Human Capital Management Initiatives

Policy for human capital development

The Group has adopted "an employee who adapts to environmental change, is constantly striving for self-improvement, and is capable of autonomously advancing his or her career in order to achieve personal goals for enjoyment and satisfaction in life" as its vision of the “Risou no ko” (ideal individual) and believes that employee autonomy is important for realizing this vision. We therefore respect the individuality and diversity of employees and will promote development with emphasis on autonomy including self-career development and support for skills development in response to environmental changes.
By encouraging employees to grow into the “Risou no ko” (ideal individuals) we envisage, we aim to improve the wellbeing of employees.

The Group's Important KPI (by fiscal year) Results Targets
2022 2025 2030
KPIs related to Human Capital Management Policy Particularly important KPI (1)“Strengths indicator”*1 56.5% 65.0% 70.0%
(2)“Self-career indicator”*1 65.2% 70.0% 80.0%
  1. *1The ratio of positive questionnaire responses is used as an indicator.

Training and systems for realizing vision of “Risou no ko” (ideal individuals)

Training

Training map

Human capital development training (Position-specific Group human capital development training)

Provision of human skills training communicating the values required according to qualification/position, to encourage self development and increase motivation. Development of skills required for each specific position (young employees. mid-level employees, management positions, etc.)

Division-specific skills training

Provision of business-specific and job-specific skills training Provision of training for improving the skills needed in each division (sales division, engineering division, clerical division)

New employee training

Training for new employees to master the basic skills they need as working members of society. Steady development of skills through the provision of training according to each stage (pre-induction training, induction training, division-specific specialist technology, etc.)

Self-career dock

Provision of a "self-career dock" system aimed at encouraging and supporting employees to autonomously shape their own careers. The self-career dock system is an integrated initiative combining career development consulting and career development training aimed at encouraging and supporting employees to shape their own careers; it provides employees with the opportunity for self-reflection and consideration of work styles and future career development.

Coaching training

Skills development training for managers to enable them to use coaching techniques to support individual employees in using their strengths and becoming capable of self-discipline and self-supervision, thus creating a workplace culture where employees can work with greater enthusiasm.

In-house system

System for rewarding employees who gain qualifications

Establishment of system for rewarding employees who gain qualifications for the purpose of encouraging employees to actively gain qualifications and seeking to raise the company's skills level and foster employees' self-development.

Evaluation system and target management system

Establishment of evaluation system that enables encouragement of personal growth through the implementation of a PDCA management cycle The aim of the system is that with each implementation of the PDCA cycle, which involves setting business-related goals, checking progress and sharing the results, the employee will achieve further personal growth and this will in turn lead to further growth of the company as a whole

Employee welfare support

EAP (Employee assistance program)

Provision of programs through which employees look for ways to solve various issues through dialogue and self-assessment Provision of programs such as the following for the development of mechanisms through which employees and their families can easily seek advice

Career counseling

Program through which employees set goals and consider how to find fulfilment in life

Sleep program

Individually tailored program for improving sleep quality

English conversation learning support

Provision of assistance for TOEIC tests and English conversation lessons to identify and increase employees with business English skills Provision of assistance for language learning content specifically for TOEIC tests and TOEIC preparation and provision of help for quickly improving TOEIC score

Policy for internal environment development

The Group aims for an "organizational culture with high levels of engagement and team productivity whereby employees regardless of level of seniority cooperate with each other to solve issues through healthy conflict and flexible thinking for the achievement of goals" and believes that the diversity of human capital is important for the realization of this “Risou no soshiki” (ideal organization). We therefore advocate diversity management and by developing environments and designing systems to enable diverse human capital to actively participate and advance their careers regardless of gender, nationality, age or sexual orientation, we aim to increase ease of work and job satisfaction in the workplace.
We also recognize that good health and wellbeing and high energy levels provide the basis for employees' active participation and advancement in the work place. We therefore aim to improve the wellbeing of employees by supporting better health to boost wellbeing and energy levels and improve work performance, implementing safety and health management for peace of mind, safety and comfort in the workplace and promoting a good work-life balance and by being a leader in health and productivity management.

