Action Plan for Promoting the Advancement of Female Employees and Work-Life Balance in Digital Agency

Basic Concept

Digital Agency, as the control tower of digital society formation, will boldly promote future-oriented DX (Digital Transformation) and build public and private infrastructure in the digital age in one fell swoop. Therefore, ministries and agencies is a organization where various employees, such as local government, local private sector, and people with experience in Tokyo, will gather. Therefore, since the background of each person's working style is different, it is extremely important to make efforts to promote a well-regulated work-life balance.
So far, we have conducted organization survey and started organizational reforms to improve engagement.
One is the development of personnel infrastructure, such as the consolidation of the assignment list, the introduction of one-on-one meeting, and the skill visualization of employees. In addition, a communication policy has been formulated, and efforts are being made to improve the communication process between executives and employees and between employees.
In order to create a better workplace, in accordance with the "Guidelines for Efforts to Promote Women's Participation and Advancement in the Workplace and Work-Life Balance in National Public Officers" (decided on October 17, 2014 (2014) by the Council for the Promotion of Women's Participation and Advancement in the Workplace and Work-Life Balance; partially revised on January 29, 2021 (2021)), Digital Agency will continue to work on efficiency and digitalization of work, and management reform, including appropriate work hour management and optimization of work sharing in the case of teleworking, as the main axis of Reform of Working Practices.
This Plan shall be positioned as a specific business operator action plan based on Article 19 of the Act on Advancement of Women in the Workplace (Act No. 64 of 2015) and Article 19 of the Act on Promotion of Measures to Support Raising Next-Generation Children (Act No. 120 of 2003). The plan period shall be from October 1, 2022 (2022) to March 31, twenty twenty-five (twenty twenty-five).

Reform of Working Practices for the promotion of work-life balance

Digital Agency aims to be a "soft organization that is not bound by the existing framework" and promotes a work style that is efficient, free, and can be learned by business.
In addition, "Always question the purpose" = "We will positively doubt assumptions and customs, aim to be a Japan that can be proud of the world, and actively adopt new methods and concepts. We will always question the purpose, have the courage to decide to stop, and work with high productivity.", which is also one of the values of Digital Agency. Each and every one of our employees will be aware of this and act accordingly.

1. Efficient ways of working (promotion of business efficiency and digitalization, etc.)

(1) Free working styles (promotion of teleworking, etc.) [Priority Items]

In Digital Agency, the hardware environment that allows all employees to telework is in place, and telework is being implemented flexibly. On that basis, we will work to implement more effective telework while actively incorporating measures such as the introduction of chat tools to solve problems such as how to communicate unique to telework.
In addition, flexible and free working styles will be promoted through the introduction of flexible workspace and the regular holding of all-hands meetings in which all government officials, executives and employees participate.
In addition, efficient and open communication will be realized through asynchronous information sharing and open information sharing, such as the use of chat tools and joint document compilation functions. At the same time, business efficiency will be promoted, such as remote meetings, including for government affairs and executives.

(2) Review and efficiency of services including abolition of services

In order to create a mechanism in which the activities and efforts of all employees will surely lead to "desired results," "three pillars" will be defined as focus areas, and work will be promoted in a regional and efficient manner. At the same time, the development of the strategic planning function in cooperation with the Government DX will be advanced, and work will be reviewed and efficiency will be performed. In addition, visualization will be promoted from the main items as a dashboard so that targets and indicators can be shared within the Agency and related parties. In addition, organization will be promoted from the main items as a dashboard so that targets and indicators can be shared within the Agency and related parties.

(3) efficiency for National Assembly-related Services

(I) Rationalization of responses to the Diet through effective use of telework, etc.
Digital Agency will continue the following efforts.

