The Company recognizes the importance of each employee being able to work energetically and with peace of mind while maintaining a high level of physical and mental health. Based on a health and productivity management philosophy, JACCS works strategically to maintain and enhance employee health, and aims to realize working styles and a work environment in which employees can achieve a work–life balance.

Employees take their own initiative too in efforts to realize a work–life balance, and work while maintaining a sense of satisfaction and fulfillment as they aim to lead a rich life, both physically and mentally. Through efforts to reform working styles, and strengthened collaboration on health issues with the Company’s health insurance society, JACCS supports the maintenance and enhancement of employee health. JACCS’ fundamental policy is to aim for the realization of an open, employee-friendly work environment. As part of the structure to promote these objectives, the Company established the Health and Productivity Management Promotion Committee.

Initiatives aimed maintaining and enhancing employee health

The Company recognizes the importance of each employee being able to work energetically and with peace of mind while maintaining a high level of physical and mental health. Based on this recognition, the Company aims to make “qualitative improvements to the working environment.”

JACCS Work-Life Balance Promotion (JWP)

JACCS is engaged in this initiative with the aim of re-evaluating working styles adopted to date, and enable employees to increase fulfillment in both their work and non-work lives.

Specific goals

  1. At least three days per month with no overtime worked; at least one “Premium Weekday”* per month

    * JACCS adaptation of “Premium Friday”

  2. At least 60% of annual leave days used
  3. A maximum of 30 hours of overtime worked per month

Results

  1. At least three days per month with no overtime worked; at least one “Premium Weekday” per month
    FY03/2022 FY03/2021 FY03/2020
    Achievement ratio 99.1% 98.4% 98.8%
  2. At least 60% of annual leave days used
    FY03/2022 FY03/2021 FY03/2020
    Achievement ratio 74.9% 65.9%* 67.4%

    * In the fiscal year ended March 31, 2021, owing to measures implemented to prevent the spread of COVID-19, the conventional working styles of employees were significantly altered. Consequently, this goal was temporarily suspended.

    * Average percentage of annual leave days taken by employees in the fiscal year ended March 31, 2021 is the reference actual result.

  3. A maximum of 30 hours of overtime worked per month
    FY03/2022 FY03/2021 FY03/2020
    Employees’ average monthly overtime hours 12.9 hours 13.1 hours 15.6 hours

    * Employees who report chronic overtime are required to submit a report on the reasons for this, and an interview and reform of their work practices is carried out.

JACCS Group Life-Care Points (JLP)

The Company, in collaboration with the JACCS Health Insurance Association, implements the JACCS Group Life Care Points (JLP) program, while coordinating this with a wide range of initiatives and programs. JACCS is working to develop an environment in which employees can take the initiative in maintaining and enhancing their own health and engaging in self-development and study.

Key goals and programs

  1. At least five days per month with no overtime worked
  2. At least 70% of annual leave days used
  3. Participation in blood donation (once a year)
  4. Provide subsidies to employees who have completed a distance education course

Results in the fiscal year ended March 31, 2022

Points were awarded to employees who achieved the following goals or qualified through participation:

  1. At least five days per month with no overtime worked
  2. At least 70% of annual leave days used
  3. Participation in blood donation (once a year)
  4. Subsidies provided to employees who have completed a distance education course

Exercise Habits / Prevention of Lifestyle Diseases

To help prevent lifestyle diseases among employees, the Company provides health-information articles through a smartphone health-management app as part of its efforts to create an environment in which employees can take the initiative in their own health management. To assist employees establish exercise habits, the Company holds group-participation-based walking events twice a year.

During the event period, the groups who achieve the highest total number of steps walked receive rewards, including JLP points. This is designed to encourage increased participation rates.

Number of participants in walking events

FY03/2022 FY03/2021 FY03/2020
Number of participants 1,076 persons 445* persons 1,062 persons

* In the fiscal year ended March 31, 2021, owing to measures implemented to prevent the spread of COVID-19, the number of events held was reduced.

Work Engagement: Job Satisfaction Survey

The Company carried out a Job Satisfaction Survey based on three parameters: “I feel pride in my work and a sense of satisfaction” (enthusiasm); “I gain vitality from my work and feel energetic” (vitality); and “I strongly engage in my work” (absorption). The Company undertakes initiatives to raise the level of job satisfaction among employees.

Job Satisfaction Survey(17 assessment criteria)

Average across all employees 3.1 points

* 0=No satisfaction at all; 6=always feel satisfaction

Presenteeism survey

The term “presenteeism” refers to “a situation in which productivity declines owing to health issues.”
The Company aims to bolster employee performance, and hence carries out in-house surveys focusing on factors contributing to reduced productivity. The results are used when designing measures aimed at improving the work environment.

