事業主が職場における優越的な関係を背景とした言動に起因する問題に関して雇用管理上講ずべき措置等についての指針
Guidelines Concerning Measures to Be Taken by Employers in Terms of Employment Management in Connection with Problems Arising as a Result of Behavior That Is Based on Dominant Relationships in the Workplace

事業主が職場における優越的な関係を背景とした言動に起因する問題に関して雇用管理上講ずべき措置等についての指針(暫定版)
Guidelines Concerning Measures to Be Taken by Employers in Terms of Employment Management in Connection with Problems Arising as a Result of Behavior That Is Based on Dominant Relationships in the Workplace (Tentative translation)
事業主が職場における優越的な関係を背景とした言動に起因する問題に関して雇用管理上講ずべき措置等についての指針(令和二年一月十五日厚生労働省告示第五号)
Guidelines Concerning Measures to Be Taken by Employers in Terms of Employment Management in Connection with Problems Arising as a Result of Behavior That Is Based on Dominant Relationships in the Workplace (Public Notice of the Ministry of Health, Labour and Welfare No. 5 of January 15, 2020)
1 はじめに
(1) Introduction
この指針は、労働施策の総合的な推進並びに労働者の雇用の安定及び職業生活の充実等に関する法律(昭和41年法律第132号。以下「法」という。)第30条の2第1項及び第2項に規定する事業主が職場において行われる優越的な関係を背景とした言動であって、業務上必要かつ相当な範囲を超えたものにより、その雇用する労働者の就業環境が害されること(以下「職場におけるパワーハラスメント」という。)のないよう雇用管理上講ずべき措置等について、同条第3項の規定に基づき事業主が適切かつ有効な実施を図るために必要な事項について定めたものである。
With respect certain measures, etc. to be taken by an employer in terms of employment management to preclude any behavior that is based on dominant relationships in the workplace and exceeds the necessary and reasonable scope in the course of business from harming the work environment of workers employed by the employer as prescribed in Article 30-2, paragraphs (1) and (2) of the Act on Comprehensive Promotion of Labor Measures, and Stabilization of Employment of Employees, and Enrichment of Their Working Lives (Act No. 132 of 1966; hereinafter referred to as the "Act") (hereinafter referred to as "power harassment in the workplace"), these Guidelines set forth matters necessary for ensuring proper and effective implementation by the employer of such measures, etc. pursuant to the provision of paragraph (3) of the same Article.
2 職場におけるパワーハラスメントの内容
(2) Details of Power Harassment in the Workplace
(1) 職場におけるパワーハラスメントは、職場において行われる①優越的な関係を背景とした言動であって、②業務上必要かつ相当な範囲を超えたものにより、③労働者の就業環境が害されるものであり、①から③までの要素を全て満たすものをいう。
1. Power harassment in the workplace is defined as behavior in the workplace that meets all of the elements mentioned in (i) through (iii) below: (i) it is based on dominant relationships; (ii) it exceeds the scope that is necessary and reasonable in the course of business; and (iii) it harms the work environment of workers.
なお、客観的にみて、業務上必要かつ相当な範囲で行われる適正な業務指示や指導については、職場におけるパワーハラスメントには該当しない。
For clarity, proper work instructions and guidance to be given in the scope that is objectively necessary and reasonable in the course of business do not constitute power harassment in the workplace.
(2) 「職場」とは、事業主が雇用する労働者が業務を遂行する場所を指し、当該労働者が通常就業している場所以外の場所であっても、当該労働者が業務を遂行する場所については、「職場」に含まれる。
2. "Workplace" refers to a place in which workers employed by an employer conduct business, and includes any places other than the place in which those workers regularly work, to the extent that those workers conduct business there.
(3) 「労働者」とは、いわゆる正規雇用労働者のみならず、パートタイム労働者、契約社員等いわゆる非正規雇用労働者を含む事業主が雇用する労働者の全てをいう。
3. "Workers" mean all workers employed by an employer and include not only so-called regular permanent workers but also part-time workers, contract workers, and other so-called non-regular workers.
また、派遣労働者については、派遣元事業主のみならず、労働者派遣の役務の提供を受ける者についても、労働者派遣事業の適正な運営の確保及び派遣労働者の保護等に関する法律(昭和60年法律第88号)第47条の4の規定により、その指揮命令の下に労働させる派遣労働者を雇用する事業主とみなされ、法第30条の2第1項及び第30条の3第2項の規定が適用されることから、労働者派遣の役務の提供を受ける者は、派遣労働者についてもその雇用する労働者と同様に、3(1)の配慮及び4の措置を講ずることが必要である。なお、法第30条の2第2項、第30条の5第2項及び第30条の6第2項の労働者に対する不利益な取扱いの禁止については、派遣労働者も対象に含まれるものであり、派遣元事業主のみならず、労働者派遣の役務の提供を受ける者もまた、当該者に派遣労働者が職場におけるパワーハラスメントの相談を行ったこと等を理由として、当該派遣労働者に係る労働者派遣の役務の提供を拒む等、当該派遣労働者に対する不利益な取扱いを行ってはならない。
When it comes to dispatched workers, persons receiving the provision of the worker dispatching services, as well as dispatching business operators, will be considered as employers employing dispatched workers that will have those dispatched workers work under their instructions pursuant to the provisions of Article 47-4 of the Act on Securing the Proper Operation of Worker Dispatching Businesses and Protecting Dispatched Workers (Act No. 88 of 1985) and will be governed by the provisions of Article 30-2, paragraph (1) and Article 30-3, paragraph (2) of the Act, and it is, therefore, necessary for persons receiving the provision of worker dispatching services to give special consideration referred to in (3), 1. and take measures referred to in (4) for, dispatched workers as they do for workers employed by themselves. For clarity, the prohibition of disadvantageous treatment of any worker referred to in Article 30-2, paragraph (2), Article 30-5, paragraph (2), and Article 30-6, paragraph (2) of the Act extends to dispatched workers as well, and not only a dispatching business operator but also a person receiving worker dispatching services must not treat any dispatched worker disadvantageously, such as by refusing to receive the provision of the relevant worker dispatching services pertaining to the dispatched worker on the grounds that the dispatched worker has requested consultation on power harassment in the workplace from the person receiving worker dispatching services.
(4) 「優越的な関係を背景とした」言動とは、当該事業主の業務を遂行するに当たって、当該言動を受ける労働者が当該言動の行為者とされる者(以下「行為者」という。)に対して抵抗又は拒絶することができない蓋然性が高い関係を背景として行われるものを指し、例えば、以下のもの等が含まれる。
4. Behavior "based on dominant relationships" refers to the behavior based on the relationships in which it is highly likely that a worker who has suffered that behavior in the course of business for the employer cannot resist or reject a person who is alleged to have done that behavior (hereinafter referred to as an "actor") and includes, for example, the following:
・ 職務上の地位が上位の者による言動
・ behavior by a person with a superior functional position;
・ 同僚又は部下による言動で、当該言動を行う者が業務上必要な知識や豊富な経験を有しており、当該者の協力を得なければ業務の円滑な遂行を行うことが困難であるもの
・ behavior by a colleague or subordinate, provided that the person doing the behavior has knowledge and affluent experiences necessary for the relevant business and it is difficult to conduct business smoothly without cooperation of that person; and
・ 同僚又は部下からの集団による行為で、これに抵抗又は拒絶することが困難であるもの
・ act by a group of colleagues or subordinates that is difficult to resist or reject.
