At the Itochu Enex Group, we are creating work environments in which employees can maintain and improve their health and work with peace of mind. We are also promoting Health and Productivity Management so that every employee can work with enthusiasm, motivation, and a sense of fulfillment.
At the Itochu Enex Group, we have been pursuing services and businesses that customers need, and working for the sustainable development of society in accordance with our Corporate Philosophy, “The best partner for life and society— with Energy, with the Car, with the Home.”We will work in close partnership with customers to create value, just as we have always done.We believe this will be driven by the sound physical and mental health of our employees.To enable all employees to fully demonstrate their abilities and individuality, and to continue contributing as the best partner for life and society, we will strive to maintain and improve the health of our employees and their families, and to be a company where employees can work with vitality and peace of mind. April, 2023 Tomofumi Yoshida Representative Director, President and Chief Executive Officer
We consider the health and safety of all employees with whom we are involved, and duly strive to create a safe and comfortable workplace environment for them. *Excerpt taken from the Itochu Enex Group Code of Conduct (All officers and employees check the Group Code of Conduct every year, and make a commitment to all of the Group’s stakeholders.) Full text of the Itochu Enex Group Code of Conduct
Through the Enex Early Bird working style reform plan, the Itochu Enex Group is promoting employee helath and respecting each employee’s lifestyle by creating an organization in which diverse human resources can utilize their abilities and perform to their potential. Through this scheme, we aim to make Itochu Enex a better company, a rewarding place to work, and a company to be proud of with regard to families and society, for every employee. 【Approach and KPIs】 １．Encouraged a shift from late-night to morning-based work ２．Meals,etc.with customers or colleagues to end by 10:00p.m. ３．At least 80% of paid vacation days taken ４．At least 80% of employees with a BMI of less than 25 ５．At least 80% of employees being nonsmokers ６．Improve quality of communication by two rankings ７．Improve quality of meetings by two rankings ８．Improve quality of documents and materials by two rankings
The ITOCHU ENEX Group believes that ensuring that its employees maintain good physical and mental health can drive its social contribution as the best partner for life and society, which is the group's management philosophy. We engage in health and productivity management as an important business challenge under the workstyle reform "ENEX EARLY BIRD." The Chief Operating Officer of Corporate Administration Division and the General Manager of Human Resources & General Affairs Department are responsible for promoting good health. The related departments and the persons in charge work together to operate the PDCA cycle for health and productivity management with the following framework. The results of health and productivity management reviews throughout the year are reported to a meeting of the Board of Directors. The framework aims to ensure a health-conscious corporate culture while increasing its ability to serve as a model. At a monthly Health Committee meeting at head office chaired by the General Manager of Human Resources & General Affairs Department, participants consult on and provide information with respect to improve employee health and create a safer and more hygienic environment. In addition, Health Promotion Managers regularly gather from different areas to hold general meetings to raise awareness of health and improve productivity throughout the company. The committee proactively collaborates with the health insurance union and outside program (EAP) providers as well as with internal staff.
In FY2016, we launched the Enex Early Bird workstyle reform, through which we have set KPIs for items related to lifestyle-related diseases and support employees at high risk. In addition, we increased the number of public health nurses in FY2021 to increase the percentage of employees who receive thorough checkups, aiming for the early detection and treatment of diseases. Moving forward, we will proactively provide e-learning programs and seminars aimed at preventing lifestyle-related diseases, believing that a preventive approach is also essential for the health of employees other than those at high risk. For this purpose, one initiative we have introduced on a trial basis is a health app to help employees prevent lifestyle-related diseases. ・Encouraging participation in the health management program preventing the making worse of existing health problems, program run by the health insurance union- Prohibiting dining and drinking with clients or internal people after 22:00 ・Providing subsidies for in-house sports clubs (¥50,000/month) ・Installing blood pressure meters and scales (body mass composition analyzers) in health and fitness corners ・Subsidizing fitness club memberships ・Installing health and fitness equipment in the in-house cafe ・Selling salads and other side dishes, and displaying labels with information regarding calories and sugar content ・Loaning books that promote good health ・Providing free healthy beverages, such as Aojiru green juice and mineral water ・Encouraging the use of stairs ・Encouraging participation in health and fitness-related events ・Fostering awareness of health and fitness by sponsoring and publicizing sports teams ・Obtaining Sports Yell Company accreditation ・Creating spaces for standing (i.e. non-seated) meetings ・Showing radio gymnastics videos on internal monitors ・Health app
