Promises to Our Employees

The Z Holdings Group introduces various systems and implements initiatives to ensure that its employees can actively perform their work regardless of their stages in life, and continuously evolve and develop themselves. To facilitate internal communication and daily conversation, a variety of internal media, including the intranet and internal SNS tools, are also put in place so that employees can share their ideas through whichever channel that best suits their purpose.

Flexible Recruitment Approach

Yahoo! JAPAN

Yahoo! JAPAN believes respect for employees’individuality and fair evaluation of their growth, evolution and performance are important in allowing employees to demonstrate their maximum potential. It offers opportunities to employees with ambition and desire for their growth and evolution, in order to enhance their performance, regardless of their age, sex, and nationality. Yahoo! JAPAN employs individuals from various countries and regions including India, Indonesia, U.K., South Korea, Spain, Sri Lanka, Thailand, Taiwan, China, Germany, Mongolia, Myanmar, the Philippines, Vietnam, Hungary and others. Also as of March 31, 2020, its work force comprised roughly 70% male employees and 30% female.

NameDetails
U30 Recruitment (*)Yahoo! JAPAN abolished the conventional recruitment system of hiring new graduates en masse at a certain time of the year, and since October 2016 has adopted what it calls “U30 Recruitment,” whereby people aged 30 and younger are hired throughout the year regardless of their backgrounds, whether they are new graduates, previous graduates with and without job experience, or others. Yahoo! JAPAN believes that the conventional approach of hiring only either new graduates or those who already have desirable work experience is not adequate for offering fair job opportunities to applicants who are neither, such as previous graduates with and without job experience. Also, with the timing of job searching diversifying among students outside of Japan, seeking doctoral degrees, etc., Yahoo! JAPAN decided to introduce a recruitment framework that is more flexible than before.

U30 Recruitment  (Yahoo! JAPAN recruitment information) (Japanese only)
Recruitment of people with disabilitiesYahoo! JAPAN operates over 100 services, which means that there are that many arenas where its employees can bring out their potential. This is true to all people, with or without disabilities.
Yahoo! JAPAN is a place where one can take up a lot of new challenges, and it recruits talent according to its recruitment policy for people with disabilities.
Recruitment Policy for People with Disabilities
1. We hire talent who, with or without disabilities, are willing to bring out their potential at Yahoo! JAPAN.
2. We pay attention to one’s circumstances but do not hesitate to treat equally.
3. All employees will work in the same field and have equal opportunities.

Applicants with disabilities (Yahoo! JAPAN recruitment information) (Japanese only)
InternshipYahoo! JAPAN internship programs provide students with hands-on job experience opportunities. To cater to students with different fields of specialization, several courses of internship are offered. Interns are provided with PCs and assigned real-life programming work at Yahoo! JAPAN, just like its employees. With the support from the mentor, they experience the joy of working at Yahoo! JAPAN, a rewarding sense of job satisfaction, and the culture of Yahoo! JAPAN.

Internship (Yahoo! JAPAN recruitement information) (Japanese only)
Gig PartnerFrom October 2020, Yahoo! JAPAN launched a side job system “Gig Partner” in the hope of removing the restrictions on time and place, transcending the organizational and corporate boundaries, and creating open innovation together with people with whom Yahoo! JAPAN would not have been able to interact in the past. Currently Gig Partners use their expertise and expertise in a variety of fields in Yahoo! JAPAN, such as business brand advisers and strategy advisers.

Gig Partner (Japanese only)
  • (*) Covers new graduates and previous graduates with/without job experience.

LINE Corporation (“LINE”)

NameDetails
Recruitment of people with disabilitiesRecruitment of people with disabilities is promoted mainly by LINE’s special subsidiary company. The job openings include cleaning, internal delivery, massaging, and service monitoring, among others.

Job Openings for People with Disabilities (Internal Delivery/Cleaning) / LINE Business Support (Japanese only)
InternshipLINE offers two types of internship programs. One is the on-the-job program that provides students with opportunities to experience firsthand what it is like to work at LINE, and the other is the hackathon program in which students tackle their assigned problems in a team. To accommodate different needs of the students, there are also remote internship programs that can be participated entirely online. Some of the students who participated in the internship programs chose to become LINE employees.

LINE Interns (Japanese only)

Evaluation System

Yahoo! JAPAN

At Yahoo! JAPAN, goals are set for each unit at the beginning of the term, and employees are evaluated and their bonuses and pay raises determined semiannually, based on the achievement of the goals and contribution to the unit in relation to their expected roles.
The performance evaluation system adopts the concept of “pay for performance,” i.e. employees are evaluated and paid according to their achievement and contribution to the company, regardless of age, history of service at the company, nationality, etc.
For appropriate execution of the entire process from setting of the goals to appraisal and feedback, performance evaluation follows the cycle outlined below.
In addition to performance evaluation, peer feedback is conducted twice a year to encourage employees’professional growth and improved performance for achieving goals. Employees are given candid feedback from multiple colleagues closely involved in their jobs, and based on the feedback, they review their performance through 1 on 1 meetings with their superiors and others.

