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 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 evaluate 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.

Leave-related Systems

We are endeavoring to increase annual paid leave take-up rate among employees in order to realize a comfortable workplace environment for all employees. Regular monitoring of leave and efforts to raise awareness for planned use of leave resulted in a domestic take-up rate of 64.3% in fiscal 2018. In fiscal 2019, we aim for a take-up rate of 70%, and are therefore promoting management to improve this rate, such as planned of 5 days paid leave each half year.

In addition, we have introduced a unique refreshment leave system. Refreshment leave aims to provide refreshment for employees and to thereby boost their motivation to work. The system grants special (paid) leave from two weeks to one month for each five years of service to employees who have worked for more than 10 years. In fiscal 2018, 639 employees in Japan took refreshment leave.

Childcare and Nursing Systems

TEL has established a support system, in addition to that which is legally defined. In Japan in particular, we are working to enhance work styles for employees dealing with childcare and nursing.

In addition to allowing extension of the childcare leave period until the child reaches three years of age, we also expanded measures to reduce working hours for childcare to employees raising children until their graduation from elementary school. We have also established leave to care for a sick or injured child and childcare support leave. As a result, in Japan, we have achieved a return to work rate of 93.6% and 40% of female TEL employees are working mothers.

Furthermore, in addition to allowing paid nursing care leave up to the fifth day, we are also improving the nursing care system to make it possible to take nursing care leave three times per person requiring care and to allow nursing care leave of a total of one year.

Flexible Work Styles

We are actively seeking new work styles for employee. In addition to introducing flextime system from fiscal 2018, in some sales and administrative divisions we tested a teleworking system that allows employees to utilize time more effectively by eliminating commuting time.

Leave and Other Support Systems for Childcare and Nursing Care

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 voices | Childcare leave for men

I took 17 months of childcare leave from September 2015 to February 2017. This was due to several reasons: my strong, longstanding desire to be involved with my children, a desire to help my wife return to work as a freelance piano teacher, and the problem of waiting for admission to a nursery school. Seeing as it is still uncommon for male employees to take long term childcare leave, my supervisor was surprised at first, but happily accepted my temporary departure. People around me were also concerned about me taking leave for such a long time, but in the end, I was allowed to return to the same marketing work as before. I am extremely grateful for this. I would be glad if the option of taking childcare leave continues to be afforded to male employees. I plan to take the joyful experience of spending many days close to my newborn, and apply it to my work and life in the future.

Masahiro Atsumi
Marketing Department 1, TFF