(5) 「業務上必要かつ相当な範囲を超えた」言動とは、社会通念に照らし、当該言動が明らかに当該事業主の業務上必要性がない、又はその態様が相当でないものを指し、例えば、以下のもの等が含まれる。
5. Behavior that "exceeds the necessary and reasonable scope in the course of business" refers to the behavior that is, in light of socially accepted conventions, obviously unnecessary for business of the employer, or of which manner is unreasonable, and includes, for example, the following:
・ 業務上明らかに必要性のない言動
・ behavior that is not obviously unnecessary for business;
・ 業務の目的を大きく逸脱した言動
・ behavior that substantially deviates from the purpose of business;
・ 業務を遂行するための手段として不適当な言動
・ behavior that is inappropriate as a means of conducting business; and
・ 当該行為の回数、行為者の数等、その態様や手段が社会通念に照らして許容される範囲を超える言動
・ behavior of which manner and means are beyond the scope permitted in light of socially accepted conventions, such as the frequency of the underlying act and number of actors.
この判断に当たっては、様々な要素(当該言動の目的、当該言動を受けた労働者の問題行動の有無や内容・程度を含む当該言動が行われた経緯や状況、業種・業態、業務の内容・性質、当該言動の態様・頻度・継続性、労働者の属性や心身の状況、行為者との関係性等)を総合的に考慮することが適当である。また、その際には、個別の事案における労働者の行動が問題となる場合は、その内容・程度とそれに対する指導の態様等の相対的な関係性が重要な要素となることについても留意が必要である。
In making this judgment, it is appropriate to comprehensively consider various elements (including the purpose of the relevant behavior; the background leading to, or situations around, the relevant behavior, including whether or not the worker suffering the relevant behavior has committed any problematic act, what the worker did and how serious it was; kind of business and types of operations; descriptions and nature of business; manner, frequency, and continuity of the behavior; attributes and physical and mental conditions of the worker; and relationships with the actors). To this end, if an act of the worker is seen as problematic in an individual case, it is also necessary to note that the relative relationships between what the worker did and how serious it was, and how the actor has been guiding the worker become an important factor.
(6) 「労働者の就業環境が害される」とは、当該言動により労働者が身体的又は精神的に苦痛を与えられ、労働者の就業環境が不快なものとなったため、能力の発揮に重大な悪影響が生じる等当該労働者が就業する上で看過できない程度の支障が生じることを指す。
6. "harms the work environment of the worker" refers to a situation in which the worker faces any problem that he or she cannot not overlook in working as a result that the worker is given physical pain or emotional distress by the relevant behavior, which makes his or her work environment uncomfortable or otherwise has serious adverse effects on the demonstration of his or her abilities.
この判断に当たっては、「平均的な労働者の感じ方」、すなわち、同様の状況で当該言動を受けた場合に、社会一般の労働者が、就業する上で看過できない程度の支障が生じたと感じるような言動であるかどうかを基準とすることが適当である。
In making this judgment, it is appropriate to use as a criterion "how average workers feel," that is, whether or not it is a behavior that general workers in the society who have suffered the behavior in similar situations feel as if they have faced any problem that they cannot overlook in working.
(7) 職場におけるパワーハラスメントは、(1)の①から③までの要素を全て満たすものをいい(客観的にみて、業務上必要かつ相当な範囲で行われる適正な業務指示や指導については、職場におけるパワーハラスメントには該当しない。)、個別の事案についてその該当性を判断するに当たっては、(5)で総合的に考慮することとした事項のほか、当該言動により労働者が受ける身体的又は精神的な苦痛の程度等を総合的に考慮して判断することが必要である。
7. Power harassment in the workplace refers to the harassment that meets all of the elements referred to 1., (i) through (iii) (looking objectively, proper work instructions and guidance to be given to the extent necessary and reasonable in the course of business do not constitute power harassment in the workplace), and in judging the applicability to an individual case, it is necessary to comprehensively take into consideration, among others, the level of physical pain or emotional distress suffered by worker from the relevant behavior, in addition to the matters that should be considered comprehensively in 5.
このため、個別の事案の判断に際しては、相談窓口の担当者等がこうした事項に十分留意し、相談を行った労働者(以下「相談者」という。)の心身の状況や当該言動が行われた際の受け止めなどその認識にも配慮しながら、相談者及び行為者の双方から丁寧に事実確認等を行うことも重要である。
For this reason, in judging an individual case, it is also important for personnel of consultation desk and other persons to pay full attention to those matters, and give consideration to the physical and mental conditions of a worker who has requested consultation (hereinafter referred to as a "person requesting consultation") and how the person requesting consultation understood and recognized the situations when the relevant behavior was done, and to politely verify the facts with both the person requesting consultation and the relevant actor or actors.
これらのことを十分踏まえて、予防から再発防止に至る一連の措置を適切に講じることが必要である。
Fully taking these into account, an employer needs to properly take a series of measures ranging from precaution to prevention of recurrence.
職場におけるパワーハラスメントの状況は多様であるが、代表的な言動の類型としては、以下のイからヘまでのものがあり、当該言動の類型ごとに、典型的に職場におけるパワーハラスメントに該当し、又は該当しないと考えられる例としては、次のようなものがある。
There are various forms of power harassment in the workplace, and patterns of typical behaviors are listed in (a) through (f) below, which are further classified into the examples that would typically constitute power harassment in the workplace, or the examples that would not constitute power harassment in the workplace for each pattern of behaviors, as illustrated below.
ただし、個別の事案の状況等によって判断が異なる場合もあり得ること、また、次の例は限定列挙ではないことに十分留意し、4(2)ロにあるとおり広く相談に対応するなど、適切な対応を行うようにすることが必要である。
It is, however, necessary to fully note that different judgment may be made depending on the situation of an individual case and the like, and that the following examples are not enumerated with limitation, and to take appropriate actions such as by broadly responding to consultations as described in (4), 2., (b) below.
なお、職場におけるパワーハラスメントに該当すると考えられる以下の例については、行為者と当該言動を受ける労働者の関係性を個別に記載していないが、(4)にあるとおり、優越的な関係を背景として行われたものであることが前提である。
For the avoidance of doubt, the following examples of behaviors that would constitute power harassment in the workplace are assumed to be based on dominant relationships, as mentioned in 4. above, although relationship between the actor and the worker suffering the relevant behavior is not described individually.
イ 身体的な攻撃(暴行・傷害)
(a) Physical assault (assault, bodily injury)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 殴打、足蹴りを行うこと。
(i) beating or kicking;
② 相手に物を投げつけること。
(ii) throwing objects at the other.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 誤ってぶつかること。
(i) bumping into someone in error.
