Support for Striking a Balance between Work and Family Life
Every employee has a home and a family that are the foundations of their livelihood, and, regardless of gender, every employee has an obligation to them. Murata believes that by establishing an environment that allows its employees to enhance not only their work but also their home foundation, its employees will manifest their aptitudes and continue to perform well. We have put in place various support systems so that both men and women are able to progress in the development of their careers while being involved in such activities as child-bearing, child-rearing, and care-giving.
In response to the enactment of Japan's Law for Measures to Support the Development of the Next Generation, we formulated an action plan from April 2005 that includes improving maternity leave and short-time employment arrangements, introducing special leave for infertility treatment and providing support to encourage fathers to be involved in raising their children. A considerable number of employees have used these support systems. Consequently, we have been recognized as a business that meets the basic requirements of the Law for Measures to Support the Development of the Next Generation, and were awarded the Second Kyoto Prefecture Award for Support for Child-rearing.
Since fiscal 2008, we have held a "Children's Visiting Day" on which employees' children are invited to the workplace of their parents. The goal is to have children directly sense the activity called "work" by letting them see their parents working and the workplace. From 2009, we contracted with an external company and established a child-minding support system for employees with children of elementary school age or below whose spouse also works. We also have a system under which employees with children are able to reduce their working hours by up to two hours per day; from 2010, we will expand the employees to whom this system applies from those with children up to their third year of elementary school to those with children up to the age of graduation from elementary school. In 2012, we launched a Mothers' Committee at each of our worksites, thereby creating opportunities for female employees who are balancing child-rearing and work to expand networks among themselves and share their concerns and know-how. In 2016, we established a leave system enabling employees to accompany their spouses overseas when the spouses are relocated for work, in order to enable them to continue their careers. We also offer a short-day system that allows employees to shorten their working hours for the purpose of providing care, enabling them to balance work with care provision. In 2017, we established a short-week system to supplement this system, enabling employees providing care to work four-day weeks. Going forward, in addition to continuing the initiatives that we have established up to the present, we will further our efforts, for example by verifying the effectiveness of our measures and expanding systems, and introducing a support menu to enable employees to continue their careers and maintain their skills while taking maternity or childcare leave.
In order to promote active use of the work-life balance systems, we will formulate guidelines and make improvements to the contents of the systems.