Customer satisfaction cannot be accomplished without employee satisfaction. The Kubota Group promotes the creation of comfortable and motivated workplaces where its employees can not only work safely and securely but also feel pride and joy in their work.
In accordance with the Kubota Group Charter for Action & Code of Conduct, which is our global standard for conduct, we carry out audits and interviews at overseas bases with a clear understanding of the circumstances of each country and region, in order to raise the level of employee-related policies across the entire group.
Kubota, including all Group companies in Japan, has set priority targets in the medium to long run in its wellness project Health KUBOTA 21, and promotes the maintenance and enhancement of the health of its employees by setting specific themes for each fiscal year. In FY2015, the Health Mileage system was incorporated in the project, with the aim of encouraging employees to take spontaneous action to improve their health with interest.
Health KUBOTA 21
Slogan: For Tomorrow, For Smiles
Objective: To raise the health literacy (self-management ability regarding health) of the insured, thereby increasing those who are able to take voluntary action to develop their health
Priority targets: 1) Nutrition and diet 2) Physical exercise 3) Quitting smoking
|Item||Nutrition and diet||Physical activity and exercise||Quitting smoking|
|Contents||Increase the percentage of people who maintain a suitable weight (BMI 18.5–24.9)||Decrease the number of people who skip breakfast three times or more a week||Increase the participation rate in the Waking Campaign||Increase the number of people who do exercise at least 30 minutes a day||Decrease the smoking rate|
Based on the Safety and Health Guidelines of the Kubota Group, the Kubota Mental Health Improvement Targets were formulated. These targets specify activity objectives and goals, and the tangible actions that need to be undertaken in order to realize them. Based on these targets, our aim is to prevent mental health issues from arising, and detecting those that do at the earliest possible stage, doing so from the perspectives of self-care and line-care.
In regard to self-care, stress check, training programs, consultation services with medical staff are available, giving individual employees opportunities to recognize their own stress levels and learn how to deal with stress. For line-care, Kubota offers training for managers and supervisors as an opportunity to learn how to care for the mental health of their subordinates. Personal training programs are also available for personnel in charge of promoting mental health to improve their individual skill levels.
A stress check system was introduced in FY2016, which offers fine-tuned support for employees suffering from high stress, such as meetings with medical doctors for those who want them, and supplementary meetings with nurses for those who do not want to meet doctors. In FY2017, Kubota will expand its coverage of this system to all Group employees, with the aim of creating vibrant workplaces throughout the Kubota Group.
In promoting the action plan for general business operators set out in the Act of Promotion of Women’s Participation and Advancement in the Workplace, Kubota is eliminating consciousness of gender-based roles in responsibility allocation.
In light of the above two points, Kubota proactively encourages its male employees to take childcare leave based on the belief that they should contribute to housework and child-raising so that women may continue to pursue their careers.
For both male and female employees, Kubota promotes the creation of a working environment in which a good work-life balance is ensured.
Since fiscal 2012, the Ministry of Economy, Trade and Industry (METI), jointly with the Tokyo Stock Exchange, has selected and publicized listed enterprises that are exceptional in encouraging women’s success in the workplace, and granted them as the “Nadeshiko Brand.”
The Nadeshiko Brand consists of enterprises that encourage women to play active roles in the workplace, including the development of environments in which such women are able to further their careers, and which have been selected from those listed on the first section of the TSE on an industry basis. These enterprises are also considered to be those with growth potential since they have the management ability to utilize a variety of human resources as well as flexibility in assessments of their environments.
To dispel concerns regarding returning to the workplace after childcare leave, Kubota provides training for employees who have taken childcare leave, which their supervisors can attend.
(Kubota emphasizes that taking leave to raise one’s children does not mark the end of one’s career. Accordingly, we refrain from using the term “suspension from duties” and refer to this instead as “childcare leave.”)
* Tallied from April 1 to March 31 of the following year for each year
This program is targeted at employees who have left Kubota for childbirth, parenting, or nursing care, or due to the transfer of their spouse, giving them the opportunity to re-enter the workplace.
Commenced re-entry in Sep. 2012 (for FY2012, seven months between September 2012 and March 2013)
* Of the re-entrants in 2013, one was hired at a group company.
* Nine months between April and December of 2015 (settlement moved to December)
* January to December 2016
Kubota sets phased targets for the number of male employees taking childcare leave, and actively encourages participation.
Tallied from April 1 to March 31 of the following year for each year
Kubota encourages employees to use their paid leave days from the standpoint of maintaining their mental and physical health, preventing excessively long working hours, and securing a good work-life balance.
With the promotion policy and specific measures of encouragement shared by labor and management, Kubota encourages the use of paid leave in cooperation with the labor union.
* Tallied from March 16 to March 15 of the following year for each year up to 2015
* Tallied from December 16, 2015 to December 15, 2016 for FY2016
Every year, many new graduates (from universities and high schools) and mid-career entrants join Kubota.
Kubota endeavors to create an environment that allows new employees to retain and play active roles in early stages, by offering training programs before assignment and follow-up support after assignment.