The Group's Important KPI (by fiscal year) Results Targets
2022 2025 2030
KPIs related to Internal Environment Development Policy Particularly important KPI (3)“Psychological safety indicator”*1 62.7% 70.0% 80.0%
(4)“WLB indicator”*1 62.2% 70.0% 80.0%
  1. *1The ratio of positive questionnaire responses is used as an indicator.

Promoting diversity

Promoting women's empowerment

Action plan based on the Act on the Promotion of Female Participation and Career Advancement in the Workplace

The TOKAI Group has formulated an action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace (APWPAW). The Group advocates diversity management and aspires to be a company where diverse human capital can actively participate and advance their careers regardless of gender, nationality, age, form of employment, and other factors.
Especially in terms of promoting the advancement of women, besides enhancing various personnel systems to develop a more inclusive environment, we are also working to ensure that female employees have the opportunity to demonstrate their skills in a wide variety of workplaces.

Women’s Advancement Project

In FY2021 and FY2022, female employees who put themselves forward or were recommended by their departments conducted monthly meetings to share workplace experiences, discuss any issues within the TOKAI Group and considered the kind of measures which need to be taken to make the company more inclusive. In addition to meeting regularly, these female employees visited each business site and conducted interviews with frontline employees. The Women’s Advancement Project has been running for around a year and will hold a meeting to report the findings of interviews and proposed measures to President at the end of its activities. Some of these measures have actually been implemented, for example, organization of TOKAI Group Family Day (now TOKAI Group WAKU WAKU Kazoku Fureai Day) and addition of the rate of predetermined leave taken as a performance evaluation criteria.

  • *From FY2022, the project began conducting activities as the Diversity Promotion Project.

Career support training for women

The TOKAI Group is developing an organizational culture which reflects the social push for women's advancement, providing training related to encouraging ambition in female employees and supporting their career development.

Training for female new-graduate employees

Since 2012, the Group has organized female new graduate employee training as part of efforts to monitor the progress of female new graduate employees. The training consists of two sessions (the first about three months after joining the company and the second at the end of the fiscal year), in which participants review their work and set one-year and three-year career goals, and helps participants develop into human capital actively participating in the TOKAI Group.

Training for business support personnel

Since 2013, the TOKAI Group has provided training for its business support personnel. The purpose of the training is to give participants an understanding of the role the company expects of them and to motivate them to contribute to the organization and also to give participants an opportunity to reflect on their own career plans and consider a long-term career development plan.

Education program to promote women's career advancement

Since 2012, TOKAI Group has been offering a six-month training program to a number of women selected each year aimed at developing tomorrow's female managers to lead the company into the next generation. The program fosters a mindset in women to aim at a managerial position and improves their management skills. The managers of female employees participating in program also take part to learn how to nurture female employees and allow them to demonstrate their individuality. Female employees and their managers share any issues to help the women advance in their careers.

Support for the active participation of human capital

Support for the active participation of diverse human capital

Diversity Promotion Project

Regular Monthly Meetings

The Women’s Advancement Project, which had been running every year since 2012, has evolved and was relaunched as the Diversity Promotion Project from FY2022. Through regular monthly meetings, the project discusses current issues and solutions and makes recommendations for promoting diversity within the TOKAI Group.

Networking Events with Other Companies

In addition to the project monthly meetings, we also hold networking events with other companies to increase understanding about D&I and identify any internal issues. The project will actively conduct activities aiming to ensure that all employees of TOKAI Group can work with vigor and enthusiasm and advance their careers.

Psychological safety training

We provide psychological safety training to managers to ensure that they understand what is meant by psychological safety and can encourage dialogue within their organization, thus increasing job satisfaction and ease of work and enabling everyone to play an active part.
We provide coaching training to managers to make them aware of those they manage and to give managers the communication skills to encourage self discipline and self supervision in those they manage, with the aim of developing employees who can autonomously consider their own career paths and realizing highly productive organizations.

DE&I Training

Since FY2023, we have provided training to increase understanding of the importance of DE&I, in order to become a sustainable organization in which diverse human capital can utilize their individuality and strengths and play an active part.

LGBTQ+ Training

Since FY2023, we have provided training to make participants better informed about LGBTQ+ and increase their LGBTQ+ cultural competence to ensure that all members of the TOKAI Group can be their authentic selves at work without fear of discrimination or prejudice.

