Well-being Management

In addition to maintaining and improving physical and mental health, we will revitalize the workplace created by lively connections between employees, and realize good mutual relationships with all stakeholders such as customers, business partners, and shareholders. At the same time, we are working to realize our purpose and achieve sustainable corporate growth. In other words, we aim for "well-being management" that considers how to improve the "well-being" of individuals, organizations, and society as a whole as a management issue.

Declaration of Well-being Management

- We are promoting well-being management in order to constantly take on the challenge of creating new value and contribute broadly to society. We believe that the physical and mental health of each employee and the working environment where they can work energetically are the sources of innovation.
  
  President and CEO
  Bunya Miyao

Promoting System for Well-being Management

As shown in the diagram below, the president himself serves as the chief executive officer and promotes well-being management. Positioning the Human Resources and General Affairs Department as the well-being management driving force, sharing and reporting with each department manager, Health Committee (including Health managers and Health promoters), Sustainability Committee, and external organizations. We will develop various measures while deepening cooperation with them.

Initiatives for Well-being Management

The strategy for working on well-being management is as follows.

Issues and Policies

Three issues to focus on

Promotion of smoking and non-smoking measures (measures against passive smoking, individual counseling for smokers, etc.)
Individual health promotion support (enhancement of support related to health checkups, implementation of walking events, etc.)
Mental health support (line care training, self-care training, etc.)

Policies

With the President and CEO as the chief executive officer, the Human Resources & General Affairs Department, each office, and Health Committee promote well-being management in cooperation with external organizations.
In addition to physical examinations and stress checks, we will use internal questionnaires to promote mental health from the prevention stage, take measures against lifestyle-related diseases, and implement measures to improve engagement.
Efforts to visualize the current status of health and the work environment to employees so that they can think about it as their own.
Promote work-style reforms and human resource development measures that form the foundation for creating an environment where everyone can work with peace of mind and grow.

Numerical targets and initiatives are as follows.

Numerical Targets for Health Care Measures

Category	Items		2020	2021	2022	2023	Target
Physical and mental health	1	Health checkup/complementary checkup rate	100%	100%	100%	100%	100%
	2	With findings rate	73.0%	74.1%	85.2%	85.1%	65%
	3	Detailed examination participation rate	35.1%	45.4%	27.1%	74.8%	80%
	4	Specific health guidance consultation rate	30.5%	31.2%	20.0%	being compiled	90%
	5	Treatment rate among hypertensives	80.1%	82.8%	79.8%	being compiled	95%
	6	Rate of taking stress checks	83.0%	94.9%	97.1%	98.6%	Maintain over 90%
	7	Rate of employees with high stress	10.4%	11.1%	11.3%	9.3%	10%
	8	Rate of highly engaged employees	10.5%	10.1%	8.6%	10.2%	11%
	9	Leave of absence due to mental illness	0.51%	0.67%	0.61%	being compiled	0.6%
	10	Leave of absence due to other illnesses	0.61%	0.35%	0.40%	being compiled	0.6%
	11	Presenteeism	－	－	64.1	61.6	70
	12	Absenteeism	1.4 days	2.3 days	2.3 days	being compiled	Maintain
Workplace environment	13	Consultation behavior rate (with superiors/colleagues)	－	37.6%	38.1%	38.8%	Increase year by year
	14	Ease of taking holidays (satisfaction)	－	－	7.3	7.3	Maintain over 7
	15	Ease of expressing opinions (satisfaction)	－	－	5.7	5.7	Increase year by year
Lifestyle impact	16	Smoking rate	36.4%	34.9%	31.8%	29.3%	25%
	17	Breakfast intake rate	62.7%	62.1%	65.6%	67.1%	75%
	18	Exercise habit ratio	－	－	32.6%	34.3%	50%
	19	Drinking rate	－	－	－	18.9%	15%
	20	Rate of feeling sleepy during the day	－	36.5%	38.1%	40.7%	35%
Health literacy	21	Information gathering ability	－	－	84.5%	83.7%	Increase year by year
	22	Information selection ability	－	－	71.8%	70.6%	Increase year by year
	23	Information transmission ability	－	－	58.9%	58.0%	Increase year by year
	24	Information judgment ability	－	－	54.1%	52.6%	Increase year by year
	25	Self-determination rate	－	－	59.1%	59.3%	Increase year by year

Please see Diversity for figures related to working styles such as overtime hours, paid leave acquisition rate, and job turnover rate.