We have been working on smoking cessation since 2016 as a priority initiative under the Enex Early Bird workstyle reform. In 2019, we enhanced our smoking-cessation programs. As a result, the percentage of employees that are smokers decreased 6.6 percentage points from the FY2016 level, indicating steady progress towards our target. Among the health seminars held in FY2021, 17 employees participated in the e-learning smoking cessation program. Moving forward, we will work to lead this interest and these concerns to action toward quitting smoking. ・Covering the cost of outpatient therapy to quit smoking ・Covering the cost of purchasing smoking-cessation products (nicotine gums, nicotine patches, and prescription medicines intended to assist smokers to quit smoking) ・Covering the cost of online support for quitting smoking ・Distributing books on smoking cessation therapy to smokers ・Communicating information to enlighten employees about the benefits of quitting smoking (via internal portal sites, etc.) ・Taking necessary measures at all business establishments, including both indoor and outdoor spaces
We believe that the maintenance and improvement of productivity and healthy work-life balances are important management issues. The company and employees worked on issues together, through activities such as including them in the MBO evaluation items as an important KPIs for the Enex Early Bird workstyle reform. In addition, we also announce department rankings for the utilization of paid leave via the intranet on a regular basis. As a result, the percentage of paid vacation days taken per year has exceeded 80% and the target monthly average overtime hours has been achieved for five consecutive years. Moving forward, we will fully leverage digital technologies to make our work environments even more comfortable. ・Introducing an overtime advance declaration scheme, and system for accurately recording working hours (i.e. time of arrival and departure from work) ・Use of the BENEFIT STATION employee benefit (e.g. a special subsidy for accommodation costs, theme park tickets, movie tickets, and the use of sports clubs, support for people's daily lives, etc.) ・Announcing in-house rankings for the utilization of paid leave by department, with the goal of ensuring that employees use at least 80% of their paid leave ・Encouraging employees to take (five) consecutive holidays as a summer vacation ・Introducing programs such as hourly paid leave, flexible working hours, staggered working hours, and shorter working hours, and enhancing special leave programs ・Permitting employees to work remotely and making use of easy-to-use shared offices/ ・Length-of-service awards (Special paid leave and travel tickets.) ・Recreation facilities
Health checkups and cancer screenings provided to employees of each generation are more detailed than is legally required, with the full expense assumed by the company. Results for all employees are confirmed by public health nurses before the industrial doctor's evaluation, which followed by recommendations for secondary examinations, the provision of follow-up health guidance, and other actions. This fiscal year, we increased the number of public health nurses to reinforce the support system. We also announce the aggregated health checkup results of the company as a whole on our internal bulletin board, provide e-learning programs on health checkups and diseases, and take other measures as part of our efforts to improve health literacy. In FY2020, we received a Gan Taisaku Suishin Kigyo Action (the corporate action to combat cancer initiative) cancer action promotion partner award (in the work-treatment balance category). This project was commissioned by the Ministry of Health, Labour and Welfare.
・The company's work regulations require that employees receive regular health checkups (100% of employees receive health checkups every year. We help all employees receive checkups by identifying those who have yet to make a reservation and recommending that they do so) ・We provide e-learning related to health checkups and cancer screenings (with a message from the Officer of Health Promotion) ・Provision of cancer screenings (with content varying depending on age) exceeding legal requirements. ・Subsidies for secondary examinations (Employees whose screening results indicate that intense scrutiny required, retesting required, or a 3-month/ 6-month follow-up required, will have the expenses of these applicable follow-up examinations assumed by the company) ・The health checkups of spouses of 40-year-old or older employees are subsidized (separately from the subsidies for spouse's health checkups from the health insurance union) ・ We have joined the Gan Taisaku Suishin Kigyo Action, (the corporate action to combat cancer initiative promoted by the Ministry of Health, Labour and Welfare), providing information to increase awareness of the importance of cancer screenings and improving cancer literacy
Since our foundation, we have always believed that our people are our greatest asset. Based on this, we support our employees with a system and program to help them balance work with medical care and programs enabling them to take leaves of absence and return to work, so that they are able to continue working with peace of mind and enthusiasm even in the face of an injury, cancer, or other disease.
