Occupational Health and Safety Initiatives

The Toyota Tsusho Group's Policies on Safety and Health

The Toyota Tsusho Group has set “Begin everything we do with ensuring safety and compliance, and continue to be an organization trusted by society” as one of its key sustainability issues (materiality). We conduct activities based on “Toyota Tsusho Group's Policies on Safety and Health” with the understanding that ensuring the occupational safety and health of not only Group employees but also contract employees, business partners, investors, and other related parties is of the utmost importance.

The Toyota Tsusho Group's Policies on Safety and Health

  1. 1Toyota Tsusho group top management recognizes that good communication between top management and employees is crucial for safety and health management, and the top management will respect such intercommunication with employees.
  2. 2Toyota Tsusho group observes the laws of safety and health, guidelines of work operation inside the premises of customers, and Toyota Tsusho group will establish necessary internal rules and regulations to improve the level of safety and health management.
  3. 3Toyota Tsusho group utilizes the occupational safety and health management system, and Toyota Tsusho group will make efforts to improve and maintain such system to aim at continuously higher level of safety and health.
  4. 4To promote group companies' total safety and health activities, Toyota Tsusho group organizes proper organization system and will make clear for locus of responsibilities.
  5. 5To promote comfortable and healthy work environment, Toyota Tsusho group will execute necessary and sufficient education and training for all employees to secure safety and health.

Safety and health management promotion framework

Toyota Tsusho Group Safety Management Framework

Health and safety committees

We strive to share safety information and raise safety consciousness, with the Weekly Safety Meeting and Global Safety & Environmental Committee at the core of our efforts.

Toyota Tsusho Corporation holds Weekly Safety Meetings attended by safety-related personnel, primarily members of "zero accident" teams in each division.

The company-wide Global Safety & Environmental Committee meets monthly to share information and improve safety awareness among top executives. It is chaired by the Executive Vice President, with divisional executives attending (Division CEO and directors in charge of "zero accident" promotion).

The Toyota Tsusho Health and Safety Committee is chaired by the Chief Human Resources Officer (CHRO), who is responsible for health and safety. The committee meets monthly to discuss employee health and safety environments; it also reports to the Board of Directors on health and safety risks, depending on their severity. The Health and Safety Committee is also attended by a labor union officer, who acts as an employee representative. Together, the committee members discuss how to promote employee health, and how to develop environments in which it is easy to work.

Safety and Health Promotion Activities at Toyota Tsusho Group and Suppliers

Safety prayers by all executive officers
Safety prayers by all executive officers

Toyota Tsusho established the Safety Management Office in 1985 and the Environment & Safety Management Department in 2001 After the name change of the Safety Promotion Department; even after these were combined into the present-day Safety and Global Environmental Promotion Department in 2010, the company has striven to instill a culture of safety and eliminate and prevent accidents. Via plant safety diagnoses, occupational health and safety management systems, risk assessments, and other initiatives, we are promoting safety management activities at Group companies both in Japan and overseas. We are also focused on expanding the "Toyota Tsusho Global Safety Standard" as a common set of health and safety rules worldwide.

In the Occupational Safety and Health Management System (OSHMS), we have revised the content to comply with "ISO45001" from FY2022.

Top management and the head of each sales division personally visit business sites in Japan and overseas to conduct "factory inspections" and "construction safety inspections. In addition, we are striving to improve the level of safety and health management by checking the management system, the activities of the Safety and Health Committee, and the progress of the annual activity plan, conducting "risk assessments" to prevent accidents, and implementing a PDCA cycle to identify issues and implement countermeasures.

Of 383 companies subject to health and safety management, 15 or about 4% have received certification under OHSAS 18001 and ISO45001, international standards for occupational health and safety management (as of June 2023).

* Companies subject to health and safety management: Subsidiaries of which Toyota Tsusho owns at least 50% of the equity

In Japan, we have established the Toyota Tsusho Group Global Safety & Environmental Committee, to promote occupational safety and health activities at Toyota Tsusho and Group companies in Japan. The Committee is chaired by the Executive Vice President, with representative directors of Group companies in Japan attending.