Cycle from Setting Goals to Evaluation

With a focus on bringing about larger business impact from a medium- to long-term perspective, goals are set for the fiscal year. During the term, the progress is shared in routine 1 on 1 meetings, and there is a period during which necessary adjustments and corrections are made to the goals in light of social conditions and external environment.

・Setting goals ― After annual goals are determined, goals for the half-year period (KPIs) are set
・Midterm feedback ― Taking peer feedback results and other things into account, progress against the pre-agreed goals and actions for achieving the goals are reviewed
・Goal adjustment period ― Adjustments and corrections of goals are made in light of changes in the market and social conditions, etc.
・End-of-term evaluation ― Achievement of half-year KPIs is evaluated

Feedback on Evaluation Results

The purpose of the feedback is to present the half-year evaluation results to the evaluated employee appropriately based on concrete facts so as to motivate the employee to perform even better in the next term and onward. Careful advice and motivators are given to employees so that they find their own aspirations for the future; for example to do their best or achieve better results in the next term.

LINE

LINE’s personnel system is characterized by “evaluation that rewards the employee’s achievement” and “dynamic and balanced reward.” To ensure these, the company gives each division substantial discretion so that the division can make its own evaluation decisions according to its operational goals and situations. Evaluations are made twice a year so that the results can be evaluated more quickly and reflected in compensation.

Types of Evaluation

Evaluations consist of the achievement evaluation made by the superiors on the employee’s performance for the previous six-month period, and the 360-degree evaluation made by the superiors, peers, and subordinates.
The 360-degree evaluation is positioned as a reference for the achievement evaluation, and the final decisions on incentives, pay raises, etc. are made based on the results of the achievement evaluation.

Process of Evaluation

LINE thinks that the role and achievement expected of the employee during the six-month evaluation period can change constantly, and therefore does not position the initial goal setting as part of the evaluation process. LINE believes that expectations should be communicated to the employee on a daily basis at 1on1 meetings and at the time of job assignment, and evaluations be made based on the achievements built day to day by the employee.

・360-Degree Evaluation
Based on the indexes aligned with LINE STYLE, employees receive evaluations and candid feedback from their peers, superiors, and subordinates closely related in work. The results are used by the superiors as a reference for the employees’ achievement evaluation, and by the employees, to recognize early where they stand now, confirm their issues, and think how they can further develop their strengths.

・Achievement Evaluation
Each employee prepares a self-evaluation report describing how much he/she achieved in the previous six-month period. Up to four superiors oversee the evaluation, which is then submitted to the personnel committee for final confirmation in the presence of the company’s officers.

・Evaluation Feedback
The results of the evaluation are fed back to the employees.

To Realize a Motivating Work Environment

Quantitative and Qualitative Pulse Check on Organizational Healthiness and Employee Condition
Engagement Survey
*Online questionnaire
・Conducted once a month with corporate officers, general permanent employees, special permanent employees, contract employees and fixed term employees (including those seconded to other companies)
・Employees can immediately check the analysis of their own responses, and managers the analysis of the organization’s responses, and the results can be used for self-management and organizational management.
Average response rate:90.0%*1
  • *1 Percentage in the entire Z Holdings Group

Yahoo! JAPAN and LINE work to create a motivating work environment as an essential element in achieving the high business targets. In fiscal 2020, Yahoo! JAPAN shifted from a semi-annual Employee Satisfaction Survey to a monthly Engagement Survey in order to quantitatively understand the condition of the organization and employees and to make constant improvements. By measuring the engagement score quantitatively on a regular and continuous basis, Yahoo! JAPAN can visualize whether individuals and the organization are in a state where they can easily maximize their performance, and what factors, if any, are preventing them from demonstrating their performance. This information is useful for employee self-management and organizational management by managers.

Consultation Desk for Employees

Various Assessments
Harassment Check*・Conducted once a year
・Aimed at early recognition of personal and organizational problems
・Hotline for reporting harassment, etc.
FY2020 response rate: 88.0%
Stress Check*・Conducted once a year
・Aimed at early recognition of personal and organizational problems
・FY2020 response rate: 89.5%
  • * Percentage in the entire Z Holdings Group

In 2002, Yahoo! JAPAN established its Compliance Program, and has clarified the code of conduct to be followed by its employees to meet the expectations and trust of its customers. It has also positioned the eradication of harassment as an important theme in its Compliance Program. The director in charge sends messages to the entire company to eradicate harassment, and the related departments work to raise awareness and prevent harassment through regular surveys, analysis, and training.
In addition, Yahoo! JAPAN has established a dedicated harassment consultation desk in the division in charge of human resources. Furthermore, another harassment consultation desk has also been established within the Good Condition Promotion Office. Together with the Compliance Hotline, there are three contacts points. We strive to create a good working environment free from harassment by providing careful consultation and earnestly working to resolve problems.

