The Certified KENKO Investment for Health Outstanding Organizations Recognition Program is a program that awards companies implementing especially excellent health and productivity management using initiatives rooted in local health issues and health promotion initiatives promoted by the Nippon Kenko Kaigi.
OBC’s initiatives to build a platform to implement health and productivity management were given special recognition, and the Company was certified for the fifth time.
Promoting health and productivity management as one of the management policies and supporting employee health maintenance and improvement will lead to the growth of OBC.

Under the Kurumin certification program, companies are encouraged to formulate a general employer action plan to support employees raising the next generation of children (promoting childcare and use of paid leave, reducing overtime hours, helping young people find employment, etc.), based on the Act on Advancement of Measures to Support Raising Next-Generation Children, and to achieve goals defined under this plan. Companies that meet certain standards are then able to receive this certification from the Minister of Health, Labour and Welfare, which signifies that the company is taking measures to support childcare.

OBC’s main initiatives related to Kurumin certification

1. Offer flexible work arrangements for employees raising children to help them balance work and family responsibilities

In response to feedback from employees raising children who said that they continue to worry about their children even after they begin elementary school, we have greatly extended the reduced work hour period for parents from the statutory “until the child reaches three years old” to “until the child reaches the third grade of elementary school .” We also offer flexible daytime working hours to better accommodate the needs of employees raising children.

2. Support the creation of an environment that allows employees on childcare leave to make a smooth return to work

Employees on childcare leave are given access to the company portal to help them understand the situation at the company in real time. Before returning from childcare leave, we ensure that employees meet with their supervisors to check what support they need in order to return to work and to review mindset and skills-related support. At the same time, we are educating managers through the creation of “Manager’s Guidelines” and other activities designed to help managers understand and show consideration for working styles that fit the life plans of employees raising children.

3. Provide support for employees raising children to effectively balance work and family responsibilities

We have created opportunities for parents to share best practices for balancing work and family responsibilities, and for young (female) employees to develop a career vision that accounts for life events. Specifically, we:

• Organize luncheons.
• Hold panel discussions with senior female employees.

We also have prepared a “Guide for Female Employees” and distribute it to first-time expecting mothers. This guide explains, with case examples, how to develop one’s career while simultaneously managing life events that are unique to women.

4. Conduct leadership training targeted at employees (mid-level employees and above) with reduced hours

For employees with reduced hours who cannot easily participate in internal training due to time constraints, we conduct leadership training (seven habits training) that accommodates their work hours, thereby supporting employee growth.

5. Newly establish Refresh Leave and encourage employees to use paid time off (PTO)

We encourage employees to take PTO by offering PTO as an incentive combined with long service awards. For example, we offer an overseas trip + Refresh Leave (two days) for ten years of service, a ¥200,000 bonus + Refresh Leave (four days) for 20 years of service, and a ¥300,000 bonus + Refresh Leave (five days) for 30 years of service.

6. Efforts to reduce overtime work

To create a workplace that allows male employees to participate in childcare with peace of mind, and where all employees can thrive and play an active role, we are also working to reduce overtime hours across the company.
Specifically, we:

• Implement “No Overtime Day” at least once a week per employee or by department
• Use a keycard entry system that restricts access to the office after 10:00 p.m.
• Newly established a productivity-based incentive program.
• Limit monthly overtime hours to 30 hours as an internal rule, and enforce strict compliance.
• Calculate total overtime hours on a weekly basis and report figures to all department heads and management.

As a result of the above efforts, average overtime hours across the entire company were reduced to 20 hours per month as of August 2017. (Two years before that, the monthly average was about 30 hours.)

7. Provide internships and other work experience opportunities to students

In order to raise the next generation, OBC also plays a role in supporting the employment of young people.
Specifically, we offer an internship program for students every year. During the two-year period of the action plan (general employer action plan), over 1,000 students participated in the program. During the internship, interns can see firsthand how our employees work by touring the company, and experience what it is like to work in the IT industry and propose core business systems to customers. Interns also receive extensive support from our HR staff, who provide feedback to each intern. This is a very popular event that fills up every time.
In order to continue growing as an enterprise, OBC aims to be a company where employees can challenge themselves and play an active role while balancing work and family responsibilities.