Creating a vibrant and healthy working environment
Basic Concept
We are working to develop, monitor, maintain and improve systems and work environments that emphasize DE&I so that people from diverse backgrounds and life stages can continue to work enthusiastically and in good physical and mental health.
*DE&I: Diversity, Equity & Inclusion
Health and productivity management initiatives
health declaration
Nankai Group considers maintaining the health of all employees and creating an environment where each and every one of our diverse human resources can maximize their capabilities to be one of our most important management priorities, and so we established a Health Declaration in June 2022. At the same time, we launched the Health Management Promotion Committee to promote company-wide and cross-sectional collaboration on health management initiatives. Going forward, we will set specific goals based on current issues, check the degree of achievement, and ensure steady progress.
Regarding the formulation of the "Health Declaration"
Nankai Electric Railway Co., Ltd. has adopted "contribution to society" as its corporate philosophy and has been conducting various business activities centered on public transportation. We have recently formulated a health declaration, considering maintaining the health of all employees and creating an environment in which each of our diverse human resources can maximize their capabilities as one of our most important management priorities.
health declaration
As a company based on public transportation, Nankai Electric Railway Co., Ltd. 's mission is to provide safety and security to customers and continue to create prosperity along its railway lines. To fulfill this mission, we believe that employees must be healthy both physically and mentally. We strive to ensure that more customers feel "something good" and to create a vibrant workplace where each and every employee feels "something good." By supporting the maintenance and improvement of employee health, we declare that we will grow together with the local community as a sustainable company with a strong will to carve out our own future.
June 2022
Nankai Electric Railway Co., Ltd.
Health and Productivity Management Promotion Officer
Mitsuhiko Tonokita
Health Management Promotion Committee
We have established a Health and Productivity Management Promotion Committee, chaired by the HR officer and consisting of representatives from each department, an industrial physician, Nankai Health Insurance Association, and the Human Resources Department, to determine specific goals and policy measures. This promotion committee promotes collaborative health based on the Health and Productivity Management Strategy Map and effectively implements health and productivity management.
Formulation of a health management strategy map
In order to create and visualize our health management strategy, we have formulated a health management strategy map for fiscal 2023. By promoting health measures based on this strategic map, we will strive to continuously improve the health levels of our employees and to achieve major sustainability themes of "creating a workplace and people where each individual can demonstrate their abilities."
Implementing measures to maintain and improve both physical and mental health
Based on the guidelines of the Ministry of Health, Labor and Welfare, our company implements measures to maintain and promote both physical and mental health.
To monitor the health status of employees, we strive to detect and prevent illness early by managing employees' health in accordance with our company's health management standards, providing health guidance, health education, and health consultations, primarily through in-house industrial health staff.
Starting in fiscal 2023, we will focus on preventive medicine and have established a healthcare department within the Human Resources Department to develop new initiatives by industrial physicians and public health nurses.
Health and Productivity Management Indicators (Non-consolidated)
| Health and productivity management indicators | 2022 | 2023 | 2024 | 2027 target | |
|---|---|---|---|---|---|
| Regular health checkup attendance rate | ％ | 100.0 | 100.0 | 100.0 | 100% |
| Management rate for high-risk individuals *1 | ％ | 74.3 | 73.7 | 80.0 | Over 80% |
| Smoking rate | ％ | 27.3 | 26.7 | 26.0 | 24.0% |
| Rate of regular exercise *2 | ％ | 42.9 | 45.0 | 31.4 | 50.0% |
| Sleep helps you feel rested | ％ | 53.5 | 50.6 | 49.9 | 55.0% |
| habitual drinker | ％ | 9.7 | 16.0 | 24.5 | Maintain the status quo |
| Stress check participation rate | ％ | 94.0 | 95.5 | 94.4 | 97.0% |
| Average monthly overtime hours | time | 23.7 | 24.3 | 24.8 | ー |
| Absenteeism | day | ー | ー | 4.2 | Down from the previous year |
| Presenteeism | ％ | ー | ー | 25.0 | Year-on-year increase |
*1 Percentage of people who were recommended to receive medical treatment and actually received medical treatment at a hospital
*2 Percentage of people who walk or engage in equivalent physical activity for at least one hour per day in their daily lives
Specific measures and results
Regarding mental health, we provide self-care (stress checks), line care (training sessions for managers and supervisors), an external consultation service, and counseling by designated psychiatrists. Furthermore, we have introduced a "Rework Trial Program" to support the smooth return to work of employees who have taken leave due to mental health problems, and one employee returned to work in fiscal 2024.