Yahoo! JAPAN

In 2002, Yahoo! JAPAN established its Compliance Program, and has clarified the code of conduct to be followed by its employees to meet the expectations and trust of its customers. It has also positioned the eradication of harassment as an important theme in its Compliance Program. The director in charge sends messages to the entire company to eradicate harassment, and the related departments work to raise awareness and prevent harassment through regular surveys, analysis, and training.
In addition, Yahoo! JAPAN has established a dedicated harassment consultation desk in the division in charge of human resources. Furthermore, another harassment consultation desk has also been established within the Good Condition Promotion Office. Together with the Compliance Hotline, there are three contacts points. It strives to create a good working environment free from harassment by providing careful consultation and earnestly working to resolve problems.

LINE

In addition to the compliance division, there is a labor consultation hotline available within the personnel division for employees to bring up their issues. The consultations are not limited to harassment, but cover a wide range of issues that employees face in their work. The privacy of the hotline users is protected, and careful actions are taken according to the details of the consultation, such as reaching out to the industrial doctor when there is a concern about the employee’s health. LINE endeavors to ensure a good work environment for its employees.

Developing a Motivating Work Environment Thorough Labor-Management Cooperation

As part of the ongoing effort to create a “workplace where people working there feel happy,” Yahoo! JAPAN exchanges opinions on a regular basis with the representatives of employees from Yahoo! JAPAN offices across Japan. The representatives are entrusted at each office by a confidence vote, and are actively involved in submission of opinions upon revisions of internal regulations, signing of the “36 agreement” and other agreements, participation in the Committee to Improve Health Conditions, exchange of opinions with the personnel division on personnel-related measures, etc. Through these, the labor and management are working together to develop a motivating work environment.

Transition to a New Workstyle

Yahoo! JAPAN

Transition to Yahoo! JAPAN’s New Workstyle

From October 2020, Yahoo! JAPAN transitioned to a new workstyle with the aim to enable individuals and organizations to achieve higher performance than ever before. Rather than the conventional way of working where everyone works in a uniform environment, Yahoo! JAPAN aims to use information technology to remove restrictions on location and time.
Under the new workstyle, the common working space for all employees is online, and the premise is to make hybrid use of the respective advantages of working in the office and working remotely. In order to achieve sustainable productivity improvement for individuals and the organization, employees will autonomously arrange the optimal working location and schedule according to their diverse lifestyles and life stages. At the same time, work styles that presuppose late-night hours or working on holidays are not permitted as in the past, and Yahoo! JAPAN strives to protect the health and safety of its employees.

Flextime SystemA working hour system that allows employees to decide when to start and finish work within a certain time zone. In accordance with the "shift to a new workstyle" in October 2020, core hours have been abolished and employees are expected to work autonomously, setting their own work schedule within the prescribed monthly working hours with a minimum working hour requirement of three hours on workdays.
Dokodemo Office (Office Anywhere)A system that allows employees to work wherever they like as long as they can demonstrate their performance. The monthly cap for using this system was removed under the new workstyle from October 2020.

LINE

Extension of the Tryout Period for Finding a New Workstyle That Brings Out Efficient and High Performance

LINE had set the period from June 8, 2020 to August 31, 2020 as the mixed workstyle period for its employees in Japan (about 5,000 employees including permanent employees, associate employees, contract employees, part-time employees, and some of the temporary staff and subcontract employees) to try out working both in the office and from home. The company has decided to extend the period, and has allowed each team to decide the mixture ratio of working in the office and from home for the team. LINE will continue to examine ways to work more efficiently and maintain high performance.

Welfare Programs

Yahoo! JAPAN

Yahoo! JAPAN offers various schemes to meet the diverse lifestyle and life-stage needs of employees so that each employee can continuously work and perform to his/her potential actively without worries.
The personal finance schemes offered to employees include “Defined Contribution Pension System,” “Employees' Saving Scheme (Zaikei)” (scheme to accumulate savings by periodic saving), and “Cumulative Stock Investment Program (Ruitou)” (stock investment method in which stock investment is made from the fixed amount of money reserved every month). In addition to social insurance, the company also proactively offers protections for emergency situations, such as comprehensive welfare group term insurance and long-term income compensation system, to create a comfortable work environment.
In addition, to enable employees who are pregnant and those engaged in childcare or caregiving to continue working, a variety of systems that go beyond the legally required frameworks are introduced in Yahoo! JAPAN, including leave to nurse sick children and the expanded child age range for childcare-related work arrangement systems.

