Global Site

Displaying present location in the site.

Work-Life Balance

Governance
Strategy
Risk Management
Indicators and Goals

Governance

In order to enhance the implementation of management strategies, NEC is promoting initiatives to improve employee productivity and job satisfaction by designing work systems that include support for balancing work with childcare and nursing care, creating mechanisms and systems to encourage employees to make behavioral changes, setting and monitoring KPIs, and providing training, etc., in consultation with the labor union.

Strategy

Based on the NEC Way, NEC Corporation and its consolidated subsidiaries in Japan have established the work systems necessary to enable employees to balance their work and personal lives and to demonstrate their capabilities fairly, even when under certain constraints, and are promoting educational and awareness-raising activities to make the most of these systems.

Risk Management

Support for Those Balancing Work with Family Commitments

Childcare Support

NEC Corporation supports employees who are balancing work with childcare with benefits such as leave before and after a spouse gives birth, childcare leave, and a system of reduced working hours for childcare, in addition to measures such as the following.

  • In the “Will be” cafeteria-style benefits and welfare system, employees with children of elementary school age or younger are awarded additional childcare points.
  • In addition to the postpartum parental fund (a payment of 550,000 yen to employees who have a new baby), a pre-natal parental fund (a payment of 100,000 yen to employees who submit a childcare leave plan sheet at least three months before the expected date of birth) will be established.
  • To increase the number of employees taking childcare leave, we created a system that promotes communication within the family and improves understanding by people managers (partners enter comments on the childcare leave plan sheet, and people managers meet with employees before the plan is submitted).

NEC Corporation acquired the “Kurumin” Next-generation Support Certification Mark from Japan’s Ministry of Health, Labour and Welfare in 2007, 2012, and 2015 in recognition of the Company’s initiatives for childcare. We implemented a series of measures, including measures that are not incorporated in the action plan, and further improved the work-life balance of our employees. As a result of these measures, NEC Corporation acquired “Platinum Kurumin” certification in 2018. The Company is encouraging greater understanding and utilization of childcare leave among male employees by issuing a Guide for Childcare Leave for Men in line with post-natal paternity leave (childcare leave at the time of childbirth) under the revised Act on Childcare Leave, Caregiver Leave, and Other Measures for the Welfare of Workers Caring for Children or Other Family Members and by publishing stories about the experiences of men who have taken childcare leave.

Nursing Care Support

To support employees’ efforts to balance work and nursing care, we have established systems such as nursing care leave, reduced working hours, and a work and care working system (shorter workdays). In addition, a nursing care plan has been set up within “Will be,” the cafeteria-style benefits and welfare system, and employees with family members who require care are given additional nursing care points, to provide employees with a variety of support to meet their needs as they balance nursing care and work.

  • Childcare and Nursing Care Overall

Since fiscal year 2021, the number of employees working reduced hours to fulfill their childcare and nursing care responsibilities has decreased. We believe that this is because the spread of telework and Super Flex Time has led to an increase in the number of employees who are able to balance work with childcare or nursing care without having to work reduced hours. In addition, as a result of encouraging male employees to take childcare leave, the number of employees doing so has increased. Indicators Related to Childcare Support and Nursing Care Support (Data Collection)

Promotion of Updating Workstyle

NEC is evolving into a purpose-driven organization that strives to realize its Purpose by maximizing team performance based on the health and integrity of each employee. Since fiscal year 2025, we have introduced a new policy to make face-to-face communication at least 40% of the time (two days a week), in order to improve the quality of communication while strengthening our ability to execute strategies.

  • As a result of promoting activities to establish work rules through dialogue within teams based on the Work Style Guidelines, the implementation rate was 97%. (As of September 2024)
  • Organizations that strictly enforce team rules have higher scores for teamwork and manager evaluations in the engagement survey, while organizations that responded “not practicing” had scores that were 5 points lower than the companywide average (as of December 2024). Formulating and implementing workstyle rules contributes to improving team engagement.
  • We have continued to promote diverse workstyles and collaboration by developing a Communication Hub and Innovation Hub as workplaces that foster team connections and co-creation.

Establishing a Paid Leave System and Encouraging Employees to Take Vacation

At NEC, in addition to providing paid leave, we also provide five days of family-friendly leave per year (which can be accumulated to a maximum of 20 days) that can be taken for reasons such as childcare, children’s school events, caring for family members, personal medical treatment, volunteer activities, and self-improvement. We also provide paternity leave (10 days), career design leave (up to 10 days according to age and number of years of service), and other leave to promote work-life balance for employees. In addition, since fiscal year 2025, we have set recommended days for taking paid leave, and are working to create an environment in which it is easier for employees to take leave.
Average monthly overtime work hours and number of paid leaves taken per employee are presented below

Indicators and Goals

Medium- to Long-term Goals, Priority Activities and Progress, Achievements, and Issues

Medium- to Long-term Goals and Priority Activities

(Applies to: NEC Corporation unless otherwise specified; Period: April 2021 - March 2026)

  1. Establish conditions that provide the optimal place and the optimal time in striving to elicit optimum performance
    • Providing the experiences employees need to evolve autonomously
    • Transforming the office to foster trust and co-creation
    • Providing a workplace that enables seamless activities beyond time and space
    • Fostering a culture where diverse talent comes together to pursue value creation

FY2025 Goals, Progress, Achievements and Issues, and FY2026 Goals

FY2025 Goals

  1. Establish conditions that provide the optimal place and the optimal time in striving to elicit optimum performance
    • Provide workplaces that address societal and business changes
      - Continuously improve workplace conditions, including network infrastructure and office functions, to accommodate the increase in office attendance and face-to-face communication opportunities
      - Reallocate workplace space to align with business characteristics and job functions, and expand Communication Hubs and Innovation Hubs

FY2026 Goals

  1. Establish conditions that provide the optimal place and the optimal time in striving to elicit optimum performance
    • Provide workplaces that address societal and business changes