Employment of persons with disabilities

We are expanding the work opportunities open to persons with disabilities and hiring more persons with disabilities.
We aim to create new value by developing an environment in which all individuals, regardless of disability, can actively participate in work that matches their interests and skills.

Advancement of global human resources

As of April 2023, the TOKAI Group employs 20 foreign nationals in Japan.
Alongside its business expansion, the Group has also established numerous business sites overseas and has employees working all over the world. Going forward, we will continue considering measures to support the advancement of diverse human capital, which will contribute to the development of our corporate culture.

Ease of work

Childcare leave system

The TOKAI Group encourages its employees to take childcare leave as part of measures for a better work-life balance. Under the childcare leave system, both female and male employees can take leave until the child in their care turns 1.
This period may be extended for up to 1 year subject to certain conditions.
Childcare leave is taken by 100% of eligible female employees and we also encourage male employees to take childcare leave.

Nursing care leave system

Under this system, employees with family members who need nursing care are able to take nursing care leave of up to 93 days to enable them to balance their work and nursing care responsibilities.

Staggered hours of work

Employees are allowed to change their work start time to balance their childcare or nursing care responsibilities and their responsibilities at work. For childcare, the system is available until the child finishes the third grade of elementary school, and the start time can be set in increments of 15 minutes between 8 a.m. and 10 a.m.

Reduced working hours

Employees who are juggling work with childcare or medical treatment can word reduced hours to better balance the two. They can select a finish time from multiple options. For childcare, the system is available until the child finishes the third grade of elementary school, exceeding statutory requirements.

System of support for balancing work and medical treatment

Employees who are juggling work with medical treatment may change their work finish time or reduce their working hours to help them better balance the two.

Teleworking system

Aimed at helping employees balance childcare and nursing care responsibilities with work responsibilities, reducing commuting stress, and realizing more flexible work styles, this system allows employees to work from home, a satellite office or another location. Employees who work from home are paid a work-from-home allowance.

Flextime system

We introduced a flextime system that allows employees more freedom in determining their working hours. The system helps improve work-life balance and increases work efficiency.

Leave system

The Group seeks to improve employees' welfare and work-life balance through the establishment of predetermined leave (employees can apply in advance to take 7 days of paid leave a year) and the vacation rollover system (employees can roll over up to 50 days of missed vacation, which otherwise become invalid, (100 days in the case of nursing care), rolling over a maximum of 5 days a year).

Refreshment leave

We grant special leave and travel coupons to long-serving employees for the purpose of giving them a break mentally and physically, reenergizing them and encouraging creativity.

TOKAI Group WakuWaku Kazoku Fureai Day

This is an event open to employees and their families. The event gives the families of TOKAI Group employees the opportunity to have an interest in the Group's companies and its work, helps strengthen the bond between employees and their family members, and is a chance for individual reflection on the work-life balance.

External recognition

Obtaining the Platinum Kurumin mark

Platinum Kurumin

TOKAI Group (5 companies: TOKAI Holdings Corporation, TOKAI Corporation, TOKAI Communications Corporation, TOKAI Gas Corporation, TOKAI Cable Network Corporation and TOKAI Management Service Corporation ) was awarded Platinum Kurumin certification in May 2019 by the Shizuoka Labor Bureau of the Ministry of Health, Labor and Welfare. The TOKAI Group is implementing work style reforms to realize a work life balance, including supporting employees in balancing childcare, long-term nursing care and work and encouraging employees to take paid leave.

Eruboshi (Third Stage) certification

TOKAI Holdings Corporation and TOKAI Management Service Corporation received the certification of Eruboshi (Level 3) from the Shizuoka Labor Bureau of the Ministry of Health, Labor and Welfare in December 2020 and October 2021 respectively.
TOKAI Group supports the activities of women and other diverse human resources and is improving the workplace environment so that everyone can play an active part.

  • *Eruboshi is a system based on the Act on Promotion of Women's Participation and Advancement in the Workplace which certifies companies that meet certain standards and have excellent implementation status of initiatives related to promoting the active participation of women.

