朝日新聞デジタル
突然の一斉休校に企業動く 子連れ出勤OK、特別休暇…
朝日新聞社 2020/02/29 09:00
新型コロナウイルスの感染拡大で、安倍首相が全国すべての小中高校と特別支援学校について、3月2日から春休みに入るまで臨時休校するよう要請したことを受け、企業は対応に追われている。在宅勤務の対象拡大のほか、子連れ出勤を可能にしたり有給休暇を与えたりと取り組みは様々だ。
ヤフーを展開するZホールディングスは、小学生の子どもがいる従業員に子連れでの出勤を認めることを決めた。子どもの預け先がない場合に限り、3月2日から20日まで実施する。正社員・契約社員が対象。派遣、業務委託などの社員については調整中という。
また、小学生以下の子どもがいるが、コールセンターなどで在宅勤務ができない場合、1日の所定労働時間に満たない勤務となっても遅刻や早退の扱いにせず、1日分働いたものとして給与を支払うという。
三菱UFJ銀行は3月2日から、子どもの面倒を見るために自宅待機しても、出勤扱いにして給与を払う。有給休暇を使い切っている行員や、パソコンが支給されずに在宅勤務ができない契約社員らが対象だ。
損保ジャパン日本興亜は、子どもの預け先がないなどの事情で、出社できない社員らに有給の「特別休暇」を与える。日数の上限は設けないという。明治安田生命も小学6年までの子どもを持つ社員に対し、2週間めどの「防疫休暇」を付与する。
石油元売り最大手のJXTGホールディングスも、小中高校などの子どもを持つ社員でテレワーク対応が難しい場合、有給の「特別休暇」とする。衛生陶器のTOTO（北九州市）は、一斉休校で子育て社員が欠勤になったり半日休暇をとったりしても、3月末までは出勤扱いとすることを決めた。
阪急電鉄は3月2日以降、家族の介護やボランティア用に認めてきた休暇について、臨時休校で子どもの面倒をみなければならなくなった社員も使えるようにする。
そごう・西武は、臨時休校で在宅が必要な社員について、所属部門内で優先的な有給休暇が取得できるようにする。店舗販売員も有休取得できるようにした。
三井物産は3月2日から、小学校4年生までの子どもを育てている社員について、子どもの通学先が臨時休校になれば在宅勤務ができるようルールを緩和する。住友商事は3月1～15日に国内約4千人の全社員を対象に原則として在宅勤務を義務付ける。
ライオンは全社員の7割にあたる2800人を、2月28日～3月13日、原則在宅勤務にする。米製薬大手ファイザーの日本法人も、医薬情報担当者（MR）を含む全社員約4500人を同じ期間、原則在宅勤務にする。近鉄百貨店はこれまで育児中の時短勤務社員を対象としていた在宅勤務について、3月から事務系の社員全員に広げる。
パナソニックはすでに、東京・汐留の法人向け事業の従業員約2千人を原則、在宅勤務とし、大阪府門真市の本社などでも職場単位で可能な従業員から在宅勤務に切り替え中だ。「現時点で混乱はでていない」（広報）という。
ソニーは国内グループの従業員に対し、当面の間、月10回までとするテレワークの上限をなくすことにした。富士通は、国内グループの従業員にテレワークの推奨を通知し、週2回、月8回までとしていた上限も撤廃した。
日産、ホンダ、マツダなどは、在宅勤務制度やフレックス勤務制度の対象の拡大や条件緩和などで対応する。ホンダは都内の本社勤務などの2千人を原則在宅勤務にする
Translation
With the spread of the new coronavirus, companies had been
forced to respond after PM Abe requested that all elementary, junior high and
high schools and special needs schools be closed temporarily from March 2 until
spring break. In addition to expanding
the scope of home-office, various approaches had been taken, such as to allow bringing
children to work and to give out paid leave.
Z Holdings, which operated Yahoo Japan, had decided to allow
employees with elementary school children to go to work with children. The
program would be held from March 2 to March 20 only if an employee had no place
to keep the child. It was for regular and contract employees. It was said that
adjustments to cover temporary or sub-contract etc. employees were being made.
In addition, it was said that if one had children below
elementary school and could not work from home at a call center etc., even if
the work was less than the prescribed working time for one day, they would not
be treated as late or leaving early, salary for working the whole day would be
paid.
From March 2, Mitsubishi UFJ Bank would pay employees as if
they were at work even if they were waiting at home to take care of their
children. This applied to employees who had used up their paid vacation, or
contract employees who could not work from home because computers were not
available.
Sompo Japan Nipponkoa would give paid “special leave” to
employees who could not come to the office due to a lack of child care service.
There was no maximum number of days. Meiji Yasuda Life was also, for employees
with children up to elementary school 6th year, prepared to give a two-week
"epidemic prevention vacation".
JXTG Holdings, the largest oil source seller, would also give
paid “special holidays” if employees with children at elementary, junior high,
and high schools had difficulty in teleworking. Sanitary ware TOTO (Kitakyushu
City) had decided that even if childcare employees were absent, or took a
half-day leave during the school leave, they would be treated as work attendance
until the end of March.
Sogo / Seibu for employees who needed to stay home due to
temporary school would be able to take priority paid vacations within their
departments. Store sales staff could also take paid leave.
Mitsui would from March 2nd relax the rules for employees
who were raising children up to the fourth grade in elementary school so that
they could work from home if the child’s learning location was temporarily
closed. Sumitomo Corporation would in principle supposed all its 4,000
employees in Japan to work at home from March 1 to March 15.
Lion would make 2800 employees, or 70% of all employees,
work at home from February 28 to March 13. The Japanese subsidiary corporation
of Pfizer, a major U.S. pharmaceutical company, would also have its about 4,500
employees, including medical information representatives (MR), in principle to work
at home for the same period. Kintetsu Department Store would, regarding its work-at-home
program which so far was applicable to short-time employees doing child care, expanded
it to all administrative employees from March.
Panasonic with approximately 2,000 employees working for
businesses in the Shiodome area of Tokyo had already been working from home as
a principle. At the head office in Kadoma, Osaka etc., it was switching
possible employees to working at home. "There is no confusion at the
moment," (the public relations) was said.
For the time being, Sony had decided to remove the maximum
teleworking limit of 10 employees per month for domestic group employees.
Fujitsu had made known that it was recommending domestic group employees on
tele-work, and had removed the maximum ceiling of twice a week and eight times a
month.
Nissan, Honda, Mazda, etc. would respond by expanding the
scope of the home-office system, and relaxing the governing conditions on flexible
working system. For Honda in Tokyo, its 2,000 employees would basically work at
home.
So, more than a week ago all the big
corporations in Japan were responding to the need to reduce the number of company
employee going to office everyday. This will have the effect of reducing group
infection in the office environment.
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