Jan | Feb | Mar | Apr | May | Jun | Jul | Aug | Sep | Oct | Nov | Dec | |
---|---|---|---|---|---|---|---|---|---|---|---|---|
over time work hours (legal over time work +legal holiday work) | 2129 | 2055 | 2336 | 2143 | 2481 | 2089 | 2044 | 2248 | 1994 | 2020 | 1660 | 1568 |
Number of subject workers | 238 | 238 | 239 | 239 | 240 | 238 | 236 | 235 | 236 | 232 | 231 | 232 |
Average over time work hours, etc. | 9 | 9 | 10 | 9 | 10 | 9 | 9 | 10 | 8 | 9 | 7 | 7 |
Manager segment | Position equivalent to Subsection chief | Position equivalent to Manager | Position equivalent to head of department | |
---|---|---|---|---|
Total number | 38 persons | 30 persons | 21 persons | 89 persons |
Female with above | 4 persons | 2 persons | 1 persons | 7 persons |
Miyazaki | The average wage for women divided by the average wage for men. |
---|---|
Regular employees. | 70% |
Non-regular employees | 74% |
All workers or All employees | 71% |
Tokyo | The average wage for women divided by the average wage for men. |
---|---|
Regular employees. | 87% |
Non-regular employees | 88% |
All workers or All employees | 88% |
There is a tendency for a higher number of men to hold managerial positions compared to women. Men also tend to have a higher incidence of both overtime work and working longer hours than women. Male employees are more likely to work in shift schedules, and a larger proportion of them receive benefits such as family/housing allowances, shift allowances, and late-night allowances.
As of April 1, 2023.
We will plan action plan as follows for increasing female employees and preparing employment environment for female to be able to actively work.
5 years from Apr1st, 2021 to Mar31st, 2026.
From Apr, 2021
Since Sep, 2021: Proactive discovery of female employs who has willpower and capability (More than 1 time per annual implementation of company visit meeting)
Since Sep, 2021: Planning of selecting candidate talents for transfer, Building the plan
Since Apr, 2022: Start recruitment /invitation with improved new working terms & conditions
Since Apr, 2022: Implement actual allocation/assignment (Periodical follow-up)
Since May, 2021: Discover by investigation of challenges/issues and implementation for Mind set change of department leaders
Since Sep, 2021: Select candidate employee of manager development (career training) and planning of training plan
Since Jun, 2022: Study/Examination of training program
Since Jun, 2022: Proactively include female as candidate of successor development plan
Since Apr, 2021: Implement hearing/interview about personal work system/program
Since Jun, 2021: Include building system/program to be in charge by multiple persons in each department and work act on behalf (support each other) system/program with multifunctional/multi capability and consideration/study of automation