Systems Available to Employees
Maternity leaveMaximum 5 working days. (Prior to the “Maternity Leave Before Childbirth”)
Yahoo! JAPAN childbirth leave7 days prior to the “Maternity Leave Before Childbirth”
Maternity leave before and after childbirth6 weeks’ leave before childbirth (14 weeks for multiple pregnancy) and 8 weeks’ leave after childbirth.
Childcare leaveUntil the child’s first birthday. Extendable until the child’s second birthday, if no vacancy is found in nursery facilities.
Shorter working hour system for childcareStandard working hours per day can be shortened to 5 hours until the child graduates from elementary school.
Flextime system for childcareA maximum of 90 minutes of flextime is allowed per day until the child graduates from elementary school.
Leave to nurse sick childrenMaximum 5 working days for 1 child of preschool age.
Maximum 10 working days for 2 children or more of preschool age.
Childbirth leave for prospective fathersMaximum 3 working days.
Available between 1 week prior to the birth date and 1 month after childbirth.
Nursing care leaveMaximum of 5 working days within a fiscal year for an employee taking care of one family member certified to be in need of care. Maximum of 10 working days within a fiscal year for an employee taking care of two or more family members with certified to be in need of care.
Shorter working hour system for nursing careStandard working hours per day can be shortened to 5 hours for a maximum of 5 years.
Flextime system for nursing careA maximum of 90 minutes of flextime is allowed per day for a maximum of 5 years.
Nursing care leave of absenceA maximum of 1 year per family member certified to be in need of care.
Selectable work systemSystem that provides one day of leave per week for childcare for elementary school students and younger, or if nursing care for a family member is required.
Pregnancy support leave (fertility treatment leave)A maximum of one year leave may be taken by both male and female employees to receive fertility treatment

Support for Both Work and Family

The number of employees utilizing maternity and childcare leave, shortened hours, and the flextime system for childcare is increasing. As such, Yahoo! JAPAN started the mom/dad supporter system run by our employee volunteers in fiscal 2013 to offer support beyond physical systems. A variety of activities are conducted to support employees in balancing work and childcare such as: round table talks for employees raising children and superiors; lunch session for information sharing and consultations; individual consultations, etc.
We have also established a division specialized in promoting work-life balance, as well as provide management training, conduct activities aimed at raising awareness, and support diverse workstyles.
Seminars to support employees returning to work after maternity and childcare leave have been held twice a year since May 2012.

Picture of Seminars to support employees returning to work after maternity and childcare leave
Leave of Absence Systems Available to Employees

Having a variety of leave systems is necessary in order to respond to diverse life styles and life stages of the employees. In addition to childcare leave and flextime, Yahoo! JAPAN puts energy into initiatives to raise employee awareness on ways to contribute to society by providing leaves for solving social issues, such as through participation in volunteer activities. The company has a lively work environment in which employees can proactively take paid leaves and pursue their own work-life balance.

Special observance of holidays falling on SaturdayShould a national holiday fall on a Saturday, the holiday will be shifted to and observed on the preceding workday.
Problem solving leaveEmployees may take up to three days off per year to participate in activities, such as volunteer work, to assist in addressing social problems.
Sabbatical systemEmployees may take up to three months off to assess and adjust their careers, experiences, and workstyles.43 employees used this system in fiscal 2020.
Academic leave of absenceEmployees may take up to two years off to focus on improving language skills or gaining expert knowledge away from their normal work.
Special leave for employees with disabilitiesA special leave of up to 6 days per fiscal year is granted to employees with disabilities in addition to the regular paid leaves in order to facilitate their management of their physical conditions and so that they can exert a stable performance.

LINE

In order to deliver valuable service and experience, it is important that the employees themselves are in the best condition both physically and mentally. A variety of frameworks and facilities are offered at LINE to create an environment where employees can work comfortably and in good health.

