Policy and Approach
Skylark Group regards human resources as one of its most important business management resources. In response to the introduction of the Act on the Arrangement of Related Acts to Promote Workstyle Reform in April 2019, we have worked to limit long working hours and make improvements with regard to other problems, such as failure to ensure that employees take annual paid leave.
We are also implementing various measures such as reviewing business hours, with a particular focus on the way we work during the year-end / New Year holiday period and late-night hours.
In anticipation of the post-COVID era, we will work to create an environment where diverse human resources can play an active role with the aim of further improving employee satisfaction.
Risks and Opportunities
Indicators/KPI
Examples of Action
Initiatives to Support Employee Health and Diverse Workstyles
We position employee health management as a key management priority. Every fiscal year, we set a quantitative goal of a 100% health checkup attendance rate for all full-time employees and ensure thorough implementation. Furthermore, we have established a follow-up system that encourages secondary examinations, striving for the early detection and prevention of diseases.
As a measure against workplace stress, we co-host "Arukatsu" (Walking Activities) with our health insurance association to reduce employee stress and improve mental well-being. "Arukatsu" is an event where individuals or internal teams compete on step counts, with results displayed in a ranking format. Through this initiative, we encourage employees to be mindful of daily exercise and aim for physical and mental refreshment.
In addition, we conduct annual stress checks to monitor the stress levels of each employee, providing them with an opportunity to recognize their own stress levels and take early action. For those identified as having high stress levels or exceeding specific scores, we have a system in place that provides access to consultations with industrial physicians.
We also strive to foster an organizational culture that makes it easy for those in poor health to seek advice early by deepening the understanding of mental health and creating a stigma-free workplace. To strengthen our organization-wide prevention system, we ensure that managers are aware of appropriate guidelines for supporting subordinates and provide opportunities for employees to understand the importance of self-care and stress management. Furthermore, we utilize the results of stress checks to improve the workplace environment and proactively prevent mental health issues.
To provide a safe space for mental health concerns, we have established a 24/7/365 "Health Consultation Desk" in collaboration with external professional institutions. This desk offers various consultation channels, including telephone and email, to ensure employees can seek support without psychological burden. For employees returning from leave due to mental health issues, we provide step-by-step reinstatement support programs to facilitate a smooth transition back to the workplace.
To support diverse workstyles, we have introduced a modified working hours system that allows employees to determine their own start and end times based on their individual needs. This enables flexible adjustments of working hours to align with busy and slow periods, as well as "shortened work weeks" where employees can adjust their daily hours to reduce the number of workdays per week. We also provide systems that allow employees to flexibly choose work styles, such as part-time work or roles without relocation or transfer, to accommodate various life events.
As part of our financial support for childcare, we provide a childcare support allowance of 10,000 yen per child. Furthermore, separate from statutory leave systems, we offer a unique fully-paid leave program where the company guarantees 100% of the employee's salary as follows:
- Childcare (for employees and their spouses/partners): 30 days (4.3 weeks)
- Family/Relative Care (children, parents, grandparents, in-laws, siblings, and grandchildren): 30 days (4.3 weeks)
This is part of our "accumulated leave system," which allows employees to use up to 30 days (4.3 weeks) of expired annual leave for life events such as childcare and caregiving. As a special paid leave program that exceeds statutory requirements, it ensures an environment where the majority of our employees (full-time staff) can balance work and family care without financial burden.
Employee Development Training
Skylark Group has implemented the Manager Step-up Program (MSP) for full-time employees and the Crew Career-up Program (CCP) for part-time and other employees to support their growth and career advancement.
MSP is a training program designed to enhance individual leadership skills in addition to knowledge and skill acquisition. CCP is a system that enables employees to improve their skills and advance their careers by learning the knowledge and techniques necessary for store operations. Both programs incorporate coaching and aim to improve employees' autonomous problem-solving abilities.
For technical interns and specified skilled workers from overseas, in addition to providing technical guidance necessary for their duties, we offer opportunities to learn about Japanese culture and language to promote cross-cultural understanding.
Internally, a voluntary community known as the "Mokumoku-kai" (Intensive Study Group) has been established. This community holds study sessions on cloud computing and generative AI with the aim of developing DX talent. It enables employees to collaborate, learn, and enhance their skills, while also promoting the application of AI in business operations.
Additionally, we have a certification support system to enhance IT skills, offering full reimbursement for examination fees.
For retirees, we conduct pre-retirement information sessions for those approaching mandatory retirement age. These sessions provide information on defined contribution pension plans and life planning, as well as support for re-employment and assistance for transitioning to a non-working life.
The effectiveness of these human resource development programs is measured using indicators such as employee turnover rates, productivity, and profitability, and we strive for continuous improvement based on these metrics. Furthermore, upon completion of our training programs, we conduct quantitative evaluations through participant surveys and comprehension assessments. We have established a framework to utilize these results to verify program effectiveness and drive continuous improvements for future sessions.
Limiting Long Working Hours
Under the Upper Limit on Overtime Work Regulations introduced in April 2019, as a general rule, the upper limit for overtime work is 45 hours per month, and 360 hours per year. Even under special temporary circumstances, the upper limit has now been set to 720 hours per year, less than 100 hours per month (including work on days off), and an average of 80 hours per month across multiple months (also including work on days off).
In 2018, Skylark set its own upper limits of less than 80 hours per month (including work on days off) and an average of 60 hours per month across multiple months (also including work on days off), and continues to monitor overtime in order to ensure legal compliance. Furthermore, to achieve a fundamental improvement in work-life balance, we have established phased quantitative targets to reduce average monthly overtime to 24 hours in fiscal 2026, 22 hours in fiscal 2027, 20 hours in fiscal 2030, and zero by fiscal 2050. We are promoting the reduction of working hours through company-wide efforts.
As part of these initiatives, we are implementing measures to proactively prevent mental health risks by ensuring the appropriate management and adjustment of individual workloads.
unit : hours
Ensuring that Employees Take Annual Paid Leave
At the same time, we have also made it mandatory for all employees who have been granted 10 days or more of annual paid leave to take at least 5 days at a specified time of the year. We create a paid leave management log for each individual employee, have employees take leave in a planned manner, and obtain feedback on actual results.
Response to Equal Pay for Equal Work
Regarding the "prohibition of unreasonable treatment differences between regular and non-regular employees" introduced in April 2020, we have conducted an inventory comparing all internal employment types with the treatment of regular employees to ensure equal and balanced treatment. As a result, we have developed manuals to provide rational explanations for any differences in treatment and established a system led by the Human Resources and General Affairs Division to facilitate these explanations. Furthermore, to mitigate the impact of non-regular employment, we provide "crews" (part-time and temporary staff) with educational opportunities through the CCP (Crew Career-up Program), welfare benefits, and a pay raise system. We also support stable career development by actively operating a regular employee promotion system.
Working at Home
For the purpose of improving productivity and accommodating life events such as childcare and nursing care, employees who work in the office are allowed to work at home, subject to approval by their supervisors and other criteria.