Work-Life Balance

Fundamental Approach

In its 7 Key Principles for People, the foundation of the AGC Group’s human resource management, the Group pursues a decent work environment and conditions, striving to secure a place where employees can work safely and in good health.

For example, with the aim of helping its employees perform their jobs with ease of mind and fully demonstrate their abilities at every stage of their lives, AGC Asahi Glass is improving its workplace environment to make it more comfortable and is implementing measures to help employees keep a good balance between their work and private lives. More specifically, in addition to the maintenance of a system for work-life balance, AGC Asahi Glass conducts various measures including implementation of a range of training based around the theme of work-life balance, particularly at stratified courses targeting new managers towards creating an environment that can make use of these systems.

Supporting Employees in Balancing Their Work and Childcare/Family Care (AGC Asahi Glass)

To help employees balance their work and family obligations, AGC Asahi Glass has implemented several systems for employees who are engaged in caring for children and family members, including a shortened working hour system and a childcare leave system with conditions exceeding those mandated by law in Japan. Since 2012, the Group introduced a flexible work-from-home system that eliminates commute time and allows employees to spend more time with their children and others requiring care.

In recognition of the results of these various initiatives, in 2008, 2011 and 2015 AGC Asahi Glass was certified by the Tokyo Labor Bureau of the Ministry of Health, Labour and Welfare, based on the Act on Advancement of Measures to Support Raising Next-Generation Children, and authorized to use the Kurumin certification mark to indicate its support for raising the country’s children.

Looking ahead, AGC Asahi Glass is conducting ongoing reviews of these systems with the intent to make them easier for employees to join, while moving forward with the implementation of new systems that better meet the needs of its human resources.

Employees Taking Childcare/Family Care Leaves

FY No. of employees who took childcare leave No. of employees who took family care leave
2011 63 (Note 1)
(Including 3 employees taking short-term leave)
1
2012 82 (Note 2)
(Including 2 employees taking short-term leave)
4
(Including 2 employees taking short-term leave)
2013 75 (Note 3)
(Including 2 employees taking short-term leave)
0
2014 96 (Note 4)
(Including 2 employees taking short-term leave)
1
2015 99 (Note 5)
(Including 7 employees taking short-term leave)
1

(Note 1) of which eight employees were male
(Note 2) of which five employees were male
(Note 3) of which four employees were male
(Note 4) of which two employees were male
(Note 5) of which 12 employees were male

Comparison between AGC Asahi Glass's System and Legal Requirements

Ordinance Particulars AGC Asahi Glass's system
Childcare leave
  • Available until the child becomes one year old (or 14 months old if both parents take childcare leave or 18 months old if certain conditions are met)
  • Available until the child becomes 18 months old or until the end of the April immediately following the child's first birthday, whichever is longer
  • Available as a special “short-term childcare leave” if the leave period is less than one month
Shortened working hours for childcare
  • Available until the child becomes three years old
  • Employers are required to make efforts to shorten the working hours of employees with children aged three years or older, until the child enters elementary school.
  • Working hours can be shortened by up to 2.5 hours per day until the child completes third grade education at elementary school. This system is available on a multiple basis. After a certain period has passed since starting to use this system, the employee may alter their application details (the number of hours they wish to have reduced, their work starting and finishing times, etc.)
Capping of the number of overtime and holiday working hours for childcare
  • The overtime working hours should not exceed 24 hours per month or 150 hours per year if an employee with a pre-elementary school-aged child so requests.
  • If an employee so wishes, their overtime and holiday working hours may be reduced to zero until their child completes third grade education at elementary school.
Other  
  • Flextime system without “core working hours”
  • Support for using facilities and services for childcare under the selective benefits package system
  • System of affiliated day-care center use in areas of high need
  • A telework system to facilitate child-rearing or family care
  • A system in which employees, as a general rule, assume the same job after returning from leave

Promoting Annual Paid Leave (AGC Asahi Glass)

The percentage of the leave consumed came to 90.5% (average for the labor union members) at AGC Asahi Glass in 2015. We have introduced a half-day leave system to enable all employees to use their paid leave more efficiently and flexibly.

Average Percentage of Annual Paid Leave Used

Average Percentage of Annual Paid Leave Used

  • (Note) Excluding managerial positions
  • (Note) Data for all industries is sourced from a General Survey on Working Conditions by the Ministry of Health, Labour and Welfare

Reducing Overtime Working Hours (AGC Asahi Glass)

AGC Asahi Glass recognizes the need to improve operational efficiency and clearly specify work duties in order to reduce overtime and working on holidays, while ensuring that unpaid overtime never occurs. Based on this approach, AGC Asahi Glass is committed to managing the daily work of employees on the basis of sufficient communication between supervisors and subordinates, and promoting agreement with the company labor union in accordance with Japan’s Labor Standards Act. It also employs identification card readers and other methods to precisely monitor working hours.

To prevent health complications caused by overwork, AGC Asahi Glass has set in-house standards, which are stricter than those mandated by law, requiring employees who have completed a certain amount of overtime to visit an occupational physician. In this way, AGC Asahi Glass takes preventative measures against potential health problems.

In addition, information sharing is promoted so that persons in charge of human resources at each Group company in Japan are introduced to the activities undertaken at AGC Asahi Glass related to effective management of work hours and undergo training at related seminars.

Trends in Overtime Working Hours (AGC Asahi Glass)

FY Hours/month
2011 19.8
2012 19.0
2013 19.7
2014 18.8
2015 19.2

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