We conduct stress checks once a year (94.4% of employees took the stress check in fiscal 2024).
In addition to mental health issues, industrial physicians and public health nurses provide general health guidance on lifestyle-related diseases and other illnesses, and we also place emphasis on preventive medicine.
Regarding employees' smoking, public health nurses provide in-house education on the negative health effects of smoking. Nankai Health Insurance Association also subsidizes a portion of the treatment costs for outpatient smoking cessation.
In fiscal 2024, we will also take measures to combat smoking, such as integrating smoking areas at our headquarters and providing smoking cessation support medication free of charge.
We have set up a suggestion box in each cafeteria so that employees' opinions can be reflected in improvements to the cafeteria. If there are requests regarding the menu, we work with partner companies to provide menus that reflect those opinions.
To ensure that employees can work in good physical and mental condition, we renovated the head office cafeteria in November 2023. In addition to improving health through the cafeteria menu, we aim to create a space that helps prevent loss of concentration and stimulates communication by reorganizing the cafeteria space.
Starting in October 2023, we will expand the scope of interview guidance by industrial physicians regarding long working hours to employees who have worked more than 60 hours in the past three consecutive months, going beyond the legal requirements at our head office. We plan to gradually expand this to our operational departments in the future.
In order to address mental and physical health conditions and health issues specific to women, we have established a women's health consultation desk from fiscal 2024.
Our company has been certified as a "Health and Productivity Management Excellent Corporation 2025 (Large Corporation Category)."
Additionally, seven companies within our group -Nankai Express Co., Ltd., Nankai Grief Support Co., Ltd., Nankai Real Estate Co., Ltd., Nankai Rolling Stock Co., Ltd., Suminoe Kogyo Co., Ltd., Nankai System Solutions Co., Ltd., and Nankai Management Services Co., Ltd. - have been certified as "2025 Health and Productivity Management Outstanding Corporations (Small and Medium Enterprise Category)."
Occupational Safety and Health
Occupational Safety Management System
To promote employee welfare and contribute to the sound development of our business, we have established a safety and health committee with the aim of preventing industrial accidents and improving health and hygiene in each workplace.The safety and health committee is made up of a central safety and health committee, which includes management and labor unions, and a regional safety and health committee, which includes employees.
The Central Health and Safety Committee aims to communicate between the regional health and safety committees, and to comprehensively oversee and promote health and safety matters throughout the company. The General Manager of the Group Management Office serves as chairperson, and the committee members include the regional health and safety committee chairpersons and industrial physicians. Meetings are held as needed at the convening of the Central Health and Safety Committee chairperson to discuss matters such as the formulation of basic policies and annual targets for comprehensive health and safety management, and proposals submitted by the regional health and safety committees. Workplace accidents are compared with industry standards, and efforts are made to improve health and safety by incorporating the expert opinions of in-house industrial physicians and public health nurses.
The Regional Safety and Health Committee has been established to deliberate on specific measures for decisions made by the Central Safety and Health Committee, as well as on safety and health matters for each department. The Regional Safety and Health Committee chairperson is the General Safety and Health Manager. Meetings are convened by the chairperson to discuss instructions from the Central Safety and Health Committee, matters related to the prevention of industrial accidents and health and hygiene in the region, and work practices in the region.
Toward "zero accidents," we have implemented and achieved results in preventing occupational accidents.
The majority of workplace accidents are caused by unsafe behavior. To prevent this, we conduct safety activities such as age-friendliness, hazard prediction, near-miss prevention, and risk assessment. We identify where risk factors exist in the workplace, develop countermeasures, and share awareness of hazards throughout the workplace. Regarding workplace accidents caused by the actions of third parties, we exchange information with other companies in the same industry and utilize the "Third-Party Action Accident Prevention Manual." There were seven workplace accidents in fiscal 2024 *1. We have also introduced "risk assessment" to operational workplaces in the Railway Division, Real Estate Division, and Head Office Division. This identifies and quantifies various potential dangers (risks) in the workplace, assesses the magnitude of the risks, and takes measures (risk elimination and reduction) before they lead to accidents, thereby reducing workplace accidents.
In fiscal 2024, we conducted 123 risk assessments. While some of these cannot be addressed immediately, we will continue to recognize the risks and take measures until all of them are at risk level A (tolerable level). In addition, during National Safety Week, company and labor union officials conduct workplace safety patrols. They inspect workplaces, report on workplace accident prevention measures, and exchange opinions.
*1 Of these, three were accidents caused by violent acts by third parties.