ロ 精神的な攻撃(脅迫・名誉棄損・侮辱・ひどい暴言)
(b) Emotional abuse (intimidation, defamation, insult, abusive language)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 人格を否定するような言動を行うこと。相手の性的指向・性自認に関する侮辱的な言動を行うことを含む。
(i) doing behavior that would deny the other's integrity. Includes doing a behavior that should insult sexual orientation and gender identity of the other;
② 業務の遂行に関する必要以上に長時間にわたる厳しい叱責を繰り返し行うこと。
(ii) repeating coercive rebuke in the course of business for longer time than necessary;
③ 他の労働者の面前における大声での威圧的な叱責を繰り返し行うこと。
(iii) repeating coercive rebuke loudly in front of other workers;
④ 相手の能力を否定し、罵倒するような内容の電子メール等を当該相手を含む複数の労働者宛てに送信すること。
(iv) sending email or other message that denies the ability of, or abuses, the other to a multiple number of workers including the other involved.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 遅刻など社会的ルールを欠いた言動が見られ、再三注意してもそれが改善されない労働者に対して一定程度強く注意をすること。
(i) giving a considerably strict warning to a worker who has often done any behavior contrary to social rules, such as delayed arrival at office, and has not improved it despite repeated warning;
② その企業の業務の内容や性質等に照らして重大な問題行動を行った労働者に対して、一定程度強く注意をすること。
(ii) giving a considerably strict warning to a worker who has committed any seriously problematic act in light of the nature, characteristics, etc. of the company business.
ハ 人間関係からの切り離し(隔離・仲間外し・無視)
(c) Separation from human relationship (isolation, ostracization, disregard)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 自身の意に沿わない労働者に対して、仕事を外し、長期間にわたり、別室に隔離したり、自宅研修させたりすること。
(i) getting any worker whom a superior does not like out of work, or isolating the worker in a separate room for long hours, or having the worker stay at home for training;
② 一人の労働者に対して同僚が集団で無視をし、職場で孤立させること。
(ii) a group of colleagues neglecting a certain worker to isolate him or her in the workplace.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 新規に採用した労働者を育成するために短期間集中的に別室で研修等の教育を実施すること。
(i) providing a newly hired worker with intensive training and other educational opportunities in a separate room for short time with the intention of fostering him or her;
② 懲戒規定に基づき処分を受けた労働者に対し、通常の業務に復帰させるために、その前に、一時的に別室で必要な研修を受けさせること。
(ii) having a worker against whom an action has been taken under the disciplinary action rules receive temporary necessary training sessions in a separate room prior to having him or her return to normal work.
ニ 過大な要求(業務上明らかに不要なことや遂行不可能なことの強制・仕事の妨害)
(d) Excessive demand (compulsion of what is obviously unnecessary or impossible to perform in the course of business; interference with work)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 長期間にわたる、肉体的苦痛を伴う過酷な環境下での勤務に直接関係のない作業を命ずること。
(i) ordering a worker to do any work that has nothing directly to do with his or her duties for long hours under harsh environment involving physical pain;
② 新卒採用者に対し、必要な教育を行わないまま到底対応できないレベルの業績目標を課し、達成できなかったことに対し厳しく叱責すること。
(ii) giving a new graduate such levels of performance goals as he or she can never achieve without necessary education and scolding him or her for the failure to achieve them;
③ 労働者に業務とは関係のない私的な雑用の処理を強制的に行わせること。
(iii) forcing a worker to process private miscellaneous work that has nothing to do with his or her duties.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 労働者を育成するために現状よりも少し高いレベルの業務を任せること。
(i) letting a worker handle a little bit higher level of duties than those he or she currently assume with the intention of fostering him or her;
② 業務の繁忙期に、業務上の必要性から、当該業務の担当者に通常時よりも一定程度多い業務の処理を任せること。
(ii) letting a worker in charge handle a relatively large volume of work than in the normal time during the busy period of time due to an operational necessity.
ホ 過小な要求(業務上の合理性なく能力や経験とかけ離れた程度の低い仕事を命じることや仕事を与えないこと)
(e) Insufficient work demands (ordering a worker to perform menial tasks that are far below the worker's ability and experience or not providing any work at all, in either case without legitimate operational reasons)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 管理職である労働者を退職させるため、誰でも遂行可能な業務を行わせること。
(i) letting a worker who is in managerial position perform any tasks that anyone can do with the intention to inducing him or her to retire;
② 気にいらない労働者に対して嫌がらせのために仕事を与えないこと。
(ii) providing a worker an actor dislikes no work for harassment purposes.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 労働者の能力に応じて、一定程度業務内容や業務量を軽減すること。
(i) reducing the nature of tasks or workload of a worker to a certain extent depending on his or her abilities.
ヘ 個の侵害(私的なことに過度に立ち入ること)
(f) Invasion of privacy (excessively inquiring into private affairs)
(イ) 該当すると考えられる例
a. Examples that would constitute power harassment in the workplace
① 労働者を職場外でも継続的に監視したり、私物の写真撮影をしたりすること。
(i) consistently monitoring a worker out of the workplace or taking photos of his or her private property;
② 労働者の性的指向・性自認や病歴、不妊治療等の機微な個人情報について、当該労働者の了解を得ずに他の労働者に暴露すること。
(ii) divulging sexual orientation, gender identity, medical history, infertility treatment, or other sensitive personal information of a worker to other workers without the consent of the relevant worker.
(ロ) 該当しないと考えられる例
b. Examples that would not constitute power harassment in the workplace
① 労働者への配慮を目的として、労働者の家族の状況等についてヒアリングを行うこと。
(i) conducting a hearing from a worker about his or her family status or other topics for the purpose of giving special consideration to the worker;
② 労働者の了解を得て、当該労働者の性的指向・性自認や病歴、不妊治療等の機微な個人情報について、必要な範囲で人事労務部門の担当者に伝達し、配慮を促すこと。
(ii) informing, with the consent of a worker, persons in the personnel and labor affairs departments of his or her sexual orientation, gender identity, medical history, infertility treatment, or other sensitive personal information to the extent necessary, and urging those persons to give special consideration.
この点、プライバシー保護の観点から、ヘ(イ)②のように機微な個人情報を暴露することのないよう、労働者に周知・啓発する等の措置を講じることが必要である。
In this regard, it is necessary in light of protection of privacy to take measures to communicate workers and raise their awareness that they must not divulge sensitive personal information as mentioned in (f), a., (ii).
3 事業主等の責務
(3) Responsibility of Employers, etc.
(1) 事業主の責務
1. Responsibilities of Employers
法第30条の3第2項の規定により、事業主は、職場におけるパワーハラスメントを行ってはならないことその他職場におけるパワーハラスメントに起因する問題(以下「パワーハラスメント問題」という。)に対するその雇用する労働者の関心と理解を深めるとともに、当該労働者が他の労働者(他の事業主が雇用する労働者及び求職者を含む。(2)において同じ。)に対する言動に必要な注意を払うよう、研修の実施その他の必要な配慮をするほか、国の講ずる同条第1項の広報活動、啓発活動その他の措置に協力するように努めなければならない。なお、職場におけるパワーハラスメントに起因する問題としては、例えば、労働者の意欲の低下などによる職場環境の悪化や職場全体の生産性の低下、労働者の健康状態の悪化、休職や退職などにつながり得ること、これらに伴う経営的な損失等が考えられる。
Pursuant to the provisions of Article 30-3, paragraph (2) of the Act, an employer must deepen interest and understanding of workers employed by it about prohibition of power harassment in the workplace and other problems caused by power harassment in the workplace (hereinafter referred to as "power harassment problems"), provide training courses and otherwise give necessary consideration to ensure that those workers pay necessary attention to their behaviors toward other workers (including workers employed by other employers, as well as job applicants; the same applies in 2. below), and must endeavor to cooperate on publicity activities, educational activities and other measures taken by the national government referred to in paragraph (1) of the same Article. For clarity, problems caused by power harassment in the workplace could include, for example, the possibilities of it leading to the worsening of workplace environment or productivity reduction of the workplace as a whole resulting from loss of motivation of workers or otherwise, and the worsening of health condition, leave of absence from work or retirement of workers, as well as the management loss or other damage resulting therefrom.
