4
SEGA SAMMY GROUP CSR Report 2010
With Employees
With Employees
SEGA SAMMY GROUP CSR Report 2010
With Employees Extract from CSR Charter
Our employees bring to us creativity and a spirit of challenge. They are our most cherished assets and the fuel to our growth. We will cultivate a corporate culture which allows them to fully exploit their talents and enables us to grow together with our employees.
Our Stance
Educational Systems
Cultivating Social Commitment among Employees
It is important to provide comfortable working environments so employees can realize their potential.
Each company of the SEGA SAMMY Group establishes policies and systems and works to develop employees in
Motivation comes from ensuring that employees respect each other and communicate as needed. We are bolstering internal communications so our people are mindful of the needs of others in working, thereby
Personnel System and Treatment
improving personal and corporate performance.
the belief that cultivating social commitment among employees is vital.
Based on the Group CSR Charter and Group Code of
Human Rights and Employment
We provide ongoing education and training according to
fostering a workplace environment in which each employee
employee
can fully demonstrate his or her abilities and develop them
Department’s training programs cover new employees,
under a fair and confidence-inspiring personnel system and
promotions, career development support for young and
thereby achieve self-realization through their own ambition.
mid-level employees and evaluator courses to ensure fair
SEGA evaluates its employees based on qualifications, roles and results to better motivate them and help them
Staff Overview
realize their potential. Since fair assessments are essential
SEGA Personnel Data ■
The SEGA SAMMY Group believes that respect for human
Employee genders
rights is the cornerstone of positive relationships with our employees and other stakeholders. Our Group Code of Conduct recognizes that all people have equal rights and provides a basic framework for respecting those rights. It mandates that we respect and protect human rights and
Female managers
The Group Code of Conduct furthermore prohibits acts that disrupt the workplace such as sexual or power harassment and infringement of privacy, and does not tolerate discrimination in employment opportunities and treatment based on race, beliefs, gender, age, disability, academic background or lineage.
Women 12 6 338
Total 61 29 2,620
(Excludes employees on loan to us)
Average length of service*3 Managers
refrain from acts that infringe on them.
Men Number of new graduates*1 49 2 Number of midcareer employees* 23 Number of employees 2,282
Total number Percentage among all employees Total number Percentage among all managers
Paid vacation usage rate*2 Number of people taking childcare leave*2 Number of males who have participated Number of persons who have taken family care leave*2 Number of occupational While commuting accidents*2*4 While on duty
9 years, 8 months 511 19.4% 13 2.5% 34.6% 17 0 1 15 47(32)
Notes (unless stated otherwise, data is as of March 31, 2010) *1 At April 1, 2009 *2 For April 1, 2009 through March 31, 2010 *3 Including transfers within Group *4 Figures in parentheses are for accidents within amusement centers.
to the proper operation of this personnel system, all managers have undergone evaluator training. We provide a dual-track career system to support the career development of employees, who can choose between a management path if they wish to be
Number of graduates* Number of midcareer employees*2 Number of employees 1
❷ We will create a company, which enables employees to fully utilize their individual capabilities and to feel “rewarded” and “challenged”.
Men 9 9 959
Women 4 0 110
Individual
Personnel
workplaces
company
program
subsidizes
employees’
independent efforts to improve their abilities. One program pays half the cost of correspondence courses that enhance skills, and another partially subsidizes testing costs. We arrange external education providers for employees wishing to enhance their skills and give employees an appropriate selection of educational options. Sammy
Within each department, we train employees according to their rank and occupational category. Rank-specific training
employees. We also offer an internal recruiting system as
includes classes for new employees on work procedures
part of steps to engender a corporate culture that
and initiatives so they can develop a working person’s
encourages autonomy for employees to tackle new
attitude. For mid-level employees, courses encourage
challenges.
autonomy and career path building, while managers take leadership courses and courses in labor management, compliance and mental health as part of an overall system that develops the talents of the workplace. Japan Multimedia Services
Total 13 9 1,069
own career paths and thus exercise autonomy. With both
Japan Multimedia Services responds comprehensively to
management and specialist paths, we are fostering greater
customer feedback. To make that response prompt and
expertise and more clearly defining job roles.
accurate, it uses actual products to conduct substantive
7 years, 7 months 180 16.8% 1 0.6% 56.9% 7 1 0
In addition, employees provide input on their preferences
training for operations staff members who respond to
when job transfers are decided, thus giving them a lead role
customers. Subsequently, it also does follow-up training to
in their career development.
ensure deeper understanding.
