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Together with EmployeesPromoting Work-Life Enrichment

In order to utilize the power of our human resources, it is necessary for a diverse range of people to demonstrate their diverse abilities and work in their own way. For this reason, we view work and life as one, and aim to create an environment that helps employees fulfill their ambitions through synergy between work and private life. We are committed to creating an environment in which each employee can realize their ambitions in life. To this end, we provide a variety of support services to help each employee realize their mid- to long-term life plan and daily lifestyle.

Realizing Mid- to Long-Term Life Plans (Balancing Work and Nursing/Childcare)

For individual employee to be able to realize their mid- to long-term life plan, it is necessary to expand the range of life planning options for events that have a large impact on life, such as childcare and nursing care.

Programs to Support a Balance Between Work and Nursing Care

Lion has enhanced support for employees engaged in nursing care of family members as part of efforts to create an environment that allows employees to continue to work with peace of mind while handling such responsibilities. In addition to ordinary annual paid leave, we have in place programs to support nursing care providers, including nursing care leave of up to 365 days, shorter work hours for nursing care (short hours flextime system), short-term nursing care leave and accumulated leave for nursing care (accumulated expired annual paid leave). Furthermore, we have set up a support website targeting employees aged 40 and over to better provide information on nursing care, including videos of caregiving seminars for managers and individuals.

Programs to Support a Balance Between Work and Nursing Care
Nursing care 365 days of nursing care leave
  • Up to a total of 365 days of leave in one-day units may be taken per family member requiring nursing care
Shorter work hours for nursing care
(short hours flextime system)
  • Employees may reduce their work hours (by up to two hours per day) as long as necessary to provide nursing care
  • May be used in combination with the flextime system
Short-term nursing care
leave
  • Employees may take up to five days per year to provide nursing care for one family member or up to 10 days per year to provide nursing care for more than one family member
Accumulated leave
(Close relative nursing care)
  • Accumulated expired annual paid leave (up to 60 days) may be used for the nursing care of close relatives

*Accumulated paid leave may also be taken for the employee’s own medical care or for volunteering

Programs to Support a Balance Between Work and Childcare

Lion is proactively enhancing its programs that support employees who are balancing work and childcare. We are expanding related programs in line with our action plans based on the Act on Advancement of Measures to Support Raising Next-Generation Children and the Act on Promotion of Women’s Participation and Advancement in the Workplace and working to increase awareness among employees. As a result of these efforts, in 2021, 100% of eligible female employees (full-time employees only, excluding full-time contract employees) took childcare leave. The number of male employees taking childcare leave is rising at 56% across a wide range of departments.

Employee motivation often falters during the early childcare years. Lion offers support for employees to help develop their careers while raising small children. For example, we have set up a website offering information for employees returning from childcare leave and raising small children as well as support for employees wanting to learn new skills while on childcare leave. To ensure proper understanding of the programs available, we hold individual orientations, attended by eligible employees and their supervisors, as well as pre-reinstatement seminars and post-reinstatement interviews in order to facilitate a smooth return to work and support ongoing career development.

Furthermore, to promote the professional participation and advancement of employees who are raising children, Lion offers a new work style—the short hours flextime system—combining the reduced work hours system and flextime system (the flextime system applies to all employees, excluding those working in certain workplaces at plants).

Programs to Support a Balance Between Work and Childcare
Childbirth Maternity leave
  • Six weeks before and eight weeks after childbirth (paid)
Special leave for spouse’s childbirth
  • Two days (paid, with bonus)
Childcare Childcare leave
  • Employee may take up to 18 months leave until the child is three years old (may be extended by up to six additional months if there is no available spot for the child in a day-care center at the 18-month point)
    (paid for the first successive two weeks)
Shorter work hours for childcare
  • Employees may reduce their work hours by up to two hours per day until the child finishes first grade
  • May be used in combination with the flextime system
Exemption from overtime work
  • Employees with children below elementary school age may apply for exemption from overtime work
Leave to nurse sick children
  • Employees may take leave in hourly units to care for injured or sick children below elementary school age (paid)
  • Employees may take up to five days per year for one child below elementary school age or up to 10 days per year for more than one such child

Initiatives Based on the Act on Advancement of Measures to Support Raising Next-Generation Children

Lion is aggressively working to create environments that allow employees to work while raising children so that all employees can exercise their abilities to the fullest.

As a result, Lion has fully accomplished the first five phases of its Action Plan based on the Act on Advancement of Measures to Support Raising Next-Generation Children and received Kurumin certification for each. Through such initiatives as encouraging the use of childcare-related systems, providing support for smooth reinstatement after childcare leave and encouraging male employees to take parental leave, we have achieved a 100% retention rate for female employees one year after giving birth and a 71% usage rate for childbirth leave or parental leave among male employees (for the period of April 2015 to December 2018).

