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CSR

CSR Integrated Report

Fujikura Group CSR Integrated Report 2016
[ISO 26000 Core Subject] Human Rights and Labor Practices

Basic principles・guidelines

The Fujikura Group is working on the issue of work-life balance based on the following two sets of principles and guidelines.
One is the "Fujikura Group Activity Guidelines", the other is the "Criteria for the management of employees' health and safety and for ethical considerations".

■Guidelines in "Fujikura Group Activity Guidelines" is as follows.

  • "Secure the safety of all people involved in Fujikura Group's corporate activities, while maintaining a comfortable work environment and striving to improve it."

■『The guidelines in the"Criteria for the management of employees' health and safety and for ethical considerations", has the following two items.

  • "Appropriate labor time management"
  • "Promotion of a safe, hygienic work environment and health management"

Creation of comfortable workplaces

The Fujikura Group is committed to providing employees with comfortable workplaces based on the Fujikura Group CSR Activity Guidelines, which states, "Secure the safety of all people involved in Fujikura Group's corporate activities, while maintaining a comfortable work environment and striving to improve it."

Fujikura group Management of adequate working hours activity policy

The Fujikura group proactively addresses Management of adequate working hours activities, such as institutional and organizational climate reforms, etc.,in order to create the environment where diverse human resources can demonstrate their abilities to the utmost, and to realize the enhancement of corporate value.

Measures to ensure appropriate working hours

Fujikura Ltd. works to ensure appropriate working hours as one of its extremely important management issues that will help improve the value of the company and its human capital. The entire Group is making a concerted effort to this end. In June 2014 we documented the Group's policies on appropriate working hours and have been conducting related activities regarding the following as the three pillars of these policies.

[Activity record for FY 2015 (Fujikura)]

The average overtime hours per month recorded showed almost no change when compared to the previous fiscal year. In the 2016 fiscal year, we will promote further improvements in this matter.

Promotion of work-life balance and improvements in the working environment

“Work-life balance” refers to an environment where the home and the workplace, or “work” and “life,” can be harmonized. In 2007, the Work-Life Balance Charter was formulated by the relevant ministries in conjunction with the finance and labor industries as an initiative that would begin to unify the public and private sectors in realizing work-life balance. The charter declares that the society that work-life balance must aim towards is a “society where each and every citizen engages in worthwhile, satisfying work and realize their responsibilities in the workplace even as they are able to choose from and realize at home and in the community a diversity of lifestyle options at every stage of human life, from early parenthood to middle and old age.”

Fujikura focuses on improving its working environment to enable each employee to achieve a better work-life balance by working in a flexible manner according to their life stage.
In January 2010, before the revised Act on the Welfare of Workers Who Take Care of Children or Other Family Members including Child Care and Family Care Leave came into effect in Japan in June 2010, we revised our childcare leave system, including abolishing the exceptional rules applied to spouses who do not work outside the home and making it possible for fathers to take childcare leave more than once. As a result three male employees actually took childcare leave, which demonstrates that employees of Fujikura are steadily improving their work-life balance regardless of their gender.
In October 2010, we published a handbook that outlines Fujikura's childcare and nursing care systems and related laws. We have distributed copies of this book widely to employees, including users of the systems, managers, and employees in charge of the systems, in order to deepen their understanding of the systems and laws.

Major initiatives in FY 2015 (Fujikura)

[Activity record for FY 2015 (Fujikura)]

FY2015
Plan Activity record
Examination of diverse working arrangements and establishment of male child leave privileges ・Design of a coreless flextime system
・Expansion of the number of times the half-day leave system can be exercised (from 20 to 40)
・Creation of a flexible and modifiable working times for short work hours
・Implementation of explanations for childbirth- and childcare-related systems during managerial training

[Maternity leave acquisition,Child-care leave acquisition] (Fujikura)

FY2013 FY2014 FY2015
Number of Maternity leave acquisitors(people) 16 17 24
Number of Child-care leave acquisitors(people)
Acquisition rate(%)
39
100
40
100
32
100
Restoration rate of Child-care leave acquisitors(%) 100 100 100

[Family health care leave acquisition ](Fujikura)

FY2013 FY2014 FY2015
Number of acquisitors(people) 1 0 0

[Paid holiday acquisition] (Fujikura)

FY2013 FY2014 FY2015
Ratio of Paid holiday acquisition(%) 51.6 56.0 53.3

[Other related data]