(Excludes employees on loan to us)
❹ We will not commit and will prevent both discriminatory acts that damage equal employment opportunity and discriminatory treatment based on such factors as a person’s race, beliefs, sex, age, disability, academic background or family origin.
The
develop a strong sense of professionalism among our
Sammy provides a performance-based compensation and
Average length of service Total number Managers (Includes seven executive officers) Percentage among all employees Female managers Total number Percentage among all managers 2 Paid vacation usage rate* Number of people taking childcare leave*2 Number of males who have participated Number of persons who have taken family care leave*2 Number of occupational While commuting accidents*2 While on duty
❸ We will not commit and will prevent any acts that disturb the workplace environment such as sexual harassment, harassment by superiors and invasion of privacy.
Another
a sense of professionalism, we let employees choose their
Employee genders
managers.
jobs.
use their own knowledge and technical skills. This helps
Sammy
Sammy Personnel Data ■
❶ By considering the safety and health of employees, we will build a workplace environment where employees can work with a sense of security.
by
and
additionally provide job-specific training.
organizational leaders, or a specialist path if they wish to
treatment system and a fair evaluation system. To promote
Group Code of Conduct
qualifications
assessments
SEGA
Honoring Human Rights and Prohibiting Discrimination
SEGA
Conduct, the SEGA SAMMY Group is committed to
Following our personnel management policy, Sammy will continue to provide means for each employee to maximize his or her potential.
1 1
Notes (unless stated otherwise, data is as of March 31, 2010) *1 At April 1, 2009 *2 For April 1, 2009 through March 31, 2010
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
31
32
4
SEGA SAMMY GROUP CSR Report 2010
With Employees
With Employees
SEGA SAMMY GROUP CSR Report 2010
With Employees Extract from CSR Charter
Our employees bring to us creativity and a spirit of challenge. They are our most cherished assets and the fuel to our growth. We will cultivate a corporate culture which allows them to fully exploit their talents and enables us to grow together with our employees.
Our Stance
Educational Systems
Cultivating Social Commitment among Employees
It is important to provide comfortable working environments so employees can realize their potential.
Each company of the SEGA SAMMY Group establishes policies and systems and works to develop employees in
Motivation comes from ensuring that employees respect each other and communicate as needed. We are bolstering internal communications so our people are mindful of the needs of others in working, thereby
Personnel System and Treatment
improving personal and corporate performance.
the belief that cultivating social commitment among employees is vital.
Based on the Group CSR Charter and Group Code of
Human Rights and Employment
We provide ongoing education and training according to
fostering a workplace environment in which each employee
employee
can fully demonstrate his or her abilities and develop them
Department’s training programs cover new employees,
under a fair and confidence-inspiring personnel system and
promotions, career development support for young and
thereby achieve self-realization through their own ambition.
mid-level employees and evaluator courses to ensure fair
SEGA evaluates its employees based on qualifications, roles and results to better motivate them and help them
Staff Overview
realize their potential. Since fair assessments are essential
SEGA Personnel Data ■
The SEGA SAMMY Group believes that respect for human
Employee genders
rights is the cornerstone of positive relationships with our employees and other stakeholders. Our Group Code of Conduct recognizes that all people have equal rights and provides a basic framework for respecting those rights. It mandates that we respect and protect human rights and
Female managers
The Group Code of Conduct furthermore prohibits acts that disrupt the workplace such as sexual or power harassment and infringement of privacy, and does not tolerate discrimination in employment opportunities and treatment based on race, beliefs, gender, age, disability, academic background or lineage.
