Health &
Safety Policy

A way of thinking "The Health Management" to captured the employee's health is a management and to practice strategically spreads into the company while the social environmental change like increasing of national medical expenses and decreasing working age population. To assist health maintenance and promotion of health for the employee are adequacy of medical expense, improvement of productivity and a precondition for sustained growth of company. We regard such an expense is an investment for the future. It is demanded a company subjects to help the promotion of health and disease prevention for the employee.

In order to put the Health Declaration into practice, we have created a health management strategy map to approach it from three main aspects, and we are using it to implement the PDCA cycle.
―Three aspects and main measures

When promoting individual health, we have two KPIs: "obesity rate" and "smoking rate". Employee health numbers determined through regular health checkups are all important indicators that can affect daily performance due to deterioration. Among these, the "obesity rate" and "smoking rate" cannot be said to be good compared to the target values set by the target values set by the Health Insurance Society, and JTEKT GEAR SYSTEMS is positioning this as something to focus on improving, setting targets and taking focused measures.

The percentage of employees who were obese (BMI 25 or higher) in the 2022 health checkup was 27.0% (27.3% in 2021), showing improvement. In order to prevent cardiovascular and cerebrovascular diseases, we have set the 2025 target KPI for obesity rate at 23% or less with a BMI of 25 or higher, and are encouraging all employees regardless of age. Masu. Specifically, 64 people with a BMI of 24.5 to 25.5 who believed that they could achieve their goals with a little effort were interviewed by public health nurses individually to review their lifestyle habits, and sent letters of encouragement to encourage them to do their best.

The overall smoking rate remains at a high level: 39.5% in 2020, 35.3% in 2021, 36.3% in 2022, and 36.0% in 2023. To support employees who wish to quit smoking, the company fully subsidizes the cost of attending a smoking cessation outpatient clinic (even if the employee drops out midway through, the cost of attending the clinic is fully subsidized). We encourage you to participate in the online smoking cessation program sponsored by the Health Insurance Society, which started in 2022. In fiscal 2023, five people will participate in efforts to quit smoking. (The cost subsidy for outpatient smoking cessation will be 20,000 yen per person, and a budget for 15 people will be secured in 2023) Furthermore, in the Health Insurance Society's health promotion campaign "Smoking Quit Strategy," group members are invited to participate in a quit smoking challenge, and they continue to do their best with the encouragement of their superiors, which is a good example of peer support. Since many of our new employees are teenagers, we are also putting effort into preventing new employees from smoking (preventing them from smoking for the first time).

We have established employee cafeterias at each factory to create an environment where employees can choose and consume healthy meals on their own. All menus display calories, salt content, and the amount of vegetables you can consume. The eating rate of the company cafeteria is 71.2%, and it is popular not only with our employees but also with temporary workers and other employees of partner companies. The healthy set meals are so popular that they are sold out day after day, with the calorie and salt content taken into consideration, with people saying, "If you choose a healthy set meal, you will have the perfect balance."If you choose other set meals or noodles, you are free to choose a small bowl, but in the past, many people tended to choose a small bowl of fried food. After consulting with the dietitian and chef of the cafeteria management contractor, we increased the number of small bowls containing mainly vegetables, and as of 2023, sales of small fried dishes have decreased by 80% since the cafeteria was launched six years ago. As a result, sales of small bowls of vegetable dishes are increasing. It is thought that the number of people who can think of healthy menu items and consume them on their own has increased. We will continue to promote nutrition education as well as environmental improvement.

In order to improve the health literacy of our employees, we have set up a dedicated public health nurse site on our company website to disseminate health information. We introduce recommended health videos and conduct e-learning. We disseminate information to employees, emphasizing support for "communicating" as an important element in improving health literacy. In addition to improving their ability to know about their health and discern information, we also want them to improve their ability to seek advice, so public health nurses provide frequent feedback and advice.

JTEKT GEAR SYSTEMS is working with the Toyota Related Parts Health Insurance Association to promote collaborative health. (Collaborative health: Health insurance unions and other insurers and business owners actively collaborate to effectively and efficiently promote health and disease prevention for union members based on a clear division of roles and a good work environment.)

