Policies and Strategies
Work Environment Improvement Policy
In order to create a “rewarding workplace,” as stated in Yukiguni Maitake’s company motto, it is essential to build human relationships where our employees can feel the joy of working cheerfully and positively together, and to create a workplace environment where they can lead a healthy and spiritually enriched lives.
At Yukiguni Maitake, we recognize that enhancement of employee engagement and promotion of health are important factors in enhancing the happiness of our employees and producing higher productivity.
We will continue our efforts with the aim of creating a safer and more secure work environment where a diverse and versatile workforce can play an active role.
Structure, Governance and Risk Management
For details, please see Sustainability Management Structure.
Indicators and Targets
We have set the following indicators and targets to create a rewarding workplace.
| Scope | Unit | FY2020 | FY2021 | FY2022 | Target | |
|---|---|---|---|---|---|---|
| Annual Paid Leave Utilization Rate | non- consolidated |
% | 78 | 84 | 85 | 70 |
| Average monthly overtime hours per employee | non- consolidated |
h | 8 | 12*1 | 18*1 | - |
| Ratio of taking childcare leave, etc.*2 | non- consolidated |
% | Male35 Female100 |
Male100 Female100 |
Male100 Female100 |
100% for both men and women |
| Number of employees who took reduced working hours for childcare | non- consolidated |
people | 26 (Male：0 Female：26) |
32 (Male：0 Female：32) |
35 (Male：1 Female：34) |
- |
| Number of employees who took nursing leave | non- consolidated |
people | 3 (Male：0 Female：3) |
3 (Male：0 Female：3) |
6 (Male：2 Female：4) |
- |
| Turnover rate (due to personal reasons) | non- consolidated |
% | 5 | 5 | 5 | - |
- *1. Increased due to manpower shortage caused by increased persons suffering from the COVID-19
- *2. According to the calculation method based on the “Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members,” when childcare leave is taken across two fiscal years, eligible years to be counted as childcare leave taken are both (first and second) fiscal years; but we usually count that the childcare leave is actually taken in the second year. However, for the purposes of these statistics, we count that the childcare leave is actually taken also in the first fiscal year.
Initiatives
Support system for balancing work and childcare
We have established a system that includes the provision of the company’s unique allowances so that our employees can actively take their childcare leave, regardless of gender, and aim to achieve a 100% childcare leave acquisition rate for both male and female employees. In addition, for those who find it difficult to work full-time due to childcare, we have a reduced working hour system, and our employees can use the system until their child finishes the sixth grade of elementary school.
Based on these initiatives, in June 2023, we acquired the “Kurumin Certification*” from the Minister of Health, Labor and Welfare as a “child-rearing support company.”
*Kurumin Certification is a system under which a company can receive a certificate by formulating a general business owner action plan, achieving the goals set forth in the plan, and applying for a certificate if the company meets certain criteria,” based on the Act on Advancement of Measures to Support Raising Next-Generation Children. The “Kurumin” mark is the proof that companies have acquired this certification.
Support system for balancing work and nursing care
For employees who are caring for a family member, we have a nursing leave system that allows them to take a total of 93 days of leave per family member in need of nursing care (within this period, they may take nursing leave up to three times in installments). In addition, we offer a reduced working hour system for nursing care for those who find it difficult to work full-time due to nursing care. They can shorten their working hours for a period of three years per each family member in need of nursing care, regardless of the number of times. We determine their working hours by taking individual circumstances into consideration.
Promoting Diverse Work Styles
We have introduced a teleworking system, a flexible work hours system, and a staggered work hours system, with the aim of enhancing the work-life balance and improving operational efficiency of our employees. Going forward, we will continue to improve these systems toward the realization of diverse work styles so that our employees can work lively and demonstrate their respective abilities.
Labor-Management Relations
We hold a labor-management council meeting on a quarterly basis with the Central Executive Committee members of the “UA ZENSEN Yukiguni Maitake Labor Union.” In addition, we also conduct collective bargaining with the labor union, as appropriate, regarding wage increases and lump-sum payments. We have executed a union shop agreement with the labor union, and 100% of regular and contract employees eligible to join the membership has joined the membership.
Furthermore, we also set the timing of any material changes in our business by taking into account their relationship to our disclosures; however, as for other matters, we notify the labor union of the matters around one to six months in advance and provide an opportunity to discuss the details with the union. As for personnel changes of employees, we notify employees through internal notifications.