For the Canon Group, the safety and health of employees form the foundation of its business activities. The principle of its safety and health activities is "safety is essential for management."
At the Canon Marketing Japan Group (hereafter, the "Canon MJ Group"), we adhere to this principle in engaging in health and safety activities for building a safe, comfortable work environment. At the same time, we advance initiatives to provide health support to our employees and realize health and productivity management based on the Health First principle set in the Canon Code of Conduct.

At the Canon MJ Group, we engage in safety and health activities proactively based on the broken windows theory*, with key phrases of "Human security" and "Those who work with good health are happy," in an effort to build a workplace environment that permits employees to work comfortably.

*The broken windows theory is an environmental criminological theory developed in the United States, which states that crimes, including violent crimes, can be controlled by thoroughly controlling minor crimes. It was named based on the idea that "if a window in a building is broken and is left unrepaired, the rest of the windows will soon be broken."

At the Canon MJ Group, we aim to establish unified safety and health management regulations and various safety and health standards and implement specific activities in a group-wide manner. For this purpose, labor and management work together in forming a safety and health activity policy every fiscal year, and safety and health activities are carried out proactively at each company and in each region.

At the Canon MJ Group, we have established the Shinagawa & Keihin District Safety and Health Committee, chaired by the Director in charge of Safety & Health, as the highest-level organization on health and safety. We have also adopted the Canon MJ Group Safety and Health Activity Policy and deploy it organizationally at each Group company, district, and workplace.
At each company and district, we have not only set up a Safety and Health Committee consisting of labor and management but also established a Workplace Safety and Health Committee as the Safety and Health Committee's subordinate organization that drives activities in the workplace on a daily basis. Thus, each employee is proactive in working to maintain safety and health.

To work in a safe, secure, comfortable workplace environment every day, we are engaged in Group-wide 5S (Seiri for organizing, Seiton for keeping things in order, Seiketsu for keeping things clean, Seiso for cleaning up, and Shitsuke for self discipline) activities as the foundation of safety and health.
To maintain good 5S conditions, we promptly improve problematic points and recognize April, August, and December as the 5S Months of the overall Group, when we set and address issues and targets in each region and workplace.

We believe that when each one employee is able to work energetically with good health, they can demonstrate their individual capabilities to the full, not to mention make themselves and their families happy. This in turn leads to the development and sustainability of the company.

■ Structure

In 2018, we unified the Group's health support measures and operations, so that health management of the Canon MJ Group, not to mention that of Canon MJ, would be standardized at a high level.

■ Health and Productivity Management Strategy Map

Canon Marketing Japan Health and Productivity Management Strategy Map (0.59MB)

■ Priority issues

■ Key strategies (2020-2022)

■ Indicators for health and productivity management (2020 to 2022)

*Background
We have set targets which clearly show countermeasures against presenteeism and absenteeism and improvement of capability of managing one's own health that help us achieve our management target, "Maximize the value of human resources."

■ Certifications obtained in 2022

We are engaged in activities to raise awareness of lifestyle improvements by taking individual and group approaches, so that each of all employees will be conscious of their health and take actions based on the Health Management Three-Year Plan.
Since 2014, we have been implementing Health Actions, under which individuals and workplaces set health action targets and work to achieve them. In 2020, we began to distribute cards to visualize and further drive their initiatives and encourage active communications. In 2022, officers disclosed their Health Actions internally. Thus, a culture of striving throughout the company to improve lifestyles has begun to take root.
In 2016, we introduced a health promotion app jointly with our health insurance union. The app registration rate has remained above 80% in the last three years. We have introduced incentives for use of the app and participation in events, thus helping improve health literacy and lifestyles.
As a result of a number of activities, we have steadily produced achievements. For example, the percentage of employees trying to improve their lifestyles more than doubled in ten years.

■ Training and Seminars for Self-Health Management

We provide employees with seminars and e-learning to give them opportunities to think about health and provide relevant information, thereby helping them to make lifestyle improvements for healthier living. In 2022, we offered e-learning common to all employees, in addition to pursuing age-group-specific initiatives.

The e-learning common to all employees was received by 82.3% of employees. In a questionnaire, 69.3% of respondents answered that they "Want to improve/continue to improve my lifestyle" and 56.1% said that they "Want to receive cancer screening."

■ Initiatives to Promote Self-Care among Women

We give seminars aimed at improving the health literacy of female employees and the management capability of managers. In 2022, we introduced internal health counseling services for women, allowing them to seek counseling from an industrial physician with experience as an obstetrics and gynecology specialist.

