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
As part of our efforts to reduce workplace stress and promote mental well-being, we collaborate with our health insurance association to host a wellness program called “Arukatsu” (Walking Challenge). In this initiative, individuals or teams within the company compete by tracking their daily steps, with results displayed in a ranking format. Through this program, we aim to encourage regular physical activity among employees and help them refresh both mentally and physically.
We also conduct an annual stress check to help each employee recognize and better understand their own stress levels. These assessments provide an opportunity for early awareness and intervention, and we utilize the aggregated results to improve the work environment. Our primary goal is to prevent mental health issues by creating a more comfortable and supportive workplace.
To support diverse working styles, we have implemented a flexible work-hour system that allows employees to set their own start and end times based on individual needs. We also offer systems that enable part-time work and remote work without relocation, accommodating various life events.
As part of our childcare support, we provide a monthly allowance of 10,000 yen per child to help ease financial burdens. Additionally, we have introduced a system that allows employees to accumulate expired paid leave, which can be used—up to a maximum of 30 days—for childcare or caregiving purposes. Eligible dependents for caregiving include children, parents, grandparents, in-laws, siblings, and grandchildren.
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.
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.
Responding to Equal Pay for Equal Work
Legislation prohibiting irrational disparities in treatment between permanent and temporary workers was introduced in Japan in April 2020. In accordance with this legislation, Skylark has done a thorough check on whether or not our treatment of non full-time employees of all types is equal and balanced in comparison with permanent full-time employees within the Group. Based on the results of these assessments, we have produced a manual to facilitate rational explanation of any differences in treatment, and worked to develop an organizational structure that enables the explanation of such differences, led primarily by the Human Capital Management Division.
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.