Women 12 6 338
Total 61 29 2,620
(Excludes employees on loan to us)
Average length of service*3 Managers
refrain from acts that infringe on them.
Men Number of new graduates*1 49 2 Number of midcareer employees* 23 Number of employees 2,282
Total number Percentage among all employees Total number Percentage among all managers
Paid vacation usage rate*2 Number of people taking childcare leave*2 Number of males who have participated Number of persons who have taken family care leave*2 Number of occupational While commuting accidents*2*4 While on duty
9 years, 8 months 511 19.4% 13 2.5% 34.6% 17 0 1 15 47(32)
Notes (unless stated otherwise, data is as of March 31, 2010) *1 At April 1, 2009 *2 For April 1, 2009 through March 31, 2010 *3 Including transfers within Group *4 Figures in parentheses are for accidents within amusement centers.
to the proper operation of this personnel system, all managers have undergone evaluator training. We provide a dual-track career system to support the career development of employees, who can choose between a management path if they wish to be
Number of graduates* Number of midcareer employees*2 Number of employees 1
❷ We will create a company, which enables employees to fully utilize their individual capabilities and to feel “rewarded” and “challenged”.
Men 9 9 959
Women 4 0 110
Individual
Personnel
workplaces
company
program
subsidizes
employees’
independent efforts to improve their abilities. One program pays half the cost of correspondence courses that enhance skills, and another partially subsidizes testing costs. We arrange external education providers for employees wishing to enhance their skills and give employees an appropriate selection of educational options. Sammy
Within each department, we train employees according to their rank and occupational category. Rank-specific training
employees. We also offer an internal recruiting system as
includes classes for new employees on work procedures
part of steps to engender a corporate culture that
and initiatives so they can develop a working person’s
encourages autonomy for employees to tackle new
attitude. For mid-level employees, courses encourage
challenges.
autonomy and career path building, while managers take leadership courses and courses in labor management, compliance and mental health as part of an overall system that develops the talents of the workplace. Japan Multimedia Services
Total 13 9 1,069
own career paths and thus exercise autonomy. With both
Japan Multimedia Services responds comprehensively to
management and specialist paths, we are fostering greater
customer feedback. To make that response prompt and
expertise and more clearly defining job roles.
accurate, it uses actual products to conduct substantive
7 years, 7 months 180 16.8% 1 0.6% 56.9% 7 1 0
In addition, employees provide input on their preferences
training for operations staff members who respond to
when job transfers are decided, thus giving them a lead role
customers. Subsequently, it also does follow-up training to
in their career development.
ensure deeper understanding.
(Excludes employees on loan to us)
❹ We will not commit and will prevent both discriminatory acts that damage equal employment opportunity and discriminatory treatment based on such factors as a person’s race, beliefs, sex, age, disability, academic background or family origin.
The
develop a strong sense of professionalism among our
Sammy provides a performance-based compensation and
Average length of service Total number Managers (Includes seven executive officers) Percentage among all employees Female managers Total number Percentage among all managers 2 Paid vacation usage rate* Number of people taking childcare leave*2 Number of males who have participated Number of persons who have taken family care leave*2 Number of occupational While commuting accidents*2 While on duty
❸ We will not commit and will prevent any acts that disturb the workplace environment such as sexual harassment, harassment by superiors and invasion of privacy.
Another
a sense of professionalism, we let employees choose their
Employee genders
managers.
jobs.
use their own knowledge and technical skills. This helps
Sammy
Sammy Personnel Data ■
❶ By considering the safety and health of employees, we will build a workplace environment where employees can work with a sense of security.
by
and
additionally provide job-specific training.
organizational leaders, or a specialist path if they wish to
treatment system and a fair evaluation system. To promote
Group Code of Conduct
qualifications
assessments
SEGA
Honoring Human Rights and Prohibiting Discrimination
SEGA
Conduct, the SEGA SAMMY Group is committed to
Following our personnel management policy, Sammy will continue to provide means for each employee to maximize his or her potential.