(Notes)

The targets denote medium-term ones, namely three to five years from 2023.
The items 1, 2, 3, 4, 5, 9, 10, 12 are on a non-consolidated basis and the others on consolidated basis.
3: Stipulated in the Industrial Safety and Health Act.
5: Scope for employees over 40 years of age.
9, 10: Percentage of employees absent or on leave due to injury or illness for one month or more at the end of the fiscal year.
11: In accordance with WHO-HPQ.
12: Average number of days of sickness absence and leave of absence programs used by all employees.
13: Use occupational health and safety survey.
14, 15: Created independently based on surveys on satisfaction and quality of life.
Average of the result with 0 meaning the lowest and 10 meaning the highest satisfaction level.
18: Percentage of respondents who exercise at least twice a week.
19: Those who drink alcohol in amounts that increase the risk of lifestyle diseases (calculated by the following method based on net alcohol intake of 40 gram or close per day for men and 20 gram or close per day for women).
There are 20 grams of alcohol contained in 180 ml of Japanese sake.
(1) Men: Those who drink 360 ml or more of sake every day, or 360 ml or more of sake 5-6 days a week, or 560ml or more of sake 3-4 days a week, or 900ml or more of sake 1-2 days a week, or 900 ml or more of sake 1-3 days a month.
(2) Women: Those who drink 180 ml or more of sake every day, or 180 ml or more of sake 5-6 days a week, or 180 ml or more of sake 3-4 days a week, or 540ml or more of sake 1-2 days a week, or 900 ml or more of sake 1-3 days a month.
21-25: Using the CCHL, Communicative and Critical Health Literacy, scale.
Percentage of respondents who strongly agree to somewhat agree to the question: If I needed to, I would be able to find and use information related to my illness or health on my own.

Initiatives

Health and Productivity

Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi, or an assembly of health promotion organizations jointly praise good-performing large and medium to small companies which supports employees' health management in accordance with addressing regional health issues and promoting health-related measures. We have been praised for eight consecutive years since 2017.

Non-smoking Promotion

In FY2016, we started an internal survey for the first time, and we were able to ascertain that our smoking rate is more than double the national average. For this reason, we have established a policy to strengthen our non-smoking initiatives at the time of the revision of the Health Promotion Act in 2020. In 2021, we implemented a non-smoking declaration and a four-year plan to promote smoking cessation in order to prevent health damage caused by smoking and passive smoking.
In terms of activities, in addition to training on smoking cessation, we discussed and decided the environment and rules related to smoking with smokers at in-house smoking discussion meetings and Health Committee in which smokers participate.
As a result of these efforts, the smoking rate has decrease by 7.8% (2022: 31.8%) compared to the FY2016 internal survey result.
Going forward, we will aim for a smoking rate of 25% or less, which is the target for 2024, and will continue to create a workplace environment that is easy to work and considers health while gaining the understanding of employees toward the declaration of non-smoking in the company premises and outside the company.

Related to health checkups

We provide all employees with annual E-learning on health management, including health checkups, and maintain a 100% health checkup rate. In addition, in-house health nurses recommend and provide health guidance to those who require medical examinations based on the results of their health checkups.(2015: 21.1%, 2019: 45.5 %).

Improving health literacy and lifestyle habits

We implement measures related to health, such as diet, sleep, and exercise, as well as measures to improve health literacy every year.

Health training and awareness raising initiatives

We are striving to emphasize the importance of disciplined life by providing training on mental and physical health through e-learning and webinars, by arranging a dietary habit improvement month, and by encouraging employees to commute in sneakers. In addition, we publish an annual Wellness Report analyzing the results of in-house surveys to visualize the state of health and to raise the health awareness of every employee.

Month/Year	Initiatives	Target	Tool	Numerical data
May 2023	Improve wellness: diet behavior and mental health related to health and work	All employees	E-learning	78.2%
July 2023	What managers need to know about line care	All managers	E-learning	83.8%
May 2023	Health promotion seminar	All employees	Webinar	108 persons
October 2023	Simple relaxation yoga at work	All employees	Webinar	42 persons

A part of the implemented initiatives are described in the above table.
For details of the initiatives, please refer to Announcement Regarding Issuance of Leopalace21 Wellness Report 2023.

Mental health measures

Support for leave and return to work and in-house consultation system by mental specialist staff

We have two professional staff members who are certified as clinical psychologists or certified psychologists stationed at all times. We have built a system that allows employees to receive professional support from the operation of an in-house consultation desk and from the time they take leave to the time they return to work.

Establishment of an external consultation desk

We have established an external consultation desk for mental and physical health that is available to all employees. In addition, we promote the use, and the recognition rate of the window rises year by year, and the utilization rate rises accordingly.

Encouraging employees to take stress checks

We are working to increase the number of people taking stress checks, which are important as primary prevention in mental health every year.

Association between health behavior and performance

Correlation between health behavior indicators and engagement or performance loss

Occupational Health and Safety

Dialogue with Employees

We not only discuss health promotion issues and workplace environment improvement but collect various opinions by holding the health committee meeting. Furthermore, the committee at a monthly meeting discusses themes proposed by employees such as improving the rate of employees receiving a second medical checkup, and increasing the rate of employees taking paid leave, and conducts questionnaires as necessary to promote dialogue with employees.

Risk Assessment on Occupational Health and Safety

At the beginning of each workday at construction sites, we use a hazard prediction sheet to evaluate risks. We also accumulate close call incidents and provide opportunities for employees to share the details of such incidents.

Improving Paid Leave Acquisition

After conducting a survey of regular work at offices in 2014, we introduced a planned annual leave and refresh leave system in 2015, and introduced a program that makes it easier for employees to take paid leave. Such measures resulted in over 80% acquisition rate since 2019.

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