Lost-time injury frequency rate *2 *3
*2 Lost-time accident frequency rate = Number of fatalities and injuries due to work-related accidents (one or more days off work) ÷ Total number of working hours × 1 million
*3 The scope of application does not include seconded employees, but includes full-time employees (including contract employees) and contract employees.
Number of disasters
Work-related accident records (FY2024)
7 cases of work-related accidents (4 cases of personal injury, 3 cases of violence by third parties)
1 commuting accident
Mental Health Training
FY2024
Number of participants: 58
*Applicable to managers and supervisors
Safety and health training
FY2024
Number of participants: 137
*This test is conducted on the day of joining the company and is for new employees.
Active support for balancing work with childcare and nursing care
Our Group has set a medium-term goal of "providing the industry's best working environment for employees who are raising children or caring for elderly people."
In addition to our childcare leave and nursing care leave/vacation systems, we are working to "strengthen support for those raising children to balance work and family life" through the following measures: We also support employees on childcare leave by sending them regular company newsletters (digital version to be released in June 2021) and holding interviews with their superiors, in order to help them smoothly return to work.
| year | Measures |
|---|---|
| 2019 | Introducing a sliding work schedule that allows employees to choose their starting time |
| 2021 | The period during which employees can use reduced working hours for childcare is extended until their child starts fifth grade of elementary school. |
| 2022 | Introduction of a telecommuting system |
| 2023 | Introducing baby support leave (up to 10 days of paid leave available to both men and women in the postpartum period) "Visiting a hospital for infertility treatment" has been newly added to the reasons for taking stock leave. |
| FY2024 | Review of family allowances (increase in family allowances for children) Holding a social gathering for male parents called "Papa Talk!" |
| FY2025 | The period during which employees can use reduced working hours for childcare is extended until their child starts junior high school. Introducing paid nursing care leave |
As a result, the rate of female employees taking childcare leave and returning to work after leave has been 100% for 10 consecutive years. In recent years, the number of male employees taking childcare leave has also been increasing, and the rate of male employees taking childcare leave and childcare leave in fiscal 2024 is an extremely high 97.7%.
These initiatives were implemented based on a general employer action plan formulated in accordance with the Act on Advancement of Measures to Support Raising Next-Generation Children. In March 2015, the company met the standards set by the Ministry of Health, Labour and Welfare as a "childcare support company" and was awarded the "Kurumin Mark."
Childcare leave and childcare leave acquisition rate (non-consolidated)
Work style reform initiatives
Encouraging employees to take annual paid leave
We are working to improve the rate at which employees take annual paid leave by introducing a planned annual leave system and encouraging employees to take annual leave in half-day increments. Our company's rate of taking annual paid leave for the number of days granted in fiscal 2024 is 94.9%, marking the fifth consecutive year of 90% or higher, and is higher than the general rate (65.3%) according to the Ministry of Health, Labor and Welfare's "Comprehensive Survey on Working Conditions."
Annual paid leave utilization rate (non-consolidated)
| 2020 | 2021 | 2022 | 2023 | FY2024 |
|---|---|---|---|---|
| 90.9% | 90.1% | 96.9% | 96.6% | 94.9% |
Flexible working hours and dress code
At our company, if an employee's overtime work exceeds a certain standard, we promptly contact their supervisor and make improvements to prevent excessive work.In addition, with the aim of creating a culture that encourages new challenges and a comfortable working environment, from fiscal 2023 our head office division will begin implementing a "dress code flexibility" policy that allows employees to wear more flexible attire to work, rather than just traditional formal attire (suits and ties, etc.), and is promoting efforts that are not bound by traditional working styles.
Review of work styles in the railway and head office divisions
By reviewing work styles in the railway and head office divisions, we are working to increase the number of holidays and improve work-life balance.
Promoting improved employee engagement
In recent years, "employee engagement," which indicates the level of trust and motivation employees have in a company, has been gaining attention in Japan. At our company, we are conducting "Nagomi Tokimeki Activities" as an internal initiative aimed at creating a workplace filled with employees feeling "something good." As part of this, we have introduced "something good" cards with the aim of improving employee motivation and promoting communication between employees. This has fostered a culture of mutual praise among employees, ultimately leading to improved work quality.
In response to the diversification of employee welfare needs, we have introduced a selective employee welfare system (NICE Plan System) from fiscal 2022, which allows employees to use mainly our group services within the scope of their awarded points. Going forward, we will continue to strive to improve employee engagement and review the system on an ongoing basis so that employees can work with high motivation.