また、事業主(その者が法人である場合にあっては、その役員)は、自らも、パワーハラスメント問題に対する関心と理解を深め、労働者(他の事業主が雇用する労働者及び求職者を含む。)に対する言動に必要な注意を払うように努めなければならない。
In addition, an employer (or, if the employer is a corporation, any of its officers) also must deepen his or her (or their) interest and understanding about power harassment problems and pay necessary attention to his or her (or their) own behaviors toward workers (including workers employed by other employers, and job applicants).
(2) 労働者の責務
2. Responsibilities of Workers
法第30条の3第4項の規定により、労働者は、パワーハラスメント問題に対する関心と理解を深め、他の労働者に対する言動に必要な注意を払うとともに、事業主の講ずる4の措置に協力するように努めなければならない。
Pursuant to the provisions of Article 30-3, paragraph (4) of the Act, workers must deepen their interest and understanding of power harassment problems, pay necessary attention to their behavior toward other workers, and cooperate on measures taken by their employer referred to in 4. below.
4 事業主が職場における優越的な関係を背景とした言動に起因する問題に関し雇用管理上講ずべき措置の内容
(4) Details of measures to be taken by an employer in terms of employment management with respect to problems caused by behaviors based on dominant relationships in the workplace
事業主は、当該事業主が雇用する労働者又は当該事業主(その者が法人である場合にあっては、その役員)が行う職場におけるパワーハラスメントを防止するため、雇用管理上次の措置を講じなければならない。
An employer must take the following measures in terms of employment management in order to prevent power harassment in the workplace by workers employed by the employer or the employer himself or herself (or, if the employer is a corporation, any of its officers)
(1) 事業主の方針等の明確化及びその周知・啓発
1. Clarification, communication and raising awareness about the employer's policies
事業主は、職場におけるパワーハラスメントに関する方針の明確化、労働者に対するその方針の周知・啓発として、次の措置を講じなければならない。
An employee must take the following measures to clarify policies adopted by the employer for power harassment in the workplace, and communicate, and raise workers' awareness of, those policies.
なお、周知・啓発をするに当たっては、職場におけるパワーハラスメントの防止の効果を高めるため、その発生の原因や背景について労働者の理解を深めることが重要である。その際、職場におけるパワーハラスメントの発生の原因や背景には、労働者同士のコミュニケーションの希薄化などの職場環境の問題もあると考えられる。そのため、これらを幅広く解消していくことが職場におけるパワーハラスメントの防止の効果を高める上で重要であることに留意することが必要である。
In communicating, and raising awareness about, those policies, it is important for an employer to deepen understanding of workers about causes for the occurrence of, and backgrounds leading to, power harassment in the workplace in order to increase the effect of prevention. In that connection, causes for the occurrence of, and backgrounds leading to, power harassment in the workplace might have something to do with workplace environment problems, such as diluted communications among workers. Given this, it is necessary to note the importance of broadly resolving those problems to increase the effect of preventing power harassment in the workplace.
イ 職場におけるパワーハラスメントの内容及び職場におけるパワーハラスメントを行ってはならない旨の方針を明確化し、管理監督者を含む労働者に周知・啓発すること。
(a) Clarify details of power harassment in the workplace, and policies to the effect that power harassment in the workplace is prohibited, and communicate to, and raise awareness of workers including persons in a position of management or supervision about those policies.
(事業主の方針等を明確化し、労働者に周知・啓発していると認められる例)
(Examples of employers that are found to clarify their policies and communicate them to, and raise awareness of, workers)
① 就業規則その他の職場における服務規律等を定めた文書において、職場におけるパワーハラスメントを行ってはならない旨の方針を規定し、当該規定と併せて、職場におけるパワーハラスメントの内容及びその発生の原因や背景を労働者に周知・啓発すること。
(i) Establish a policy to the effect the power harassment in the workplace is prohibited in the work rules or other documents setting forth work disciplines or other relevant matters, and in conjunction with those rules, communicate to, and raise awareness of, workers about details of power harassment in the workplace and causes for the occurrence of, and backgrounds leading to, power harassment in the workplace;
② 社内報、パンフレット、社内ホームページ等広報又は啓発のための資料等に職場におけるパワーハラスメントの内容及びその発生の原因や背景並びに職場におけるパワーハラスメントを行ってはならない旨の方針を記載し、配布等すること。
(ii) Describe details of power harassment in the workplace and causes for the occurrence of, and backgrounds leading to, power harassment in the workplace, as well as a policy to the effect that the power harassment in the workplace is prohibited in company newsletter, leaflets, intranet pages, and other corporate communication or education materials, and distribute and otherwise disseminate them;
③ 職場におけるパワーハラスメントの内容及びその発生の原因や背景並びに職場におけるパワーハラスメントを行ってはならない旨の方針を労働者に対して周知・啓発するための研修、講習等を実施すること。
(iii) Provide training and other education courses to communicate to, and raise awareness of, workers about details of power harassment in the workplace and causes for the occurrence of, and backgrounds leading to, power harassment in the workplace, as well as a policy to the effect that power harassment in the workplace is prohibited.
ロ 職場におけるパワーハラスメントに係る言動を行った者については、厳正に対処する旨の方針及び対処の内容を就業規則その他の職場における服務規律等を定めた文書に規定し、管理監督者を含む労働者に周知・啓発すること。
(b) Prescribe a policy to the effect that strict actions will be taken against a person who has done any behavior related to power harassment in the workplace, as well as details of those actions in the work rules and other documents setting forth work disciplines and other relevant matters, and communicate to, and raise awareness of, workers about them including persons in a position of management or supervision.
(対処方針を定め、労働者に周知・啓発していると認められる例)
(Examples of employers that are found to prescribe a policy of actions and communicate it to, and raise awareness of, workers)
① 就業規則その他の職場における服務規律等を定めた文書において、職場におけるパワーハラスメントに係る言動を行った者に対する懲戒規定を定め、その内容を労働者に周知・啓発すること。
(i) Prescribe the disciplinary action rules for persons who have done any behavior related to power harassment in the workplace in the work rules and other documents setting forth work disciplines in the workplace, and communicate to, and raise awareness of, workers about those details;
② 職場におけるパワーハラスメントに係る言動を行った者は、現行の就業規則その他の職場における服務規律等を定めた文書において定められている懲戒規定の適用の対象となる旨を明確化し、これを労働者に周知・啓発すること。
(ii) Clarify that a person who has done any behavior related to power harassment in the workplace will be subject to disciplinary actions that are prescribed in the current version of the work rules and other documents setting forth work disciplines in the workplace, and communicate it to, and raise awareness of, workers.
(2) 相談(苦情を含む。以下同じ。)に応じ、適切に対応するために必要な体制の整備
2. Development of a system necessary to respond to consultation requests (including complaints; the same applies hereinafter) and appropriately deal with them
事業主は、労働者からの相談に対し、その内容や状況に応じ適切かつ柔軟に対応するために必要な体制の整備として、次の措置を講じなければならない。
An employer must take the following measures as part of development of a system necessary to appropriately and flexibly respond to consultation requests from workers depending on details of those consultations and circumstances.