Health Factors with a Negative Impact on Productivity

Full Implementation and Strengthened Management of Periodic Health Check-ups, Examinations for Lifestyle-related Diseases, and Follow-up Testing, etc.

This initiative is necessary to help each individual employee maintain their own health in good condition. The Company provides regular communication and educational information using such methods as notices and e-mail. From the fiscal year ended March 31, 2021, the Company introduced a medical check-up management system. Under this system, the Company undertakes early response through recommendations to undertake examinations, etc., vis-a-vis employees who require follow-up testing or detailed examinations. This is based on strengthened management of health check-up data. These measures are designed to prevent disease or illness from becoming severe.

Implementation Ratio for Periodic Health Check-ups (including examinations for lifestyle-related diseases)

FY03/2022 FY03/2021 FY03/2020
Implementation ratio 100.0% 100.0% 99.8%

* Actual figures

Implementation Ratio for Secondary Tests

FY03/2022 FY03/2021 FY03/2020
Implementation ratio 99.5% 100.0% 99.8%

Sleep Survey based on Medical Questionnaire

Achieving sound sleep 67.8%

Strengthening of Specific Health Guidance

Specialist staff (public health nurses, nutritionists, etc.) carry out support for employees who are deemed to be at high risk of onset of lifestyle-related diseases based on the results of special health check-ups, and who are judged to have high potential for disease prevention through lifestyle improvements.

Completion Ratio for Specific Health Guidance

FY03/2022 FY03/2021
Completion ratio 86.8% 82.3%

Mental Heath Support Measures

Stress Checks

With the aims of preventing mental health deterioration before it occurs and improving work environments, which can be a source of stress, the Company implements stress checks based on the Industrial Safety and Health Law.

Stress Check Implementation Ratio

FY03/2022 FY03/2021 FY03/2020
Implementation ratio 99.8% 99.8% 98.1%

Results of Stress Checks

FY03/2022 FY03/2021 FY03/2020
Overall health risk 100 102 96

* “Overall health risk” is calculated as a numerical value that compares the results of an assessment with the national average, which has an index value of 100. The overall assessment is based on an evaluation chart comprising “work volume burden, control” and “manager support, co-worker support.”

JACCS Health Dial

The Company, labor union, and health insurance association have jointly established an externally based consultation service for employees.
Highly experienced staff provide consultation on such matters as health, medical treatment, nursing care, child-rearing, medical second opinions, and mental health. The service also offers information on medical institutions, etc.
In addition, for employees who have been transferred from Japan to work at overseas associated companies, JACCS has introduced a 24-hour overseas medical consultation service.

Consultation service covering a broad range of areas (for employees suffering mental health issues, or evaluated as being under high stress, etc.)

When the Company receives a consultation request regarding an aspect of health essential to the continuation of employment—either from an individual employee or a department of the company—the Health Management Promotion Office responds while receiving the cooperation of relevant specialists. The office produces a self-care manual, and provides full support at each stage, from leave of absence through return to work.

Initiatives Aimed at Improving the Work Environment

Monitoring the Actual Status of Work Environments

To monitor the actual status of work environments and the situation of individual employees (career and life plan, etc.), the Company carries out visits to business departments and conducts individual interviews.

Action Plan Pursuant to the Act on the Promotion of Female Participation and Career Advancement in the Workplace

JACCS has formulated the following action plan to promote the development of a workplace environment and system that will enable female employees to fulfill their maximum potential and pursue their careers energetically. In addition, the plan promotes measures aimed at expanding opportunities for women to utilize their talents and skills.

  1. Period of the plan

    April 1, 2021–March 31, 2023 (two years)

  2. Goals, measures and timing of implementation

Goal 1: Employee development and assignment
The target for the ratio of female employees among management-level employees is set at 30% or higher. A management-level employee is defined as an employee who holds the position of section manager or higher, or an employee who has subordinates and holds a position one rank lower than section manager.

  • Fiscal year ended March 31, 2022
    • Actively promote and appoint female employees
    • The Company will conduct communication programs introducing female employees pursuing careers at JACCS. These programs will be conducted through the Company’s recruitment Web site and at Company information sessions for prospective employees
    • Support for diverse working styles
    • Support for employees balancing career with child raising or caring for elderly family members
    • Proactive use of job rotation
    • Nurture role models, and create a thorough follow-up system
    • Implement training programs aimed at expanding the number of candidates for managerial positions
    • Develop and expand programs
  • Fiscal year ending March 31, 2023
    • Continued implementation
Ratio of Female Employees among Management-level Employees
FY03/2022 FY03/2021 FY03/2020
Total 714 697 699
Female 211 159 150
Females as a percentage of the total 29.6% 22.8% 21.5%

* Figures presented in the table above are as of the end of the fiscal period.

* As of April 1, 2022, the ratio of female employees among management-level employees was 30.5%.