Total employees(years old) FY2014 FY2015
The average age of employees(years old) Total employees 40.8 40.9
Male employees 41.2 41.2
Female employees 38.3 38.5
The average length of the service(years) Total employees 16.3 16.2
Male employees 16.6 16.5
Female employees 14.2 14.4
Number of unemployed employees(people)
(Exclusion from employee resigned on reaching retirement age)
Total employees 44 31
Male employees 28 24
Female employees 16 7
Joined April 2014 Enrolled in April 2016
New employee's settlement(employee 2 years before) Total employees
(people)
47 43(8.5%)
Male employees
(people)
41 37(9.7%)
Female employees
(people)
6 6(0.0%)

Main plans for fiscal 2016

FY 2016 plan
Environment improvements for reforms in working style
1. Teleworking trial
2. Promotion of efforts to reduce total actual working hours
3. System dissemination using the Company intranet/bulletin

Support System for Work-Life Balance

The systems supporting work-life balance in our Company are indicated in the 6th version of the General Business Owners Action Plan.

The key points are listed below.

In addition, we have tools to educate on and disseminate the systems and supports mentioned above.

List of support system

* "Retention leave" refers to a system in which employees can accumulate a maximum of 100 days of regular leave that will expire in the current annual leave period; the accumulation can occur from two years ago and will be carried over. This leave may be used in certain situations in adherence to the regulations, including volunteer participation, family caregiving, and during a period in which the employee recovers from illness.

New Kurumin Certification

In February 2016, the Company received a Notification Certifying a General Employer’s Conformity to Standards based on the Law for Measures to Support the Development of the Next Generation from the director of the Tokyo Labor Bureau. With this, we have transformed our current certification into a Next Generation Certification Mark (common called a “Kurumin” mark), which is given to enterprises that support childcare. The Company has begun to use this mark on things like brochures, on its business cards.

The Kurumin certification system allows companies to be certified by the Minister of Labor (delegated to prefectural labor bureau directors) and be defined as an “enterprise supporting parenting” through the accomplishment of certain objectives, such as those set out in relevant action plans. A certified employer can then use the Next Generation Mark (nickname: Kurumin) to promote itself as a company that supports parenting and childcare.

*“Kurumin” is a reference to the Japanese word for a baby’s swaddle, “o-kurumi.”The word also refers to the idea of “encompassing,” like in the word “kaisha-gurumi” (literally meaning, “society-encompassing”).

Activities to Enhance Employee Incentives

In order to create an environment in which diverse human resources can fully exercise their abilities and realize enhanced corporate value, the Group has in place activities to enhance employee incentives as well as systems to support those activities. Among them is a proposal system established by our first President, Tomekichi Matsumoto; even now, his system is in active application.

Table of Systems

System Outline System Explanation
1 Incentive System for Acquisition of Qualification/Skills A system that provides support for distance education
2 In-house recruitment system A system that allows employees to apply to posted job openings on the company intranet

3 Domestic Exchange Studies System A system for dispatching employees engaged in research and development to postgraduate school (doctoral-level studies)
4 President’s Award System A system that gives awards/incentives to employees/groups that contribute to improving performance, etc.
5 Patent Meister System A system for rewarding the employees with the most patents
6 Proposal Award System A system for the recognition of excellence in proposals
7 Career Support System A system implementing general work training and interviews targeting promoted employees
8 Master Certification System A system for “takumi” (master) designation of tech employees who demonstrate an exceptional degree of proficiency in technologies that can be passed down
9 Overseas Internal Transference System A system to allow for human resources at bases across the Group to work at the Fujikura headquarters and elsewhere as part of global human resource development
10 Special Research Fellow (Special Researcher) Certification System A system for supporting those with stellar academic evaluations who have demonstrated both laudable personal characteristics and predominant expertise in research and development

Expanded use of paid holidays for volunteer activities

Fujikura Ltd. has a system to allow employees to use their paid holidays for which the two-year entitlement period has expired up to 100 days if they become ill or need to take leave for their family in need of nursing care. In April 2015, the company added local community/social contribution (volunteer) activities to the activities for which employees can use such holidays.

The activities for which employees can use the aforementioned holidays now include volunteer activities for disaster victims, organ donor-related activities (registration and actual donation), welfare activities for people with disabilities and the elderly, contributions to local disaster and crime control, and youth training and education.