イ 相談への対応のための窓口(以下「相談窓口」という。)をあらかじめ定め、労働者に周知すること。
(a) Establish a desk to respond to consultation requests (hereinafter referred to as a "consultation desk") in advance and communicate it to workers.
(相談窓口をあらかじめ定めていると認められる例)
(Examples of employers that are found to have established a consultation desk in advance)
① 相談に対応する担当者をあらかじめ定めること。
(i) Appoint persons who will respond to consultation requests for consultation in advance;
② 相談に対応するための制度を設けること。
(ii) Establish a system to respond to consultation requests; and
③ 外部の機関に相談への対応を委託すること。
(iii) Engage external organization(s) to respond to consultation requests.
ロ イの相談窓口の担当者が、相談に対し、その内容や状況に応じ適切に対応できるようにすること。また、相談窓口においては、被害を受けた労働者が萎縮するなどして相談を躊躇する例もあること等も踏まえ、相談者の心身の状況や当該言動が行われた際の受け止めなどその認識にも配慮しながら、職場におけるパワーハラスメントが現実に生じている場合だけでなく、その発生のおそれがある場合や、職場におけるパワーハラスメントに該当するか否か微妙な場合であっても、広く相談に対応し、適切な対応を行うようにすること。例えば、放置すれば就業環境を害するおそれがある場合や、労働者同士のコミュニケーションの希薄化などの職場環境の問題が原因や背景となってパワーハラスメントが生じるおそれがある場合等が考えられる。
(b) Ensure that personnel of the consultation desk referred to in (a) can appropriately respond to consultation requests depending on details of those consultations and circumstances. The consultation desk will widely deal with, and take appropriate responses for, not only cases in which power harassment in the workplace has actually taken place but also the cases it is likely to take place, and even the cases in which it is unsure whether it constitute power harassment in the workplace, taking into account the cases in which a worker who has suffered harm might have shrank back and hesitated to request consultation, and considering the mental and physical conditions of the worker requesting consultation and what he or she perceived about the incident, including how he or she felt when the power harassment in the workplace took place. This would include, for example, the case in which the power harassment in the workplace, if it is left unattended, would impair the work environment, and the case in which power harassment is caused by, or is based on, problems with the work environment such as diluted communication among workers.
(相談窓口の担当者が適切に対応することができるようにしていると認められる例)
(Examples of ensuring that personnel of the consultation desk can appropriately respond to consultation requests)
① 相談窓口の担当者が相談を受けた場合、その内容や状況に応じて、相談窓口の担当者と人事部門とが連携を図ることができる仕組みとすること。
(i) Set up a mechanism that will enable personnel of the consultation desk who have received a request for consultation to liaison with the personnel affairs department, depending on details of consultation and circumstances;
② 相談窓口の担当者が相談を受けた場合、あらかじめ作成した留意点などを記載したマニュアルに基づき対応すること。
(ii) Ensure that personnel consultation desk who have received a request for consultation will respond to it based on the manuals prepared in advance that describe points of attention and other relevant matters; and
③ 相談窓口の担当者に対し、相談を受けた場合の対応についての研修を行うこと。
(iii) Provide personnel of the consultation desk with training courses on how they should respond to when they receive consultation request.
(3) 職場におけるパワーハラスメントに係る事後の迅速かつ適切な対応
3. Prompt and appropriate responses after a power harassment in the workplace incident takes place
事業主は、職場におけるパワーハラスメントに係る相談の申出があった場合において、その事案に係る事実関係の迅速かつ正確な確認及び適正な対処として、次の措置を講じなければならない。
When a request for consultation related to power harassment in the workplace is made, an employer must take the following measures in order to verify the fact related to the relevant incident promptly and accurately and properly respond to it.
イ 事案に係る事実関係を迅速かつ正確に確認すること。
(a) Promptly and accurately verify the fact related to the relevant incident.
(事案に係る事実関係を迅速かつ正確に確認していると認められる例)
(Example of employers that are found to have promptly and accurately verified the fact related to the incident)
① 相談窓口の担当者、人事部門又は専門の委員会等が、相談者及び行為者の双方から事実関係を確認すること。その際、相談者の心身の状況や当該言動が行われた際の受け止めなどその認識にも適切に配慮すること。
(i) Personnel of the consultation desk, personnel affairs department or other expert committee to verify the fact with both the worker requesting consultation and the alleged actor. Also give due consideration to the mental and physical conditions of the worker requesting consultation and what he or she perceived about the incident, including how he or she felt when the power harassment in the workplace took place.
また、相談者と行為者との間で事実関係に関する主張に不一致があり、事実の確認が十分にできないと認められる場合には、第三者からも事実関係を聴取する等の措置を講ずること。
In case of inconsistencies between the allegations of the worker requesting consultation and those of the actor with respect to the fact, in which case it is found to be difficult to sufficiently verify the fact, take measures, including hearing from a third party or parties about the fact.
② 事実関係を迅速かつ正確に確認しようとしたが、確認が困難な場合などにおいて、法第30条の6に基づく調停の申請を行うことその他中立な第三者機関に紛争処理を委ねること。
(ii) If it is difficult to verify the fact despite attempts to promptly and accurately verify the fact, to file an application for conciliation under the provisions of Article 30-6 of the Act and otherwise refer to a neutral third party organ for resolution of dispute.
ロ イにより、職場におけるパワーハラスメントが生じた事実が確認できた場合においては、速やかに被害を受けた労働者(以下「被害者」という。)に対する配慮のための措置を適正に行うこと。
(b) If the fact that caused the power harassment in the workplace can be verified under (a) above, promptly take measures to give due consideration to the worker who suffered damage (hereinafter referred to as "victim").
(措置を適正に行っていると認められる例)
(Examples of employers that are found to have been taking appropriate measures)
① 事案の内容や状況に応じ、被害者と行為者の間の関係改善に向けての援助、被害者と行為者を引き離すための配置転換、行為者の謝罪、被害者の労働条件上の不利益の回復、管理監督者又は事業場内産業保健スタッフ等による被害者のメンタルヘルス不調への相談対応等の措置を講ずること。
(i) Take measures, including support for improvement of the relationship between the victim and the actor, reallocation of positions intended to separate the victim and the actor, arrangement for apology of the actor, recovery of disadvantages of labor conditions of the victim, and provision of consultation by persons in a position of management or supervision, in-house industrial health staff or other persons for mental health problems of the victim, depending on details of the incident and circumstances; and
② 法第30条の6に基づく調停その他中立な第三者機関の紛争解決案に従った措置を被害者に対して講ずること。
(ii) Take measures for the benefit of the victim that are based on a proposal for dispute resolution of the conciliation under Article 30-6 of the Act or other neutral third party organ.
ハ イにより、職場におけるパワーハラスメントが生じた事実が確認できた場合においては、行為者に対する措置を適正に行うこと。
(c) If the fact of the occurrence of power harassment in the workplace can be verified in (a) above, properly take measures against the actor.