Health Management Policy

TOKAI group follows a human capital management policy and aims to become a vibrant and energetic corporate group by implementing a human capital strategy (ideal individuals, ideal organization) to enhance employee well-being. We are committed to achieving the realization of "ideal individuals" and "ideal organization" through initiatives such as "support for autonomous career development," "workstyle reform," "cultivating an organizational culture that values diversity," and "health management measures." In terms of health management, we strive to improve productivity and well-being in order to achieve the goals set in our mid-term management plan for 2025.

Expected Effects of Health Management Practices

  1. 1Improvement in employees' health literacy.
  2. 2Reduction in the number of absences per thousand employees.
  3. 3Reduction in presenteeism (a state of reduced work efficiency).
Indicators 2021 2022 2023 2024 Target
Percentage of employees with high health literacy. 69.3% 68.1% 70.4% 75.0%
Absenteeism rate (number of absences per thousand employees)ases. Physical 18.7cases 17.4cases 15.9cases 15.0cases
Mental 14.4cases 11.0cases 15.1cases 14.0cases
Presenteeism: Measurement method, number of participants, response rate. 76.7 76.2 76.3 78.0

Evaluation:

Through our health management initiatives, the percentage of employees with high health literacy has reached 70% in the fiscal year 2023. According to our group's analysis, employees with high health literacy demonstrate approximately 1.2 times higher job performance compared to those with lower health literacy. Additionally, the absenteeism rate has steadily decreased.
Based on these findings, we believe that the improvement in these two key indicators has contributed to the enhancement of productivity within the company. We will continue to strive for further improvement and enhancement of health literacy and other related factors.

Health Issues and Key Themes with Numerical Targets
Health Issues and Key Themes: Numerical Targets for Issue Improvement:
  • Improvement of health literacy among individuals in their 20s and 30s
  • Suppression of cerebrovascular and cardiovascular diseases
  • Prevention of lifestyle-related diseases
    • Target: BMI within the appropriate range - 65.0%
    • Target: Blood glucose level within the appropriate range - 63.0%
  • Health check-up attendance rate: 100%
  • Attendance rate for individuals requiring check-ups: 100%
  • Smoking rate: 0%
  • Number of participants in walking events: 1,800 (Participation rate: 32%, Target achievement rate: 60%)

Health Management Efforts

For the Group as a whole to promote health management, and for every employee to put it into practice

Declaration of TOKAI Group Health Management

We regard the employee's health as an important property for our group and society, so TOKAI group supports the health promotion activity of the employee proactively and through this we achieve our corporate philosophy " To improve the lives of our customers, we will continue to grow and develop together with local communities and the earth".

Katsuo Oguri
President & CEO & CHO(Chief Health Officer)

TOKAI Group Health Management Charter

In order for us to take a leading role in further advancing the Group's health management activities, we have recently established our "TOKAI Group Health Management Charter" which is formed around the three main points of "health promotion", "safety and hygiene", and "Improving Engagement".

  1. 1We will develop employees who are healthy in mind and body and who can practice the TOKAI-WAY.
  2. 2In order to plan and carry out the principle of "health management", we will organize individual committees to implement "Group Health Management", "Group Safety and Hygiene", and "Group Improving Engagement".
  3. 3By actively supporting the promotion of employee health, we will strive to create workplace environments where all employees are in good health and can perform their work with high energy and enthusiasm.
  4. 4While always being aware of the concept that “Safety and health lay the foundation of management”, we will follow laws, ordinances, and internal standards related to safety and hygiene, and will facilitate the creation of safe, secure, and comfortable workplaces.
  5. 5We will assist in arranging comfortable work conditions for employees, so that they can achieve a work-life balance allowing the fulfillment of work responsibilities to be in harmony with home and community life.
  6. 6Our employees will declare their commitment to engaging in healthy activities and take responsibility for managing and maintaining their own health.
  7. 7We will invest in appropriate management resources and conduct effective improvements on an ongoing basis for the execution of health management.

Social Value and Corporate Value

Social Value

We contribute to the realization of a society where everyone can experience "peace of mind, safety, convenience, comfort, joy, and fulfillment" by actively engaging in solving social issues, including environmental challenges, and supporting the growth of future generations with dreams.

Corporate Value

We consider the health of our employees as a valuable asset for our group and society. By actively supporting activities to enhance employee health, we continue to grow and develop for the sake of our customers' lives, along with the community and the planet.