The seminar for women that was given in 2021 was themed on mental health. In a questionnaire, 91% of respondents answered that they found the seminar "Useful." A video of the seminar has been archived online, where it is available for viewing at any time.
In the questionnaire on the seminar for managers given in 2022, more than 70% of respondents answered "Useful" to a question about the key points of health issues specific to women and the support provided for them in the workplace.

■ Anti-Smoking Initiatives

To prevent passive smoking by employees, we have imposed a total ban on smoking in business facilities and during business hours. Further, in 2019, we launched a quit smoking program based on online medical services, which use smartphones, thus encouraging employees to give up smoking.

■ Initiatives Related to Sleeping

We engage in activities to raise awareness of the importance of good sleep because work engagement is significantly higher among people who get sufficient rest from sleeping compared with those who don't. This has resulted in improvements in both rest from sleeping and work engagement.

■ Exercise-Related Initiatives

We hold walking events using the health promotion app twice a year. While the event was cancelled once due to the COVID-19 pandemic, the number of participants has been increasing with each year. As a consequence, the walking event has been established as a popular event.

■ Nutrient-Related Initiatives

An analysis has found that people who eat a lot of vegetables are more likely to "feel energetic during work" than those who don't. Based on this finding, we take steps to encourage employees to consume 350 grams of vegetables daily to improve their work performance.

At the Canon MJ Group, we run a number of programs, including those on training and counseling, which are focused on four types of care and three preventive measures. We are taking ongoing initiatives including self-care training for new employees, e-learning programs that are specific to age groups or ranks, and introduction of Employee Assistance Program (EAP) by the Canon Health Insurance Union.

Regarding stress checks, we introduced e-learning in 2017 to create an environment which makes it easier for employees to receive stress checks. We maintain a high actual percentage of employees who receive stress checks.

At Canon MJ, we aim to permit employees to continue working with peace of mind even if they are injured or sick. For this purpose, we take comprehensive measures to give work-related consideration to employees who need it and provide individual support for them.

■ Enhancing Safety Considerations and Prevention of Worsening Based on Health Checkup Results

For employees requiring detailed examinations or treatment, we provide support including follow-ups by health nurses and interviews by industrial physicians. Since 2014, we have continued to achieve the target percentage of employees needing detailed examinations who reported that they have received treatment, which is 100%. (Excluding 2020, when many people refrained from visiting hospitals and physicians' offices due to the COVID-19 pandemic)
We ensure that considerations needed to prevent a worsening of lifestyle-related diseases and the development of brain and heart diseases are given under the Group's standards based mainly on the results of regular health checkups.

■ Initiatives to Prevent Accidents with Health-Related Causes

To ensure the safety of employees who drive for work or who work in high places, we judge the risks based mainly on the results of health checkups and make sure to give them necessary considerations.

■ Support for Employees Who Are on Sick Leave or Who Are Otherwise Absent from Work Due to Injury or Illness

We standardize the manual for responding to such employees by establishing roles to be played by human resources department, workplace managers, and health support offices. At the same time, we have continued to provide training to human resource personnel, industrial health staff, and managers.

■ Initiatives to Ensure Appropriate Work Hours and Tackle Overwork

At Canon MJ, we launched full-scale workstyle reforms to ensure appropriate work hours in April 2017. Those reforms are aimed at maintaining and promoting good health among employees.
On Wednesdays, which are "no overtime work days" for the entire company, we patrol the Shinagawa head office after 18:00 and take initiatives to reduce overtime.
Further, to tackle overwork, human resources departments and health support departments work together to arrange for interview guidance to be provided by physicians for all employees who are deemed to need such guidance under the Group's internal standards, in an effort to prevent overwork and tackle the issue at an early stage.

<References> Average overtime hours of general workers: 13.1 hours/month, average total hours worked by general workers: 1,977 hours (Averages for workers excluding part-time workers from Monthly Labour Survey by the Ministry of Health, Labour and Welfare)

At the Canon MJ Group, we have introduced age group-specific programs of cancer screening subsidies offered by the Canon Health Insurance Union. We also implement company-wide awareness-raising activities to make it a habit to receive cancer screening. These efforts are aimed at ensuring the early detection of cancers. The activities are focused particularly on employees aged 40 or over, who are at higher risk for cancer. The percentage of employees receiving cancer screenings has been increasing year by year.

■ Infection Control

We have been taking numerous infection control measures, such as vaccinating employees going overseas, including those traveling on business, providing awareness training for such employees, including a rubella antibody test in regular health checkups, and providing information about various infections.

■ Tackling COVID-19

We are making efforts throughout the company to tackle COVID-19 under the basic policy of giving top priority to the health and safety of employees, customers, business partners, and other stakeholders and taking measures to prevent and control COVID-19 with a greater sense of crisis than ever. We are also taking the following health support initiatives to control the infection and prevent internal infection.