(措置を適正に行っていると認められる例)
(Examples of employers that are found to have been taking appropriate measures)
① 就業規則その他の職場における服務規律等を定めた文書における職場におけるパワーハラスメントに関する規定等に基づき、行為者に対して必要な懲戒その他の措置を講ずること。あわせて、事案の内容や状況に応じ、被害者と行為者の間の関係改善に向けての援助、被害者と行為者を引き離すための配置転換、行為者の謝罪等の措置を講ずること。
(i) Take necessary disciplinary action or other measures against the actor pursuant to the provisions related to power harassment in the workplace in the work rules and other documents setting forth work disciplines in the workplace. In conjunction with those measures, take measures, including support for improvement of the relationship between the victim and the actor; reallocation of positions intended to separate the victim and the actor; and arrangement for apology of the actor, depending on details of the incident and circumstances; and
② 法第30条の6に基づく調停その他中立な第三者機関の紛争解決案に従った措置を行為者に対して講ずること。
(ii) Take measures against the actor that are based on a proposal for dispute resolution of the conciliation under Article 30-6 of the Act or other neutral third party organ.
ニ 改めて職場におけるパワーハラスメントに関する方針を周知・啓発する等の再発防止に向けた措置を講ずること。
(d) Take measures prevent recurrence once again, including measures to communicate and raise awareness about a policy related to power harassment in the workplace.
なお、職場におけるパワーハラスメントが生じた事実が確認できなかった場合においても、同様の措置を講ずること。
Even if the fact of the occurrence of power harassment in the workplace cannot be verified, take similar measures.
(再発防止に向けた措置を講じていると認められる例)
(Examples of employers that are found to have been taking measures to prevent recurrence)
① 職場におけるパワーハラスメントを行ってはならない旨の方針及び職場におけるパワーハラスメントに係る言動を行った者について厳正に対処する旨の方針を、社内報、パンフレット、社内ホームページ等広報又は啓発のための資料等に改めて掲載し、配布等すること。
(i) Reinsert the policy to the effect that power harassment in the workplace is prohibited and a policy to the effect that an actor of any behavior related to power harassment in the workplace will be subject to strict disciplinary action in company newsletter, leaflets, intranet pages, and other corporate communication or education materials, and distribute and otherwise disseminate them.
② 労働者に対して職場におけるパワーハラスメントに関する意識を啓発するための研修、講習等を改めて実施すること。
(ii) Provide workers with training and other education courses once again to raise awareness of power harassment in the workplace.
(4) (1)から(3)までの措置と併せて講ずべき措置
4. Measures to be taken in conjunction with the measures referred to 1. through 3. above
(1)から(3)までの措置を講ずるに際しては、併せて次の措置を講じなければならない。
In taking the measures referred to in 1. through 3. above, an employer must take the following measures as well:
イ 職場におけるパワーハラスメントに係る相談者・行為者等の情報は当該相談者・行為者等のプライバシーに属するものであることから、相談への対応又は当該パワーハラスメントに係る事後の対応に当たっては、相談者・行為者等のプライバシーを保護するために必要な措置を講ずるとともに、その旨を労働者に対して周知すること。なお、相談者・行為者等のプライバシーには、性的指向・性自認や病歴、不妊治療等の機微な個人情報も含まれるものであること。
(a) By reason that information on workers requesting consultation, actors, and other relevant persons related to power harassment in the workplace belongs to the privacy of those workers, actors, in responding to consultation request or dealing with the process subsequent to the power harassment incident, an employer will take necessary measures protect the privacy of the worker requesting consultation, actor, and other persons and communicate those measures to workers. For clarity, the privacy of the worker requesting consultation, actor, and other persons includes sexual orientation, gender identity, medical history, infertility treatment, or other sensitive personal information.
(相談者・行為者等のプライバシーを保護するために必要な措置を講じていると認められる例)
(Examples of employers that are found to have been taking measures to protect the privacy of workers requesting consultation, actors, and other persons)
① 相談者・行為者等のプライバシーの保護のために必要な事項をあらかじめマニュアルに定め、相談窓口の担当者が相談を受けた際には、当該マニュアルに基づき対応するものとすること。
(i) An employer will stipulate necessary matters to protect the privacy of workers requesting consultation, actors, and other persons in a manual in advance and ensure that personnel of the consultation desk who have received consultation request will respond to it based on the manual;
② 相談者・行為者等のプライバシーの保護のために、相談窓口の担当者に必要な研修を行うこと。
(ii) An employer will provide personnel of the consultation desk with necessary training courses to protect the privacy of workers requesting consultation, actors, and other persons; and
③ 相談窓口においては相談者・行為者等のプライバシーを保護するために必要な措置を講じていることを、社内報、パンフレット、社内ホームページ等広報又は啓発のための資料等に掲載し、配布等すること。
(iii) The consultation desk will insert necessary measures taken to protect the privacy of workers requesting consultation, actors, and other persons in company newsletters, leaflets, intranet pages, or other corporate communications or education materials, and distribute and otherwise disseminate them.
ロ 法第30条の2第2項、第30条の5第2項及び第30条の6第2項の規定を踏まえ、労働者が職場におけるパワーハラスメントに関し相談をしたこと若しくは事実関係の確認等の事業主の雇用管理上講ずべき措置に協力したこと、都道府県労働局に対して相談、紛争解決の援助の求め若しくは調停の申請を行ったこと又は調停の出頭の求めに応じたこと(以下「パワーハラスメントの相談等」という。)を理由として、解雇その他不利益な取扱いをされない旨を定め、労働者に周知・啓発すること。
(b) Based on the provisions of Article 30-2, paragraph (2), Article 30-5, paragraph (2), and Article 30-6, paragraph (2) of the Act, an employee will prescribe that no worker will be dismissed or otherwise disadvantageously treated by reason that the worker has requested consultation on power harassment in the workplace or has cooperated on measures taken by his or her employer in terms of employment management including the fact verification, has requested consultation or assistance for dispute resolution, or has filed an application for conciliation with, the prefectural labor bureau, or has responded to a request for appearance before the prefectural labor bureau (hereinafter referred to as "power harassment consultation, etc.") and communicates it to, and raise awareness of, workers.
(不利益な取扱いをされない旨を定め、労働者にその周知・啓発することについて措置を講じていると認められる例)
(Examples of employers that are found to have prescribed that workers will not be treated disadvantageously and to have taken measures to communicate it to, and raise awareness of, workers)
① 就業規則その他の職場における服務規律等を定めた文書において、パワーハラスメントの相談等を理由として、労働者が解雇等の不利益な取扱いをされない旨を規定し、労働者に周知・啓発をすること。
(i) An employer prescribes that no worker will be dismissed or otherwise treated disadvantageously by reason of power harassment consultation, etc. in the work rules and other documents setting forth work disciplines and other relevant matters in the workplace, and communicates to and raise awareness of, workers.
② 社内報、パンフレット、社内ホームページ等広報又は啓発のための資料等に、パワーハラスメントの相談等を理由として、労働者が解雇等の不利益な取扱いをされない旨を記載し、労働者に配布等すること。
(ii) An employer sets forth that no worker will be dismissed or otherwise treated disadvantageously by reason of power harassment consultation, etc. in company newsletters, leaflets, intranet pages, or other corporate communications or education materials, and distributes and otherwise disseminates them to workers.