Health Management Promotion System

We have installed a top manager as chief health officer (CHO) and engage in top-down health management. We have established a Group Health Management Council chaired by the CHO and a Health Improvement Committee at each Group subsidiary in order to familiarize the whole Group with our business management-related targets and measures.

Health Management Promotion System

Specific Initiatives for Health Management

We continuously support efforts to improve the health consciousness of our employees and address their health issues by providing initiatives for health promotion and continuous provision of health information.

Introduction of Initiatives for Maintaining and Enhancing Employee Health

We introduce past initiatives, achievements, and future plans.

1. Approach to Improving Health Literacy

To improve health literacy, we conduct online training and events focusing on exercise, diet, and sleep.

Initiatives for Fiscal Year 2023:
  • Implementation of walking events (investment amount: 6,357 thousand yen)

    July: 1,667 participants (226 employees)
    August: 1,644 participants (225 employees)
    September: 1,689 participants (226 employees)
    October: 1,699 participants (227 employees)
    November: 1,652 participants (224 employees)
    December: 1,630 participants (222 employees)
    January: 1,625 participants (223 employees)

    (Number of participants from employee families in parentheses)

  • Implementation of healthy recipe contest (36 entries submitted, 33 from employees and 3 from employee families)
  • Conducting online training on exercise, diet, and sleep
  • Encouraging employees to obtain the Japan Health Master certification
  • Holding regular health measurement sessions (at headquarters) and mini-seminars
  • Supporting health management for business partners (study sessions, health measurement sessions)
  • Conducting self-check tests for health literacy
(Example of awarded recipes for the healthy recipe contest)
Initiatives planned for Fiscal Year 2024:
  • Implementation of walking events
  • Implementation of healthy recipe contest
  • Conducting online training on exercise, diet, and sleep
  • Encouraging and conducting seminars for obtaining the Japan Health Master certification
2. Approach to Suppressing Cerebrovascular and Cardiovascular Diseases

To reduce the number of individuals affected by cerebrovascular and cardiovascular diseases, we focus on high-risk individuals and implement approaches to suppress the onset of these diseases.

Initiatives for Fiscal Year 2023:
  • Thorough recommendation for follow-up examinations for individuals identified as requiring further examination after regular health check-ups.
  • Raising awareness for individuals at risk of progressing arterial hardening.
  • Expanding the implementation of health guidance.

    (Target: 94 individuals, Implemented: 85 individuals, Completion of guidance: 100%)

  • Providing company subsidies for comprehensive health check-ups (for dependents under the health insurance association).
  • Encouraging individuals eligible for brain check-ups to undergo brain check-ups by providing subsidies.
Initiatives planned for Fiscal Year 2022:
  • Thoroughly promote follow-up examinations for individuals identified as requiring further examination after regular health check-ups.
  • Raise awareness for individuals at risk of progressing arterial hardening.
  • Expand the implementation of health guidance.
  • Provide company subsidies for comprehensive health check-ups (for dependents under the health insurance association).
  • Encourage individuals eligible for brain check-ups to undergo brain check-ups by providing subsidies.
3. Approach to Lifestyle Disease Prevention

To prevent lifestyle diseases, we are working on strengthening our response to individuals identified as requiring further examination after regular health check-ups, implementing measures to address smoking, breakfast skipping, and excessive alcohol consumption.

Initiatives for Fiscal Year 2023
Approach to Individuals Identified as Requiring Further Examination after Regular Health Check-ups:
  • Thorough recommendation for follow-up examinations by Health Care Leaders and supervisors.
  • Subsidies for the cost of retesting.
  • Implementation of seminars on interpreting health check-up results and lifestyle improvement.
Smoking Countermeasures:
  • Sending smoking cessation awareness letters from Chief Health Officer (CHO).

    (Targeted individuals: 466, Successful quitters: 39)

  • Subsidies for smoking cessation treatment.

    Online smoking cessation programs.

    Outpatient smoking cessation programs.

  • Smoking cessation through health guidance. (Targeted individuals: 13, Successful quitters: 3)
  • Smoking cessation seminars for new employees and career-entry employees.

