Creating Worker-friendly Environments|Employee Self-realization and Diversity|Initiatives to Address ESG Issues|SECOM: SECOM CO., LTD. provides crime-prevention, security, and home security -Providing society with trusted peace of mind-

Creating Worker-friendly Environments

Basic policies and structure

Basic concepts and policies

To foster a transparent and vibrant organizational culture, it is necessary that each and every employee think proactively and achieve goals by working energetically, cheerfully, and appropriately. Believing that the strength of an organization is the sum of its employees’ individual strengths, SECOM strives to create worker-friendly environments that enable all employees to engage in a process of self-realization that will ultimately contribute to the growth of the SECOM Group.

Securing employee work-life balance is an important issue for SECOM, which provides security services 24 hours a day, 365 days a year. We place importance on employee turnover rate reduction and employee satisfaction improvement as key indicators, and implement various measures to create rewarding workplace environments, such as establishing systems that support diverse workstyles according to each employee’s stage of life.

Measures for creating worker-friendly environments

    • Promote workstyle reform
    • Promote work-life balance
    • Advance diversity
    • Enrich welfare benefits


Following our fundamental philosophy of human resource management that states “The growth of employees and the prosperity of the company are inseparable,” the Human Resource Division fulfills a leading role in promoting the creation of worker-friendly environments through cooperation between labor and management. SECOM has also established the following specialized sections.

Project team for improving employee satisfaction

In 2016, SECOM established a team with leading members from the Business Development Department, Operations Division, Sales Division, Administration Division, Techno Installation Services & Facility Management Division, and Human Resource Division. The team cooperates with other departments as necessary and works on measures to improve employee satisfaction.

D&I Promotion staff

Led by the Human Resources Department, which is responsible for SECOM’s personnel strategy, the D&I (Diversity and Inclusion) Promotion staff engage in activities aimed at leveraging the capabilities of each and every employee through respect for individual differences. These activities include promoting the active participation of women.


We constantly pay attention to trends in the average hours of overtime work, the average length of service, and the turnover rate. Currently, the average hours of monthly overtime work are decreasing and the average length of service is increasing. Moreover, the turnover rate is significantly below the nationwide average. Moving forward, we will expand measures aimed at further increasing the retention rate for employees who have been with the company fewer than three years, improving employee satisfaction, and increasing employee motivation.

Average hours of monthly overtime work

2017 2018 2019
25.1 22.5 21.8

Turnover rate (%)

2017 2018 2019
5.2 5.4 5.2

Note: The nationwide average of turnover rate for general workers was 11.3%, according to a statistic from the Ministry of Health, Labour and Welfare in 2018.

Average length of service (years)

  2017 2018 2019
Overall average 16.1 16.3 16.5
Male 17.0 17.1 17.4
Female 11.8 11.9 12.2

Promoting work-life balance

SECOM implements policies for promoting work-life balance to enable all employees to utilize their abilities and perform their duties energetically, regardless of the stage in their life. We take various actions to support balance between work and private life.

Initiatives to prevent long working hours

SECOM establishes systems and raises awareness to support employees to work in good health with passion, and with a high level of concentration on their duties, thereby giving their best performance.

In particular, to prevent long working hours, a social issue in Japan, workers and employers concluded the “Article 36 Agreement” (agreement on overtime and holiday work) in accordance with Article 36 of the Labour Standards Act. Specialized staff stationed in the Human Resources Department and related departments cooperate with managers to provide continued guidance on managing and improving working hours.

Additionally, we have constructed mechanisms on our company intranet so that managers can ascertain and check the time that employees arrive and leave from work daily. These measures enable detailed time management and guidance in each workplace.

To raise employee awareness, lights are automatically turned off at a certain time every day to encourage employees to go home. Furthermore, activities are carried out at offices nationwide to persuade employees to make it a habit to leave work on time, thereby maintaining their health and managing their time appropriately.

As a result of these initiatives, the average overtime hours of general employees has been decreasing every year. We will continue to make sincere efforts to eliminate long working hours.

Awareness-raising poster

Promoting vacation usage

Mental and physical refreshment and a fulfilling life are essential to creating motivation toward work. We offer our employees leave systems including a flexible vacation system which can be taken at any time during the year (maximum of 10 consecutive days each year) and a two-week vacation every 10 years. We also actively encourage employees to take paid leave.

In fiscal 2017, rules were revised to increase options, enabling employees to take the two-week vacation in two separate periods (one week each). In fiscal 2019, the paid-leave usage rate was 53.2%.