5 事業主が職場における優越的な関係を背景とした言動に起因する問題に関し行うことが望ましい取組の内容
(5) Details of initiatives that should be taken by an employer with respect to problems caused by behaviors based on dominant relationships in the workplace
事業主は、当該事業主が雇用する労働者又は当該事業主(その者が法人である場合にあっては、その役員)が行う職場におけるパワーハラスメントを防止するため、4の措置に加え、次の取組を行うことが望ましい。
An employer should take the following initiatives, in addition to the measures specified in (4) above, in order to prevent power harassment in the workplace by workers employed by the employer or the employer himself or herself (or, if the employer is a corporation, any of its officers).
(1) 職場におけるパワーハラスメントは、セクシュアルハラスメント(事業主が職場における性的な言動に起因する問題に関して雇用管理上講ずべき措置等についての指針(平成18年厚生労働省告示第615号)に規定する「職場におけるセクシュアルハラスメント」をいう。以下同じ。)、妊娠、出産等に関するハラスメント(事業主が職場における妊娠、出産等に関する言動に起因する問題に関して雇用管理上講ずべき措置等についての指針(平成28年厚生労働省告示第312号)に規定する「職場における妊娠、出産等に関するハラスメント」をいう。)、育児休業等に関するハラスメント(子の養育又は家族の介護を行い、又は行うこととなる労働者の職業生活と家庭生活との両立が図られるようにするために事業主が講ずべき措置等に関する指針(平成21年厚生労働省告示第509号)に規定する「職場における育児休業等に関するハラスメント」をいう。)その他のハラスメントと複合的に生じることも想定されることから、事業主は、例えば、セクシュアルハラスメント等の相談窓口と一体的に、職場におけるパワーハラスメントの相談窓口を設置し、一元的に相談に応じることのできる体制を整備することが望ましい。
1. As power harassment in the workplace is assumed in combination with sexual harassment (which means the "sexual harassment in the workplace specified in the "Guidelines Concerning Measures to be Taken by Employers in terms of Employment Management with Regard to Problems Caused by Sexual Harassment in the Workplace" (Public Notice of the Ministry of Health, Labour and Welfare No. 615 of 2006; the same applies hereinafter)), harassment in the workplace due to pregnancy, childbirth or other event (which means the "harassment in the workplace due to pregnancy, childbirth or other event specified in the Guidelines Concerning Measures to be Taken by Employers in terms of Employment Management with Regard to Problems Caused by Pregnancy, Childbirth or Other Harassment in the Workplace (Public Notice of the Ministry of Health, Labour and Welfare No. 312 of 2016)), harassment in the workplace due to childcare leave or other event (which means the "harassment in the workplace due to childcare or other event" specified in the Guidelines Concerning Measures to be Taken by Employers in terms of Employment Management to Ensure a Work and Family Life Balance of Workers Who Are Raising or Will Raise Children or Are Taking Care of or Will Take Care of Family Members (Public Notice of the Ministry of Health, Labour and Welfare No. 509 of 2009)), and other harassment, it is desirable for an employer to develop a system that will enable the employer to respond to consultation requests centrally, for example, by establishing a consultation desk for power harassment in the workplace in combination with the consultation desk for sexual harassment or other harassment.
(一元的に相談に応じることのできる体制の例)
(Examples of systems to enable centralized response to consultation requests)
① 相談窓口で受け付けることのできる相談として、職場におけるパワーハラスメントのみならず、セクシュアルハラスメント等も明示すること。
(i) The desk indicates that it can accept consultation requests on sexual harassment or other incidents, in addition to power harassment in the workplace.
② 職場におけるパワーハラスメントの相談窓口がセクシュアルハラスメント等の相談窓口を兼ねること。
(ii) The consultation desk for power harassment in the workplace concurrently acts as the consultation desk for sexual harassment or other incidents.
(2) 事業主は、職場におけるパワーハラスメントの原因や背景となる要因を解消するため、次の取組を行うことが望ましい。
2. An employer should take the following initiatives in order to eliminate any factors operating as the cause for the occurrence of, or background leading to, power harassment in the workplace.
なお、取組を行うに当たっては、労働者個人のコミュニケーション能力の向上を図ることは、職場におけるパワーハラスメントの行為者・被害者の双方になることを防止する上で重要であることや、業務上必要かつ相当な範囲で行われる適正な業務指示や指導については、職場におけるパワーハラスメントには該当せず、労働者が、こうした適正な業務指示や指導を踏まえて真摯に業務を遂行する意識を持つことも重要であることに留意することが必要である。
For clarity, in taking those initiatives, it is necessary for an employer to note that improvement of the communication skills of individual workers is imperative to prevent them from involving power harassment in the workplace as both actor and victim, and that proper work instructions and guidance to be given to the extent operationally necessary and reasonable do not constitute power harassment in the workplace, and it is also important for workers to be conscious of performing their tasks sincerely based on those proper work instructions and guidance.
イ コミュニケーションの活性化や円滑化のために研修等の必要な取組を行うこと。
(a) Take necessary initiatives to provide training and other opportunities for active and smooth communication.
(コミュニケーションの活性化や円滑化のために必要な取組例)
(Examples of initiatives necessary for active and smooth communication)
① 日常的なコミュニケーションを取るよう努めることや定期的に面談やミーティングを行うことにより、風通しの良い職場環境や互いに助け合える労働者同士の信頼関係を築き、コミュニケーションの活性化を図ること。
(i) Build a workplace environment with an open door policy and a trustful relationship between workers in which they can help each other and accelerate communication by endeavoring to keep day-to-day communication or holding regular interviews and meetings;
② 感情をコントロールする手法についての研修、コミュニケーションスキルアップについての研修、マネジメントや指導についての研修等の実施や資料の配布等により、労働者が感情をコントロールする能力やコミュニケーションを円滑に進める能力等の向上を図ること。
(ii) Help workers to enhance abilities to control their emotions and smoothen communication by providing training courses on emotion control methods and improvement of communication skills, as well as providing management and guidance training courses and otherwise distributing materials.
ロ 適正な業務目標の設定等の職場環境の改善のための取組を行うこと。
(b) Take initiatives to improve workplace environment, for example, by setting proper business goals.
(職場環境の改善のための取組例)
(Examples of initiatives for improvement of workplace environment)
① 適正な業務目標の設定や適正な業務体制の整備、業務の効率化による過剰な長時間労働の是正等を通じて、労働者に過度に肉体的・精神的負荷を強いる職場環境や組織風土を改善すること。
(i) Improve the workplace environment and corporate culture that excessively force workers to assume a physical and mental burden by setting proper business goals and developing a proper business system, and otherwise correcting excessive long-hour work through achievement of work efficiency.
(3) 事業主は、4の措置を講じる際に、必要に応じて、労働者や労働組合等の参画を得つつ、アンケート調査や意見交換等を実施するなどにより、その運用状況の的確な把握や必要な見直しの検討等に努めることが重要である。なお、労働者や労働組合等の参画を得る方法として、例えば、労働安全衛生法(昭和47年法律第57号)第18条第1項に規定する衛生委員会の活用なども考えられる。
3. In taking the measures mentioned in (4) above, it is important for an employer to endeavor to exactly identify the status of administration and otherwise consider necessary reviews, for example, by getting participation of workers and other labor unions and otherwise conducting questionnaire surveys or exchange of opinions, as necessary, The methods of getting participation of workers and other labor unions would include, for example, the utilization of a health committee referred to in Article 18, paragraph (1) of the Industrial Safety and Health Act (Act No. 57 of 1972).