Digital Agency In charge of National Assembly Affairs, the burden on employees has been reduced by introducing teleworking and early and late attendance.
Except for cases in which it is essential to physically attend the Diet, it will be possible to respond to Diet affairs, such as the preparation of answers, via telework. After the end of regular working hours, based on the Diet situation on the following day, efforts will be made to minimize the number of persons in charge who need to wait, in addition to limiting waiting to respond to the Diet to cases in which it is truly necessary.
The NPA will continue to improve the operation of the system based on the opinions of users and attempt to rationalize the Diet response of the entire NPA.

(ii) efficiency of the National Assembly Answer Preparation Process
In Digital Agency, all processes, such as the adjustment of the team in charge within the Agency and the confirmation of the draft answer, are performed on groupware without using e-mail. As a result

Sharing progress among parties involved in the response creation process (response creator (including not only the main person in charge but also other related teams in charge), Diet members in charge, response confirmation person in charge, etc.)
Simultaneous editing of files relating to draft answers
It is possible to quickly determine the direction of the answer by having the person who confirms the answer participate in the creation process from the start of the creation of the answer draft, which leads to a reduction in the time required for the creation of the answer.

(4) Working styles learned on the job

We will develop an environment in which people from private sector and those from the administration can carry out the same mission through their work across their respective fields of expertise and acquire knowledge outside each other's fields of expertise through their work. We will also develop an environment in which people learn while working by, for example, conducting study groups to share knowledge across the Agency across teams.

2. Systematization of working hour management and thorough working hour management

(1) Systematization of working hour management

With regard to the management of the daily work performance of employees, the Office of Information and Communications Technology (IT) Strategic Office of the Cabinet Secretariat succeeded the "Time Management Application" created in fiscal 2019 for time management services, and it is currently used for time management services in Digital Agency. In the future, the function of the time management application will be modified based on the government's guidelines for the systematization of time management as a simple and general-purpose application using a low-code platform, and efforts will be made to understand the working hours of employees in an objective manner. At the same time, management will make efforts to appropriately understand the working hours of their subordinates and the status and reasons for overtime.

(2) Reduction of overtime work through accurate working hour management and securing of intervals between work, etc.

(I) Reduction of overtime work
Implement the following initiatives to reduce overtime

Setting no-overtime day Business Days
Thorough implementation of prior reporting of overtime
Thorough understanding and management of overtime work by managers and supervisors
Arrangement and analysis of factors related to overtime work exceeding the upper limit
Messaging from Executives
Promotion of taking annual leave once a month to the extent possible
Restrictions on the holding and time of meetings (meetings) outside working hours

(ii) Ensuring work intervals
In order to make working hours more flexible based on the nature and circumstances of each employee's work, a flextime system and an early / late attendance system will be introduced. Flexible working styles will continue to be promoted.

(3) Appropriate operation of the system concerning the upper limit of overtime work, etc.

Based on the measures concerning the upper limit of overtime work for national public employees, necessary improvements will be made by appropriately operating the systems and steadily organizing, analyzing, and validation cases in which overtime work exceeding the upper limit is ordered.

(4) Personnel allocation, etc.

With the goal of "linking strategies and resource management," resource management will be performed in conjunction with the overall strategies of the Digital Agency, which clarify the main goals and areas of focus, while managing the necessary personnel at the site and performing the required organization, number of personnel, and budget request.
In addition to recruiting new graduates, including those in the digital category, and hiring full-time employees in hiring of experienced personnel, we will continue to actively recruit part-time employees as private sector administrative personnel (including public-private exchange) and private sector specialists as a business-ready force. When recruiting specialization-based recuruitment, we will establish an job type recruitment method, and build a organizational system and resource management system that can flexibly allocate personnel according to changes in project priorities and maximize the performance of each individual.

3. Management Reform

In a workplace where there are many employees with different backgrounds, appropriate management by supervisors is essential.
Efforts will be made to improve the management ability of managers, including the motivation and growth promotion of employees, to strengthen the role of executives in management, and to strengthen the support provided by the personnel authorities. In order to steadily implement these efforts, a mechanism will be established to understand the management of executives and managers, the status of employees and the workplace, and to lead to improvements.