Systems for childbirth, childcare, and nursing care

SECOM offers its employees substantial support for childbirth, childcare, and nursing care which surpasses the standards of laws such as the Labor Standards Act.

Maternity leave

Maternity leave can be taken for the six weeks prior to and eight weeks after childbirth, and a childbirth allowance is granted by the SECOM Health Insurance Union.

An additional two weeks of maternity leave prior to childbirth is available to employees who wish to start their leave earlier. This unique vacation system was used by 20 employees in fiscal 2019.

Childcare leave

Employees can take childcare leave until the day before their child turns three years old. Since 2002, our male employees have also started taking childcare leave. SECOM is working to create worker-friendly environments which make childcare easier for both women and men.

In fiscal 2019, a total of 127 employees (including 10 male employees) took childcare leave, and 98.3% of employees returning to work after childcare leave in fiscal 2018 remained with SECOM a year later.

Number of employees taking childcare leave

Nursing care leave

To support employees who provide nursing care to family members and wish to return to work after the end of the provision, nursing care leave of up to approximately six months (a maximum of 186 days) is available.

In fiscal 2019, a total of six employees (four male and two female employees) took nursing care leave.

Number of employees taking family care leave

Change/exemption of working hours for child and nursing care

Upon request, employees who are pregnant or raising children who have not yet entered the second grade of elementary school (per law, until the child is three years old) can have their working hours changed or exempted, subject to limitations on the length of time.

Many of our employees with children utilize the system to shorten their working hours, and we provide them with notice cards that can be put up on their desks to request cooperation from their coworkers to help them return home earlier. In fiscal 2019, 83.3% of eligible female employees used the reduced hour system.

Employees can also use the system for changing or exempting working hours to provide family care. By providing such systems, we assist employees in balancing family life with work, enabling them to continue working over the long term.


Notice cards asking for cooperation to return home early

SECOM Life Support Program

We established the SECOM Life Support Program to assist in long-term career advancement through individual review for a location and work style that accommodate the circumstances of each employee. We support individuals based on the following policies.

  1. Utilize the SECOM Group’s network to support changes to employment location due to reasons such as the need to provide nursing care to family members or work transfer of a spouse.
  2. Approve temporary leave from work when the employee moves overseas with a spouse who is transferred overseas (maximum of five years).
  3. Support flexible working styles which consider difficult household circumstances with the need for childcare or nursing care.

Job Return Program

For employees who have left SECOM due to unavoidable reasons such as childbirth, childcare, or nursing care, SECOM offers Job Return Program, which enables employees to apply for returning to work. Because of this system employees can perform their current work without worrying about stopping their career due to future life events.

Support site to balance work, childcare, and nursing care

We operate a website that provides information to support employees in managing both work and childcare/nursing care. Useful information on relevant systems and programs, benefits, as well as a section that accepts a variety of consultations from employees, is available in both the childcare support section and family care support section.

The intranet page with information on balancing work and childcare/nursing care

Deliberation on the telework system

In summer 2019, we took part in a trial to support the work-from-home promotion project “Telework Days,” which was spearheaded by the Japanese government. Employees doing office work in metropolitan areas participated in the trial aimed at improving productivity and work satisfaction with a more comfortable working environment.

In 2020, as part of our measures to combat the spread of COVID-19, telework was implemented primarily for administrative work at offices nationwide. By effectively utilizing mobile computers, already distributed to office managers and sales personnel, as well as other computers distributed as part of this effort, roughly 3,200 employees could work from home in May, after the state of emergency was declared.

At SECOM, employees in various positions do their utmost to provide continuous safety and peace of mind around the clock. To prepare for epidemics and disasters, and support a greater work-life balance, we are considering employment rules and positions suitable for adopting a work-from-home system.

Certified as a company supporting childcare

The “Act on Advancement of Measures to Support Raising Next-Generation Children” was enacted in order to construct an environment for the healthy birth and care of children who will lead the next generation of society. SECOM was certified three times, in 2007, 2010, and 2015, as a company supporting childcare by the Ministry of Health, Labour and Welfare, and received the next-generation certification mark known as Kurumin.

On April 1, 2020, SECOM newly formulated and enacted an Action Plan based on the act. We aim to realize diverse workstyles that allow each employee to maximize his or her abilities, while considering the characteristics of security services that provide uninterrupted services 24 hours a day, 365 days a year, and the importance of promoting diversity and inclusion.