1 1
Notes (unless stated otherwise, data is as of March 31, 2010) *1 At April 1, 2009 *2 For April 1, 2009 through March 31, 2010
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
31
32
SEGA SAMMY GROUP CSR Report 2010
Partner Selection Standards
With Employees
Diversity and Equal Opportunity
SEGA SAMMY GROUP CSR Report 2010
that facilitates their jobs. Our facilities provide wheelchair
With Employees
Sammy
elevators and handrails on stairs, and at the same time we
We continue to hire persons with disabilities, taking part
The SEGA SAMMY Group is expanding opportunities for
are raising internal awareness about the disabled.
three to four times a year in job fairs held for such persons
Group-wide communications because we believe that
We maintain a system to rehire retirees according to
by public and private employment agencies.
better internal communications enhance the quality of
standards of the specific form of employment.
work by each person and the entire company while increasing motivation and a desire to grow. The Company strives to share Group information and encourage Group communications by making our intranet accessible to all Group employees. We also hold numerous
sports
events
and
seminars
in
which
employees are free to participate, and events in which employees can interact with each other beyond company boundaries.
Use and Employment of Diverse People SEGA
We offer various forms of employment, hiring people
TOPICS
without regard to labels like gender and nationality.
Unique SEGA SAMMY Training Courses
We provide orientations and introductory training for new employees and otherwise assist them to perform their tasks. Three months after their joining, we interview regular employees and assess their performance, and we use the
As yet another tool for enhancing communication within the Group, we began offering a variety of sports courses in 2007 as a way for people to play, spend time with their families, communicate and pursue their dreams. In 2009, we added a no-pressure bodybuilding course, a pilates course and a baseball course led by the SEGA SAMMY Baseball Club. During the year, a total of 362 people took part in eight courses (held 14 times).
results as follow-up at their place of assignment and as
SEGA
We foster internal communications through our intranet, goals management, and sites for recreation, meetings, and discussions. We established internal and external consultation channels to deal with sexual and power harassment problems, personnel and career matters, childcare, and legal and health issues. We are standardizing forms for questions and answers and notices so employees can readily understand our compliance and personal information protection
useful information for later hiring. Sammy
We conduct interviews and aptitude tests to choose the most qualified job candidates. One key requirement is that prospective employees demonstrate “Always Proactive, Always Pioneering” in keeping with our corporate ethos. Our employment and personnel systems evaluate people
Futsal course
Tennis course
Bodybuilding course
on a gender-free basis.
systems, and key laws.
Employing the Disabled and Seniors
Sammy
We promote internal communication using the intranet and other means, and convey notices from various departments about work and other matters. We set up internal groups of people with common interests to foster communication in the workplace.
SEGA
SEGA actively provides opportunities for persons with disabilities. We have staff in each department to advise disabled employees about their working lives, and regularly interview these employees as part of creating a workplace Snowboarding course
Internal Newsletter Unites Staff Members
Creating Training Programs for the Spirit
Sayaka Aoki, Administration Section, Administration Division, SEGA Bee LINK Co., Ltd.
Akihito Yamakoshi, Planning Development Group, Personnel Department, Corporate Division, Sammy Corporation
SEGA Bee LINK is a dining/entertainment company bringing together food with darts and other games. I oversee general duties like ordering consumable supplies, and two and a half years ago started working on production of our internal newsletter. We have a staff of about 500, including part-timers. In part because we have so many shops, our goal is to increase communication among them, as well as to help top management’s messages filter down to the shop level, so we put out an issue once every two or three months. We particularly try to put in lots of staff photos, which creates a dynamic sense. I’ll keep writing the newsletter in the hope our efforts will help everyone enjoy their jobs more.
I’ve been working in internal education and training for one year. Each time we give a training program, we make improvements to enhance it. This year’s rank-specific training included not only a focus on technical skills to improve business processes, but also courses that foster a basic spirit of social commitment, with such topics as the importance of honoring time commitments and practicing good manners as a member of society, as well as learning about changes in the outside environment. Though the results are not immediately visible when we change course content, my goal is to continue paying attention to what problems we are facing and working to improve them.
