Work-Life Management Policy
Provididing a “Great Place to Work” where diverse employees maximize their performance with passion and a sense of security.
As per our Global HR Management Policy, we aim to build a “Great Place to Work” where diverse individuals continuously and passionately create new value. In this context, we offer a range of work style options so that each individual, with their diverse values and lifestyles, can maximize their performance both at work and in private to enrich their overall quality of life. By cultivating an environment that enables employees to work autonomously and flexibly, we promote an output-oriented approach to work to generate high added value.
Creating an environment in which diverse individuals can develop their capabilities to the fullest
Reducing long working hours
- Regular holding of labor-management roundtable discussions
- Other awareness raising measures/Information dissemination
- Seminars on time management and task management
- Introduction of the work interval system
Encouraging employees to take more holidays
- Promoting to have paid leave utilization
- Spouse maternity leave, Refresher leave, Volunteer leave, Marriage leave
Promotion of flexible work styles
- Teleworking system
- Super-flextime system
Sumitomo Corporation has formulated an action plan to speed up its work style reform, specifically to (1) reduce long working hours, (2) encourage employees to take annual paid holidays, and (3) foster flexible work styles, as Keidanren (Japan Business Federation) urges its member companies to do.
As a result, we achived goals in action plan such as target number of paid leaves and introduction of teleworking and super-flextime system.
Reducing long working hours
Sumitomo Corporation has been fostering the separation of professional and private life, aiming to increase the work efficiency of employees. In this age of diversification and sophistication of businesses, it is not appropriate to manage working hours simply to reduce the hours regardless of the specific business conditions, although longer working hours do not always lead to better business performance. In recognition of this fact, we need to pursue more value-added work styles also from the viewpoint of global competition.
Average Monthly Overtime Hours (Non-Consolidated Basis)
The following is an example of our efforts to raise employees’ awareness and to provide them with useful information.
Labor Management Seminars
We provide training on labor management as a part of the newly appointed manager training and newly appointed team leader training programs. We undertake ongoing educational activities, including holding seminars on labor management and productivity improvement, to raise awareness regarding labor management.
Encouraging employees to take more holidays
Sumitomo Corporation fosters the separation of professional and private life to encourage employees to increase their productivity to achieve greater results within a limited time.
Number of paid holidays taken by employees
We promote a smart work style with the aim of improving productivity to achieve maximum results in a limited time. Efforts to achieve this goal include the setting of a company-wide target for the number of paid leaves to be taken in a single year through 2016 to 2019. The number of days of paid leave taken has steadily increased, and the targets were achieved. Starting in 2020, rather than setting a company-wide target that applies uniformly to all employees, we adopted a policy of allowing each organization and individual to exercise autonomous management.
Fostering flexible work styles
The teleworking and super-flextime systems are designed to provide employees with an environment that enables them to work autonomously and flexibly beyond the conventional framework and thereby promote high-value-added, output-oriented work styles. By working autonomously and flexibly, employees will proactively make more effective use of time to foster their own mental and physical health and increase their own value, which will lead to the maximization of their performance.
In 2018, we adopted a teleworking system and expanded flexibility around work location, enabling employees to work at home or at any of the hundereds of contracted satellite offices up to a certain number of days. In principle, there are no restrictions to the use, and employees with different circumstances, such as providing childcare and family care are provided an opportunity to work proactively and flexibly. Since 2020, in response to the COVID-19 pandemic, we have allowed teleworking while performing childcare or family care at home taking into consideration work-life management. In 2021, we proposed a best-mix work style that uses both in-office and at-home work to manage both employee safety and business continuity.
Average Attendance Rate in FY2021 (Domestic Employees)
|Period||Apr. - Jun.||Jul. – Sep.||Oct. – Dec.||Jan. – Mar.||Annual Average|
|Attendance Rate (%)||35.2||30||41.1||45.2||37.8|
In recognition of these efforts to promote teleworking, we received the Excellence Award of the FY2020 Telework Promotion Award (Kagayaku Telework Award) presented by the Minister of Health, Labour and Welfare. Please refer to the following link for more information.
In 2018, we abolished the “flexible work hours system”, which required employees to be present during the fixed core hours from 11:00 to 15:00, and newly adopted the “super flexible work hours system.” The new system has no core hours. Employees can start and end their work at any time during the flexible time band from 5:00-22:00. This system allows employees to design and manage their own work style, leading to further improvement of both organization’s and the individual’s performance.
Providing Employees with Workplaces Where They Can Work with Vigor and Peace of Mind
Workplaces with no harassment
Sumitomo Corporation regards all issues related to harassment, including sexual harassment, power abuse, and discrimination against pregnant women and minorities including LGBTQ+ people, as a serious infringement of human rights and deals with these issues sincerely and strictly.
Specifically, we have implemented the following measures:
- Clearly stated in the working rules that any forms of harassment will be subject to disciplinary action.
- Clearly prohibited any forms of harassment in the compliance manual.
- Made all directors and employees aware of the fact that the company will deal with harassment-related issues strictly by launching a website and providing level-specific training on the issues. Since 2014, the company has also been holding training sessions to help all managers deepen their understanding of sexual harassment and power abuse.
- In order to prevent any harassment and solve a harassment issue if it unfortunately happens, established a contact for employees to make complaints about harassment within the departments supervised by the Chief Administration Officer and Chief Compliance Officer.
- Using the Speak-up System, also established a system for detectors of harassment to directly inform the Chief Compliance Officer (COO) of the fact.
Supporting employees in balancing work and child-rearing/long-term nursing care
Sumitomo Corporation provides both male and female employees with a range of options so that all employees, including those taking care of their children and other family members, can work with vigor and peace of mind and display their abilities to the fullest at their workplaces.
■Supporting employees in balancing work and child-rearing
■Supporting employees in balancing work and long-term nursing care
Organization of various seminars
- Nursing Care Seminar
Held once or twice a year since 2007 on themes including “Introduction to long-term nursing care insurance,” “How to live a happy old life,” “Final abode and nursing care facilities,” “Saving money by learning about long-term nursing care insurance,” “Tips to give nursing care to family members living separately,” “Preparation for nursing care from the financial aspects” and “Introduction to dementia, which tends to be misunderstood.”