Action Plan by SECOM CO., LTD.

Date of formulation: April 1, 2020

We have formulated the following Action Plan in order to provide worker-friendly environments which enable employees to balance work and childcare.

  1. Planned period: From April 1, 2020 to March 31, 2025

1) Implement various workstyles (telework, etc.) that suit each employee’s circumstances.

  • We will create a better working environment, taking into account the impact on productivity and the benefits to the family life of employees.
  • We aim to develop systems for diverse workstyles within the planned period.

2) Further promote awareness for systems including childcare leave, especially to male employees.

  • We will promote awareness for various systems so that employees can create a life plan that envisions a balance between family and work.

3) Consider expanding the conditions for the current system of shorter working hours for childcare (including extension of the current limit of "up to the first grade of elementary school").

  • From fiscal 2020, we will start a survey to ascertain the actual situation of such employees and consider establishing a system within the planned period.

Advancing diversity

SECOM recognizes the importance of creating new value by including diverse human resources and values, and works to promote diversity, including the active participation of women at work. In October 2017, we announced the Declaration of Promoting Diversity & Inclusion. With this declaration, we work to respect the diversity of each employee, regardless of nationality, age, biological sex, disability, sexual orientation, or gender identity, and to create an environment that enables all employees to utilize their abilities to the fullest.

Declaration of Promoting Diversity & Inclusion (released on October 1, 2017 in the name of the President and Representative Director)

  • Guided by a disciplined corporate culture rooted in SECOM’s Philosophy, we respect differences and prioritize diversity in our human resources.
  • We aim to be an organization in which all employees can work with drive, vitality, confidence, and pride.
  • We consistently pursue the creation of innovative value by supporting employee growth and enhancing synergies among the various strengths of individual employees.

Promoting active participation by women

There are still many issues that need to be considered in Japanese society for women to fully utilize their abilities and perform at higher levels. SECOM believes that it is important to boost the awareness of all employees, regardless of gender, and guided by the D&I (Diversity and Inclusion) Promotion staff, regional staff members throughout Japan conduct awareness-raising initiatives and promote active participation by women.

Initiatives based on the Act on Promotion of Women’s Participation and Advancement in the Workplace

On March 1, 2016, SECOM formulated the “Action Plan for the Promotion of Women’s Participation.” This plan seeks to construct a workplace environment where female employees can work cheerfully and energetically, free from anxiety.

Action Plan for the Promotion of Women’s Participation (PDF 846KB)

Actions to promote active participation by women

  • Implementation of activities by a dedicated section consisting of staff who specialize in promoting diversity and inclusion
  • Establishment of a dedicated intranet site for constructing an internal network and sharing information
  • Raising awareness of in-house role models through corporate newsletters and the intranet site
  • Elimination of customary duties performed only by women by reforming awareness of all employees
  • Active assignment of highly motivated women to meetings and various projects
  • Expansion of the occupational field for women by sharing information or developing human resources through training

Note: The declaration above is included in the Positive Action “Declaration for Women’s Active Participation in the Workplace” by the Ministry of Health, Labour, and Welfare.

Intranet site for promoting women’s active participation

Initiatives in fiscal 2019

In December 2019, we conducted the first session of the nationwide training for female control center staff. The number of female employees engaged in control center work is increasing year by year. Currently, roughly 40 women work in SECOM control centers nationwide. Female workers often place high in our internal control center staff contests. In addition, they successfully complete their actual duties, conducting precise operations and helping save lives.

This training is being successively implemented for female control center staff throughout Japan with the goal of enhancing motivation, providing them the broad range of knowledge and mentality required of SECOM Group employees. We will continue to expand opportunities for female employees and our training system to support the growth of each and every female employee.

Developing female leaders

The home security sales work performed by female employees, which leverages their insights as women, and the administrative work female employees are responsible for in our offices help support SECOM’s business. Despite the fact that the vast majority of security staff are men, with the percentage of female employees remaining at roughly 15%, we are implementing various measures to develop female leaders over the medium-to-long term, from the perspective of promoting diversity and inclusion.

For example, newly graduated female employees hired during regular annual recruitment were primarily assigned to home security sales positions. However, in fiscal 2020, we adopted a policy of expanding placement positions to include corporate sales and administration and to place personnel based on their aptitude, starting with their initial assignment.

One issue that affects women’s active participation is that there is little reassignment across occupational fields, which leads to employees accumulating experience only in specific areas and preventing them from being able to expand their knowledge. We are examining the possibility of rotating jobs with the aim of developing female leaders and are considering methods to measure the effectiveness of this approach.