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
33
34
Golf course
SEGA SAMMY GROUP CSR Report 2010
Partner Selection Standards
With Employees
Diversity and Equal Opportunity
SEGA SAMMY GROUP CSR Report 2010
that facilitates their jobs. Our facilities provide wheelchair
With Employees
Sammy
elevators and handrails on stairs, and at the same time we
We continue to hire persons with disabilities, taking part
The SEGA SAMMY Group is expanding opportunities for
are raising internal awareness about the disabled.
three to four times a year in job fairs held for such persons
Group-wide communications because we believe that
We maintain a system to rehire retirees according to
by public and private employment agencies.
better internal communications enhance the quality of
standards of the specific form of employment.
work by each person and the entire company while increasing motivation and a desire to grow. The Company strives to share Group information and encourage Group communications by making our intranet accessible to all Group employees. We also hold numerous
sports
events
and
seminars
in
which
employees are free to participate, and events in which employees can interact with each other beyond company boundaries.
Use and Employment of Diverse People SEGA
We offer various forms of employment, hiring people
TOPICS
without regard to labels like gender and nationality.
Unique SEGA SAMMY Training Courses
We provide orientations and introductory training for new employees and otherwise assist them to perform their tasks. Three months after their joining, we interview regular employees and assess their performance, and we use the
As yet another tool for enhancing communication within the Group, we began offering a variety of sports courses in 2007 as a way for people to play, spend time with their families, communicate and pursue their dreams. In 2009, we added a no-pressure bodybuilding course, a pilates course and a baseball course led by the SEGA SAMMY Baseball Club. During the year, a total of 362 people took part in eight courses (held 14 times).
results as follow-up at their place of assignment and as
SEGA
We foster internal communications through our intranet, goals management, and sites for recreation, meetings, and discussions. We established internal and external consultation channels to deal with sexual and power harassment problems, personnel and career matters, childcare, and legal and health issues. We are standardizing forms for questions and answers and notices so employees can readily understand our compliance and personal information protection
useful information for later hiring. Sammy
We conduct interviews and aptitude tests to choose the most qualified job candidates. One key requirement is that prospective employees demonstrate “Always Proactive, Always Pioneering” in keeping with our corporate ethos. Our employment and personnel systems evaluate people
Futsal course
Tennis course
Bodybuilding course
on a gender-free basis.
systems, and key laws.
Employing the Disabled and Seniors
Sammy
We promote internal communication using the intranet and other means, and convey notices from various departments about work and other matters. We set up internal groups of people with common interests to foster communication in the workplace.
SEGA
SEGA actively provides opportunities for persons with disabilities. We have staff in each department to advise disabled employees about their working lives, and regularly interview these employees as part of creating a workplace Snowboarding course
Internal Newsletter Unites Staff Members
Creating Training Programs for the Spirit
Sayaka Aoki, Administration Section, Administration Division, SEGA Bee LINK Co., Ltd.
Akihito Yamakoshi, Planning Development Group, Personnel Department, Corporate Division, Sammy Corporation
SEGA Bee LINK is a dining/entertainment company bringing together food with darts and other games. I oversee general duties like ordering consumable supplies, and two and a half years ago started working on production of our internal newsletter. We have a staff of about 500, including part-timers. In part because we have so many shops, our goal is to increase communication among them, as well as to help top management’s messages filter down to the shop level, so we put out an issue once every two or three months. We particularly try to put in lots of staff photos, which creates a dynamic sense. I’ll keep writing the newsletter in the hope our efforts will help everyone enjoy their jobs more.
I’ve been working in internal education and training for one year. Each time we give a training program, we make improvements to enhance it. This year’s rank-specific training included not only a focus on technical skills to improve business processes, but also courses that foster a basic spirit of social commitment, with such topics as the importance of honoring time commitments and practicing good manners as a member of society, as well as learning about changes in the outside environment. Though the results are not immediately visible when we change course content, my goal is to continue paying attention to what problems we are facing and working to improve them.