    New employees (November): Targeted individuals: 86, All attended, 4 smokers. 2 quit smoking after attending.

    Career-entry employees (October, March): Targeted individuals: 65, 63 attended, 3 smokers. 1 quit smoking after attending.

Breakfast Skipping Countermeasures:
  • Video education on breakfast (58 participants)
  • Providing healthy recipes to residents of bachelor dormitories and single employee dormitories (1,159 individuals)
Measures to prevent Excessive Drinking:
  • Implementation of health guidance for excessive drinkers
  • Implementation of video education on drinking
Initiatives planned for Fiscal Year 2024
Response to individuals who need to undergo regular health check-ups:
  • Thorough promotion of check-up recommendations by healthcare leaders and supervisors
  • Subsidies for the cost of re-examinations
  • Sending smoking cessation awareness letters from CHO (Chief Health Officer)
  • Implementation of smoking cessation measures tailored to each company
  • Subsidies for smoking cessation treatments (online smoking cessation programs, outpatient smoking cessation programs, etc.)
  • Provision of nicotine gum to those who wish to quit smoking
  • Smoking cessation through health guidance
  • Smoking cessation seminars for new employees and career employees
Measures to address skipping breakfast:
  • Video education on the importance of breakfast
  • Providing healthy recipes to residents of single dormitories and those on business trips
Improvement in moderate alcohol consumption:
  • Implementation of health guidance for excessive drinkers
  • Conducting video education on responsible drinking
Response to blood sugar risks:
  • Implementation of health guidance
Obesity prevention:
  • Implementation of health guidance
  • Provision of wearable devices
4. Approach to promoting health during telework

With the increasing number of staff members working remotely, we will strive to address the specific health challenges that arise during telework.

Initiatives for Fiscal Year 2023:
  • Conducting seminars on setting up a conducive desk environment for remote work (attended by 102 participants)
  • Encouraging participation in walking events
Initiatives planned for Fiscal Year 2024:
  • Conducting seminars on setting up a conducive desk environment for remote work
  • Encouraging participation in walking events
  • Implementing health issue measures tailored to each company
5. Approach to improving the health status and maintaining physical fitness of older adults

With the extension of retirement age to 65, there are higher expectations for the active participation of employees in their 60s. We are working on improving the health status and maintaining physical fitness of older adults (aged 60-65).

Initiatives for Fiscal Year 2023:
  • Expansion of health guidance implementation
  • Raising the age for brain check-ups
  • Providing information and conducting seminars for older adults (29 participants)
  • Encouraging participation in walking events
Initiatives planned for Fiscal Year 2024:
  • Expansion of health guidance implementation
  • Providing information and conducting seminars for older adults
  • Encouraging participation in walking events
6. Approach to mental health

To promote measures for the prevention of mental health issues, we are conducting workplace improvement training based on the results of stress checks as part of our mental health initiatives. Additionally, we are systematically providing training for managers and employees, and utilizing external Employee Assistance Program (EAP) organizations.

Initiatives for Fiscal Year 2023:
  • Implementation of counseling and workplace improvement meetings
  • Conducting self-care video education (with an attendance rate of 88%)
  • Conducting line care video education (attended by managers with a participation rate of 95%)
Initiatives planned for Fiscal Year 2024:
  • Implementation of counseling and workplace improvement meetings
  • Conducting self-care video education
  • Conducting line care video education
7. Cancer prevention support

We are conducting screenings for the five major cancers (lung, colorectal, stomach, breast, and uterine) and promoting attendance for these screenings. For lung, colorectal, and stomach cancers, we ensure that they are included as mandatory items in regular health check-ups and encourage additional screenings.

Initiatives for Fiscal Year 2023:
  • Distribution of the cancer prevention promotion company action booklet "Encouraging Cancer Screenings"
Initiatives planned for Fiscal Year 2024:
  • Distribution of the cancer prevention promotion company action booklet "Encouraging Cancer Screenings"
    The cancer prevention promotion company action booklet "Encouraging Cancer Screenings"
8. Approaching Women's Health Issues

We have high expectations for the active participation of female employees. We are working towards improving women's health conditions and enhancing the work environment. Specifically, for women-specific diseases such as breast cancer and cervical cancer, we encourage regular screenings by providing certain subsidies from the company.