Another measure involves our participation in the Japan Women’s Innovative Network (NPO J-Win). SECOM dispatches two female employees every year to cultivate our human resources and build networks with other participating companies.

Recruitment and active participation of people with disabilities

SECOM has established the special subsidiary* Secom Business Plus Co., Ltd. and employs people with disabilities to work in business sites such as farms that grow vegetables used in dishes served at training centers. Furthermore, following our basic diversity policy that covers eliminating discrimination, offering reasonable accommodation, providing consultation hotlines, and implementing consultation follow-up measures, etc., we take attentive measures for the sensitive needs of each individual, including arrangements for sign language interpreters and provision of supportive devices and software.

  • Special subsidiary: Subsidiary established to promote the employment of people with disabilities.
  • Registered as a “barrier-free mind” support company

    It has become important to have a “barrier-free mind” to think about how to create a society and environment where all people can participate equally, and take necessary actions to realize this. In 2019, SECOM CO., LTD. was registered by the Tokyo Metropolitan Government as a “barrier-free mind” support company.

    “Barrier-free mind” registration certificate

    Seeking to construct a new model for employment of persosns with disabilities

    SECOM participates in the Accessibility Consortium of Enterprises (ACE), which seeks to create new value by recognizing disability as diversity and establish a new model for employment of persons with disabilities that will contribute to corporate growth.

    In order to proactively construct a workplace environment with active participation by persons with disabilities, we strive to support the employment of those who have the desire to work, through activities such as reviewing and introducing role models and cooperation with partners in industry, government, or academia.

    SECOM employees have been selected for the ACE Awards, organized by ACE. From among the participating companies of ACE, the ACE Awards recognize “employees who create new values by utilizing their disabilities as diversity” and acknowledge those employees as role models. SECOM employees who have participated in the awards include an employee with a hearing disability (2014), an employee with a disability in the upper-left limb (2015), an employee with functional disorders in both lower limbs (2016), and an employee with a cardiac dysfunction (2017).

    In 2019, an employee with a hearing disability who proposed the introduction of a remote sign language interpretation service won a special Nice Challenge Award.

    Recipient of the 2019 ACE Award (R&D Center, Design Group):
    Taking part in a design meeting using the remote sign language interpretation service

    Promoting the active participation of older employees and supporting life after retirement

    System for shorter working hours for older employees

    At some positions, employees aged 50 years and older can apply to a system for shorter working hours. Moreover, all employees who are rehired after reaching mandatory retirement age can use a system for shorter working hours. This system enables experienced older employees to play active roles for a longer time.

    Additional rehiring of employees aged 65 years and older

    The mandatory retirement age at SECOM is 60 years old and employees can be rehired until they reach 65. In September 2017, we established a system for additional rehiring of employees over 65 years old with a desire to work. These employees are rehired for specific positions and are able to work until they reach 70.

    Intranet site with information on life after retirement

    In order to assist employees in planning for life after mandatory retirement age, SECOM has established the intranet site with information on the retirement allowance pension and life planning, etc.

    The intranet site with information on life after retirement

    Flexible option for retirement age

    We offer another option that enables flexible life planning by each employee, establishing a system in which the individual can decide on the timing of retirement within the range of 50 to 60 years old. Employees using this system are provided an additional retirement bonus, which helps them try different work without waiting until the retirement age of 60. Furthermore, if the needs of the individual and the company match, we actively support re-employment at SECOM and other group companies.

    Promoting dialogue with employees

    SECOM seeks to achieve sustainable growth as a strong, flexible organization that is impervious to the impact of changes in society and the competitive environment. To achieve this goal, we believe that it is important to promote SECOM’s Philosophy and push forward with a virtuous circle: a cycle originating from employee satisfaction, improving service quality by enabling all employees to demonstrate their full potential, enhancing customer satisfaction, earning the trust of society, and ultimately leading to further employee satisfaction. SECOM prioritizes dialogue with employees to foster a healthy, vibrant organizational culture and implement measures to increase employee satisfaction.

    Activities of the employee satisfaction project team

    The employee satisfaction project team conducts an annual job satisfaction survey of all employees, and strives to improve mutual understanding between the company and its employees through regular labor-management consultations.