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
33
34
Golf course
SEGA SAMMY GROUP CSR Report 2010
With Employees
Employee Welfare
Finding Work-Life Balance
SEGA SAMMY GROUP CSR Report 2010
With Employees
Promoting Occupational Safety Initiatives
Occupational Health and Safety
SEGA
We maintain a variety of employee welfare programs to help
More Support for Both Professional and Private Lives and Shorter Work Hours
our workers get refreshed and energized for work. We provide a relaxation room near headquarters to help employees recover from fatigue and enhance their health, and employees can use Group resorts at Izukogen,
SEGA
We help employees balance their professional and private lives through childcare and family care leave systems. We explain our programs and procedures to employees and their supervisors before maternity or childcare leave. We maintain a childcare consultation desk and childcare information bulletin board as ways of promoting our policies. Up-to-date company information is posted on the intranet for employees to read while on leave, which helps smooth their subsequent return to the workplace.
Karuizawa and Kobuchizawa. These programs promote communication
between
employees,
strengthen
organizational and team capabilities, and promote physical and mental health. In addition, we offer welfare programs that meet employees’ individual needs, such as the SEGA Mileage System cafeteria plan that gives employees a certain number of points each year to spend on various services, and an asset-building plan that can be tailored to employees’ financial goals.
Sammy
We have gone beyond legal requirements prescribed in the Act on Advancement of Measures to Support Raising Next-generation Children to expand our system of shorter working hours for childcare. We maintain a system to encourage employees to take paid leave and prohibit overtime on certain days as part of efforts to create more attractive working environments. The government has
The SEGA SAMMY Group Code of Conduct embodies the commitment to care for employee health and safety and
Stronger Health Maintenance Programs
ensure an environment where employees can work with confidence. This commitment guides our efforts to shape a
The SEGA SAMMY Group’s most important asset is our employees, so protecting their physical and mental health is our greatest duty. We therefore have a strong set of policies for supporting employee health.
which we commissioned external provider Relo Club in October 2006 to enhance the quality and efficiency of services. In addition to the Group’s employee resorts, we maintain employee resorts in Naeba and Kusatsu, which employees and their guests can access.
We provide regular checkups and assist with complete physicals, offer an employee assistance program to counsel on health issues, employ full-time nurses and maintain a health management center through which
assistance program supports health maintenance for both employees and their families.
SEGA
We adhere closely to the law and our Health and Safety Committee
meets
monthly.
Minutes
meetings, along with all types of health and safety information, are available to employees on an internal web site. We also have a Safe Driving Committee in place, and under their supervision we encourage employees to be careful and informed. Sammy
Our Health and Safety Committee meets monthly to work for employee health and safety. The Kawagoe Factory conducts what we call 6S patrols*, in which we check for
specialists. An internal consultation system also provides access to specialists. Preventive measures help to raise employee health awareness. These include web tools for employees to monitor their own stress levels and training for
latent risk factors around employees and work for improvements, as part of initiatives built around the unique working characteristics and circumstances of each workplace. * “6S” refers to “safety” plus five Japanese terms (all starting with the letter S) relating to orderliness, cleanliness and discipline. 6S patrols aim to promote a good working environment by looking at health and safety issues.
managers. Izukogen Resort
■ Sammy Childcare and Family Care Leave Programs
Shorter working hours for childcare
Can be used until child enters elementary school, with no salary reductions until child reaches age three.
Child healthcare leave
Up to five days annually until child enters elementary school
Family care leave
Up to three straight months per family member requiring care
Childcare
Can be used until child reaches age one. （Can be extended to up to 18 months old if certain conditions met.）
Shorter working Up to 93 days per family member requiring care hours for family care Family care
Family care
Childcare
Childcare leave
Childcare leave
Can be used until child reaches age one. If both parents take childcare leave, can be used until child is 14 months old. (Can be extended to up to 30 months old if certain conditions met.)