Maternity leave before and after childbirth6 weeks’ leave before childbirth (14 weeks for multiple pregnancy) and 8 weeks’ leave after childbirth.
Childcare leaveUntil the child’s first birthday. Extendable until the child’s second birthday, if no vacancy is found in nursery facilities.
Shorter working hour system for childcareStandard working hours per day can be shortened to 5 hours until the child graduates from elementary school.
Flextime system for childcareA maximum of 90 minutes of flextime is allowed per day until the child graduates from elementary school
Leave to nurse sick childrenMaximum 5 working days for 1 child of preschool age.
Maximum 10 working days for 2 children or more of preschool age.
Childbirth leave for prospective fathersMaximum 3 working days.
Available between 1 week prior to the birth date and 2 months after childbirth.
Nursing care leaveMaximum of 5 working days within a fiscal year for an employee taking care of one family member certified to be in need of care. Maximum of 10 working days within a fiscal year for an employee taking care of two or more family members with certified to be in need of care.
Shorter working hour system for nursing careStandard working hours per day may be shortened to 6 hours; the arrangement may be made up to twice in 3 years.
Flextime system for nursing careA maximum of 90 minutes of staggered working hours is allowed per day. No expiration date as long as the eligible family member is in need of care.
Nursing care leave of absenceA maximum of 93 days in total per family member certified to be in need of care.
Babysitter subsidyDiscount coupons for babysitter services and subsidy of up to 50% of babysitter fees.
Fertility treatment support systemA maximum of 10 days of special leave may be taken by the employee for fertility treatment; the company also subsidizes 50% (up to JPY100,000/year) of the treatment expense born by the employee.
Medical re-check support systemWhen re-examination is suggested after the health checkup, the company bears the expense up to JPY20,000.
LINEMO Communication Support PlanThe monthly basic fee (one subscription per employee) is paid by the company for employees subscribing to LINEMO.
Other Leaves
Refreshment leaveTen days of special leave for the year is given to employees after every five years of their service at the company.
Accumulated paid leaveUp to 40 days of annual paid leave that remain unused after the carry-over period of two years are accumulated as accumulated paid leave; the usage reason is limited to non-work-related injury/illness and nursing care leave.
Fertility treatment leaveTen days of special leave per year is given to employees for the purpose of fertility treatment.

Promotion of Health and Productivity Management

Z Holdings

The Z Holdings Group believes that being in good physical and mental health is directly linked to optimal work performance. It also believes that this leads to the happiness of the employees and their families.
Based on this belief, the President and Representative Director, Co-CEO Kentaro Kawabe has made the Good Condition Declaration. In the face of the COVID-19 pandemic, he also made his determination clear across the Group’s employees to put the employees’ health, mental and physical safety first.
In March 2021, Z Holdings Corporation was named among the “2021 Health & Productivity Stock Selection” brands jointly selected by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange. It has also been acknowledged in the large enterprise category (White 500) of the Certified Health and Productivity Management Organization Recognition Program 2021 by Nippon Kenko Kaigi. Z Holdings Corporation will continuously make efforts to be a company where all the employees can pursue their professional goals in optimal condition both physically and mentally.
* “Health and Productivity Management” is a registered trademark of Nonprofit Organaization Kenkokeiei.

Z Holdings Corporation and Yahoo Japan Corporation explicitly incorporate this principle of health and productivity management into their respective Rules of Employment.
Excerpt from the Rules of Employment for Permanent Employees (Article 58: Healthy Management Philosophy; Chapter 9: Healthy Management):
The Company shall run the Company under the philosophy that “The best conditions of workers lead to the best performance of workers and the happiness of the workers and their families.”

Yahoo! JAPAN

At Yahoo! JAPAN, a core company of the Z Holdings Group, the corporate officer who concurrently serves as the President of the company’s personnel-related group and the Chairman of YG Health Insurance Society is appointed CCO (Chief Conditioning Officer). As a promotional structure to advance health and productivity management, the Good Condition Promotion Office is established to support the wellness practices of the employees.

Health management promotion system

Health Initiatives for the Employees

<Preventive Measures>

Yahoo! JAPAN conducts measures to promote employees’ health from a preventive viewpoint.