In addition, under the 5th Phase (covering April 1, 2015 to December 31, 2018) of our Action Plan, we advanced efforts to promote healthy work-life balance among all employees, not only those raising children, such as encouraging the use of annual paid leave and expanding the use of the work-from home system. As a result of these efforts, in 2019, Lion received special Platinum Kurumin certification from the Minister of Health, Labour and Welfare.

Kurumin Certification
2007 1st Phase Received Kurumin certification as a childcare-supporting company from the Minister of Health, Labour and Welfare
2009 2nd Phase Received Kurumin certification as a childcare-supporting company from the Minister of Health, Labour and Welfare
2011 3rd Phase Received Kurumin certification as a childcare-supporting company from the Minister of Health, Labour and Welfare
2015 4th Phase Received Kurumin certification as a childcare-supporting company from the Minister of Health, Labour and Welfare
2019 5th Phase Received special Platinum Kurumin certification as a childcare-supporting company from the Minister of Health, Labour and Welfare
News Release [Japanese]
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Kurumin certification mark
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Platinum Kurumin

At present, under the 6th Phase of our Action Plan (covering February 1, 2019 to December 31, 2022), we continue to create employee-friendly environments that allow employees to work while raising children and exercise their abilities to the fullest.

6th Phase of Lion’s Action Plan Based on the Act on Advancement of Measures to Support Raising Next-Generation Children: Goals and Status of Initiatives

Goal 1

Within the period of the Action Plan, implement support measures to create a working environment in which employees on childcare leave can smoothly return to work.

Initiatives

  • 2019: Launched the Lion Career Village and provided support for self-study while on childcare leave and for career development after return to work.
  • 2020: Holding discussions about career development with internal instructors at pre-reinstatement seminars. Continuing to provide explanations of childcare support systems to the supervisors of employees using said systems.

→Launched the Lion Career Village and provided support for self-study while on childcare leave and for career development after return to work. (Begun in January 2019)

Goal 2

Within the period of the Action Plan, have 13% or more of eligible male employees take childcare leave, one or more such employee take long-term parental leave and 30% or more of such employees take special leave (for childbirth).

Initiatives

  • 2019: Explained childcare leave systems to employees who filed childbirth registrations and to their supervisors and encouraged them to take leave.
  • 2020: Promoting the use of leave systems by featuring employees who have used them in the internal newsletter, thereby sharing real-life experiences of work-life balance improvement.

→In 2020, of the 66 male employees to whom children were born, 23 (34.8%) took childcare leave, and another 30 (45.5%) took special leave for the birth. As such, we achieved the target.

Goal 3

Within the period of the Action Plan, promote measures for understanding and use of the work-from-home system and implement for support the establishing the system.

Initiatives

  • 2019: Expanded the departments and employees eligible to use the work-from-home system. Promoted understanding and use of the system through mass orientations, workplace orientations, individual meetings and other means.
  • 2020: Promoting the use of leave systems by featuring employees who have used them in the internal newsletter, thereby sharing real-life experiences of work-life balance improvement.
  • 2021: Analyze data on system usage by workplace in order to improve systems.

→In January 2020, we expanded the range of eligible employees to include approximately 70% regular employees and full-time contract employees, excluding production divisions. In addition, to promote flexible and autonomous work styles, we have eliminated the previous one day per week limit on telecommuting. The telecommuting rate is now around 50%, which allows for a better balance between work and private life.

Perspectives of Employees Balancing Work and Childcare

I used Lion’s childcare leave in 2016 and again in 2019 when I gave birth to my children. Lion’s various support systems had been well established when I had my first child, but they were further strengthened for my second child, and I felt that they created a very comfortable working environment for mothers. I was very anxious about returning to work after childcare leave because I could not imagine a life of raising two children while working, especially considering that I have not only one child, but also my second child. However, when I attended the Back-to-Work Seminars, I heard stories from more experienced mothers and was able to get a better picture of what it is like to balance work and family life. Talking with other mothers who were returning to work at the same time made me feel like I could do my best, and Lion’s systems were being improved, so I was able to look at returning to work in a positive light.
I met my husband while working at Lion, but when I had my second child, he was also able to take childcare leave. The Company as a whole is very supportive of parenting, regardless of gender, so we were able to enjoy raising our children without hesitation, which I appreciated.
Now, I am currently utilizing the short hours flextime system, the super flex system, and the telecommuting system. In addition, my superiors and coworkers are very understanding, so I am able to work in a flexible manner, which is very helpful, I feel that I am truly blessed to be able to work while raising my children.

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Mariko Watanabe
DX Promotion Department

Work Styles that Help Realize the Daily Lifestyles that Employees Seek

To achieve the daily lifestyles that employees seek, it is necessary to reduce overtime and long working hours, make the leave system more accessible, and increase flexibility in working hours and locations.

Promoting Work Hour Management and Annual Paid Leave

We have been working to reduce long working hours and encourage employees to take annual paid leave since 2010. Through e-learning programs for employees throughout the Company, such as compliance, we are promoting understanding of appropriate work management, including work hour management. In addition, in order to achieve our 2022 target of 80% annual paid leave taken, we are implementing initiatives for all employees to take at least 5 days per year under a labor-management agreement.