Shorter working hours for childcare
Work time can be reduced up to two hours daily until child enters elementary school. After child enters elementary school, work time can be reduced up to one hour daily (at the end of the day) until child finishes third grade.
Child healthcare leave
Up to five days annually for one child (10 days for two or more children) until child enters elementary school. If employee has unused paid holidays, they may be used.
Family care leave
Up to 93 business days per family member requiring care. (Including period of shorter working hours for family care)
Shorter working hours for family care
Up to 93 business days per family member requiring care.
Family care holidays
Short-term family care leave Up to five days annually for one person in need of care (10 days for two or more). Long-term family care leave (If employee has unused paid holidays, they may be used within those limits.)
committee
maintaining and enhancing health.
consultation service and psychological counseling by
■ SEGA Childcare and Family Care Leave Programs
of
management program and develop a variety of policies for
Our mental health initiatives include providing an outside
Kurumin Certification Mark signifying that we are committed to supporting the upbringing of the next generation
SEGA and Sammy had fewer occupational accidents than
We will continue to improve our employee health
Sammy
certified that we comply with legal standards.
improvements, with the result that in fiscal 2010, both in the previous year.
psychiatrists and community health nurses. Our employee
We are improving our employee welfare system, as part of
workplace, we investigate the causes and devise
SEGA
employees can consult with internal medicine practitioners,
Sammy
safe and comfortable workplace. If an accident occurs in a
Achieving a Work-Life Balance Yumi Nishimura, General Affairs/Personnel Group, Development Administration Department, R&D Control Division, Sammy Corporation I work with human resources affairs, and used the childcare leave program a year and a half ago. Then after coming back to the office in April of this year I was still able to take advantage of programs like shorter hours, which cut my work day by two hours (9:30 a.m. - 4:30 p.m.), and family care leave five times a year. This gave me time for housework and bringing my child to childcare and back home and gave me work-life balance. I was able to transition back to the workplace because of these programs and because other people were so understanding and cooperative. Since few people are using the childcare leave and short-hours programs at this point, I’m recommending to other employees that they do so.
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
35
36
SEGA SAMMY GROUP CSR Report 2010
With Employees
Employee Welfare
Finding Work-Life Balance
SEGA SAMMY GROUP CSR Report 2010
With Employees
Promoting Occupational Safety Initiatives
Occupational Health and Safety
SEGA
We maintain a variety of employee welfare programs to help
More Support for Both Professional and Private Lives and Shorter Work Hours
our workers get refreshed and energized for work. We provide a relaxation room near headquarters to help employees recover from fatigue and enhance their health, and employees can use Group resorts at Izukogen,
SEGA
We help employees balance their professional and private lives through childcare and family care leave systems. We explain our programs and procedures to employees and their supervisors before maternity or childcare leave. We maintain a childcare consultation desk and childcare information bulletin board as ways of promoting our policies. Up-to-date company information is posted on the intranet for employees to read while on leave, which helps smooth their subsequent return to the workplace.
Karuizawa and Kobuchizawa. These programs promote communication
between
employees,
strengthen
organizational and team capabilities, and promote physical and mental health. In addition, we offer welfare programs that meet employees’ individual needs, such as the SEGA Mileage System cafeteria plan that gives employees a certain number of points each year to spend on various services, and an asset-building plan that can be tailored to employees’ financial goals.
Sammy
We have gone beyond legal requirements prescribed in the Act on Advancement of Measures to Support Raising Next-generation Children to expand our system of shorter working hours for childcare. We maintain a system to encourage employees to take paid leave and prohibit overtime on certain days as part of efforts to create more attractive working environments. The government has
The SEGA SAMMY Group Code of Conduct embodies the commitment to care for employee health and safety and
Stronger Health Maintenance Programs
ensure an environment where employees can work with confidence. This commitment guides our efforts to shape a
The SEGA SAMMY Group’s most important asset is our employees, so protecting their physical and mental health is our greatest duty. We therefore have a strong set of policies for supporting employee health.
which we commissioned external provider Relo Club in October 2006 to enhance the quality and efficiency of services. In addition to the Group’s employee resorts, we maintain employee resorts in Naeba and Kusatsu, which employees and their guests can access.