(1) Management improvement of managers, etc. based on the enhancement of employee motivation [Priority Items]

(I) Management activities to be implemented by managers, etc.
Managers shall appropriately understand the work situation, including the working hours of their subordinates, and shall engage in organization operations with a cost awareness, such as appropriate and flexible division of work and prioritization of work.
In addition, in order to improve the performance of public duties by making subordinates feel satisfied and motivated in their daily work and growing up, one-on-one meeting shall be conducted regularly, active communication shall be made with subordinates, and appropriate follow-up shall be provided.
It is important for not only managers but also Assistant Counselors and Supervisors to engage in the management of their subordinates. Therefore, in the course of daily operations, we will engage in the practice of management required in each position, such as guidance and training of subordinates.

(ii) Improvement of management abilities of managers, etc.
All managers who have arrived in Digital Agency will be required to undergo training to improve their management abilities. Follow-up and feedback will be provided by conducting multi-faceted observation of the status of management implementation by each executive and manager, and management improvement will be encouraged.
In addition, the Company shall endeavor to ensure that senior managers understand and appropriately evaluate the management status of their subordinates in managerial positions, and proactively provide advice and guidance by utilizing the results of personnel evaluation interviews and multi-faceted observations.

(2) Roles of Human Resources Authorities for Human Resources Development

(1) Human resource development and career development through personnel transfer

We will promote the placement of the right person in the right place by visualization personnel information and SaaS structure through the introduction of personnel organization.
Conduct one-on-one meeting with superiors on a regular basis and encourage the growth of the Principal through appropriate feedback and dialogue on assignments.

② Providing opportunities for personal growth

In order to enable employees to acquire skills as advanced IT human resources, the GOJ will develop a system to take courses for passing national examinations, such as the "Examination for Basic Information Engineers (FE)" and the "Examination for Applied Information Engineers (AP)." At the same time, the GOJ will support the proactive career development of employees by indicating career paths suitable for each employee.

(3) Cultivation of organizational culture

While we have diverse human resources, in order to build a organizational culture where all employees can work together to achieve their goals, we will set and share common goals called Mission and Vision, and clarify guidelines for our staff to follow as an employee as values.
In addition, in order to create a good organization, it is essential to accurately reflect the voices of all employees. Therefore, we aim to become a organization survey that will serve as a model for organization development in digital society by regularly conducting a organization (Employee Satisfaction Survey) and circulating a cycle of data-driven concrete improvement actions.
In addition, all-hands meetings will be held on a regular basis as a forum for interactive communication with top management for all staff, across all levels.
Then, we will formulate a communication policy to eliminate the gap between individual employees, such as how to work and how to communicate, and aim to create a workplace where teams can work together organically and always communicate even to improve performance.

4. Support for balancing work and life

(1) Promotion of male employees' participation in childcare

Based on the "Policy on Promotion of Taking of Leave and Absence Due to Childcare by Male National Public Employees" (decided on December 27, 2019 (2019) by the Council for the Advancement of Female Employees and the Promotion of Work-Life Balance), all eligible male employees aim to take leave and absence due to childcare for no less than one month.
In addition, by making the work-life balance support system for male employees and managers known, the utilization of the system by male employees will be promoted, and based on the goals set forth in the "dependents Future Strategies" formulated on December 22, 2023 (2023), the following goals will be achieved for childcare leave for male employees.

Acquisition rate of more than one week by twenty twenty-five (twenty twenty-five) 85%
Acquisition rate of not less than two weeks by 2030 (2030): 85%
A total of not less than five days of leave was taken by all eligible employees for a spouse's maternity leave (two days) and special leave for participation in childcare (five days) for male employees.

(2) Creating an environment in which employees can play an active role while balancing work and life

(1) Flexible working hours
In order to realize a work-life balance and ensure the physical and mental health of employees, we will promote flexible working styles using flextime systems and early and late attendance.