Rule Revisions to Promote Independent Work Styles

In 2015, we introduced a work-from-home system that promotes flexible work styles not bound to specific workplaces. This was done with the aims of accommodating autonomous work styles in line with the diversity of our employees and increasing productivity. In 2019, we improved our work-from-home related systems and their operation, including encouraging participation in the 2019 Telework Days campaign.*1 By the end of 2019, trial implementation had expanded to the point that the portion of employees who had used the work-from-home system at least once had grown to 49%.

To prevent the spread of COVID-19 pandemic in 2020, the adoption of work styles that do not require employees to be present in offices or commercial premises has rapidly expanded, and digital tools have been adopted throughout the Company. In January 2021, we reinforced our telecommuting and full-flex systems (eliminating core time and enabling employees to take discretionary off-the-clock breaks) in response to shifts in work styles due to the COVID-19 pandemic. This shift toward more independent work styles that accommodate diverse needs has resulted in a usage rate for these systems of around 50%.*2 The practice of work styles suited to individual needs continues to take root, helping improve professional fulfillment. Furthermore, because it is difficult to enable production site employees to freely set their own hours, we have established a system for such employees to take time off in hourly increments. This system makes it easier for employees to balance their private lives and work, helping to bolster motivation.

*1 The Ministry of Internal Affairs and Communications and the Ministry of Economy, Trade and Industry, in collaboration with related government agencies and organizations, called on companies to implement telecommuting throughout Japan with the aim of expanding telecommuting nationwide and alleviating transportation congestion during the Tokyo Olympic and Paralympic Games.

*2 Excluding periods under state of emergency declarations related to COVID-19 pandemic.

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Perspective of an Employee Using the Telecommuting System

An advantage of telecommuting is that it allows you to find better, more efficient ways of working. After getting my work done efficiently, I often have more time than I otherwise would to prepare dinner and can take more care with it. Being able to feel satisfied with the level of housework I do even on weekdays has felt like a real lifestyle improvement.

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Iyo Takatsu
Beauty Care Business Department, Health and Home Care Products Headquarters

Smart Work

Since 2019, we have been relaxing rules about work attire. This is aimed at enabling employees to practice work styles that spark open innovation and creativity to the greatest extent possible.
In addition, we are enhancing workplaces to improve employee work styles and the quality of communication. We have remodeled some offices, creating spaces for collaborative and solo work. Through such efforts, we are testing new types of working spaces with the aim of effectively enhancing employees’ various work styles.

In these and other ways, we are fostering employees who focus their efforts on the essential creative, high-value-added aspects of their work as well as a corporate culture that rewards doing so.

Volunteer Leave System

Lion has a special volunteer leave system (up to five days per year) to support employees participating in Company-designated volunteer activities as well as a general volunteer leave system (in which employees can use expired annual paid leave) to support employees participating in volunteer activities of their own choosing.
Japan is frequently affected by natural disasters, such as flooding and earthquakes. Through employees’ active participation in activities to promote recovery in affected areas, we aim to contribute to local communities and enhance participants’ awareness of social contribution.
In 2020 and 2021, due to the COVID-19 pandemic, the number of employees who participated was 0.

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Forest maintenance participants, including employees using the special volunteer leave system
Employees Using Volunteer Leave
2017 2018 2019 2020 2021
Users (days taken) 12 (16days) 13 (16days) 15 (19days) 0 0

Employee Awareness and Behavior Survey

Since 2013, we have conducted an annual employee awareness and behavior survey of domestic Group employees in order to confirm changes in employee awareness and behavior, with the aim of achieving a state in which every employee feels fulfillment in their work. The results of the survey are used for measures to improve job satisfaction of employees.

Employee Awareness and Behavior Survey*1*2
Employees take pride in their work
  2018 2019 2020 2021
Lion Corporation
(excluding employees on loan)
Response rate Overall 91.5% 85.8% 83.0% 84.3%
Overall 96.2% 95.7% 97.3% 80.5%
Male 97.2% 96.5% 97.5% 84.3%
Female 94.5% 94.3% 96.8% 77.0%
Below 30 y/o 94.1% 94.0% 95.3% 74.9%
30–39 y/o 94.8% 93.9% 96.7% 78.9%
40–49 y/o 95.3% 96.1% 96.8% 79.0%
50–59 y/o 97.7% 95.7% 97.9% 84.6%
60 y/o and above 98.1% 98.0% 97.2% 85.4%
Non-Management Positions 95.1% 94.4% 96.6% 77.5%
Management Positions (Including officers) 98.5% 98.7% 98.8% 89.6%

*1Scope: Lion Corporation, non-consolidated basis (excluding employees on loan)

*2Since the ratio reached close to 100%, the survey option was modified to enable us to create even better working conditions.

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