Social Initiatives
Health and Productivity Management
Health and Productivity Management Promotion System
Health and Productivity Management Strategy Map
Our Vision for Health Management
Through health management, Sodick aims to be a company where each and every employee is physically and mentally healthy and can continue to take on challenges for further growth.
We will also invest in health to improve employee performance, retain and recruit human resources, and improve corporate value over the medium to long term, promoting further initiatives through PDCA cycle.
Priority Issues
In order to create a corporate culture in which each of our employees is physically and mentally healthy and can play an active role, we will work together to focus on the following priority issues.
| 1. Improving eating habits | Provide healthy menus in collaboration with cafeteria and information on healthy menus through in-house newsletters |
|---|---|
| 2. Encouraging exercise habits | Participate in walking events Promote in-house club activities |
| 3. Realizing proper working hours | Strengthen management to managers Provide time management training for general employees |
| 4. Improving employee engagement | Create employee-friendly workplace environment Conduct employee satisfaction surveys |
Strategy Map
*Click the image below to view the details in PDF format.
（PDF:314KB）KPI
※You can see the entire Directors and Audit & Supervisori Board Membersable by scrolling horizontally.
| KPI | FY2022 | Target | |
|---|---|---|---|
| FY2023 | FY2026 | ||
| 1Regular health examination rate | 100% | 100% | 100% |
| 2Completion Rate for Specific Health Examination | 0% | 15% | 30% |
| 3Ratio of Positive Findings (Liver function) | 20.5% | 18.0% | 15.3% |
| 4Ratio of Positive Findings (Blood sugar) | 13.0% | 12.0% | 10.0% |
| 5Ratio of Positive Findings (Urinalysis (sugar)) | 3.3% | 3.0% | 2.8% |
| 6Smoking rate | 24.8% | 20.0% | 18.3% |
| 7Exercise at least twice a week (more than 30 minutes per session of light sweating) | 21.4% | 30.0% | 35.0% |
| 8Skipping breakfast at least 3 times a week | 70.6% | 60.0% | 50.0% |
| 9Ratio of employees with high stress | 14.2% | 12.0% | 10.0% |
| 10Average overtime hours (per month) | 23.5 hours | 22.0 hours | 17.0 hours |
Status of Initiatives for Priority Issues
1. Improving eating habits
Providing healthy menus in collaboration with cafeteria
At our cafeteria in head office and the Kaga office, we provide health-conscious multi-grain rice and nutritionally balanced healthy menus.
In addition, we regularly provides health support lunch boxes at the Fukui office which there is no cafeteria.
2. Encouraging exercise habits
Promoting in-house club activities
We provide subsidies in-house club activity. Many employees participate in various clubs such as tennis, cycling, marathon, futsal, and sumo clubs.
3. Realizing proper working hours
Management training for managers
We conducted training regarding time management and management to managers.
In the future, we plan to strengthen the attendance system and conduct time management training.
4. Improving employee engagement
Conducting employee satisfaction survey
We carried out an employee satisfaction survey for all employees, including loaned employees and expatriate employees.
Employees evaluated their own work, work styles and organizational culture.
External Evaluation
- DBJ Employees’ Health Management Rated LoanIn June 2023, Sodick was certified as health rating loan from the Development Bank of Japan (DBJ), and the rating result evaluated our efforts towards "sufficient initiatives to Employees' Health Management."
- Sports Yell Company 2024Sodick was certified as Sports Yell Company 2024 by Japan Sports Agency.
- Yokohama Health Management Certification 2023 (Class A)In February 2023, Sodick was certified as “Yokohama Health Management Certification 2023 (Class A)” by Yokohama City.
- Ishikawa Health and productivity management Declaration CompanyIn June 2022, Sodick was certified by Ishikawa Prefecture as a company that actively promotes employees health.
