Health Management for Becoming a 100-Year Enterprise

1.Position on Health Management

Guided by our Vision 2050 - Creating Our Future Together, we endeavor to build a bright, exciting future together with our employees. The mental and physical health of our employees indisputably lays the foundation for everything that we do. Using health management as a driving force, AUTOBACS SEVEN will aim for the realization of its vision and fulfill the AUTOBACS Chain Management Mission of creating a rich and healthy automotive society.

2.AUTOBACS SEVEN Health Management Declaration

We aim to realize the ideas outlined in our Vision 2050 – Creating Our Future Together. We also aim to continue promoting better mental and physical health for employees and their families through our management, labor union and health insurance association.

As of April 1, 2014
Revised October 1, 2018


The mental and physical health of our employees is one of our three management pillars. Since our foundation in 1947 we have been working to maintain and improve employee health. To realize our Vision 2050 - Creating Our Future Together, we must be a positive organization that is exciting and filled with energy. 
AUTOBACS SEVEN will continue to increase its own awareness of employee mental and physical health and to contribute extensively to society by strongly moving forward with health management.

3.Health Management Organization

AUTOBACS SEVEN has established its Health and Productivity Management Promotion Committee to be the body implementing health management initiatives within AUTOBACS SEVEN.
Internal health management promotion bodies, the AUTOBACS Health Insurance Organization, the UA Zensen All AUTOBACS SEVEN Union and the AUTOBACS Group Welfare Association constitute the Health and Productivity Management Promotion Committee, which discusses the implementation of specific measures.

To create healthy and safe workplace environments, the Health and Productivity Management Promotion Committee studies issues related to industrial safety and health, such as the reduction of overtime and the mitigation of industrial injury risks, in addition to six prioritized issues in health management. Information about the activities of the committee will be shared internally through the Safety and Health Committee. We believe that these efforts will help increase the vitality of our organization as a whole and increase corporate value. 


Beyond the Safety and Health Committee, our internal health management promotion organization includes an internal health consultation service. The internal health management promotion organization includes a public health nurse. The public health nurse works with our industrial physicians and clinical psychologists to advise employees on their health, including mental health, and support them to enable them to improve their lifestyles.


We make mental health consultation services provided by outside specialist organizations available to employees using the ICT service provided by the AUTOBACS Health Insurance Organization.

4.Health Management Strategy Map

Issues addressed in health management

As stated in AUTOBACS SEVEN's Health Management Declaration, we believe that the mental and physical health of our colleagues lays the foundation for a bright and vigorous future. 

Accordingly, we work to discourage presenteeism and absenteeism, decrease the number of days of absence and leave due to injuries and diseases and improve our employees’ engagement in their work with the objective of increasing the productivity of our employees through health management. We disclose our health management targets and initiatives as our health management strategy map in a bid to enable all of our employees to share our aspirations and leverage the PDCA cycle to improve our efforts.

Effects expected from health management

Ultimately, we expect that health management will result our maintaining stable relationships with all stakeholders. 
To increase corporate value, which is important from the perspective of our investors and shareholders, and to retain our current customers and cultivate new ones, we need to be an organization that enables our employees to have job satisfaction. Mental and physical health is a prerequisite for this. We believe that employee health impacts the length of our healthy life spans, both while we are working for AUTOBACS SEVEN and also after retirement. 

We are certain that a positive corporate attitude towards health management will increase the job satisfaction of our employees, make our recruitment activities more successful, increase employee retention, and enable our employees to live better after they have retired. 

In addition to the targets we have set for the growth of our business, we strive to meet specific health management targets, including a 90% presenteeism target, an absenteeism target of enabling our employees to miss 0.7 days of work or less, the target of reducing absence and leave due to injuries and diseases to 1,200 days or less, and the target of achieving a work engagement score of 3.0 or higher.

Prioritized issues

All AUTOBACS Group employees are united in their strong efforts to address the health management issues indicated in the table below. This achieves two objectives: the establishment of an organizational culture which enables employees to think about the impact of their individual health on corporate value in the context of the health management strategy map and contributing greatly to society.

The general public is aware that smoking adversely effects health, including increasing the likelihood of cancer and aggravating the symptoms of lifestyle-related diseases. Unfortunately, the smoking rate of AUTOBACS Group is still higher than average. It is our top priority. It is an issue that must be addressed to enable our employees to maintain and improve their physical health. 

We understand that the prevention of cancer and lifestyle-related diseases will help improve the physical health of employees and extend their healthy life spans. We also believe that mental health is a significant issue as it is closely linked to productivity, employee job satisfaction and work engagement. 

We must strongly encourage our female employees to play active roles, and a part of this is ensuring that we address the health problems that impact women. 

We will improve the organizational environment and the environment of our workplaces so that all of our employees can take ownership as we address these issues.

