Promoting Work-Life Balance
At the TOTO Group, we believe that if all employees review their work hours to improve the balance between work and home life, they will be more productive and obtain more satisfaction from their work.
Promoting employee work-life balance
The TOTO Group strives to create a company that attracts diverse human resources and allows them to work with peace of mind and to take on challenges with vitality. In addition to encouraging employees to take paid leave, we have also put in place various systems that facilitate the adoption of diverse work styles and help employees balance work and child or nursing care responsibilities.
In addition, we post and deliver the number of users and concrete use cases for such systems on the Intranet and the internal newsletter as a part of awareness raising for work-life balance and provide opportunities for each employee to improve their work-life balance.
In recognition of these efforts, TOTO received the 6th Annual Grand Prize for Work-Life Balance, sponsored by the Japan Productivity Center.
In addition, we post and deliver the number of users and concrete use cases for such systems on the Intranet and the internal newsletter as a part of awareness raising for work-life balance and provide opportunities for each employee to improve their work-life balance.
In recognition of these efforts, TOTO received the 6th Annual Grand Prize for Work-Life Balance, sponsored by the Japan Productivity Center.
Work Hours
| FY2018 | FY2019 | FY2020 | |
|---|---|---|---|
| Standard working hours per year | 1907.2 | 1906.5 | 1902.7 |
| Average hours actually worked per year | 1969.8 | 1936.6 | 1910.4 |
| Average hours of overtime per month | 15.1 | 14.2 | 11.7 |
*Data for full-time /contract employees of the TOTO Group (Japan)
Paid holidays taken
| FY2018 | FY2019 | FY2020 | |
|---|---|---|---|
| Number of days of paid holidays taken | 15.0 | 17.9 | 17.8 |
| Percentage of paid holidays taken | 80.8% | 89.8% | 89.1% |
*Data for full-time/contract employees of the TOTO Group (Japan)
Number of People Using Reduced Work Hour and Leave Systems
*Data for full-time /contract employees of TOTO LTD.
Number of People Using Variety of systems to support diverse working methods
| FY2018 | FY2019 | FY2020 | |
|---|---|---|---|
| Hourly leave | 6,375 | 6,581 | 5,750 |
| Half-day leave | 7,491 | 7,591 | 7,229 |
| Volunteer leave | 28 | 35 | 8 |
| Refresh leave | 393 | 490 | 52 |
| Flextime work schedules | 2,105 | 4,241 | 4,809 |
| Work-from-home system | 135 | 209 | 277 |
| Three year sabbatical system for spouses working overseas | 9 | 15 | 9 |
*Data for full-time /contract employees of TOTO LTD.
*In fiscal year 2020, although the number of employees who took leave was decreased as the COVID-19 spread continued, we implemented the measures to counter it, such as easing the requirements for taking leave. In addition, as measures against infectious diseases, we encouraged employees to consider the option of waiting at home / day off due to public reason, or flexible work styles (work from home temporarily, staggered working hours, direct bouncing, and flextime).
*Work-from-home system: This system was implemented for the TOTO Group (Japan) in April 2018.
*Three year sabbatical system for spouses working overseas: Data for for the TOTO Group (Japan)
Variety of systems to support diverse working methods
| System contents | |
|---|---|
| Hourly leave | Up to 5 days (40 hours) of leave can be taken in hourly units throughout the year. |
| Half-day leave | In general, annual paid leave is taken in full days, but leave can also be used in half-day units without restriction. |
| Volunteer leave | In order to support employees who participate in volunteer activities, the volunteer leave program allows five days of leave per year. |
| Refresh leave | This leave program aims to refresh the spirit and broaden the horizons of employees who have been with the company continuously for 10, 20 or 30 years by means of a domestic or international trip. |
| Flextime work schedules | This flextime work system allows employees who have been working to request reduced work hours, as defined by the department, or to change the start/end time of the working day. |
| Work-from-home system | Work-from-home system is a system that allows employees with childcare or family care responsibilities to work at home as part-time or full-time workers. ・ Working at home for part of the scheduled working hours per day (partly-at-home) ・ Work at home for all scheduled working hours per day (fulltime-at-home) |
| Three year sabbatical system for spouses working overseas | This system provides a sabbatical of a maximum length of three years so that employees can continue with their careers when accompanying a spouse who is working overseas. |
Employee Turnover Rate
| FY2018 | FY2019 | FY2020 | |
|---|---|---|---|
| Voluntary employee turnover rate (%) | 2.3% | 2.3% | 1.8% |
| Employee turnover rate due to life events(%) | 3.4% | 2.9% | 2.1% |
*Data for full-time employees of the TOTO Group (Japan)
*Employee turnover rate due to life events(Japan): Rate of employees who left their position due to giving birth, raising children, getting married, and providing nursing care, among total number of employees who left for personal reasons.
