Health and Productivity Management Declaration

Health Management Measures

Activity goal: A company that “does not fall, or let fall”
Our health management approach is characterized by a focus on prevention and an individual support system consisting of three parties: the workplace (supervisor), frontline management department, and Health Management Group.

Three-Pronged System to Protect Employee Health

In addition to complying with the law, we address issues such as mental health, physical health, supporting balancing treatment and work, and supporting return to work after long-term care. Also, in line with recent changes in health issues, we are enhancing health management measures by focusing on women’s healthcare, senior and veteran employees’ healthcare, and maintaining health while working from home.

1. Mental health

The results of legally mandated stress checks alone are not sufficient to gain an accurate understanding of an individual’s stress level, so we interview every employee and directly assess their conditions. If we find an employee to be under high stress, we offer support to reduce their stress level. In health consultations, we even address personal and work-related problems and concerns that may not seem to be directly related to health, so that employees can work with peace of mind. Once a year, we report the mental health trends and countermeasures for the whole company in a Corporate Management Committee meeting.
In healthcare lectures offered as part of position-based training, mental health is a required subject. Particularly in training for managerial positions, we discuss the relationship between workplace harassment and mental health.

2. Physical health

If an employee is found to be in need of treatment as a result of a health checkup, we encourage them to see a doctor before their health conditions deteriorate and conduct thorough follow-up measures. In addition, we interview every employee to ensure they understand how their checkup results are related to their lifestyle habits, and help them set and fulfill action targets related to lifestyle habits by the time of their next checkup.
In the healthcare lectures of position-based training, prevention of lifestyle diseases is a required subject. In training for managerial positions, we discuss work-related diseases and the obligation to consider safety.

3. Supporting balancing treatment and work

We offer support to enable employees undergoing outpatient treatment for cancer, stroke, heart disease, diabetes, depression, infertility, and other conditions to continue working. In doing so, we take into account the opinions of industrial physicians to prevent the employees’ conditions from becoming severe, and make any necessary work arrangements in the workplace.

4. Supporting return to work after long-term care

To support employees returning to work after more than a month of care, we have put in place a special process to minimize the risk of relapse after reinstatement. This process involves an interview with a public health nurse, followed by a workplace interview and an examination by an industrial physician, after which the company determines whether the individual can be reinstated. After employees return to work, they are required to meet regularly with an industrial physician and a public health nurse until their health conditions stabilize.

5. Women’s healthcare

We hold women’s health seminars for all employees to improve their health literacy in areas related to women’s healthcare, as this is essential to creating an environment where female employees can thrive in good health. Given the growing numbers of people undergoing infertility testing and treatment, support for balancing work with infertility treatment is becoming increasingly important as well. In addition to support for those receiving treatment (enhancement of institutional support and support through interviews with a public health nurse), cultivating understanding in the workplace is equally important, so we are conducting extensive awareness-raising activities, including launching a special page on the internal portal site and giving internal lectures.

6. Senior and veteran employees’ healthcare

The risk of injury, disease, and other health conditions increases with age. For senior and veteran employees to make active contributions, it is necessary to strengthen health promotion, preventive care, and prevention of existing conditions from deteriorating. To help them gain an objective understanding of their physical strength, and allow them to use this insight for subsequent health promotion, we measure muscle strength, cognitive functions, and other relevant health parameters that are not examined in a regular health checkup.

7. Maintaining health while working from home

Working from home entails major changes in lifestyle habits, and a lack of exercise, accumulation of fatigue, and the conditions in which computers are used at home have led to such health issues as stiff shoulders and backache. To help minimize such work-related health impacts, we provide information on maintaining health while working from home on our intranet site. With regard to reduced communication, we share good practices in position-based training and teleworking guidelines in an effort to activate communication.

Major Initiatives

Individual interviews

A public health nurse interviews every employee to provide comprehensive support based on an understanding of their mental and physical health, working life, and daily life. These interviews serve as an opportunity for employees to think about their own health once a year based on the results of health checkups, stress checks, and lifestyle habit surveys.

Overtime work interviews

Employees whose monthly overtime work exceeds 45 hours are classified into three groups according to criteria determined by the company, and we take measures to prevent health problems based on this classification. Under a basic policy of reducing total working hours, we are addressing the issue of overtime work. In particular, it is important for supervisors to ascertain the work situation of each member of their team and give consideration to their health conditions. If an employee requests an interview, or if the supervisor judges that an interview is necessary, an industrial physician or a public health nurse conducts a health interview.

Position-based training

As part of all position-based training programs provided by the Human Resources Bureau for new hires, second-year employees, chiefs, supervisors, core management, etc., we always incorporate a health lecture. We offer training tailored to each target, such as enhancement of self-care (to encourage each employee to value their health) and the importance of line care (paying attention to the health of individual team members).

Health events

We hold fun events to take various measurements (physical fitness, brain age, etc.) that allow employees to learn their health conditions and become more health conscious in their daily lives. In particular, we aim to address such issues as lack of exercise due to working from home and reduced fitness of veteran employees.

Voluntary training

To help maintain and improve employee health, we offer training programs by outside instructors once a quarter.
These training programs address various topics related to lifestyle habits, such as walking, sleep, laughter yoga, and gut health, according to requests from employees.

Reduction of Working Hours

Reducing total working hours

To attract diverse competent human resources, we must cater to diversifying values related to work styles, offer opportunities for growth outside work, and accommodate diversifying life events. To that end, we are promoting measures to reduce total working hours while embracing diverse work styles according to individual values, life events, and other situations.

Increasing the number of annual paid leave days taken

In 2005, we introduced a system to recommend employees to take five consecutive days of annual paid leave (9-day Refreshment Holiday System), followed by various related measures. As a result, the number of leave days taken has reached a certain level, but we aim to increase it further.