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Training to help employees balance work and family care commitments39LINTEC ANNUAL REPORT 2018FINANCIAL INFORMATIONESGSTRATEGYOVERVIEWThe LINTEC Group’s Work-Style ReformRealization of Work–Life BalanceAt the LINTEC, we are establishing conditions and systems to allow every employee to work with vigor and enthusiasm. As part of these efforts, we are ensuring that employees, including managers, avoid working long hours. Further, in the fiscal year ended March 31, 2016, to encourage employees to take paid leave we introduced a planned vacation system that requires employees to designate in advance certain days that they will take as paid leave. As a result, employees took 64% of their paid leave in the fiscal year ended March 31, 2018, compared with 51% in the fiscal year ended March 31, 2015, before the system’s introduction. Further, in 2016 we increased the number of days available for family care leave and lengthened the period for which employees can work shorter hours due to family care commitments. Also, we increased the age range of children in relation to whom employees are eligible to work fewer hours due to childcare commitments. In the current fiscal year, we have increased the salaries of junior employees and retire-ment benefits and revised employment regulations to increase the accumulation of unused paid leave days and relax the requirements for taking them.Our medium-term business plan, LIP-2019, sets out promotion of work-style reforms, fostering of diverse human resources and encouragement of their active participation in the workplace as a key initiative. Accordingly, we are creating workplaces that are more amenable to all employees’ needs and enhancing labor productivity.204060802015201420162017201864.061.661.151.150.10(Fiscal year ended March 31)Percentage of Paid Leave Taken%In 2013, we established the Women’s Active Participation Promotion Committee as a Companywide cross-sectional organization tasked with advancing the careers of women and helping them balance work and family commitments. In 2016, we changed its name to the Diversity Committee. Aiming to help employees balance work and family care commitments, this committee has created a family care support handbook and conducts related training for respective workplaces’ managers in collaboration with the Human Resources Dept. Through such initiatives as sup-porting employees suffering from injuries or illnesses, the committee will consider and implement a variety of measures aimed at career advancement and cre-ation of employee-friendly workplaces for a wider, more diverse range of employees.Our family care support handbookDiversity Committee1.61.82.02.20201520142016201720182.192.061.941.781.79(Fiscal year ended March 31)Employment Rate for Persons with Disabilities%Initiatives for DiversityAs part of efforts for encouraging women to take on a more active role in the workplace, we are changing their mind-sets as well as those of all employees through a range of training programs for female employees and managers. Also, we have introduced a “job return” program for rehiring people who can readily contribute to operations after resigning for personal reasons such as childbirth, nursing care of a family member, or a spouse’s transfer to a different location. Further, we have established a system that reemploys employees and enables them to work beyond the mandatory retirement age of 60 and up to the age of 65 based on one-year contracts. Also, we are consid-ering raising the retirement age to 65. Other initiatives include increasing the percentage of people with disabilities that we employ through measures such as improvements to on-site facilities as required. In the fiscal year ended March 31, 2018, people with disabili-ties accounted for 2.19% of LINTEC’s employees, compared with the legally mandated 2.0%.