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Facilitating Work/Life Balance

In response to the social backdrop of an aging population and low birthrate, Chugai provides information and conducts seminars to support the development of the next generation and educate employees about balancing nursing care and work, in part to ensure employees can continue to work rather than leaving due to childbirth, or for childcare, nursing care and other reasons. In addition to efforts to reduce long working hours, in 2013 management and labor worked to bring together a vision for Chugai Group’s work/life balance goals under the theme of pursuing work/life synergies. In 2015, the pursuit of work/life synergies was positioned as part of the new mid-term business plan, and we are currently working to establish and implement action plans across all organizations as we engage in creating a rewarding, inclusive workplace.

Support for Raising the Next Generation

We support childcare Certified Business Owner
“Kurumin” mark

Chugai formulated a general employer action plan in 2005 pursuant to Japan’s Act on Advancement of Measures to Support Raising Next-Generation Children, and has taken measures to improve working conditions such as introducing a program to support employees who return to work after childcare leave. In recognition of these efforts, in 2008, 2011 and 2015, Japan’s Ministry of Health, Labour and Welfare certified Chugai as a company that actively supports the balance between work and family life under the terms of the act. We are currently implementing Phase 4 of this action plan.

Improving Working Conditions


Workplace
Nursing Care Seminars (2013)

In addition to a flextime work system, Chugai has introduced flexible work systems such as a discretionary work system for researchers. Chugai is also improving working conditions with various support systems and frameworks to balance work with major life events such as marriage, childbirth, childcare and nursing care. In 2013, nursing care seminars were held at each work site, attended by approximately 700 employees.


Suku-Suku Square Website to support raising the next generation
  • Transfer assistance plan to allow MRs to live with their spouse after marriage
  • Long-term childcare leave (first 14 consecutive days are paid leave)
  • Company PCs rental service for employees taking maternity leave, childcare leave or nursing care leave
  • Paternity leave
  • Child nursing leave
  • Short-time work system for childcare (flextime work)
  • Enhanced flexibility of flextime system for childcare and nursing care (shortened core time)
  • Flexible shifts for childcare (for fixed-time workers)
  • Commuting by Shinkansen due to marriage, spouse’s transfer or nursing care
  • Registration program for rehiring employees who resigned due to marriage, spouse’s transfer, childcare or nursing care
  • Telework system
  • Suku-Suku Square: website to support raising the next generation (information site for programs and services related to childbirth and childcare)
  • wiwiw, an online tool that supports employees who return to work after long-term childcare leave
  • Subsidies for non-registered day care facility expenses after returning from maternity leave or long-term childcare leave
  • Subsidies for babysitting expenses (All Japan Childcare Services Association)

Infocare (Information website on balancing nursing care and work)
  • Kids’ Square Nihonbashi Muromachi, a consortium-managed childcare center
  • Nursing care leave and long-term nursing care leave
  • Short-time work system for nursing care (flextime work)
  • Infocare (information website on balancing nursing care and work)

Measures to Reduce Long Working Hours

Since 2007, Chugai has been making ongoing efforts to educate employees about appropriate working hours through sharing of overtime work conditions by labor and management, recommended days for taking annual leave (four days a year) and registration of annual leave as an anniversary day (can be registered unlimited times). Other measures include “no overtime days” set by sites and divisions, ensuring advance determination of the necessity of overtime work, and time management training. As a result of these measures, overtime work in 2015 averaged 17 hours per employee per month, with an average of 56.9% of paid leave taken, maintaining the trend of decreasing overtime while raising productivity as work increases in terms of both quality and quantity.

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