is working to create programs and a culture in which each employee can feel secure and motivated by their work, taking an active role over the long term in accordance with their individual circumstances.
Our return-to-work rate after childcare leave was 100% in 2019. We have established a system for supporting childcare that exceeds the statutory requirements including childcare leave until a child reaches two years and one month and shorter working hours until a child enters Grade three of elementary school. We have also established an early reinstatement support system for employees who wish to return to work early after childcare leave. In June 2016, MGC was certified by the Minister of Health, Labor and Welfare as a company that supports child rearing and obtained the "Kurumin" next-generation support certification logo.
In response to diversifying ways of working and taking time off, MGC has established a flextime system (trials to abolish core time are ongoing at the head office and research institutes), as well as a system for accumulating annual leave (up to 40 days) and various types of special leave, including leave for marriage, childbirth, work transfers, volunteering, medical donors, and others. In addition, from 2020, we started trials of a work-from-home system (up to three days a week) targeting all employees of the head office and research institutes. We also have in place a system whereby those needing leave to care for family members can take up to one full year, exceeding statutory requirements. In terms of corporate culture, efforts include establishing a no-overtime day and measures to encourage employees to take their annual leave through such groups as the Shorter Hours Committee established by labor and management.
As a result of these initiatives, usage of annual leave was 95.7% in fiscal 2019 (versus 91.0% in fiscal 2018), and total working hours averaged 1,854.8 hours per employee (versus 1,863.0 hours in fiscal 2018).
Total annual working hours
* Labor union members only
Percentage of annual paid leave being taken
* Labor union members only. Average acquisition results/number of days granted in the attendance data for the month of May
- * Parenthesis indicates the number of males who took childcare leave
- * For women, the fiscal year of child care leave is determined by the first day of maternity leave.
- * The fiscal year in which employees took childcare leave is determined by the starting day of the leave.
Number of employees using reduced working hours for childcare
* Number of users during the FY
Number of employees taking nursing care leave
Programs to Promote Work-Life Balance
|Flextime||Available on company-wide basis (to dayshift personnel only); MGC’s headquarters and research laboratory are trialing super flextime with no core time|
|Teleworking||Trial underway at headquarters and research laboratory, with employees allowed to telework up to three days per week|
|Parental leave||Employees unable to secure child care can take leave until child is two years old|
|Paternity leave||Employees can take five days of (paid) leave when spouse gives birth|
|Nursing leave||Employees can take one year of leave per family member requiring care; the year can be split into up to three intervals|
|Shortened work schedule for caregivers||Employees with young children (up to third grade) or other family members requiring care can work a shortened schedule (up to six hours per day in 30-minute units)|
|Nursing leave for children||Employees can take up to 10 personal days per year to care for children not yet of school age|
|Nursing leave||Employees can annually take five days per family member requiring care, up to a maximum of 10 days if two or more family members require care|
|Annual paid leave by “half-day||Employees can take a half-day leave up to 30 times per year|
|Accumulating annual leave||Employees can accumulate up to 40 unused paid leave from prior years for emergency use (e.g., personal illness/injury, family illness, natural disaster)|
|Refresh leave||Upon turning 50 years old, employees are granted five days of special (paid) vacation and paid a one-time bonus|
|Volunteering leave||Employees who volunteer to assist with emergency disaster relief can take up to three (paid) days per year to do so|
|Medical donor leave||Employees can take up to three (paid) days per year for bone marrow donation, including registration, screening and extraction|
|Re-hiring of former employees||MGC re-hires qualified former employees with at least three years of service who resigned within the previous 10 years as a result of circumstances beyond their control|
COVID-19 and Work Style Reforms
MGC is promoting work style reforms as an initiative essential for improving employee's job satisfaction and productivity, and the creation of innovation.
Until now, we have implemented initiatives such as the reduction of working hours by reviewing workflow and shortening meeting times, and the creation of environments where employees can choose their work hours and sites in order to enable work styles that do not rely on long work hours and diverse and flexible work styles.
In measures to address COVID-19, we are also promoting the expansion of use of teleworking and flextime without core hours to balance employees' health and work.
Looking ahead to changes in society and the market after COVID-19, we will promote work style reforms through the realization of more diverse work styles and the utilization of DX, etc.