Also, top-level management and the leaders of business divisions personally visit business sites in Japan and overseas to conduct plant inspections and construction safety inspections based on the Safety and Health Management System (OSHMS). We also check the management structure, the status of Safety and Health Committee activities, and the annual activity plan's implementation status. Furthermore, we perform risk assessments in an effort to prevent accidents from occurring. We strive to improve our level of safety and health management by implementing the PDCA cycle to identify issues and implement countermeasures.

Overseas group companies also share the "Anzen First" ("Safety First") philosophy while promoting safety and health initiatives in accordance with local laws and regulations. In addition, we have been holding Global Safety Meetings since fiscal year 2012 with the aim of establishing a globally-shared safety culture. At the 11th meeting held in the fiscal year 2022, 84 participants in 24 countries and regions engaged in active discussions on accident analysis and case studies, visualization of skill levels of safety personnel, safety education, and safety audits, sharing the desire for Anzen First around the world.

For suppliers, Toyota Tsusho Construction: Safety and Health Cooperation Council for equipment construction and the Toyota Tsusho Delivery Safety and Health Cooperation Council for transportation and delivery promote zero accident and zero occupational injury as well as improved safety and health management at each of our partner companies. The two councils have a combined membership of more than 600 companies, and strive to raise safety awareness through general meetings, safety conferences, and workshops.

As far as construction is concerned, we implement lockout master training that centers around lockout subcommittees, and seek to strengthen safety management during contract work at our customers' workplaces.

Specifically, we support the safety and health activities of member companies by providing various types of safety and health education, such as training for persons in charge of operations, driver training sessions, and forklift training sessions, as well as holding lectures on safety and health.

We have distributed self-inspection sheets for preventing fires and explosions to 372 companies in Japan and overseas based on the “Fire and Explosion Prevention Policy” formulated by top management. The sheets are used to identify issues and prevent fires and explosions at each company.

Number of industrial accidents and industrial accident rates

At Toyota Tsusho, industrial accidents that occur at Group workplaces are reported without delay according to the Toyota Tsusho Group Industrial Accident Reporting Standards. Root-cause analysis and reoccurrence prevention measures are disseminated across all departments, with the aim of preventing similar accidents. We have been working on safety and health activities to achieve zero accidents and zero illnesses. Based on the idea that "the results of our daily safety activities lead to zero accidents," we incorporate specific activities based on an analysis of the details of accidents in the previous year and set annual targets to reduce the number of accidents and illnesses. Our company-wide target for the fiscal year 2023 was 71.

In the fiscal year 2022 (April 2022 to March 2023), 107 lost-worktime accidents occurred, including zero fatal accidents and four accidents resulting in injury. Each time an accident occurs, we analyze the true cause of the accident and implement measures to prevent recurrence in accordance with industrial accident reporting standards. The four accidents resulting in injury occurred at overseas Group companies and were caused by being caught between or entangled in heavy objects. The main causes of these accidents were inadequate procedural manuals and insufficient hazard prediction. Thus, we reviewed the procedural manuals and conducted re-education based on the updated manuals. At the same time, we are working to prevent the recurrence of similar accidents by spreading awareness the lessons learned from these cases globally to the Toyota Tsusho Group's frontlines.

Number of industrial accidents resulting in lost work time and industrial accident rates for the last 3 years
FY 2020 FY 2021 FY 2022
Target Actual Result Target Actual Result Target Actual Result
No. of industrial accidents(resulting in lost work time) 77 20 80 100 73 9 72 81 71 19 88 107
Regular employees 78 87 7 67 74 13 8 86 94
contact employees 11 2 13 2 5 7 11 2 13
No. of fatalities 0 0 1 1 0 0 0 0 0 0 0 0
Regular employees 0 0 0 0 0 0 0 0 0
contact employees 0 0 0 0 1 1 0 0 0
Lost time injuery frequant rates - 0.63 0.83 - - 0.35 0.72 - - 0.60 0.73 0.70
  • *2022 rate of lost time injury frequency rates (Ref. Survey on Industrial Accidents in 2021, the Ministry of Health, Labour and Welfare)
    • Nation-wide average: 2.06%
    • Industry average (wholesale and retail industry with 100 employees or more): 1.98%
  • *Includes approximately 140 consolidated subsidiaries in Africa under CFAO that were added from fiscal year 2020

Third party certification

Third-party certification has been obtained from Lloyd's Register Quality Assurance (LRQA) for a portion of the performance data above.

