Promotion of Workstyle Reform

Promoting Workstyle Reforms

We promote workstyle reforms and started the OLIVE (Outdate Long-standing work practice and Increase Vitality of Employees) project in July 2015 for the purpose of establishing a workplace environment that allows all employees to play active roles and flexibly work with enthusiasm without rigid constraints on working hours. We review our workstyles to make efficient use of time and recognize the importance of work-life integration, which aims for a fulfilling balance of both work and life, and expect that this will lead to the creation of innovations and new value, as well as improved competitiveness. Measures to achieve this include fostering early morning work, promoting the use of a flex-time system, allowing early departures from work, reducing and shortening meetings, monitoring daily work hours, as well as trialing work at home and encouraging male employees to take short-term paternity leave. These measures are disseminated throughout the company by the Human Resources Group and NYK Labor Union, and the effects are being seen in reduced overtime and meeting hours, etc.

Trends in Monthly Overtime Exceeding Legal Working Hours

To manage the progress of the OLIVE project for workstyle reforms, we monitor and internally share data on the trends in monthly overtime exceeding legal working hours.

  • *Employees working at the NYK headquarters

Promotion of Work-Life Balance -Labor Union and Management Engagement-

NYK Labor Union and Management have jointly established the Work-Life Balance Promotion Committee*, which aims to increase employee motivation and sense of loyalty to the NYK Group.
The Work-Life Balance Promotion Committee leads initiatives that include monitoring overtime hours and paid holidays on a companywide and department basis, interviewing employees and supervisors of departments that have a considerable amount of overtime, broadcasting announcements encouraging employees to return home on time, and disseminating information aimed at changing attitudes.

  • *Work-Life Balance Promotion Committee
    This special committee was organized in 1968 by NYK labor Union and management to find ways to reduce overtime hours. In 2001, the committee changed its name to the Office-Hours Management Committee and strengthened its initiatives to promote better work-life balance. Further, in April 2008 it was reorganized as the Work-Life Balance Promotion Committee, comprising general employees; managers; and general managers, who act as third-party committee members.
Work-Life Balance Programs (excerpt)
Parental leave
Available until the child reaches 26 months of age.
Family care leave
Up to a total of one year. Can be divided in two if within two years of the leave commencement date.
Parental and family care flexitime and shortened work hours
1. Flexitime system - Offered to employees who are pregnant, caring for children up to the sixth grade, or providing nursing care to family members;
2. Shortened working hours (up to two hours per day) - Available to employees caring for children up to the first grade or providing nursing care to family members.
Spouse transfer leave
Up to three years. Available if a spouse is Transferred. (applies to locations both inside and outside the country.)
Yusen Childcare (in-house childcare service)
Began in April 2002. Staffing above statutory requirements.

Groupware Utilization

Groupware utilization workshop

To make work more efficient and allow information to be shared more smoothly within the entire Group, from August 2015 we have been promoting the adoption of new groupware, office365, which will become a new common work infrastructure. The adoption of this groupware has now been completed for the 27,000 group employee users working at offices in 41 countries over the world, and has led to reduced travel time through Skype conferences and lively communication both in Japan and overseas.

Short-term Childcare Leave

As a part of promotion of work style reform, the Group aims to be a company where employees with children can actively work. In particular, we aim to encourage male employees to take part in child care in order to receive their understanding of the hardship of working while caring for children. Their good understanding plays an important role in creating a workplace environment where female employees can make full use of their abilities after coming back from long parental leave.
Short-term Childcare leave can be taken by those who have not yet taken the Childcare leave provided by Japanese law. The employee can use five to 20 days of his paid leave for this break.
The NYK expects that short-term Childcare leave will become a trigger for employees to review their workstyles and realize greater efficiency and output.

Number of employees who used parental leave program*
FY2016 FY2017 FY2018 FY2019
Total 35 40 52 60
Male 15 16 15 28
Female 20 24 37 32
  • *Total number of users, excluding those who left the company

Next-generation Support Programs

Since 2011, NYK has been recognized by the Tokyo Labor Bureau with "Kurumin" certification, which recognizes qualified private sector employers. We are now working on a "Fifth Action Plan" to enhance work-life balance under the Law for Measures to Support the Development of the Next Generation,* enacted in April 2015.

"Kurumin" mark certifies measures to support the development of the next generation

  • *Law for Measures to Support the Development of the Next Generation
    With the aim of fostering healthy growth of children who forge the next-generation society and, to this end, creating a childrearing-friendly environment in workplaces and communities, necessary measures will be taken, including extending the valid period of the Act for Measures to Support the Development of the Next-Generation Children, adopting special measures concerning obligations to formulate and notify action plans of general business operators, expanding support for single-mother and single-father families, and revising adjusted benefit payments between childrearing allowances and pensions.
Fifth Action Plan

To enable all employees to make full use of their abilities by creating a comfortable working environment where they can realize a balance between their jobs and family care, the Group drew up the below action plan.

  1. 1Duration
    Four years (April 1, 2017, to March 31, 2021)
  2. 2Goals and Activity Contents

    <Goal 1> Increase of short-term Childcare leave rate of male employees


    Introduction and publication of the short-term Childcare leave system so as to create a work environment for male employees to easily take the leave and actively commit to child care.

    <Goal 2> Strive for promoting "workstyle reform" to enhance the work-life balance of employees


    Promote diversified workstyle by continuing the OLIVE project, introducing a trial work-from-home option, increasing the numbers of flextime users to enhance and establish the system even further, and promoting work-life balance policies.

    <Goal 3> Support career development of female employees who are on maternity leave


    Through individual explanations about the available systems after returning from leave, followed by two interviews (before maternity leave and before expected return to office), provide support to female employees to help them remain aware of career development.

Yusen Child Care

Yusen Child Care

In 2002, NYK established Yusen Childcare, an in-house childcare service that was rare in downtown-Tokyo at the time. After opening the facility, we continued to ask ourselves how we could facilitate its use by more employees, which resulted in several innovations, including programs to enable users to commute by car and the acceptance of children from employees of other companies.