・Clarifying processes and support systems for employees needing long-term care ・ Formulating plans to help employees who need long-term care to balance work and medical care, based on their symptoms, frequency of hospital visits, and how they work ・Describing the details of measures and systems for helping employees balance work and medical care and the details of each program in the handbook regarding Health and Productivity Management ・ Utilization of paid leave (by the hour, half day, and whole day) ・ Carryover of unused paid leave(Carryover and use of unused paid leave for the past two years) (Back-up leave) ・ Use of shorter working hours, flexible working hours, and staggered working hours programs ・ Paying leave salary (salary paid to employees on leave) in accordance with the duration of service ・ Monetary support program for balancing work and cancer treatment(Subsidy for advanced medical care not covered by health insurance: 5 million yen/ occasion, provision of income support during leave of absence) ・Support program for employees receiving medical treatment ・Return-to-work program with considerations for the management of condition, care, etc. after return to work ・ Consultation service provided by an internal coordinator who supports employees in their balance of work and medical care Measures for Improving Health Literacy
Under the SHIFT! 2022 medium-term business plan, we have set the cultivation of multi-talented human resources who will work actively in Japan and overseas, the continued promotion of diversity, and the fostering of diverse values as our basic approach to human resource strategies, aiming to achieve sustainable growth and the continued improvement of our corporate value. The percentage of employees that are women has exceeded 20%, with increasing opportunities for them to work actively. Therefore, we believe that helping all of our employees understand women's health issues and the differences in life events attributable to gender will lead to the improvement of productivity, the development of a corporate culture that enables excellent communication, and innovation. ・Conducting training programs on women’s health issues at training sessions for management personnel ・Covering the cost of gynecological examinations ・Establishing a women’s only rest/break room（A men-only rest/break room is also available） ・Publishing a handbook to help employees balance work and childbirth/childcare ・Supporting the career development of employees on childcare leave (both men and women) ・Offering subsidies for spouses' health checkups (provided separately from the subsidies from the health insurance union) and providing information about health checkups
Every year, we ensure that all officers, employees, and temporary staff members take stress checks and a measurement of their work engagement. These involve self-checks and self-care by the individuals, group analysis and organizational diagnoses by industrial doctors and experts, and interviews with highly stressed individuals, including follow-up, as measures for improving the workplace environment (line care) and productivity.In FY2021, the response rate of stress checks was 87% (compared to 82%8).Concerning the level of work engagement, positive answers have continued to be obtained (based on comparison with the averages of other companies ascertained by the company which conducted the survey).
・Conducting stress checks (and considering strategies for reducing the burden placed on highly-stressed individuals as needed) ・Establishing harassment consultation, internal reporting (whistleblowing) and mental health consultation desks ・Counseling provided by the Health Support Office (public health nurses and industrial counsellors) ・Conducting employee awareness surveys ・Mental health training given by public health nurses ・Work regulations prohibiting harassment, informing employees of harassment guidelines and power harassment guidelines, and providing harassment training ・Interviews, stress care, and support for the return to work provided by industrial psychiatrists and coordinators who supports employees in their balancing work and medical care
We make it possible for public health nurses to interview employees before they travel to foreign countries, arrange health checkups and vaccinations before leaving Japan, provide information about the medical services available in their destination countries, and support them in other ways. While living and working overseas, employees are interviewed online by health nurses on a regular basis to confirm their health condition and to advise them on lifestyle habits, counseling, and other services. Since the outbreak of the COVID-19 pandemic, the Health Management Office, Human Resources & General Affairs Department, and related departments have been working together in measures including the collection of information about local medical environments and arrangements for employees' temporary return to Japan for vaccination, with the safety of our employees working overseas as our top priority.
・Various vaccinations before leaving Japan ・Using medical assistance and medical consulting intended for employees making overseas business trips and those assigned overseas ・Use of the 24-hour emergency support system ・Setting up a health consultation office (using an international toll-free phone number) ・Sharing information calling attention to overseas safety measures, measures addressing crises from the Ministry of Foreign Affairs, and overseas travel alerts
At the Itochu Enex Group, we work in accordance with our Corporate Philosophy, “The best partner for life and society— with Energy, with the Car, with the Home,” and position the stable supply of energy as our mission. We regard infectious disease epidemics to be events and risks that may affect corporate operations. To ensure that we are able to continue delivering the energy needed by customers safely and reliably even during an epidemic, we conduct company-wide management with the health and safety of our employees, including infection control, as our top priority.
・Performing group influenza vaccinations within the company ・Distributing surgical masks ・Encouraging employees to be vaccinated against rubella ・Offering vaccinations for trainees and employees travelling to overseas posts ・Our response to the COVID-19 pandemic - We have established a COVID-19 task force headed by the president. The task force manages the situation by determining and implementing company-wide policy and measures that are deemed necessary and sharing information about these actions. - Establishing the COVID-19 business continuity plan (BCP) - Establishing COVID-19 guidelines - Working from home, staggered working hours, and provision of information - Disinfecting offices, using a hygiene control system, ensuring disinfectants and hygienic goods are placed in workplaces - Ensuring social distancing in workplaces and installing droplet barriers - Maximizing ventilation volume in workplaces - Encouraging staggered use of dining areas - Conducting PCR tests - Implementation of workplace vaccination - Time spent by ITOCHU ENEX employees receiving the vaccinations will be counted as work hours and special leave (paid leave) will be granted to employees who experience side effects.