1. Activities to promote non-smoking lifestyles

Create non-smoking environments, support individuals' efforts to quit smoking, and take measures to eliminate health hazards due to passive smoking within individual plants and offices

2. Measures to prevent lifestyle-related diseases

Work to prevent the onset of lifestyle-related diseases and prevent the progression of these diseases resulting in more severe symptoms

3. Measures to prevent cancer

Increase the percentage of those undergoing cancer screenings to increase the early detection and treatment of cancer and support the people who have been diagnosed with cancer in both their treatment and their work

4. Activities to improve mental health

Support self-care and reporting-line care to help all employees energetically perform at their best in a lively and vigorous manner and strive to enable employees to receive the care from internal industrial health staff and outside services

5. Activities addressing the health issues that impact women

Create workplace environments and establish support measures helping women live independent lives that are healthy, positive and fulfilling

6. Create workplace environments that enable effective health management

Develop environments and organizations to familiarize employees with health management initiatives

5.Health Management and Occupational Safety and health Indicator Trends

We will take specific measures based on prioritized issues to maintain and improve the mental and physical health of individual employees. We will evaluate the efficacy of these measures and set new KPI targets to enable PDCA cycles to improve comprehensive health management.


●We provide enhanced, specific health guidance and health management training to employees at high risk of lifestyle-related diseases. Of the people who are eligible to receive it, 55.0% receive specific health guidance and 75.5% receive health management training. The percentage of employees with significant health risks is increasing. However, the people receiving specific health guidance show a greater improvement of their body mass index (BMI) and their exercise habits than other employees, and the people taking health management training showed greater improvement regarding the cessation of smoking, the reduction of alcohol consumption, and the consumption of breakfast than other employees.


●To discourage smoking, we became a member of the Consortium of Companies Promoting Non-Smoking Lifestyles. In addition, our CEO sends letters to employees who smoke and their families recommending that they quit smoking and we provide financial support for outpatient smoking cessation treatment. 
As a result of these efforts, at the end of March 2021 the smoking rate of our employees finally fell below 30%, to 29.9%. The smoking rate of our employees is still higher than for society as a whole. We will continue to create a culture that encourages people to quit smoking and to implement measures that help people stop smoking.


●We have created and published e-learning programs about managing mental health and self-care supervised by a clinical psychiatrist. In fiscal year ending March 2021, 11.8% of employees were under significant stress. The figure is slightly lower than the preceding fiscal year. Work engagement and workplace unity are evaluated as indicators of the effectiveness of workplace improvement actions, and both improved from the previous fiscal year.


2017年度 2018年度 2019年度 2020年度 2021年度 2023年度目標
99.9% 100% 100% 99.9% 100%
- 69.0% 60.9% 59.7% 60.6%
97.1% 95.2% 95.6% 96.3% 95.1%
41.4% 49.8% 55.0% 46.9% - 70%
30.8% - 64.4% 75.5% 58.1%
同上 満足度 - - - 93.0% 88.6%
キャンペーン参加人数 ※1
151人 - 141人/
労働 ※2
5.06時間 6.97時間 6.83時間 4.81時間 5.55時間
8日 8日 11日 11日 9日
健康経営に関する投資額(単位:百万円) 8 26 19 32 43

*1 The campaign was first held in fiscal year ending March 2018 and not held in fiscal year ending March 2019. The figures for fiscal year ending March 2020 to 2022 separately show the number of participants in the first half and the second half. The figures for fiscal year ending March 2022 are actual values.
*2 Includes overtime hours within statutory working hours are included.



2017年度 2018年度 2019年度 2020年度 2021年度 2023年度目標
喫煙率 36.8% 36.8% 34.0% 29.9% 27.0% 20%
朝食摂取率 55.2% 55.9% 57.5% 57.5% 58.0% 80%
多量飲酒率 ※3 26.0% 9.3% 23.2% 18.9% 17.2% 16%
運動実施率 ※4 23.1% 21.4% 22.3% 21.1% 26.1% 30%
21.7% 28.7% 25.1% 23.7% -
状況 ※5
- - - 3.6 3.6

*3 Percentage of people drinking 360 mL or more of an alcoholic beverage per drinking occasion
*4 Percentage of people exercising for 30 minutes or longer at least twice per week
*5 Average health literacy of employees according to survey results (using the communicative and critical health literacy (CCHL) scale)



2017年度 2018年度 2019年度 2020年度 2021年度 2023年度目標
高リスク者比率 35.1% 26.5% 24.5% 26.8% 29.2% 25.0%
高ストレス者比率 ※6 8.8% 10.7% 13.2% 11.8% 10.7% 10.0%
定着率 ※7 96.7% 94.5% 96.1% 97.0% 95.0% 97.0%
ワークエンゲイジメント(個人) ※8 - - 2.6 2.7 2.6 3.0
職場の一体感 ※8 - - 2.7 2.8 2.8 3.0
労働災害および通勤災害による欠勤日数 - 12日 92日 93日 483日 20日
私傷病による欠勤・休職日数 - 1,251日 2,375日 2,807日 1,562日 1,200日
アブセンティーズム - - - 0.9日 1.1日 0.7日
プレゼンティーズム ※9 - - - 87% 87% 90%