Due diligence in occupational safety and health

At our investment businesses, we conduct occupational health and safety inspections at the planning stage of construction projects.

With regard to investment projects that involve construction of which the contribution rate is 50% or more, the occupational health and safety standards for risk assessment of new and existing business are expressly stated, the existence of a safety management system is confirmed by conducting audits throughout the construction implementation cycle starting from the planning stage, and measures are taken to reduce occupational health and safety risks.

The Safety Management Group strives to fulfill its duty as a safety-conscious contractor by ensuring that construction projects are completed without accidents or disasters, and seeing that the five elements of the safe construction cycle are functioning smoothly.

Five elements of the safe construction cycle
  1. 1Training for new site visitors
  2. 2Implementation of work direction and KY
  3. 3Safety patrols
  4. 4Safety meetings
  5. 54S

Safety and health training

Based on the idea that the starting point of safety management is human resource development, the Toyota Tsusho Group conducts various safety and health educational programs for Group employees as well as suppliers in accordance with “Toyota Tsusho Group's Policies on Safety and Health.”

We explain our policies on safety and health to employees and provides basic education on safety and health management. In addition to safety education (e-Learning) for all employees and “2S (Sunflower) Activities” in which all employees participate, various information is disseminated domestically and internationally via the Group intranet "ANZEN-NET," including activity policies, accident case studies and good practices, and safety education videos.

Number of safety education (e-Learning) participants (fiscal year 2022)
Implementation period Average number of participants
Safety education (e-Learning) April to September (6 times a year) Average of 2,127 people/session

In addition, as individual training, 55 employees participated in new employee training, 54 employees participated in career employee induction training, 177 employees participated in training before overseas assignments, and 172 employees participated in the Practical Safety Workshop in fiscal year 2022.

At domestic subsidiaries, we regularly provide legal training such as safety management training for new managers and training to become a foreman who directs and supervises workers at a work site to raise awareness of safety and health at work sites and prevent accidents. In fiscal year 2022, 53 employees participated in safety management training for new managers, 62 employees participated in training to become a foreman, and 277 employees participated in the Practical Safety Workshop.

The instructors who lead these health and safety programs understand conditions in the Toyota Tsusho Group and have been trained internally to respond to on-site circumstances. All instructors are qualified as "RST Trainers," which is an instructor qualification for safety and health education approved by the Ministry of Health, Labour and Welfare, and as "Specialized Instructors for All Toyota Work Supervisors," which is an instructor qualification for safety and health supervisor education in the Toyota Group.

We also provide information to the front lines of the workplace globally via safety and health-related personnel in Japan and overseas and the Group intranet to help prevent accidents, including safety awareness posters, 18 ironclad rules to prevent (STOP6*) accidents, and examples of past accidents.

Toyota Tsusho Delivery Safety and Health Cooperation Council general meeting

We provide safety and health education for suppliers, and regularly conduct various types of education for logistics delivery companies and construction workers at the Toyota Tsusho Construction: Safety and Health Cooperation Council and the Toyota Tsusho Delivery Safety and Health Cooperation Council as activities to ensure safety throughout the supply chain. In fiscal year 2022, 373 employees from 365 suppliers participated in top management training, in which lectures on safety and health were given by outside instructors, and 17 employees from suppliers participated in the Practical Safety Workshop.

We have launched an education program for foremen at our overseas subsidiaries and have started global safety and health human resource training. In addition, seven overseas safety staff members received training at the Practical Safety Workshop, and we are making efforts to expand safety and health education globally.

  • STOP6 accidents: Accidents caused by (1) moving machinery, (2) heavy objects, (3) contact with vehicles, (4) falls, (5) electric shock, and (6) high temperatures.

1. Practical safety workshop

In 2009, we established Practical Safety Workshop to develop human capital who can physically experience and learn the fear of hazards, enhance their sensitivity to danger, and carry out practical safety management. The workshop is an educational tool that utilizes VR technology and 60 different types of experiences, with a focus on “STOP6 accidents*” such as getting caught between or entangled in heavy objects, in which a single mistake can lead to a serious accident. The workshop is used not only by Toyota Tsusho Group employees globally, but also by a wide range of our business partners.