Measures against lifestyle diseasesBased on the results of the medical checkups, occupational physicians and health professionals provide individual health guidance. Yahoo! JAPAN also promotes measures to counter lifestyle diseases through e-learning. Internal seminars are held on topics such as common diseases, and eating, exercise and sleeping habits in order to enrich its health promotional activities. In addition, Yahoo! JAPAN subsidizes the expense required for brain and heart checkups and gives out coupons that can be used in fitness clubs near the office.
Mental health measuresYahoo! JAPAN promotes mental health by holding mental health training for new entrants, “line care seminars” and online training for managers, etc. A mental health consultation desk is established to make it easy for both employees themselves and their concerned superiors to bring up their concerns casually to the attention of industrial physicians and health nurses. In addition, various measures are taken for employees, including the provision of attentive support from medical counselors in charge of each workplace, notifications via the company intranet, and stress check test to be taken by all employees.
Measures against overworkCounselling by occupational physicians, personnel, and superiors are held for employees with excessively long working hours to reduce the risk of health disorders due to overwork. Major measures taken are: alert notification in the attendance system for workers with working hours that exceed a threshold, counselling by occupational physicians, and warning to the superiors. Yahoo! JAPAN also has an educational program in place for managers regarding overwork and obligation to consider health and safety.
Health management for overseas personnelThe company bears the cost of inoculations recommended by the government, which are provided for its employees overseas. In addition, medical checkups are given once a year when these employees return to Japan, as well as counselling by occupational physicians and counselling via teleconference to meet the needs of the local situation.
Medical checkupsFor early detection and treatment of disease, we provide systems enabling employees to obtain more complete physical exams in addition to legally mandated checkups. To encourage employees to take steps to maintain and improve their own health, we have introduced electronic medical records, allowing employees to review the results of checkups at any time.
Cancer-prevention measuresYahoo! JAPAN participates in Corporate Action for Cancer Prevention Promotion, a program commissioned by the Ministry of Health, Labour and Welfare. The company’s cancer-prevention measures include activities to raise awareness among its employees, such as addition of cancer-related examination items in the medical checkups and information distribution through seminars and company intranet. In 2019, Yahoo! JAPAN received the Award for Companies Promoting Cancer Control, Minister of Health, Labour and Welfare Prize.
Measures against infectious diseasesAs part of its measures against influenza, Yahoo! JAPAN offers inoculations in the company as well as support in paying for the cost of inoculations. To manage infection risks, it provides antiseptic and has a supply of emergency face masks on hand. It has been subsidizing part of the rubella vaccination cost for its employees since fiscal 2013, and over 800 employees have taken the vaccination using this system. In fiscal 2019, the company facilitated rubella antibody testing for about 1,300 of its employees who received the antibody test coupon from the Ministry of Health, Labour and Welfare, by making an arrangement to enable them to take the test during their work hours. In fiscal 2020, Yahoo! JAPAN set up the Response Headquarters for Novel Coronavirus headed by the President and Representative Director Kentaro Kawabe, and under his leadership, risks to its employees and to business were identified and COVID-19 control guidelines for employees were developed taking into consideration announcements made by the Ministry of Health, Labour and Welfare, opinions of the industrial physicians, publications by risk consulting companies, etc. Workplace vaccinations for COVID-19 started in Yahoo! JAPAN’s offices in June 2021. The company allowed employees to take the vaccinations during their work hours and also set a policy of allowing them to take special paid leave (leave granted aside from normal annual paid leave days) if they felt unwell and find it difficult to work after the vaccination or if they needed to accompany their family members receiving vaccinations.
Measures against smokingIn the interest of employee health promotion and secondhand smoke prevention, Yahoo! JAPAN offers various support, including consultation for those who want to quit smoking, information on smoking cessation clinics, and a subsidy for smoking cessation program fees. Starting from 2014, the company is also conducting awareness-raising activities on the World No Tobacco Day (May 31) every year. In addition to these, it has decided not to have smoking rooms in any of its newly opened offices starting from fiscal 2017. Smoking is now temporarily banned across its offices as an anti-COVID19 measure (as of July 2021).
<Support for Employment>

Yahoo! JAPAN supports employees who wish to return to work after leaving for sickness or injury and employees who wish to balance treatment and work.

Support towards balancing treatment and workYahoo! JAPAN has prepared a program to make the workplace an easier place to work for employees receiving or having finished treatment. Especially, the company conducts an online course on cancer towards all employees to deepen their understanding towards the balance of cancer treatment and work.
Support towards employees on leave for sickness or injuryBased on a job return support program, the personnel, workplace and the Good Condition Promotion Office collaborate to support employees on leave for sickness or injury to make a smooth return to the workplace. Yahoo! JAPAN has a counselling desk for mental care so that employees can easily receive counselling. The desk also accepts consultation requests from superiors in the workplace.
<Health Support for Female Employees>

In Yahoo! JAPAN, various seminars and internal events are organized through a project run by employee volunteers, to create a conducive atmosphere in which employees and their superiors/colleagues can deepen their understanding about women’s health and pursue their careers actively in good health.
The project, launched in 2014, aims to improve health literacy among employees and cultivate a corporate culture that makes it easy for employees to deal with and freely seek advice on lifestyle diversity and health issues specific to women.
For these activities, Yahoo! JAPAN received the “Promotion Award” of “Award for Health and Work Life Balance for Women” from Women's Healthcare Awareness & Menopause Network Society in fiscal 2017. In fiscal 2019, Yahoo! JAPAN’s Kitakyushu Center was awarded with the Promotion Award for its efforts on “Test on women’s health.”