Initiatives for Fiscal Year 2023:
  • Implementation of women's health disease prevention seminars: 30 participants (70% satisfaction rate)
  • Video-based education on women's health diseases (for newly appointed managers): 66 participants (96% attendance rate)
  • Financial assistance for gynecological screenings (breast cancer and cervical cancer)
Initiatives planned for Fiscal Year 2024:
  • Implementation of women's health disease prevention seminars: 30 participants
  • Video-based education on women's health diseases (for newly appointed managers)
  • Financial assistance for gynecological screenings (breast cancer and cervical cancer)
  • Financial assistance for bone density testing
9. Support for Acquiring Specialized Knowledge and More

To increase the number of employees with high health literacy, we continuously provide health information through our occupational health staff. Additionally, we encourage employees to obtain qualifications related to health and well-being.

Initiatives for Fiscal Year 2023:
  • Recommended participation in the Japan Health Master Certification (organized by Japan Master of Health Literacy Test Association)

    Japan Health Master Certification: 191 individuals passed, Expert level: 162 individuals passed (as of January 2024, cumulative total)

  • Inclusion of health information in the company's internal newsletter by the occupational health staff
  • Implementation of health promotion seminars (for newly appointed managers)
  • Utilization of an app for relieving shoulder and lower back pain
  • Provision of sleep apnea screening services (35 individuals)
  • Financial assistance for dental check-ups
Initiatives planned for Fiscal Year 2024:
  • Recommended participation in the Japan Health Master Certification (organized by Japan Master of Health Literacy Test Association) with assistance for examination fees provided to newly appointed managers, healthcare leaders, and new employees.
  • Inclusion of health information in the company's internal newsletter by the occupational health staff.
  • Implementation of health promotion seminars (for newly appointed managers).
  • Implementation of health seminars by the occupational health staff.
  • Utilization of an app for relieving shoulder and lower back pain.
  • Implementation of seminars for headache and migraine prevention.
  • Implementation of dental seminars.
  • Financial assistance for dental check-ups.

Regarding Labor Safety and Health

Promotion system for labor safety and health

To promote safety and health, we have established a Group Safety and Health Officer Meeting, where we hold meetings four times a year with the overall safety and health managers of each workplace, labor health consultants, etc. We share information about safety and health, confirm the progress of initiatives, and discuss future measures.
In addition, at each workplace safety and health committee, we implement measures through the overall safety and health managers, safety managers, safety and health promoters, safety and health officers, occupational physicians, labor unions, etc. We follow the management cycle (PDCA) to promote the penetration of goals and initiatives.

Indicators for labor safety and health

Performance for the fiscal year 2022 Performance for the fiscal year 2023 Goals for the fiscal year 2024
Work-related accidents 35cases
(8.0cases)
34cases
(7.5cases)
15cases
(3.3cases)
Commuting accidents 5cases
(1.1cases)
8cases
(1.8cases)
5cases
(1.1cases)
Total 40cases
(9.1cases)
42cases
(9.2cases)
20cases
(4.4cases)

* (Rate per thousand people)

Key items for preventing work-related accidents

Based on past occurrence numbers and frequencies, we identify key items by identifying hazards as follows:

Prevent work-related accidents caused by falls and slips

Initiatives:

  • Conduct safety and health education common to the group
  • Ensure fall prevention, including the use of safety belts
  • Comply with procedures when using step ladders"
Prevent accidents during the transportation of heavy objects

Initiatives:

  • Pay special attention to footing and prevent falls when transporting heavy objects
  • Wear gloves with non-slip grips and safety shoes
  • Especially for heavy or tall objects, transport them with two or more people
Prevent work-related accidents due to commuting accidents and traffic accidents

Initiatives:

  • Allow enough time for commuting
  • Pay special attention to other vehicles and pedestrians at intersections

Results of Initiatives for Health Management

We are implementing initiatives primarily focused on exercise, diet, sleep, habits, stress management, and health check-ups to improve employees' health literacy. Improvement has been observed in the areas of exercise, diet, habits, and health check-ups.
Please refer to this link for the indicators, objectives, expected effects, and organizational chart of specific initiatives for our group's health management efforts.