(ii) Securing substitute personnel
In the case where an Employee takes Childcare Leave, etc., the continuity of operations shall be ensured while reviewing operations, assigning substitute Employees, or transferring personnel in consideration of individual circumstances.

(iii) Promotion of taking leave
We will develop an environment that encourages employees to take a large number of holidays during the period when summer holidays are available and at turning points such as the year-end and New Year holidays.
In addition, Employees shall endeavor to take not less than one (1) day of annual leave per month (i.e., one (1) year of leave per month) to the extent possible, and Managerial Employees shall take care so that Employees may, in principle, take one (1) year of leave per month. At the request of the Employee, the Company shall implement flexible responses, such as allowing the Employee to carry over the leave to the following month or later or to take the leave in installments, depending on the business and family situation.

(3) Use of the work-life balance support system and support during and after returning to work from childcare leave

Create a work environment that makes it easy to use work-life balance support systems, such as childcare leave and nursing care leave.

Reform to promote the active engagement of female employees

Digital Agency is a organization established in September 2021, and its current employees consist of seconded employees (full-time employees) and part-time employees from the Cabinet Office and Ministries, etc. Therefore, due to the special circumstance that the promotion to each post is greatly affected by the promotion status of the secondee, it is difficult to set promotion targets for female employees and work on them systematically in Digital Agency. However, efforts will be made to expand the recruitment and promotion of women while consulting and cooperating with the Cabinet Office and Ministries, etc. from which they are seconded.
Since FY 2021, the government has been promoting the recruitment of new graduates and hiring of experienced personnel. Based on the government-wide targets set forth in the Basic Plan, the ratio of women in the recruitment examinations for national public employees for regular positions and positions for managerial positions shall be no less than 35%, and the ratio of women in the recruitment examinations for national public employees for technical positions shall be no less than 30%.
In addition, with regard to the promotion targets for female employees, based on the government-wide targets set forth in the Basic Plan, efforts will be made to expand the promotion of female employees in consultation and cooperation with the Cabinet Office and each Ministry to which they are transferred, while setting the ratio of female employees to Counselors and Planning Officers at 10%, the ratio of female employees to Assistant Counselors at 17%, and the ratio of female employees to Supervisors at 30% as of the end of fiscal 2025.

1. Expansion of recruitment of women

(1) Promotion of effective public relations activities, etc.

In order to widely recruit excellent women with abilities expected in public service, explanatory meetings for students, etc. will be continuously held in cooperation with related organizations such as Cabinet Bureau of Personnel Affairs and National Personnel Authority.

(2) Mid-career recruitment of female employees

Efforts will be made to recruit motivated and capable employees by actively utilizing hiring of experienced personnel tests, etc.

2. Systematic development to achieve the promotion target for female employees

(1) Systematic development of female employees through expansion of the scope of work for female employees, flexibility of personnel management, etc.

Regarding the recruitment target of female employees, the Government will actively recruit female employees based on the government-wide target set forth in the Basic Plan. At the same time, the Government will systematically foster the employment of Digital Agency Proper employees by providing opportunities for them to learn in a timely and appropriate manner and to be transferred to other organizations.
In addition, even if employees are away from the workplace for a long period of time due to childcare, support will be provided to make it easier for them to catch up when they return to work, while listening to the voices of employees.

(2) Support for career development of female employees

Efforts will be made to improve the motivation of young female employees by introducing examples of career paths followed by female employees who serve as role models.
In addition, even if the timing of promotion is delayed due to childcare, necessary support such as providing various job opportunities and training will be actively provided to female employees with excellent potential abilities to enhance their motivation and skills, thereby accelerating the speed of promotion.

(3) Creation of a system in which female employees can consult about their problems and concerns

In order to ensure appropriate consultation opportunities for female employees who are struggling with balancing work and family and their future careers, in addition to the enhancement of one-on-one meeting, a system will be developed in which female employees can feel free to consult by establishing consultation counters with female employees as counselors.

*The numerical target in this plan is based on the number of full-time employees.