<Conditioning the Work Environment in Yahoo! JAPAN Offices>

Yahoo! JAPAN conditions the work environment in its offices in order to improve the performance of the employees (reducing presenteeism). The offices have separate resting rooms for both genders for employees to take a rest when they feel unwell during working hours. Yahoo! JAPAN also has a massage room where licensed care givers give treatment to refresh the employees both physically and mentally.
Since a 20 minute nap is regarded to be effective in improving the performance of workers, the company also has napping and resting areas, as well as exercise area for employees to refresh or to tone up their muscles.

Company Restaurant & Café

The statistical data such as nutrients taken into the employees’ bodies from the meals in the in-house restaurants are analyzed to identify possible dietary problems and to improve the menu. The restaurant has health conscious dishes on the menu, including low fat meals, meals rich in vegetables (more than half of the recommended daily amount), and low-sodium meals. The company restaurant received the highest three-star rating under the healthy meal and dietary environment (commonly known as “Smart Meal”) certification system.

The Photo of Company Restaurant
Encouraging Exercise

Yahoo! JAPAN invites its employees to a variety of exercise programs, such as daily “radio exercise” and stretching over the web conferencing system Zoom, and online video lectures by para athletes on Thursday afternoons. The programs are offered online so that employees working remotely can also participate from their places. In one of the lectures distributed in 2020, the president joined the para athletes in the demonstration of online stretching. Also, the month of October is designated as “UPDATE Condition Month” to raise health awareness for employees and their families, and various programs are held, including a walking event in which employees compete in team for the total number of steps walked.
In addition to these, “stride length checkers” are placed in the head office in Tokyo and other major offices, to let employees easily experience the ideal walking stride length of “body height x 45%.”

“Stride length checker” showing the ideal walking stride lengths for different body heights

LINE

Free Breakfast in Company Café

LINE employees are welcome to help themselves to rice balls and bread offered for free at the company café.

Massage Room

A massage room is placed in the office, and employees can receive massage up to four times a month for JPY500 per service.

Provision of Health and Safety Systems

In addition to establishing a Health and Safety Committee and workplace inspections, the Group has instituted emergency response measures, such as installation of automatic external defibrillators (AEDs), emergency-response drills, and online disaster prevention modules. Emergency-response drills are regularly held in all offices.

Health and Safety CommitteeThe Health and Safety Committee is established based on the Industrial Safety and Health Act to prevent workplace accidents and as part of the Group’s initiatives to ensure the health and safety of its employees.
Workplace inspectionsWorkplace inspections are conducted to ensure a comfortable, hygienic and safe work environment, and to understand and improve work conditions.
Occupational health and safety managementA comprehensive approach to management of work environments, work practices, and health forms the base of the Group’s occupational health and safety measures. Through these measures, the Group promotes the creation of comfortable work environments.

Internal Communication

The Z Holdings Group employs a variety of tools and events, both online and offline to promote communication among employees as well as between the management and employees.

Z Holdings Corporation

COVID-19 Infection-Related Internal Communications

As the number of employees working from home increased in fiscal 2020 due to COVID-19 safety concerns, President and Representative Director, Kentaro Kawabe delivered a video message to all employees of the Z Holdings Group to explain the current situations and the company’s future policies. In Yahoo! JAPAN, questions from employees were taken and answered real time during the morning assemblies, in order to engage the employees and to make the assemblies more interactive for all, including those joining from home.

Yahoo! JAPAN

Active Use of Internal Tools – Active Transmission of Information and Communications That Cater to Diversity

There is active communication within the company on a daily basis. In the internal company website which serves as the hub of internal information, employees can freely put up announcements on not only services and businesses but also on welfare and club activities. There are chat spaces for globally-employed employees to exchange information with each other.
Important messages sent from the management to employees are written in both Japanese and English so that the information is distributed equally to all employees.

■Use of Internal Events
All-hands Meetings

Once a month, the President and Representative Director, Kawabe and other officers speak to all employees in companywide morning assemblies (participation mandatory for all employees) to share important information that is vital for driving the business of Yahoo! JAPAN.
The all-hands meetings used to be held in a mixed style of face-to-face and remote participation, with some employees gathering in the seminar room of the Tokyo office and others attending through live streaming. In the face of the spread of COVID-19 infection, however, the venue has been moved completely online since February 2020. Now, the officers deliver presentations from the studio in the head office or their homes depending on the situation, and the content is live streamed to about 7,000 employees.
After every meeting, a questionnaire is conducted to bring voices of employees to the management as important input for future corporate management.
As part of measures to compensate for the decreased communication opportunities in the remote working style, a real-time Q&A session has been newly added to the assembly timetable to let employees send in questions to the president during the all-hands meeting. President Kawabe answers to these questions on the spot. Yahoo! JAPAN hopes that such timely conversation will help clear various anxieties and questions that employees may encounter in the transition to the new workstyle, and will also lead to even greater engagement and increased performance of employees.