We hold health seminars every year based on the results of health checkups and employees' interests and concerns. In FY2020, the Company held the Renaissance Inc.-designed original seminar, "Do Not Overlook Small Signs of Disease! — Addressing Presenteeism," live online to enable employees to learn about measures for preventing stiff shoulders, eyestrain, and lower back pain caused by working from home, to which employees are not yet accustomed to , and a lack of exercise during the COVID-19 pandemic. A total of 120 employees participated in the seminar. In FY2021, the "Take on Challenges to Establish Healthy Habits," program provided via the internet by Pasona Inc. expanded the targets of the health seminar program to the Group companies. Each employee selected one of 14 themes, such as diet and exercise, that interested them, participated in an e-learning program, and then stated their goals. All employees continued to strive to establish healthy lifestyle habits for three weeks by sharing their goals with each other. A total of 260 employees participated in the seminar which included 358 e-learning events, and 78% of participants reported being satisfied ("Very satisfied" or "Satisfied") with the seminar. In this e-learning program, the responsible officer shared a message about our health and productivity management policy. The Representative Director and other management team members worked together on the program.
・Conducting training programs on Health and Productivity Management at training sessions for management personnel ・A training program on Health and Productivity Management was provided as a part of new employee training and training for managerial employees. ・Organizing lectures given by industrial doctors ・Holding health seminars for employees ・Disclosing health check results and analyses, and communicating health-related information via employee portal sites and in-house social media (Itochu Enex has joined the corporate action to combat cancer initiative, and is communicating information for improving cancer literacy.) ・Covering the cost of correspondence-based educational course fees (e.g. Mental Health Management proficiency test, dementia care qualifications, coping with stress) ・ Mandatory e-learning for all officers and employees (about health and productivity management, health checkups and secondary examinations) ・ The health insurance association's provision of a health portal site for individuals ・ Implementation of walking events
In FY2021, we conducted a presenteeism survey concurrently with a stress check. The results of the survey are being aggregated. First we will understand what condition our company is in and then plan measures for the future. We introduced a health app on trial basis in November 2021. The demonstration is being conducted with 50 participants, with a plan to start the full-scale introduction of the app in FY2022 through a gradual expansion.
・Full-scale introduction of low blue light monitors (as a countermeasure against ophthalmologic diseases) ・Online seminar on improving presenteeism (Reduction and prevention of stiff shoulders, eyestrain, and back pain due to telecommuting and lack of exercise) ・Holding sleep seminars (as a countermeasure against sleep disorders) ・Offering balance balls, health appliances, exercise seminars, and books to reduce the lower back pain, ruptured disks, and sciatica experienced by employees (as a measure addressing muscle disorders/lower back pain) ・Establishing mental health consultation desks and taking measures to prevent harassment (as measures addressing mental disorders) ・Offering free immune system-boosting beverages (as a measure addressing pollen allergies and colds) ・Installing air purifiers and humidifiers (as a measure addressing asthma) ・Ending the supply of sugar with coffee (as a measure addressing dental disorders) *Presenteeism: A situation where an employee's work efficiency declines due to some health problem
We have set "Improve quality of communication by two rankings" as one specific measure for the promotion of the Enex Early Bird workstyle reform that was begun in FY2016. This fiscal year, however, we had to cancel major external activities due to the COVID-19 pandemic. Internally, we have installed online conferencing systems in all of our conference rooms. We have also installed four single occupancy on-line booths. We have also secured spaces for online meetings in multi-purpose spaces, so that employees coming to the office can communicate easily online with a peace of mind. In addition, we have applied a sterilizing coating to all of the online communication spaces and ensure they are sterilized after each use.
・IntroOne floor for the sales departmentducing “free addressing” within each department ・Establishing an in-house café which can also be used to hold events ・Creating events (The company holds seasonal events, sporting events, and engages in social contribution activities* that lead to health promotion and improvement.) *The company has a volunteer activities support scheme which also applies to employees’ family members. ・Utilizing in-house social media (e.g. internal portal sites, Yammer, etc.) ・Sponsoring local festivals and sporting events ・Subsidies for sports team activities ・Use of online systems and online conferences ・Use of internal digital signage (to share and present information)
Itochu Enex engages in the following lifesaving and disaster response initiatives: ・Holding ordinary lifesaving training courses ・Displaying emergency first-aid manuals ・Providing lifesaving equipment, disaster readiness supplies/provisions and equipment, and disaster readiness (hazard and evacuation) maps ・Conducting disaster readiness and evacuation drills ・Supporting employees in obtaining disaster readiness qualifications (over 200 employees have already obtained qualifications) ・Conducting regular BCP (Business Continuity Planning) activities ・Establishing disaster-response vendors ・Satellite telephones carried by people in charge of disaster control at the head office and specific areas ・System for confirming the safety of employees ・Establishing an emergency contact network
