Promotion of health management and
creation of a comfortable work environment

We have implemented various measures based on the idea that employees must be healthy both physically and mentally to deliver "safety and security" to customers and to continue driving prosperity along our railway lines. We will strive to maintain and improve thehealth of our employees, aiming to create vibrant workplaces where each and every employee can feel "Bound for good times" while making more customers feel "something good." We will also endeavor to maintain and improve the health of our employees.

The Health Management Promotion Committee, which is chaired by the officer in charge of human resources and consists of representatives from each division, industrial physicians, the Nankai Railway Health Insurance Association, and the Human Resources Department, determines specific goals and policies for initiatives. Based on this promotion system, we are working to continuously improve health management by implementing the PDCA cycle, including verifying the effectiveness of measures and updating them as necessary.
Since FY2022, we have set a policy of "preventing disease outbreaks and preventing serious illness for those at high risk of disease," and are working to improve the rate of hospital visits by distributing a letter in the name of an industrial physician to employees whose health checkups reveal positive findings, along with a notice of the results, urging them to receive medical examinations.

We are putting measures in place to maintain and promote both physical and mental health in accordance with the Ministry of Health, Labor and Welfare's "Guidelines for the Maintenance and Promotion of Workers' Health in the Workplace."
In our efforts to identify the health conditions of our employees, we work for the early detection and prevention of diseases through health management, health guidance, health education, and health counseling based on our internal health management standards, led by our on-site occupational health team.

To promote employees' welfare and ensure healthy business development, we have set up a Health and Safety Committee to prevent occupational accidents and enhance healthcare management at each workplace. The Health and Safety Committee comprises a Central Health and Safety Committee and Regional Health and Safety Committees.
The Central Health and Safety Committee facilitates communication among the Regional Health and Safety Committees and comprehensively oversees health and safety matters across the company. Chaired by the General Manager of the Group Management Division, the committee includes the chairpersons of each Regional Health and Safety Committee and industrial physicians. The chairperson convenes meetings as needed to establish fundamental policies for comprehensive health and safety management, review proposals from the Regional Safety and Health Committees, and address occupational accidents and healthcare management.
The Regional Health and Safety Committees focus on specific measures related to decisions made by the Central Health and Safety Committee and matters related to health and safety within their respective divisions. The general health and safety managers, who chair these committees, convene meetings to discuss matters directed by the Central Health and Safety Committee and address regional issues related to occupational accident prevention, healthcare management, and workplace ethics.

The majority of work-related accidents are caused by unsafe behaviors. To prevent this, we conduct safety activities such as senior-proofing the workplace, building a system to predict hazards and prevent near miss accidents, and conducting risk assessments; identify where and what kind of risk factors exist in the workplace; formulate countermeasures; and raise awareness of hazards throughout the workplace. For work-related accidents that are caused by the actions of third parties, we take countermeasures by exchanging information with other companies in the same industry and utilizing the "Manual to Prevent Incidents Caused by Third Parties." In FY2022, there were 14 work-related accidents.*1
We introduced a risk assessment program to reduce the number of occupational accidents by identifying and quantifying a variety of hazards (risks) in the workplaces, evaluating the magnitude of the risk, and putting countermeasures in place (eliminate and reduce risks) before accidents occur. In FY2022, we carried out 82 risk assessments. Although we cannot implement countermeasures for all risks immediately, we recognize the risks and continue to address them until they are at risk level A (acceptable level).
In addition, our company and labor union officers conduct workplace safety patrols during the National Safety Week. We inspect the workplaces and report and discuss measures to prevent occupational accidents.

※2  Lost time incident rate = Number of casualties due to occupational accidents (more than one day lost from work) ÷ Total number of working hours x 1,000,000
※3  Scope of our identification : full-time employees(including non-regular employees) and contract employee,excluding seconded employees

Number of accidents

Work accidents (FY2022)

nine work accidents (of which one was a self-inflicted injury)

five work accidents (of which one was a violent attack from a third party) two accidents during commuting

mental health training

FY2022

Number of participants：47 employees（employees in management and supervisory positions)

health and safety training

FY2023

Number of participants：94 employees（new employees)

The Group has set "providing the industry's best working environment for human resources engaged in childcare, nursing care, etc., and senior human resources" as a medium-term goal.
As examples of our initiatives, in addition to our childcare leave system and nursing care leave/vacation system, since FY2021 we have been expanding support for balancing work and home life by extending the period of shorter working hours for childcare until the child reaches the beginning of the fifth grade of elementary school. Since FY2023 we have been introducing baby support leave (up to 10 days of paid leave that can be taken during the postpartum period regardless of gender). In addition, we make sure that employees on childcare leave will have a smooth return to work by sending them periodic internal newsletters (digital version launched in June 2021) and having them hold meetings with their supervisors.
As a result of these initiatives, the proportion of female employees who have taken childcare leave after giving birth and the rate of returning to work after taking leave has been 100% for ten consecutive years. In recent years, the number of male employees taking childcare leave has been on the rise, and the percentage of male employees taking childcare leave and other leave for childcare purposes in
FY2022 was an extremely high 90.6%.
These initiatives were implemented after formulating a general business-owner action plan in accordance with the Law for Measures to Support the Development of the Next Generation, and in March 2015, we obtained the "Kurumin Mark" after meeting the criteria as a "company that supports child-rearing" as defined by the Ministry of Health, Labor and Welfare.

We are working to improve the annual paid leave acquisition rate by introducing a planned annual leave program, encouraging employees to take annual leave in half-day increments, etc. In FY2022, our employees' annual paid leave acquisition rate was 96.9% of the granted days, which is higher than the general acquisition rate (58.3%) according to the "General Survey on Working Conditions" published by the Ministry of Health, Labour and Welfare.

To create a pleasant working environment for employees and promote productivity improvement through work-style reforms, we are gradually expanding the introduction of common collaboration tools for the Group. As of the end of FY2022, a total of 43 companies had introduced the system, and 10 new companies are scheduled to do so in FY2023. In addition, cloud storage enables us to share data securely and efficiently with internal and external parties, while promoting flexibility in where we work. As of the end of FY2022, a total of 13 companies had introduced the system, and 6 new companies are scheduled to do so in FY2023.
Furthermore, to make an environment in which employees can work flexibly according to their own work schedules and personal circumstances, a flextime system （a system in which employees can choose their starting time） has been introduced at our head office since FY2019, and a telecommuting system has been in place since FY2022.
While providing safe transportation as Essential Operators, the organizations engaged in railway operations are continuously working to improve work-life balance by reducing working hours and other measures.

In recent years, employee engagement, which indicates how much employees trust and are willing to contribute to the company, has been attracting attention in Japan. We have been implementing the "Initiative to Promote Relaxation and Excitement" as an internal activity aimed at creating a workplace full of "Bound for good times."
As part of this initiative, we have launched the Nankaiine Card to increase employee motivation and promote communication among employees. The card has fostered a culture where employees praise one another, which has in turn improved their quality of work. In FY2022, our employees used approximately 9,600 copies of this card.
We have also launched a photo-sharing website for employees under the "Railway Ambassador Program," with the aim of educating employees about areas along our railway lines and fostering their pride in these areas. As of the end of FY2022, more than 400 employees have participated in the program, with approximately 400 photos posted in FY2022. This page is serving as a useful tool to learn about areas along our railway lines in an enjoyable way.