Over 10,000 people have used the workshop since its establishment, with 473 people using it in the fiscal year 2022.

  • STOP6 accidents: Six types of accidents, including caught between/entangled; contact with heavy objects; contact with vehicles; crashes/falls; electric shock; and contact with hot objects.

2. Office safety workshops

As a trading company, much of Toyota Tsusho's work takes place in offices. For this reason, in the fiscal year ended March 31, 2017, we began conducting Office Safety Workshops and taking measures to raise awareness of safety with regard to office work. To date, over 800 people have attended, including Group company employees.

3. Fatal Accident Memorial

Every year, we hold a "Fatal Accident Memorial" on days when fatal accidents occur at Group companies to renew our commitment to eliminating accidents.

4. Disseminating Safety and Health Information

The Toyota Tsusho Group has been disseminating safety and health information on the Group intranet (ANZEN-NET) since 2009. We regularly make changes to the design and enhance the content. In 2016, we introduced the ASIST* accident reporting workflow system to promote the sharing of information among all concerned parties on a global basis.

In addition, we set up a "Zero Accident Corner" in our Nagoya Head Office to serve as a base for Toyota Tsusho's global safety activities.

  • ASIST: Abbreviation for Accurate Safety Information System for Toyotsu

Toyota Tsusho Group Employee Health Management Declaration

The Toyota Tsusho Group views employees as "human capital" and is working to continuously enhance their value in order to contribute to the development of local communities through business management and creation on the global stage. In October 2017, top management issued the Toyota Tsusho Group Health Declaration and since then has promoted health management. Toyota Tsusho Group will reinforce health management even further and convey internally and externally our ongoing commitment to promoting health management so that all employees can undertake business activities with an awareness of the Six Key Sustainability Issues (Materiality).

Toyota Tsusho Group Employee Health Management Declaration

We of the Toyota Tsusho Group recognize that the physical and mental health of our employees is our most-important asset.
Thus, we welcome and respect the diversity of our employees and declare that we will strive to achieve work environments that provide peace of mind and opportunities for active participation by all. We also declare that we will unwaveringly adhere to our corporate principles and strive to become a value-creating entity by contributing to society through ever-better ways of doing business.

President & CEO Ichiro Kashitani

Three Guiding Principles of Health Management

The Toyota Tsusho Group believes that efforts to maintain and enhance good health contribute to higher employee engagement and organizational vitality, which in turn leads to higher corporate productivity. Based on this belief, we have positioned increasing health literacy as a top-priority issue to maintain and enhance independent health management for each employee, and conduct health management in accordance with the three policies described below.

Employee Health

We will support our employees in acquiring awareness and knowledge of health issues so that they can pursue self-initiative in maintaining and improving their physical and mental wellbeing.

Improvement of Workplace Vitality

We will support the establishment of rewarding work environments that facilitate mutual respect for the working style of each member of our diverse workforce and enable flexible work styles, based on our "Diversity & Inclusion" policy. We aim to maximize organizational vitality and performance by implementing these practices.

Social Contribution

We are committed to ensuring that each employee on the global stage is healthy in mind and body and highly engaged, and through wholesome business activities around the world, we will strive to endlessly contribute to the achieving of a prosperous society for an irreplaceable future.

Toyota Tsusho Health Management Initiatives

Health & Productivity Stock Selection

In March 2024, Toyota Tsusho was selected by the Health & Productivity Stock Selection for the fourth consecutive year from among the companies listed on the Tokyo Stock Exchange as a Health & Productivity Stock for its strategic effort in handling employee health from a management perspective.

Going forward, we will create workplaces in which each employee can work with vitality, leading to sustainable corporate growth.

Health management strategy

Toyota Tsusho has set the realization of “People Company Toyotsu” as a management challenge to contribute to the creation of a future society. We will do this by strengthening the quality and quantity of our human capital who can think and act independently on the global stage, and by creating an organization and environment where this diverse human capital can work with vitality to promote their participation.

