Health and Productivity Management & Occupational Safety and Health

Health and Productivity Management Initiatives

Purpose of health and productivity management

In order to realize the corporate philosophy of “creating excitement and peace of mind for the people of the world,” JVCKENWOOD promotes “innovation” and “growth.” Recognizing our employees as the source for realizing the philosophy, and their mental and physical health as significant management issue, we published the JVCKENWOOD Health Policy Statement. JVCKENWOOD will aim to create a “workplace environment that enables all employees to stay healthy and motivated to work” in a sustainable manner. 


JVCKENWOOD Health Policy Statement

JVCKENWOOD strives to create a workplace environment that enables all employees to stay healthy and motivated to work in order to realize the corporate philosophy of “creating excitement and peace of mind for the people of the world.”


Our vision and issues to be solved through health management

Under the JVCKENWWOD Health Policy Statement, we endeavor to create a workplace environment where all employees can do their job with health and vitality, and we recognize improving employee performance to be a key challenge for management to address. Through health management, we aim to reduce absenteeism and presenteeism, improve work engagement, and enhance work-life balance. We have compiled our health management goals and initiatives into a Health Management Map, which all employees work together to achieve.



Health and productivity management structures

JVCKENWOOD established a Health Management Initiatives Promotion Committee led by the officer in charge of HR & General Administration with the cooperation of the management team, industrial physicians, Health Management Office in the Human Resources Department, General Administration Department, and Health Insurance Association. At the location level, the Safety and Health Committee, the person responsible for HR & General Administration and the person in charge of Health and Productivity Management Promotion address priority health and safety issues. As one of the top companies in the industry, JVCKENWOOD extends its guidelines and measures to Group companies and collaborates with them on joint activities.


Health and productivity management structures


Health Promotion Initiatives

Regular health checkups and follow-ups

Health checkups are the foundation of health and productivity management, and JVCKENWOOD has a 100% checkup rate among its employees. Its Health Support Center encourages those found to have potential problems to seek re-examination and more detailed testing, and provides guidance aimed at early improvements and the prevention of illnesses from developing into something more severe.

We also work with the Health Insurance Association to encourage cancer and ob-gyn examinations, work with industrial physicians to confirm and consult on findings, and encourage re-examinations and provide guidance where necessary. Employees stationed overseas likewise receive regular health checkups, and the results are collected and monitored to provide recommendations and guidance.
JVCKENWOOD's "Health Support System" enables employees to monitor their checkup results over time, aiding them in tracking and managing their own health.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Regular health checkups Checkup rate 100% 100% 100% 100%
Percentage of potential problems 64.5% 66.5% 70.3%
Percentage of blood glucose test findings 16.4% 17.4% 17.2% 16.0%
Percentage of blood pressure test findings 19.0% 22.7% 20.3% 19.0%
Percentage of blood lipid test findings 36.2% 38.5% 37.1% 36.0%
Specified checkups Percentage of specific health consultation 15.0% 12.8% 14.6%

Percentage of non-Metabolic syndrome

68.6% 65.0% 66.1%
Gastroenterology checkup Gastric cancer screening 65.0%
Colorectal cancer screening 78.0%
Gynecology checkup Breast cancer screening 41.0%
Uterine cancer screening 33.0%
Sleep and rest*1 55.6% 67.4% 69.4% 70.0%
Exercise habits*2 29.2% 23.4% 27.8% 28.0%
Obesity rate*3 29.0% 31.2% 30.4% 31.0%
Number of participants in walking events 330 536
Number of participants in health promotion events 615 675
Average total medical expenses per employee 298,162yen 298,000yen 334,000yen

*1 Percentage of employees who answered "yes" to the question "I am well rested from sleep”.
*2 Percentage of employees who answered "yes" to the question "I do exercise that causes sweating for 30 minutes or more per session, at least 2 days a week, for at least 1 year".
*3 Percentage of employees with BMI 25 or higher, the standard set by the Japan Obesity Society


Stress checkups and workplace improvement

We conduct statutorily mandated stress checkups, and work to raise health awareness among employees and promote self-care by providing consultations with industrial physicians and nursing professionals for those under high levels of stress. Managers and officers receive results from statistical analyses of their workplace, which they use to make improvements in the environment.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Stress checkup rate 88.0% 91.8% 95.7% 97.0%
Percentage of employees under high-levels of stress by stress checkups 4.8% 10.1% 10.9% 10.0%
Number of employees participating in workplace analysis feedback(For managers and officers) 4 75 383 500

Mental health management

We support employees who return to work after a mental health-related absence, conducting measures in collaboration with their workplaces, the Health Support Center, and Health Management Office in the Human Resources Department.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Percentage of employees absent for 1 month or longer 1.5% 1.8% 2.1% 1.5%
Percentage of employees participating in line-level care training 96.3% 100%

Smoking cessation and passive smoking prevention measures

Reducing the percentage of our employees who smoke and preventing passive smoking are two priority focuses in JVCKENWOOD's health management program. Smoking obviously has a serious impact on the health of the smoker, but it is not just a matter of personal preference. Its seriousness as a social issue can be seen by the reference to strengthening enforcement of the Framework Convention on Tobacco Control (WHO) in SDGs 3 (ensure healthy lives and promote well-being for all at all ages), and the strengthening of measures to prevent passive smoking in recent amendments to the Health Promotion Act of Japan.