100% Online Family Day

Yahoo! JAPAN holds a family day event, in the hope that employees, as well as their families and people close to them, become bigger fans of Yahoo! JAPAN. The families, partners, and dear friends/acquaintances of employees are invited to the office to enjoy a variety of fun programs together and discover and experience what Yahoo! JAPAN is like. Due to the COVID-19 pandemic, the event in 2020 was held completely online for the first time. Various programs that took advantage of online interactions were offered, such as remote video tour of the Shirakawa Data Center, the data center that serves as the foundation of Yahoo! JAPAN, and a drawing lesson in which a professional designer taught how to draw Yahoo! JAPAN’s official mascots “Kensaku and Enjin.” The event ended on a successful note with a total of some 1,200 people participating from their places, and received a very positive satisfaction rating of 91% in the post-event questionnaire.

Internal Award - Yahoo! JAPAN Superstar Award

Yahoo! JAPAN awards the Yahoo! JAPAN Superstar Award every six months to projects that have made significant contribution to the company’s overall business strategy. The recipients are commended and introduced to all employees as a model to be learned from at the all-hands meeting, and cash prizes are also awarded to each project.
Aside from this, many other employees are recognized for their contribution in each division.

Group photo
Recipients of Yahoo! JAPAN Superstar Award. Many employees participated in all of the winning projects, and when the awards were announced, they congratulate each other on the results of working together with their skills and knowledge.

■Utilization of Video Media

Video Newsletter “Yahoo! JAPAN Weekly Update”

A weekly video newsletter named “Yahoo! JAPAN Weekly Update” is distributed to Yahoo! JAPAN employees to keep them up-to-date on any hot news as well as recent developments in the company’s 100+ services. The online-based work style after the COVID-19 pandemic has made it difficult for employees to casually engage in a chat with colleagues and members of other teams and catch up on diverse random topics. To make up for this, short light movies are produced and distributed to the employees, filming introduction of services by the service team members, must-know IT industry news, and lectures on data by the Chief Data Officer (CDO), among others. By providing employees with the updates and topics, the newsletter aims to increase the total amount of internal communication.

■ Promoting Communication Among Employees

Support for Online Get-Togethers

Yahoo! JAPAN, which has shifted to an online-based work style, provides support such as subsidizing the cost of online get-togethers as a measure to promote internal communication for the purpose of team building.
Meal and drink sets developed independently by its in-house restaurant for such online gatherings, have been purchased and used by many departments for team lunches and tea breaks, as well as for the lunch party that was organized by the new graduate employees who joined the company in April 2021 as an opportunity for them and their seniors to get to know each other.

Online Get-Together Sets (Image)

LINE

Use of Internal Tools

The LINE intranet serves as the hub of information sharing within the company, and employees are invited to contribute their inputs freely. The information posted includes not only service- and work-related information but also announcements about welfare programs and club activities. When the company needs to communicate important information through the intranet or by email, the announcements are made in Japanese, English, and Korean, etc. so that all employees fully understand the content.

All-Hands Meeting/Kick-off Meeting

In each of the LINE Group companies, internal events are held for the purpose of bringing the management and employees closer and facilitating information sharing necessary to powerfully promote the business. In January every year, a Kick-off Meeting is held to communicate the company’s business strategy for the year to the employees.

Internal Awards “Global WOW Project Awards”

The LINE Group hosts an annual internal award program “Global WOW Project Awards” to recognize the most WOW* project of the year. The winners are selected by employee vote from the projects carried out by LINE’s group companies across the world, including Japan, South Korea, Taiwan, Thailand, Indonesia, China, and Vietnam.

  • *A superb experience that users have never had before, an amazement, etc. that they would most certainly want to tell to their friends.
Communication of Information Related to COVID-19

In response to the COVID-19 pandemic, LINE experimented on a hybrid work style that combined working in the office and from home in fiscal 2020. Along with this, the company put together COVID-19-related information, including the prevention measures in the office and work arrangements for employees, and published it to employees through the intranet.

Support for Online Get-Togethers

To facilitate team building and promote internal communication, LINE supports part of the expenses of internal gatherings, such as 1on1 meetings, kick-off meetings for cross-sectoral projects, and internal online networking events for employees.

LINE Library

The office library “LINE Library” aims to promote internal communication through books. For example, LINE leaders and specialists recommend books that may present inspiring ideas for WOW creation. Some of the recommended books can be read in the office cafe.

Anniversary Events

On June 23, 2021, LINE celebrated the tenth anniversary since its service launch. On this occasion, the company ran events to thank the users and also its employees for their patronage and dedication over the past ten years.
LINE produced a video that looks back on its decade-long history, and also sent to each employee a novelty set of a trophy and stationery created only for the employees.