    Employee job satisfaction survey

    SECOM has conducted an employee job satisfaction survey since fiscal 2016. This survey studies not only the employees’ satisfaction about wages and work environments but also continuously assesses from various perspectives areas such as sense of fulfillment in work, work volume, and motivation. The findings are then used in improvement measures, and the survey results are posted on the company intranet.

    Overall, the study has found that there is a high level of satisfaction in the feeling of fulfillment provided by work. The level of satisfaction also tends to rise further as employees develop their careers. However, there is still room for improved satisfaction about the amount of work and salaries, and reducing work hours and implementing workstyle reforms remain issues that must be addressed.

    Results of employee satisfaction survey

      2017 2018 2019
    Employee response rate 83.5% 84.2% 85.6%

    Categories for employee satisfaction survey

    Whether the employee finds his/her work fulfilling
    Whether there is any problem which interferes with performing one’s work
    Whether the employee is able to work with a positive attitude
    Whether the employee receives positive feedback from work partners
    Whether there is any problem regarding the amount of work
    Whether there is any problem with the salary or welfare benefits at the company

    SECOM Lively Union (The SECOM Employee Union Federation)

    SECOM Lively Union (the SECOM Employee Union Federation) was established in 1964, two years after the founding of the company, by employees seeking to ensure the sound growth of SECOM. In accordance with the union membership qualification agreement executed with SECOM Lively Union, SECOM adopted a union shop system in which new employees become members of the labor union when they are hired. Therefore, the union membership rate of SECOM Co., Ltd. is 100%, excluding section managers or persons higher, who are not eligible.

    SECOM values dialogue between labor and management. Following the philosophy that the growth of employees is inextricably linked to the company’s prosperity, we have created a strong system of collaboration to achieve common goals. To heighten employee morale, construct a vibrant and healthy organizational culture imbued with the SECOM spirit, and maximize organizational energy, SECOM Lively Union and management, including the President and Representative Director, exchange opinions every month. As a general rule, at branches in each Group company or each prefecture, discussions are held on topics such as improving the workplace environment or operation procedures, and ensuring occupational safety and health. The union then exchanges opinions with company management at the SECOM Employee Meeting on Organizational Culture and the SECOM Employee Central Council.

    SECOM Employee Meeting on Organizational Culture

    The SECOM Employee Meeting on Organizational Culture is set up in each region throughout Japan. Company executives and SECOM Lively Union directors, who represent employees, exchange opinions on equal ground.

    These meetings, held every month, enable frank and unrestrained discussion aimed at improving daily work and the workplace environment in each region, contributing to the creation of a sound organizational culture.

    Fiscal 2019 SECOM Employee Meeting on Organizational Culture

    SECOM Employee Central Council

    The SECOM Employee Central Council was established as an opportunity for exchanging opinions on nationwide issues which cannot be resolved at the SECOM Employee Meeting on Organizational Culture held in each region. Council meetings are held every month and are always attended by the President and Representative Director, executives and directors in charge of human resources and operations as well as members of the Central Council from SECOM Lively Union.

    In addition, the SECOM Employee Central Council Subcommittee was established as a subordinate organization of the SECOM Employee Central Council. Meetings of subcommittees are held periodically every month in order to discuss company measures or issues requiring continued review, attended by executives and managers in charge of human resources and operations, as well as directors of SECOM Lively Union.

    Fiscal 2019 SECOM Employee Central Council

    Issues addressed by the SECOM Employee Central Council

    • Revision of wages, etc.
    • Checking for overwork or unnecessary work
    • Maintaining employees’ health
    • Promoting the use of paid leave and long-term vacation
    • Preventing overwork
    • Appropriate operating of evaluation systems
    • Recruiting and assigning of personnel
    • Advancing diversity
    • Preventing harassment
    • Wage levels which consider life plans of employees
    • Instilling the corporate philosophy

    Regional joint conferences

    In order to further invigorate the monthly SECOM Employee Meeting on Organizational Culture held in regions throughout Japan, joint conferences are held expanding the regional framework.

    In fiscal 2019, the regional joint conference was held in the Kansai area. The event was attended by the President and Representative Director, executives from each region, executives and managers in charge of human resources, operations, and business development, and directors of SECOM Lively Union, and unique regional imperatives were discussed.

    Regional joint conference in Kansai

    Next page

    Back to top

    Creating Worker-friendly Environments. This page introduces SECOM’s sustainability initiatives. Since our founding, SECOM, recognizing “the importance of mutual sustainable growth for corporations and society,” has worked to solve social/environmental issues through our business activities in terms of the economy, environment, and society.