Work-life Balance

Work-life Balance Concept and Systems

TEL believes that harmony between work and life for each employee produces a synergistic growth effect both of employees and the company, and we are building structures for this.

Our vision is to realize a truly global company that creates high added value and profit. We recognize that in order to achieve this, it is necessary to reduce overtime through efficient work techniques and to have mechanisms in place to evaluate the outcomes. In fiscal year 2018, we began global operation of a new unified human resources system. It clarifies the roles and responsibilities for each employee, sets appropriate targets and challenging targets, provides absolute evaluation of degree of achievement, awards performance bonuses and provides further career opportunities. We aim to encourage greater engagement by evaluating the proactiveness of employees. Furthermore, we will realize creative work styles through awareness of more efficient working, where time gained can be used for learning opportunities and can provide further benefit to our business.

Features of the new personnel system

● Rating system
The system clarifies duties (the roles and responsibilities required of the employee) supporting a global way of working

● Evaluation system
The system is designed to establish performance goals appropriate to employee level and stretch goals designed to develop the employee, and it assesses the employee based on achievement of (or contribution to) those goals

● Remuneration system
In addition to a level of remuneration that is competitive in the market, the system provides the employee with career opportunities as well as a productivity-linked bonus proportionate to their degree of achievement (contribution)

Supporting Flexible Work Styles

TEL is implementing various initiatives to allow each employee to adopt a flexible approach to work according to their individual lifestyle and stage in life.

New Work Styles

TEL recommends work styles that incorporate work-life balance, and is continuously developing work environments to enable this. We are promoting efficient ways of working suited to our employees' lifestyles, such as reducing commuting time and making the most of work hours, by introducing a teleworking system in addition to a flextime system.

Encouraging Use of Leave

Based on the belief that taking appropriate leave and properly managing work hours also contributes to better employee productivity, TEL strives to correct long work hours, and aims to enhance the leave system and promote taking leave.

Since fiscal year 2019, we have set an annual target of 70% annual paid leave use, and have promoted employee awareness for planned use of leave. We are also promoting regular monitoring of leave use status and urging management to improve leave use rates, ensuring that five days of compulsory annual leave are taken as required by law since April 2019. As a result, leave use rates were 72.6% in Japan and 81.2% overseas during fiscal year 2020.

Our goal is to provide refreshment for employees and thereby to boost their motivation to work. The system grants special (paid) leave from two weeks to one month per five years of service to employees who have worked for more than 10 years. In fiscal year 2020, 901 employees in Japan and 514 employees overseas took refreshment leave.

Childcare and Nursing Systems

TEL respects the various lifestyles of its employees and is investing effort into providing an environment where each employee can thrive. In addition, to the system made available by existing laws, we are independently building a substantial framework that allows employees to adopt a flexible approach to work that accords with diverse life events such as raising children or caring for family members.

With regard to the situation in Japan, we have acknowledged the maximum extension of the childcare leave period to the day a child reaches three years of age, as well as expanding our provision of a reduced working hours program for childcare to include employees rearing children as far as graduation from elementary school. In addition to leave to care for a sick or injured child, we are enriching the provision of support through establishment of our own childcare leave, etc. As a result, currently in Japan, 42% of female TEL employees are working mothers. To further our support for the compatibility of work, and nursing care, nursing care leave on full pay is available for up to five days. We are advancing improvement of the system, for instance, by allowing nursing care leave to be taken up to three times per person requiring nursing care for a one year in total.

SystemOverviewEligible employeesNotes
Relief for commuting difficultiesAllows work start times and finishing times to be moved forward or back by a maximum of one hour each dayPregnant female employees who are under instruction from their doctorAs per the legal requirement
Childcare leave(1) Allows leave to be taken up until a requested date but no later than the end of April after the child turns 18 months of age (2) If the child cannot gain admission into a nursery school, leave may be extended from the end of April after the child turns 18 months of age until the child turns three years of age (i.e. the day before their third birthday)Employees with a child who will be less than 18 months of age at the end of the following AprilMore than the legal requirement (up to a maximum of three years of age)
Childcare timeAllows an employee to request time to care for their infant for two 30-minute periods per day, in addition to prescribed rest periods (treated as paid leave)Female employees with an infant under one year of ageMore than the legal requirement (paid component)
Flextime for childcare and nursing careAllows work start times and finishing times to be moved forward or back by a maximum of 90 minutes per dayEmployees with a child who has not graduated elementary school, or who are caring for a family member requiring nursing careMore than the legal requirement (up until the child finishes elementary school)
Leave to care for a sick/injured childAllows leave to be taken for up to a maximum of five days for employees with one child, and 10 days for employees with two or more children, per business year (up to five days treated as paid leave)Employees with a child not old enough to commence elementary schoolMore than the legal requirement (paid component)
Childcare support leaveSpecial leave to care for a child for up to a maximum of five days per business year(unpaid)Employees with a child not old enough to commence junior high schoolUnique system
Short nursing care leaveAllows leave to be taken for up to a maximum of five days for employees with one family member requiring nursing care, and 10 days for employees with two or more family members requiring nursing care, per business year (up to five days treated as paid leave)Employees with a family member requiring nursing careMore than the legal requirement (paid component)
Extended nursing care leaveAllows an extended period of leave to be taken for up to three times per person requiring care, up to a maximum of one year in aggregateEmployees with a family member requiring nursing careMore than the legal requirement (up to one year of leave)

Employee Life Support

TEL is enacting a diverse range of support toward achieving a workplace environment where employees can work energetically while each making full use of their abilities. We present regular opportunities for employees aged 50 or over to attend seminars providing necessary information and review of financial planning, encouraging them to consider their way of working after retirement. Furthermore, we support employees’ everyday lives by offering assistance to all age groups on familiar topics such as nursing care for family members and inheritance.

Employee voices | Childcare leave for men

My eldest son was born in November 2018, and I took childcare leave for six months from June 2019. Working in sales means a life with many business trips, and I decided to take childcare leave because I wanted to play an active part in raising my son and support my wife. I also thought it could be my first and also final time to experience raising children. My supervisor respected my intention and I was able to hand over my work based on reassuring support. During childcare leave, I was close to my son as he grew each day, and I recorded things down in a childcare diary. I look forward to looking back on this precious time someday together with my family. When I returned to work, I was able to go back to the same team. I am sincerely grateful to my supervisor and colleagues. Taking childcare leave became an opportunity to learn about the importance of being involved in raising children and the difficulty of raising children, which continues without a break. At the same time, I think it also led me toward a work attitude of being further aware about improving efficiency.

Kiyohisa Motoda
CT Product Group
Field Solutions Department 1