JVCKENWOOD began conducting workplace-level antismoking activities as part of a collaboration with the Health Insurance Association in FY2018. These activities included explanatory meetings and smoking cessation seminars for employees, and the phased-in establishment of no-smoking days (initially once a month and gradually increased to three days per week). In July 2020, smoking was banned on premises at four of our major places of business, which helped us to achieve our target of preventing passive smoking within the workplace. The smoking rate among employees was 20.1% in FY2021 compared to a target of 18.0% in FY2022. We will continue to provide support for smoking cessation as we endeavor to bring the rate down.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Smoking rate 23.1% 20.2% 20.1% 18.0%

Overwork prevention measures

JVCKENWOOD recognizes long working hours as a major problem that could harm the health of employees or even endanger their lives. We are working to eliminate cases of more than 80 hours of overtime work per month as part of our efforts to reduce overall working hours. If employees, including those in management positions, work more than 60 overtime hours, they are asked to complete questionnaires and consult with industrial physicians. We also make improvements to workplace environments to prevent adverse health impacts. Additionally, managers and the Safety and Health Committee monitor the working hours of all employees and provide feedback to workplaces on a monthly basis. During the COVID-19 pandemic, working from home and other telework formats became established as part of the working environment, and JVCKENWOOD encourages its managers to appropriately control the work of their subordinates, including measures to prevent long working hours.

In FY2017, the average JVCKENWOOD employee worked a total of 1,986 hours, which we successfully reduced to 1,893 in FY2021. With the rapid expansion in telework and the ability to log and manage personal computer use, the company is better able to objectively track and manage working hours, using this information to encourage the physical and mental health of all employees.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Total actual hours worked per year 1,917hrs. 1,875hrs. 1,893hrs.
Annual overtime working hours 257hrs. 133hrs. 177hrs.
Number of employees working long hours Number of employees working overtime for more than 80 hours a month 135 46 50

Mental health and work engagement

JVCKENWOOD continues to work to ensure the early identification of mental health problems and support the return to work after a mental health-related absence. In addition to the existing secondary (support for employees experiencing mental-health problems) and tertiary (support for reinstatement, prevention of relapse) prevention measures, we provide primary prevention by analyzing mental health issues based on statistical data, etc. obtained from stress checkups. The findings are fed back to workplaces and used in manager training programs to create workplaces that are less prone to mental stress.

Alongside these mental health programs and improvements to communication in the workplace, we also conduct career surveys of managers and employees to provide visual representations of employees' individual career goals, skills and aptitudes, enabling us to assign the right people to the right positions and create environments where everyone is motivated to work.

  FY 2019 FY 2020 FY 2021 FY 2022
Target
Average years of service 22.7yrs. 23.4yrs. 24.3yrs.
Turnover rate/Number of employees leaving the company 2.9%/96 2.8%/93 3.9%/124
Employee Satisfaction Level* 2.4
Presenteeism* 93.8% 93.8%
Work engagement* 51.0% 52.0%

*1 Average found as a score of the percentage of employees agreeing to the statement "I am satisfied with my job" in the stress check questions. Satisfied = 1 point; dissatisfied = 4 points
*2 Results from the Work Limitations Questionnaire-Japanese (WLQ-J), a tool to measure presenteeism
*3 Percentage of people providing favorable responses in questions related to engagement in the employee survey


Encouragement to obtain leave

In addition to programs to reduce total actual working hours, labor and management have established goals for the encouragement of employees to obtain annual paid leave and childcare and nursing care leave. Labor and management agree to the principle that employees will obtain 5 consecutive days of planned paid annual leave.

List of leave frameworks and FY2018-2021 usage statistics

Category Name of leave Contents of leave Usage statistics
FY 2018 FY 2019 FY 2020 FY 2021
General Annual paid leave Average number of days of annual paid leave obtained per employee 16.4days 19.3days 10.5days 12.2days
Childcare

Childcare leave

Leave that is available until the end of the April following the child's 1st birthday, or until the end of the month of the child's 2nd birthday 23 21 21 20
Shortened working hours for childcare Option to shorten working hours by 2 hours per day in addition to statutory childcare time until the end of the March after the child's 12th birthday 53 46 42 40
Child nursing care leave Up to 5 days (10 days if there is more than one eligible child) leave per year to provide nursing care to children up to the end of the March following the child's 12th birthday 40 44 26 27
Nursing care Nursing care leave Up to 1 year total leave per family member requiring nursing care for the period until the requirement is resolved 2 2 0 0
Shortened working hours for nursing care Option to shorten working hours by up to 2 hours per day during the period until the requirement for nursing care is resolved 2 3 2 2

Provision of health information

The internal portal site publishes articles on health-related topics by industrial physicians and nurses to improve employees' health literacy and understanding of health promotion.


