Health Management for Becoming a 100-Year Enterprise

We have established our long-term vision, "Beyond AUTOBACS Vision 2032," with the aspiration of creating a brighter and more vibrant future together with our employees. To achieve this vision, it goes without saying that the mental and physical well-being of our people forms the foundation of everything we do.

Driven by our commitment to Health and Productivity Management, AUTOBACS SEVEN aims to realize its long-term vision while fulfilling the mission embodied in the AUTOBACS Chain's management philosophy: "To create a prosperous and healthy automotive society."

Since our founding in 1947, we have promoted initiatives centered on the mental and physical well-being of our employees, one of the three pillars of our management philosophy.

To realize our long-term vision, "Beyond AUTOBACS Vision 2032," we must be an organization that is positive, energetic, and full of vitality.

Going forward, AUTOBACS SEVEN will continue to enhance employees' awareness of both their mental and physical health and contribute broadly to society by driving Health and Productivity Management with even greater strength and commitment.

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.

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.

In order to improve and maintain the mental and physical health of each and every one of our employees, we implement individual measures based on priority issues, verify their effectiveness, set new KPI targets, and implement the PDCA cycle for overall health management.

●As a measure for those at high risk of lifestyle-related diseases, we are strengthening the implementation of specific health guidance and unique health management training. Those who received specific health guidance saw higher improvements in BMI and exercise habits than the overall population. In addition, the attendance rate for health management training was 52.3% (FY2024), and improvements were seen in participants' drinking habits, breakfast intake rate, and exercise rate.

●In terms of "mental health," we have produced and published e-learning courses supervised by clinical psychologists on key points regarding self-care and management.

*1  For FY2021-FY2024, participant numbers are reported separately for the first and second halves of the fiscal year. For FY2025, the program was conducted once.
*2  Includes statutory overtime hours.

*3 Percentage of people who drink more than two cups of alcohol at a time
*4 Percentage of people who exercise for 30 minutes or more per day, at least twice a week
*5 Average value of employee survey (CCHL scale)

*6 Status of full-time employees: (1 - number of resignations / (number of employees at the beginning of the period + number of employees joining during the period)) x 100
*7 Average score with minimum 1 and maximum 4. The higher the score, the better the situation.
*8 Results of an employee survey using the SPQ (Single-Item Presenteeism Question, University of Tokyo, 1-item version)

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.

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.

Diversity and inclusion

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

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. 

The Certified Health & Productivity Management Outstanding Organizations Recognition Program is an initiative launched in 2017 to recognize corporations and other organizations that demonstrate particularly outstanding health and productivity management practices. The program evaluates efforts that address local health challenges as well as health promotion initiatives advocated by the Japan Health Council.

Our company has been certified as a 2026 Certified Health & Productivity Management Outstanding Organization (Large Enterprise Category). This marks the 10th consecutive year that we have received recognition as a Certified Health & Productivity Management Outstanding Organization since the program's inception.