6 事業主が自らの雇用する労働者以外の者に対する言動に関し行うことが望ましい取組の内容
(6) Details of initiatives that should be taken by an employer with respect to behaviors toward persons other than the workers employed by the employer
3の事業主及び労働者の責務の趣旨に鑑みれば、事業主は、当該事業主が雇用する労働者が、他の労働者(他の事業主が雇用する労働者及び求職者を含む。)のみならず、個人事業主、インターンシップを行っている者等の労働者以外の者に対する言動についても必要な注意を払うよう配慮するとともに、事業主(その者が法人である場合にあっては、その役員)自らと労働者も、労働者以外の者に対する言動について必要な注意を払うよう努めることが望ましい。
In light of the intent of the responsibilities of employers and workers mentioned in (3) above, an employer should give consideration so that the employer will ensure that workers employed by it pay necessary attention to their behaviors toward not only other workers (including workers employed by other employers and job applicants) but also non-workers such as self-employed workers and internship participants, and an employer (or, if it is a corporation, any of its officers) and workers should also endeavor to pay necessary attention to behaviors toward non-workers.
こうした責務の趣旨も踏まえ、事業主は、4(1)イの職場におけるパワーハラスメントを行ってはならない旨の方針の明確化等を行う際に、当該事業主が雇用する労働者以外の者(他の事業主が雇用する労働者、就職活動中の学生等の求職者及び労働者以外の者)に対する言動についても、同様の方針を併せて示すことが望ましい。
Given the purpose of those responsibilities, when an employer clarifies or otherwise publishes a policy to the effect that power harassment in the workplace in (4), 1., (a) is prohibited, the employer should indicate any similar policy or policies on behaviors toward persons other than the workers employed by the employer (i.e., workers employed by other employers, job searching students and other job applicants, and non-workers).
また、これらの者から職場におけるパワーハラスメントに類すると考えられる相談があった場合には、その内容を踏まえて、4の措置も参考にしつつ、必要に応じて適切な対応を行うように努めることが望ましい。
If an employer receives a request for consultation on power harassment in the workplace from any of those persons, the employer should take appropriate actions based on details of the alleged harassment, as necessary, based on the measures mentioned in (4) above.
7 事業主が他の事業主の雇用する労働者等からのパワーハラスメントや顧客等からの著しい迷惑行為に関し行うことが望ましい取組の内容
(7) Details of initiatives that should be taken by an employer with respect to power harassment by workers employed by other employers or other persons or significant nuisance from customers and other persons
事業主は、取引先等の他の事業主が雇用する労働者又は他の事業主(その者が法人である場合にあっては、その役員)からのパワーハラスメントや顧客等からの著しい迷惑行為(暴行、脅迫、ひどい暴言、著しく不当な要求等)により、その雇用する労働者が就業環境を害されることのないよう、雇用管理上の配慮として、例えば、(1)及び(2)の取組を行うことが望ましい。また、(3)のような取組を行うことも、その雇用する労働者が被害を受けることを防止する上で有効と考えられる。
An employer should take, for example, initiatives in 1. and 2. below, in a form of consideration in terms of employment management so that the work environment of workers employed by the employer may not be impaired by power harassment by workers employed by its suppliers or other employers, or other employer (or, if the other employer is a corporation, any of its officers) or significant nuisance by customers or other persons (such as assault, intimidation, awfully abusive language, and extremely unreasonable demand). In addition, taking initiatives mentioned in 3. would be considered to be effective to prevent workers employed by an employer from suffering harm.
(1) 相談に応じ、適切に対応するために必要な体制の整備
1. Develop a system necessary to respond to and appropriately dealing with consultation requests
事業主は、他の事業主が雇用する労働者等からのパワーハラスメントや顧客等からの著しい迷惑行為に関する労働者からの相談に対し、その内容や状況に応じ適切かつ柔軟に対応するために必要な体制の整備として、4(2)イ及びロの例も参考にしつつ、次の取組を行うことが望ましい。
An employer should take the following initiatives to develop a system necessary to appropriately and flexibly respond to workers' requests for consultation on power harassment by workers, etc. employed by other employers or significant nuisance by customers and other persons, depending on details of consultation and circumstances, by reference to the examples mentioned in (4), 2., (a) and (b).
また、併せて、労働者が当該相談をしたことを理由として、解雇その他不利益な取扱いを行ってはならない旨を定め、労働者に周知・啓発することが望ましい。
In conjunction with those initiatives, an employer should prescribe that no worker will be dismissed or otherwise treated disadvantageously by reason of his or her request for consultation, and communicate it to, and raise awareness of, workers.
イ 相談先(上司、職場内の担当者等)をあらかじめ定め、これを労働者に周知すること。
(a) appoint a point of consultation (supervisor, personnel in charge within the workplace, etc.) in advance and communicate it to workers;
ロ イの相談を受けた者が、相談に対し、その内容や状況に応じ適切に対応できるようにすること。
(b) ensure that the person referred to in (a) above who has received a consultation request can appropriately respond to consultation depending on details of the incident and circumstances.
(2) 被害者への配慮のための取組
2. Initiatives to give consideration to victims
事業主は、相談者から事実関係を確認し、他の事業主が雇用する労働者等からのパワーハラスメントや顧客等からの著しい迷惑行為が認められた場合には、速やかに被害者に対する配慮のための取組を行うことが望ましい。
An employer should verify the fact with a person requesting consultation and, if power harassment by workers, etc. employed by other employers or significant nuisance by a customer or other person is identified, should promptly take initiatives to give consideration to the victim.
(被害者への配慮のための取組例)
(Examples of initiatives to give consideration to victims)
事案の内容や状況に応じ、被害者のメンタルヘルス不調への相談対応、著しい迷惑行為を行った者に対する対応が必要な場合に一人で対応させない等の取組を行うこと。
If it is necessary to respond to a request for consultation on a victim's mental health problem or a person who has done significant nuisance, an employer should take initiatives, for example, not to have a person in charge deal with it alone, depending on details of the incident and circumstances.
(3) 他の事業主が雇用する労働者等からのパワーハラスメントや顧客等からの著しい迷惑行為による被害を防止するための取組
3. Initiatives to prevent harms resulting from power harassment by workers, etc. employed by other employers or significant nuisance by customers, etc.
(1)及び(2)の取組のほか、他の事業主が雇用する労働者等からのパワーハラスメントや顧客等からの著しい迷惑行為からその雇用する労働者が被害を受けることを防止する上では、事業主が、こうした行為への対応に関するマニュアルの作成や研修の実施等の取組を行うことも有効と考えられる。
In addition to the initiatives referred to in 1. and 2. above, in order to prevent workers employed by an employer from suffering harm from power harassment by workers, etc. employed by other employers or significant nuisance by customers, etc., it would be considered to be effective for the employer to prepare manuals and otherwise provide training courses on how to cope with those acts.
また、業種・業態等によりその被害の実態や必要な対応も異なると考えられることから、業種・業態等における被害の実態や業務の特性等を踏まえて、それぞれの状況に応じた必要な取組を進めることも、被害の防止に当たっては効果的と考えられる。
As actual situations of the resulting harm and required responses would differ depending on the kind of business and types of operations, it would be considered to be effective to proceed with necessary initiatives depending on the circumstances, given the actual condition of harm and other business characteristics in the relevant kind of business and types of operations, in order to prevent the harm.