Our inhouse public health nurse provides all specific health guidance. This allows us to take advantage of the benefits of being able to get to know each other and provide guidance tailored to the lives of the target people. In collaboration with the Health Insurance Society, we are distributing a health guide to all eligible employees and providing guidance accordingly. In fiscal 2021, the initial implementation rate of specific health guidance was 100%, and the completion rate was 97.5% (95.9% in fiscal 2020) (guidance is currently being implemented in fiscal 2022). In addition, from the perspective of preventing the disease from worsening, we are also providing guidance to people who are currently undergoing treatment who can be excluded from guidance, and to people under 40 who meet the criteria to raise awareness among younger people. As the average age increases, the number of people we receive guidance from is 40 years old or older and 39 years old or younger, both in terms of active support and motivational support.Therefore, we will continue to provide health guidance as we believe that health support is necessary from a young age.

Every year during the three-month period from September to November, the Healthma Challenge, an autumn health promotion campaign sponsored by the Health Insurance Company, is held, during which employees find their own health promotion habits from the three aspects of diet, exercise, and dental care, set goals, and continue working hard to achieve them during the three-month period. During the Health Challenge period, each employee works on what he or she can do, and the company cafeteria is a good place for employees to achieve their dietary goals, with employees choosing menus based on their own ideas.During the period, the cafeteria also offers miso soup with plenty of vegetables to encourage employees to have fun and work from the perspective of dietary education.

We are actively working to improve mental health so that employees can work not only physically but also mentally in good health and abundance. As one of these efforts, stress checks are conducted, and the inspection rate was 98.4% in FY2022.In FY2022, 0 of the high-stress employees requested an interview with a doctor, but several requested an interview with a public health nurse. We believe it is important to take mental health measures through regular communication and relationship building. The company's own workplace management questionnaire is conducted at the same time as the stress check, and the results of the organizational analysis are fed back to each department to engage in workplace improvement activities aimed at creating an open workplace. Our goal is not only to improve the weaknesses of our own workplaces, but also to take advantage of their strengths. In FY2022, there were 11 new beneficiaries with psychiatric illnesses, including 1 in their 20s, 7 in their 30s, 2 in their 40s, and 1 in his 50s. The number of new and continuing recipients of injury and illness benefits is on a downward trend.In accordance with the guidelines of the Ministry of Health, Labour and Welfare, we support the return to work of employees who have been absent or on leave due to mental illness. The main focus is on preventing recurrence, and support is provided in cooperation with the attending physician, industrial physicians, and outside organizations as needed.
(Reference index: Of the 25 employees who left the company in FY2022 (average length of service: 8.6 years), the percentage of those whose reason for leaving was related to high stress was 0%.)

Since fiscal year 2016, we have been developing internal health prevention activities by making public health nurses employees and stationed in the company. Furthermore, from FY2017 to FY2019, we established "health management offices" at all plants to serve as bases for employee health promotion. The Health Office receives about 60 consultations a month company-wide, and is used daily as a place where employees can feel free to seek advice on their own health, human relations, family health (childcare, nursing care, etc.), and personal concerns. In order to build a mutual face-to-face relationship so that employees can consult with each other immediately in times of trouble or distress, the public health nurses continue to talk to employees during their daily factory patrols.

In order to respond to new coronavirus infections, related departments are working together to collect information on new coronavirus infections and take measures to prevent inhouse infections. We are implementing various measures such as conducting frequent health checks of employees in the company, preparing an internal response manual and updating it according to the situation, installing more alcohol for hand sanitizing, avoiding close contact by dispersing offices and meal times in the cafeteria, and implementing telecommuting. Although the situation is likely to become more severe in the future, we will continue our infection prevention measures, placing the health and safety of our employees as our top priority. For seasonal influenza, we provide group inoculations against influenza and subsidize the cost of inoculations. During the epidemic season, we monitor the company-wide influenza outbreak status to prevent infection in the workplace, and disseminate information on the outbreak date, virus type, etc. to each workplace to prevent the spread of infection.

To enhance work-life balance, we are working to correct long working hours and encourage employees to take annual paid leave. The number of employees whose overtime work exceeded 45 hours in FY2022 was 1,788 (1,693 in FY2021). In order to manage the health of employees who work long hours, interview guidance by a doctor or public health nurse is provided to employees who have worked many overtime hours. During the interview, the industrial physician checks the state of fatigue and work conditions, and if it is determined that fatigue is accumulating, overtime work restrictions and lifestyle guidance are implemented for the following month. The number of days of annual paid leave taken in FY2022 was 15.1 days. We will review our medium-term target (2025) to set a higher level, share and follow up on the status of leave use at management meetings, and promote leave use in cooperation with the labor union.