2021 2022 2023
Regular health check-up attendance rate 100.0% 100.0% 100.0%
Rate of individuals requiring follow-up after regular health check-ups (re-examination, detailed examination, further examination) who actually receive follow-up 94.2% 94.7% 95.3%
Smoking rate 11.9% 9.6% 9.3%
Number of participants in walking events 1,324 1,571 1,658
Stress check implementation rate 97.8% 97.6% 95.1%
Rate of paid leave utilization 62.3%
(Number of days taken: 10.9 days)
67.4%
(Number of days taken: 11.7 days)
69.9%
(Number of days taken: 12.1 days)
Percentage of employees who engage in exercise that makes them sweat for 30 minutes or more, at least twice a week, for over a year 26.6% 27.6% 31.1%
Frequency of skipping breakfast at least three times a week 30.5% 31.5% 29.6%
Frequency of having dinner within two hours before bedtime at least three times a week 36.6% 37.0% 26.0%
Percentage of employees whose work is affected by shoulder and neck pain 20.2% 19.9% 19.2%
Percentage of employees whose work is affected by eye fatigue 23.9% 25.4% 24.8%
Rate of maintaining appropriate weight (BMI) 63.5% 63.1% 62.8%
Average length of service 15.5years 15.1years 15.5years
Per capita medical expenses (annually) 320,000 yen 314,000 yen 301,000 yen
Long-term absenteeism (due to personal injury or illness, continuous absence for five or more business days)
Average number of days absent
Physical 49days 47days 50days
Mental 157days 131days 138days
Rate of individuals with high stress levels based on stress checks 11.6% 12.2% 12.3%
Percentage of employees who feel a sense of fulfillment in their roles and job responsibilities 79.9% 79.5% 79.0%
Presence of fulfilling relationships in the family, workplace, and local community 77.5% 76.5% 75.3%
Work engagement 74 72 72

Evaluation:

While we have seen many improvements in lifestyle habits, there are remaining challenges in terms of work engagement. Since the start of our health management initiatives, the percentage of employees with high health literacy has been steadily increasing, particularly in the age groups from their 20s to 50s, compared to the previous year, and this trend is expected to continue in the fiscal year 2023.

Furthermore, employees with high health literacy have the highest evaluation indicators for work engagement. We believe that awareness of health also influences work, so we will continue to focus on health management to maintain high values for both indicators.

External Evaluation of Initiatives such as Health Management

Health and Productivity Stock Selection

2022 Health and Productivity Stock Selection

We have been selected (for the second time) as a "Health and Productivity Stock Selection" jointly conducted by the Ministry of Economy, Trade and Industry and the Tokyo Stock Exchange. This selection evaluates and recognizes companies listed on the Tokyo Stock Exchange that strategically address employee health management from a business perspective.

Certified on March 9, 2022

the 2024 Certified KENKO Investment for Health Outstanding Organizations Recognition Program

>the 2024 Certified KENKO Investment for Health Outstanding Organizations Recognition Program

We have been certified for the eighth consecutive year as a "Health Management Outstanding Corporation 2024 (Large Corporation Division) - White 500," jointly conducted by the Ministry of Economy, Trade and Industry and the Japan Health Council. Additionally, nine of our group companies have also been certified consecutively.

Certified in March 2024

Obtained "DBJ Health Management Rating"

DBJ Health Management Rating 2020

TOKAI Corporation has obtained the highest rank in the "DBJ Health Management Rating" conducted by the Development Bank of Japan (DBJ) for three consecutive times.

Certified in April 21, 2021

Received "Governor's Award for Health Promotion Activities"

TOKAI Management Services Corporation, a shared service company of our group, has received the "Governor's Award for Health Promotion Activities" from Shizuoka Prefecture.

Awarded on February 19, 2018

Certified as "Platinum Kurumin" for Next-Generation Childcare Support

Platinum Kurumin

The TOKAI Group (consisting of TOKAI Holdings Corporation, TOKAI Communications Corporation, Tokai Gas Co., Ltd., TOKAI Cable Network Corporation, and TOKAI Management Services Corporation) has been certified and obtained the "Platinum Kurumin" designation from the Shizuoka Labor Bureau of the Ministry of Health, Labour and Welfare.