We provide regular checkups and assist with complete physicals, offer an employee assistance program to counsel on health issues, employ full-time nurses and maintain a health management center through which
assistance program supports health maintenance for both employees and their families.
SEGA
We adhere closely to the law and our Health and Safety Committee
meets
monthly.
Minutes
meetings, along with all types of health and safety information, are available to employees on an internal web site. We also have a Safe Driving Committee in place, and under their supervision we encourage employees to be careful and informed. Sammy
Our Health and Safety Committee meets monthly to work for employee health and safety. The Kawagoe Factory conducts what we call 6S patrols*, in which we check for
specialists. An internal consultation system also provides access to specialists. Preventive measures help to raise employee health awareness. These include web tools for employees to monitor their own stress levels and training for
latent risk factors around employees and work for improvements, as part of initiatives built around the unique working characteristics and circumstances of each workplace. * “6S” refers to “safety” plus five Japanese terms (all starting with the letter S) relating to orderliness, cleanliness and discipline. 6S patrols aim to promote a good working environment by looking at health and safety issues.
managers. Izukogen Resort
■ Sammy Childcare and Family Care Leave Programs
Shorter working hours for childcare
Can be used until child enters elementary school, with no salary reductions until child reaches age three.
Child healthcare leave
Up to five days annually until child enters elementary school
Family care leave
Up to three straight months per family member requiring care
Childcare
Can be used until child reaches age one. （Can be extended to up to 18 months old if certain conditions met.）
Shorter working Up to 93 days per family member requiring care hours for family care Family care
Family care
Childcare
Childcare leave
Childcare leave
Can be used until child reaches age one. If both parents take childcare leave, can be used until child is 14 months old. (Can be extended to up to 30 months old if certain conditions met.)
Shorter working hours for childcare
Work time can be reduced up to two hours daily until child enters elementary school. After child enters elementary school, work time can be reduced up to one hour daily (at the end of the day) until child finishes third grade.
Child healthcare leave
Up to five days annually for one child (10 days for two or more children) until child enters elementary school. If employee has unused paid holidays, they may be used.
Family care leave
Up to 93 business days per family member requiring care. (Including period of shorter working hours for family care)
Shorter working hours for family care
Up to 93 business days per family member requiring care.
Family care holidays
Short-term family care leave Up to five days annually for one person in need of care (10 days for two or more). Long-term family care leave (If employee has unused paid holidays, they may be used within those limits.)
committee
maintaining and enhancing health.
consultation service and psychological counseling by
■ SEGA Childcare and Family Care Leave Programs
of
management program and develop a variety of policies for
Our mental health initiatives include providing an outside
Kurumin Certification Mark signifying that we are committed to supporting the upbringing of the next generation
SEGA and Sammy had fewer occupational accidents than
We will continue to improve our employee health
Sammy
certified that we comply with legal standards.
improvements, with the result that in fiscal 2010, both in the previous year.
psychiatrists and community health nurses. Our employee
We are improving our employee welfare system, as part of
workplace, we investigate the causes and devise
SEGA
employees can consult with internal medicine practitioners,
Sammy
safe and comfortable workplace. If an accident occurs in a
Achieving a Work-Life Balance Yumi Nishimura, General Affairs/Personnel Group, Development Administration Department, R&D Control Division, Sammy Corporation I work with human resources affairs, and used the childcare leave program a year and a half ago. Then after coming back to the office in April of this year I was still able to take advantage of programs like shorter hours, which cut my work day by two hours (9:30 a.m. - 4:30 p.m.), and family care leave five times a year. This gave me time for housework and bringing my child to childcare and back home and gave me work-life balance. I was able to transition back to the workplace because of these programs and because other people were so understanding and cooperative. Since few people are using the childcare leave and short-hours programs at this point, I’m recommending to other employees that they do so.
SEGA SAMMY GROUP CSR Report 2010
SEGA SAMMY GROUP CSR Report 2010
35
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