Promoting participation in family care and childcare for male employees
The TOTO Group encourages male employees to take an active role in housework and childcare to better understand the diversity of work styles, appreciate the need for work-life balance, and make them aware of the need to help support working women.
The paid child care leave system, Paternity and Maternity Leave System, is a support system that encourages employees with children to acquire consecutive leaves for household and child care and helps employees who are not willing to take child care leave due to a decline in revenue and who have terminated their child care leave period to actively participate in household and child care.
Also, we have established a dedicated site on the company Intranet and introduced related systems and role models to promote active leave acquisition and raise awareness. These efforts were highly recognized, and we were certified by the Ministry of Health, Labor and Welfare as a company supporting child care and acquired the next-generation certification mark Kurumin in 2012 and a higher standard Platinum Kurumin in 2018 as we achieved a 30% Paternity and Maternity Leave acquisition rate.
The paid child care leave system, Paternity and Maternity Leave System, is a support system that encourages employees with children to acquire consecutive leaves for household and child care and helps employees who are not willing to take child care leave due to a decline in revenue and who have terminated their child care leave period to actively participate in household and child care.
Also, we have established a dedicated site on the company Intranet and introduced related systems and role models to promote active leave acquisition and raise awareness. These efforts were highly recognized, and we were certified by the Ministry of Health, Labor and Welfare as a company supporting child care and acquired the next-generation certification mark Kurumin in 2012 and a higher standard Platinum Kurumin in 2018 as we achieved a 30% Paternity and Maternity Leave acquisition rate.
Dual support for careers and life events
The TOTO Group supports balance between work and life events for employees while allowing them to continue with their careers by introducing and operating various systems.
The major support systems include an area limited employment system that employees can provisionally select a working area due to marriage, childbearing, childrearing and other reasons, a leave system that employees can take a leave for three years due to accompanying of spouse's overseas duties, a human resources registration system that when leaving office is unavoidable for any life events, employees can receive information on employment opportunities, and when the employees want to restart working after the reason is resolved, they can receive job information.
The major support systems include an area limited employment system that employees can provisionally select a working area due to marriage, childbearing, childrearing and other reasons, a leave system that employees can take a leave for three years due to accompanying of spouse's overseas duties, a human resources registration system that when leaving office is unavoidable for any life events, employees can receive information on employment opportunities, and when the employees want to restart working after the reason is resolved, they can receive job information.
Introduction of a New Way of Working
With a view to preventing turnover due to major life events, we introduced the work-from-home system for the reasons of childrearing and nursing care in FY 2018, in addition to the short working hour system and the holiday/leave system, as a support measure.
In FY 2020, we faced an unprecedented crisis of the COVID-19 pandemic, significantly increased the employees targeted for the work-from-home system, and promoted remote work by thoroughly implementing online meetings.
In FY 2021, we promote the creation of workplaces to be able to take on a challenge with diverse ways of working in which places and time can be flexibly used and work to realize new ways of working.
In FY 2020, we faced an unprecedented crisis of the COVID-19 pandemic, significantly increased the employees targeted for the work-from-home system, and promoted remote work by thoroughly implementing online meetings.
In FY 2021, we promote the creation of workplaces to be able to take on a challenge with diverse ways of working in which places and time can be flexibly used and work to realize new ways of working.
