Message from the Corporate Officer Supervising HR Management

Headshot of Corporate Officer Supervising HR Management

Advancing the reform of our human resources system and
organizations by focusing on diversity, mobility, and expertise

Ken Fujiwara

Managing Corporate Executive Officer
Chief Group Compliance Officer
Chief Health Officer

Initiatives for KAITEKI Health and Productivity Management

The MCHC Group believes that people are the driving force behind the sustainable growth for society. We consider them a key management resource. To provide an environment where a diverse workforce can thrive with a sense of a social mission while creating value, we promote KAITEKI Health and Productivity Management at the center of our Group-wide efforts to reform our human resources (HR) management system and organizations.

Approach to KAITEKI Health and Productivity Management

             
Diagram: A flowchart that flows in the following order from bottom to top: “Plan,” “Activity,” “Result,” and “Effect.” “Plan: Management Leadership “ -> “Activity: Health Support, Workstyle Reform” -> “Result: KPI: Wellness Index, Work Style Index” -> “Effect: KPI: Vitality Index” -> “Creativity and Productivity” 
                      Column: ICT-based Health Support System i2 Healthcare A proprietary system that enables each employee to see personal health data on their devices, integrating health data collected daily via wearable devices, health checkup results, and work style related information.

Based on our three core KPIs, we place an emphasis on supporting health and work style reforms. These measures include promoting diversity, supporting flexible work styles, HR development, and improving the health conditions of our employees and their families.

To support our employees’ health, we utilize our ICT-based health support system—i2 Healthcare. We provide employees with wearable devices that monitor quality of sleep, level of physical activity and heart rate. In addition to the aforementioned data, working hours and health check results can also be viewed on a dedicated user page through i2 Healthcare, leading to increased health awareness and improved personal care for everyone.

By utilizing an ICT-based communication infrastructure system, our efforts to reform the way our employees work has helped enable flexible working arrangements, leading to a more rewarding and fulfilling working environment.

Three Core KPIs for KAITEKI Health and Productivity Management

Table: “Vitality Index (Index for employees’ job satisfaction, enthusiasm, trust and growth): FY2019 Results 69pts (Base year + 6 points), FY2020 Targets +15pts (Increase positive choices by 15 points or more in the health survey*)”  “Work Style Index (Index for levels of work style awareness, behavior and initiatives): FY2019 Results 72pts (Base year +5 points), FY2020 Targets +10pts (Increase positive choices by 10 points or more in the health survey*)”  “Wellness Index (Index for health checkup items, lifestyle quality and level of life satisfaction): 46pts (Base year  +1 point),  FY2020 Targets +10pts (For the 10 health criteria items, increase the number of items met by each employee by one item (10 points) or more)” * We conduct the health survey to assess each employee’s awareness and approach to KAITEKI Health and Productivity Management.

Review of FY2019

In fiscal 2019, the Vitality Index was up 6 points (40% achievement rate), the Work Style Index was up 5 points (50% achievement rate), and the Wellness Index was up 1 point (10% achievement rate).
Looking at the Work Style Index, Japan’s Labor Standards Act was amended from April 2019 to make the use of paid leave compulsory, which triggered changes in awareness and behaviors in terms of how people work at workplaces and among individual employees. As for the Wellness Index, we see use of wearable devices have some effect on employees’ awareness and behaviors. However, we believe it’s more important for employees to become aware of their own condition and to continue to change their mindset and behaviors, and it can be assumed that it will take some time for the results of health checks to show up in the numbers. We will improve creativity and productivity through measures for health support and work style reforms, and promoting PDCA cycle by using i2 Healthcare.

Generating a higher level of creativity and productivity

Due to the impact of COVID-19, our lifestyle and work practices have changed at a rapid and alarming pace. However, our goals and initiatives remain unchanged. We will continue our efforts to reform our HR management system and organizations as discussed in our medium- to long-term basic management strategy KAITEKI Vision 30 (see page 18). With this in mind, we are adapting our HR management system into a more comprehensive one, which accommodates diversity, mobility, and expertise, as well as executing a more global management system. This will bring about our ultimate goal of generating a higher level of creativity and productivity within our organization. As a person who oversees HR, I will continue to proactively lead and promote our efforts to reform our HR management system and organizations.

Ken Fujiwara
Managing Corporate Executive Officer
Chief Group Compliance Officer
Chief Health Officer
Oct. 2020