Goal 2: Remedial action to address long working hours
The average number of overtime hours worked (number of hours above the statutory defined number) per month by full-time employees shall be 10 hours or less.

  • Fiscal year ending March 31, 2023
    • JACCS Work-Life Balance Promotion
    • Promote thorough implementation of labor management best practice and increased operational efficiency

Average number of overtime hours worked per month (full-time employees)

2019 Total for full-time employees 10.8 Global employees 16.1 Regional employees 7.0 2020 Total for full-time employees 9.2 Global employees 14.4 Regional employees 6.1 2021 Total for full-time employees 8.9 Global employees 14.8 Regional employees 5.6

Action plan pursuant to the Act on Advancement of Measures to Support Raising Next-Generation Children

  1. Period of plan

    April 1, 2021–March 31, 2023 (two years)

  2. Details
  • Taking of childcare leave, etc.
    Male employees: During the period of the plan, at least 30% of employees who are eligible to take childcare leave do so.
    Female employees: During the period of the plan, at least 95% of employees who are eligible to take childcare leave do so.
    • By having the Personnel Department send information regarding childcare leave entitlement to eligible male employees, the Company will strive to promote the taking of childcare leave.
    • Subsequent to sending information regarding childcare leave entitlement, the Personnel Department will make requests to the eligible employee and their manager that the employee takes their childcare leave entitlement if he has not done so already.
  • Investigation of measures to promote widespread understanding of programs related to childcare and nursing care, and measures to improve the user-friendliness of these programs
    • The Company will study support measures to make it easier for employees to use programs related to childcare and nursing care.
    • Through internal Company notices, the Company will provide information to employees and promote widespread understanding of the details of programs.
  • Promotion of work-life balance
    • Implementation of JACCS Work-Life Balance Promotion (JWP) initiative
      1. Employees will have at least three days per month with no overtime worked, and take at least one “Premium Weekday” per month.
      2. Employees will take at least 60% of the annual leave days they are entitled to during the year in which the leave days are allocated.
      3. Employees will work no more than 30 hours of overtime per month.
  • Situation regarding employees taking childcare leave
FY03/2022 FY03/2021
Number of eligible employees Employees who took leave Ratio of employees taking leave Number of eligible employees Employees who took leave Ratio of employees taking leave
Female 53 53 100.0% 51 51 100.0%
Male 36 26 72.2% 39 26 66.7%

Acquisition of Various Certifications

JACCS has acquired certification under various programs based on the high appraisal of its initiatives to date.

Certified Health and Productivity Management Organization Recognition Program (“White 500”)

This program is operated by the Ministry of Economy, Trade and Industry (METI). “White 500” status is awarded to certain organizations that have been recognized as high-quality health and productivity management organizations. From 2020, based on the results of the health and productivity management survey, only the top 500 organizations from among those certified within the large organizations category are awarded “White 500” status.
JACCS has received White 500 certification in five consecutive years since 2018, reflecting the high appraisal of initiatives it has implemented to date.

2022 健康経営優良法人 Health and productivity ホワイト500

Act on Advancement of Measures to Support Raising Next-Generation Children (“Platinum Kurumin”)

Kurumin is a certification program for companies operated by the Ministry of Health, Labour and Welfare (MHLW) pursuant to the Act on Advancement of Measures to Support Raising Next-Generation Children. Under this program, companies that have introduced initiatives to support employees balancing their work with child-rearing, may receive certification by applying to the Labor Bureau of the prefecture in which they are domiciled, after meeting certain criteria.
JACCS received certification under the “Kurumin” program for the fifth time in 2021. The Company was appraised for the very high quality of its initiatives, and received the advanced certification of “Platinum Kurumin.”

プラチナくるみん 子育てサポートしています

“Eruboshi” Certification under the Act on Promotion of Women’s Participation and Advancement in the Workplace

“Eruboshi” is a certification program for companies that have met certain criteria in their programs pursuant to the Act on Promotion of Women’s Participation and Advancement in the Workplace, and have been recognized for their excellence in this area. Companies that formulate and submit an action plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace are eligible for the certification process.
The Company formulated its action plan covering the period April 1, 2018–March 31, 2021, and submitted it to the Minister of Health, Labour and Welfare. JACCS was recognized as an excellent company for its programs in relation to women’s participation and advancement, and received “Eruboshi” certification for the first time.

女性が活躍しています!

“Hataraku Eru” award and certification program for employee welfare

The “Hataraku Eru” program awards organizations that have extensive employee welfare programs and invest significant efforts into those programs. With the aims of promoting the further spread and development of employee welfare programs, organizations receive awards and certification based on recognition of excellence in the implementation of corporate employee welfare programs. Organizations that have shown the will to expand their employee welfare programs are also eligible for this program.
Since 2020, JACCS has received certification for excellence in employee welfare three years running.

ハタラクエール2022 優良福利厚生法人