The Group provides a comfortable working environment for women though an extensive family care system with sick / injured childcare leave, support for those raising children that includes up to two days off per month for childcare leave, and leave or shorter working hours for nursing care. Opportunities are also given for informal talks among female employees and for career counseling.
Moreover, we hope to double the number of female managers by 2025 compared to 2020, and we are actively promoting women to management positions across the Group.

VOICE

Many staff members are from other countries, and we have originally had a corporate culture that values diversity. As long as you welcome the chance to learn and grow, your abilities and achievements are recognized regardless of sex, nationality, or age. Some life events prevent people from working as much as they'd prefer, but recently, quite a few more men have been taking childcare leave for the birth of a child. We sense that the environment, both in our programs and in corporate culture, has become more conducive to work-life balance. Further promotion of diversity will call for management to listen to people's hopes and wishes and then plan and support their development over the long run.

The EPC business relies on proven engineering expertise, and we have long recognized the valuable experience of older engineers who have been actively recruited. JGC took the initiative to raise the retirement age to 65 in 2015, enabling senior employees to pass on expertise while bearing project responsibility and continuing to be compensated accordingly.

Recent efforts supporting globalized recruitment and engagement include linking language proficiency to advancement at Group companies where English is common, establishing a prayer room at the Yokohama Head Office, cultivating a global mindset in members through measures such as overseas field training, and appointing non-Japanese to managerial positions.

JGC Family Day, a day on which our employees' children visit their parents' workplaces and see them at work, has been held once a year since 2009. In addition to developing their social awareness and sense of work and occupation, the aim of JGC Family Day is to help children gain an understanding of the jobs that their family members perform. The event is held for employees' children in grades 4 to 6 of elementary school.

JGC is implementing a campaign that encourages employees to start work an hour earlier in the morning and go home earlier in the afternoon during the summer months, when it is brighter for longer during the day. By making employees think about the time they leave work, this campaign seeks to create opportunities for each individual to change their thinking about their work style. Together with other initiatives such as "No Overtime Day," JGC Summer Time is proving to be of benefit in promoting worklife balance.

To maintain high productivity while respecting the work-life balance of each member, flexible working styles have been adopted with relaxed restrictions on where and when work is done. Our basic approach is a hybrid style combining commuting and telecommuting for greater convenience.

Quarterly home leave offers nearly two weeks of vacation to employees assigned to overseas environments different from Japan. Supporting employee health and work-life balance, the system in place helps these members take on their over-seas duties refreshed in body and mind.