*6 The figures for 2021 are actual values, not projections.
*7 The retention rate reflects the number of full-time employees remaining employed and is calculated using the following formula: (1 - number of people who resign / (number of employees at the beginning of period + number of employees joining the company during the period) x 100.
*8 The figure shows an average of ratings on a scale from 1 to 4, on which a higher score indicates a better condition.
*9 Results of an employee survey using the University of Tokyo's single item version of the Single-Item Presenteeism Question (SPQ).

AUTOBACS SEVEN's Safety and Health Policy

Our shared values are presented in the AUTOBACS SEVEN Health Management Declaration and we believe that the establishment of healthy and safe workplace environments in line with our values will result in an energetic atmosphere throughout the organization and be a driving force for the realization of our Vision 2050 - Creating Our Future Together. We will incorporate this into all of our business activities to increase safety and health and enable the implementation of independent safety and health activities throughout the company.


1. Create workplace environments that make safety and health their top priority We endeavor to improve our employees' awareness and knowledge of safety and health. We will identify risk factors at individual offices and stores and develop and implement measures to eliminate or mitigate risk to provide employees with safe and secure workplace environments where they can work in good mental and physical health. 
2. Enable individual offices and stores to carry out independent safety and health activities We implement measures to achieve our safety and health targets at individual offices and stores and regularly review these measures to enable workplaces to act independently to address the issues of their specific workplace and to improve companywide safety and health.
3. Observe laws and regulations relating to safety and health We observe the Industrial Safety and Health Act and other labor laws and regulations as well as rules regarding safety and health in all of our offices and stores.
4. Implement health management based on the Health Management Declaration Management, the labor union, the health insurance organization and the employees and their families collaborate to improve health, and implement mental health measures and prevent lifestyle-related diseases to enable individual employees to stay physically fit and mentally ready to work vigorously.

6.Specific Actions

Regarding the creation of a healthy workplace culture, exercise habits and health, we continue activities to protect and improve the health of the employees of the AUTOBACS Group and their families.

Human resource development

We develop various programs to support employees in the building of their careers.

Diversity and inclusion


We promote inclusive practices and provide equal opportunities regardless of gender, race, nationality, or disability etc.

Exercise habits

To improve health, we are a special sponsor of a 24-hour relay endurance race. We also participate in the Corporate Games as part of a groupwide initiative involving the entire AUTOBACS SEVEN Group. 

Health support

The AUTOBACS Health Insurance Organization takes the initiative in organizing health conferences for health promotion managers and personnel from the Health Insurance Organization every September. In addition, we conduct health support activities including smoking cessation initiatives, dental checkup programs and a smartphone app for people suffering from back pain. 

7.External Evaluation

Highest DBJ Employees' Health Management Rating awarded in 2019

The DBJ Employees' Health Management Rated Loan Program is the world's first loan scheme that incorporates a professional approach in the rating of employee health management. The Development Bank of Japan (DBJ) evaluates enterprises to select the businesses with excellent corporate health management initiatives that incorporate consideration for their employees' health using its own rating system to determine the loan conditions that apply to the enterprises. We had the opportunity to allow this external organization to evaluate our health management. For the third consecutive time (the previous two being in 2015 and 2017) we obtained the A rating, which is the highest rating, in recognition of a particularly excellent initiative regarding employee health. We also won a special award granted only to model companies that received an outstanding evaluation.

Certified Health and Productivity Management Organization for fiscal year ending March 2022

Certified Health and Productivity Management Organization for fiscal year ending March 2022 in the large enterprise category
The Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi's Certified Health and Productivity Management Organization Recognition Program honors enterprises and other organizations implementing actions suited to local health issues and distinguished health management programs based on the health promotion activities recommended by the Nippon Kenko Kaigi. 

We were recognized in the large enterprise category of the 2021 Certified Health and Productivity Management Organization Recognition Program.

Received a Ministry of Health, Labour and Welfare Health Insurance Bureau Director-General's excellence prize in fiscal year ending March 2017

The AUTOBACS Health Insurance Organization received a Ministry of Health, Labour and Welfare Health Insurance Bureau Director-General's excellence prize in the lifestyle-related disease prevention category during the fourth Smart Life Project Awards (Let's extend healthy life expectancy!) organized by the Ministry's Smart Life Project. The prize was awarded to recognize the joint AUTOBACS SEVEN and AUTOBACS Health Insurance Organization project implementing measures to prevent lifestyle-related diseases with the goal of classifying all employees according to the health risk classification standards under the supervision of medical advisors and reducing the risks faced by the individuals in the specific health zones.