Infectious diseases

JVCKENWOOD responded to the pandemic with a number of measures designed to prevent outbreaks in the course of business activities. The internal portal site communicated information about the disease and encouraged employees to work from home, and employees were given special leave on vaccination days. In the event that an employee tested positive for the infection, the workplace was disinfected and other measures taken to prevent spread of the disease, and clear standards were issued for the return of infected employees to their duties so that employees were able to report to work and return to their jobs with confidence and peace of mind.
JVCKENWOOD also works to prevent influenza outbreaks by having the health insurance union subsidize vaccinations and offering group vaccinations within workplaces.


External Evaluation

Health and Productivity Management Award (White 500)

JVCKENWOOD has been recognized as an enterprise that implements good health and productivity management under the Certified Health & Productivity Management Outstanding Organizations Recognition (Large Enterprise Category) White 500 Program, which is administered by the Ministry of Economy, Trade and Industry (METI) of Japan and the Nippon Kenko Kaigi, for six consecutive years since 2018, and we are recognized as one of the Certified Health and Productivity Management Organizations in fiscal 2023.


Sports Yell Company

JVCKENWOOD has been certified as a "Sports Yell Company" by the Japan Sports Agency as a company for two consecutive years since 2022 that actively engages in sports activities to promote employee health. Among the activities cited in the decision were the development and implementation of a "Take the Stairs" program to respond to the spread of telework and reduced number of days spent by employees on site by encouraging employees to use the stairs when moving through company buildings. The Agency also noted JVCKENWOOD's subsidies for internal sporting clubs focused on running, yoga and other activities.


Occupational Safety and Health Management

The JVCKENWOOD Health Policy Statement articulates the goal of creating a safe, comfortable and healthy workplace environment for all employees
The company complies with the Industrial Safety and Health Act and other relevant legislation, holds regular meetings of the Safety and Health Committee to oversee group-level programs, and organizes "Safety Patrols" to protect employees from work-related accidents.


Occupational safety and health structures

In accordance with the Industrial Safety and Health Act, JVCKENWOOD has established the Safety and Health Committee at each business location and works with our employees on safety and health promotion activities.


Occupational safety and health structures


Work-related accidents

During FY2021, there was one accident involving an employee being trapped due to equipment breakage caused by inadequate maintenance, but the overall frequency rate of lost-time injuries*¹ and the severity rate of lost-time injuries*² declined. After the accident, equipment was immediately repaired, all similar equipment inspected, and regular maintenance schedules strictly enforced to prevent recurrence. We will continue to enhance initiatives in FY2022, aiming for zero work-related accidents.

 

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Frequency rate of lost time injuries

0.000

0.163

0.153

0.175

0.168

(Manufacturing industry)

1.02

1.20

1.20

1.21

1.31

Severity rate of lost time injuries

0.000

0.000

0.008

0.003

0.002

(Manufacturing industry)

0.08

0.10

0.10

0.07

0.06

*1 Frequency rate of lost time injuries: Frequency rate of accidents, which is calculated using the following formula: number of casualties due to occupational accidents / total actual working hours x1,000,000. Note that the “number of casualties” here only means the number of occupational casualties where people in case absent from work for one or more days and lost a body part or a bodily function due to the accident.

*2 Severity rate of lost time injuries: Severity rate of accidents, which is calculated using the following formula: total lost-work days / total actual working hours x1,000.


Creating safe workplaces

JVCKENWOOD holds monthly Safety and Health Committee meetings and Safety Patrol campaigns. Any problems in the workplace identified by Safety Patrols are reported, and consultations are held with union representatives to determine remedial measures. The Safety and Health Committee rolls out measures to other workplaces and also conducts safety training programs for employees as part of ongoing safety and health improvements. 

 

FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

Number of employees who took the occupational safety and health training

28

55

91

3

27


Safety and Health Committee meeting being held with anti-COVID-19 measures

Scene from Safety Patrol


Supply chain safety and health initiatives

The JVCKENWOOD Group developed the JVCKENWOOD CSR Procurement Guidelines in 2017, including specific provisions to promote safety and health efforts in the supply chain. These guidelines have been explained at Partners Meetings to deliver parts suppliers in our supply chain. They have also been asked to take voluntary and proactive measures to realize CSR procurement.

For details, please see Sustainable Procurement