Tokyo — A subsidiary of Robert Bosch GmbH, a leading company providing innovative technologies and services on a global scale, Bosch Japan received the first place in the Overseas Corporation Division of the Randstad Award 2016, which surveys and recognizes employer branding. The Randstad Award is presented by Randstad Japan, a subsidiary of the Dutch-based, comprehensive HR service provider Randstad Holding NV. Randstad Japan holds an annual employer branding survey of 210 companies in Japan, publicly recognizing top companies in this way. It was a breakthrough for Bosch receiving the first place since Bosch was awarded the 11th place in the same division last year. Commenting on the award, Executive Vice President and Director Morikawa who oversees human resources said, "In order to receive maximum performance from employees, a company must strive to improve its employees' work-life balances. Accordingly, it is a company's duty to provide environments that are conducive to good work. I feel deeply honored to see the results of our efforts recognized in this way."

Access to diverse work styles
In order to improve work-life balance for employees, Bosch Corporation supports a diverse array of work styles that meet the needs of different associates. In November 2015, home office system, which was previously limited to childcare, familycare, sickness and injury, was expanded to general associates. With the exception of new employees, nearly all employees may work at home for up to 40 hours per month. One male employee who took advantage of the system and appreciated its benefits stated that "by cutting out the time needed to commute to work, I'm able to eat dinner with my family at least one day each week, and also have more time to care for the kids and help out around the house."

Support for associates' work-life balance
In addition to diverse working styles, Bosch Corporation has also been striving to continuously better employee work-life balance through other improvements to working environments. The Bosch Group has engaged in a worldwide diversity promotion drive to ensure diversity in gender, nationality, age and culture.
In Japan, meanwhile, employee-driven working groups were generated around three themes: improved time management, support for child and familycare, and home office research groups. These working groups are inter-departmental, providing a space for the lively exchange of ideas to improve work environment, and initiative for new projects. Bosch Group also began an initiative in 1984 to encourage associates to take advantage of paid leave. As a result, current use of annual paid leave is at nearly 100 percent. Other policies include company-wide no-overtime days, introduced in 1992, during which all employees must leave work at their appointed times. Currently, Bosch Japan is also working on programs such as career development training for employees returning from childcare leave and their bosses, and more comprehensive familycare leave systems. Efforts such as these are what have allowed Bosch Japan to keep employee turnover at nearly 1 percent level for so many years.

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