  • Preventive activities for lifestyle-related diseases, mental disorders, infectious diseases, and cancer through implementation of measures and seminars, etc.
  • Support for lifestyle improvement, reduction of psychological burden, and self-care through periodic medical examinations, various interviews, recommendations for detailed examinations, health consultation, and recommendations for health consultations on specified conditions by the Health and Welfare Union

Through these measures, we aim to improve the health literacy of our employees and support them in their efforts to maintain and promote their own health independently in any environment.

In addition, we are promoting more flexible and fulfilling work styles through systems related to working place and time, such as work-from-home and flextime systems, as well as office reforms and other initiatives. We are also implementing individual engagement improvement, organizational revitalization, and DE&I. In doing this, we are working to create a system to utilize diverse human capital who will lead the evolution toward a better future.

Health and productivity management promotion framework

The President and CEO is the person with highest responsibility, and the CHRO is responsible for implementation. The Global Human Resources Department, Health Management Office, and Health and Welfare Union work together, hold regular meetings, and promote health management under the framework described below.

"The Health and Safety Committee" is chaired by the Chief Human Resources Officer (CHRO), who is responsible for health and safety. The committee meets monthly to discuss employee health and safety environments; it also reports to the Board of Directors on health and safety risks, depending on their severity. "The Health and Safety Committee" is also attended by a labor union officer, who represents all employee. Together, the committee members discuss how to promote employee health, and how to develop environments in which it is easy to work.

Results of health and productivity management initiatives

FY2018 FY2019 FY2020 FY2021 FY2022 Target for
Consultation rate for periodic medical examinations 100% 100% 100% 100% 100% 100%
Consultation rate for detailed examinations 86.5% 94.9% 97.1% 95.6% 90.1% 100.0%
Consultation rate forcancer examinations ABC examinations 100% 100% 100% 100% 100% 100%
Fecal occult blood - 92.0% 93.8% 94.3% 93.9% 100.0%
Treatment rate*1 Blood pressure 87.2% 90.2% 90.3% 95.1% 98.2% 99.0%
Blood glucose level 71.2% 78.3% 83.8% 96.3% 98.8% 99.0%
Obesity rate BMI more than 25 All age groups 23.2% 23.4% 23.6% 22.9% 24.1% 23.5%
Under 40 years of age 15.4% 17.3% 17.2% 16.3% 18.4% 17.0%
Rate of smoking Total 20.4% 20.8% 18.0% 17.5% 17.0% 16.0%
Male 29.8% 29.9% 25.8% 25.2% 23.8% 22.5%
Female 3.1% 3.1% 2.2% 2.3% 2.6% 1.0%
Percentage of individuals who exercise regularly*2 45.4% 46.2% 45.4% 47.0% 53.2% 55.0%
Percentage of individuals who are well-rested through sleep 67.0% 66.5% 75.5% 76.5% 71.0% 78.0%
Percentage of individuals who eat breakfast*3 75.5% 74.9% 76.0% 74.9% 73.1% 80.0%
Stress check consultation rate 84.2% 88.4% 97.2% 98.5% 99.0% 99.2%
Percentage of individuals with high stress 8.2% 8.4% 5.3% 7.9% 9.0% 5.0%
Long working hours Occurrence rate of overtime work exceeding 50h per month 2.84% 2.53% 2.58% 3.81% 3.55% 2.50%
Interview rate of individuals engaging in interviews with an industrial physician*4 90.0% 93.5% 94.0% 95.1% 83.8% 90.0%
Percentage of individuals taking annual paid leave 58.1% 60.6% 52.9% 57.0% 66.1% 68.0%
Infectious diseases seminar (cumulative number of persons) 2,454 persons 2,600 persons 2,600 persons 2,629 persons 3,424 persons 4,000 persons
Absenteeism (percentage of individuals who were absent from work for more than 7 consecutive days due to non-occupational injury or illness)*5 Physical 0.24% 0.21% 0.12% 0.19% 0.25% 0.15%
Mental 0.40% 0.33% 0.28% 0.48% 0.51% 0.25%
Presenteeism (WHO-HPQ)*6 - - 35.4 34.4 33.8 33.0
Medical fees (per individual) domestic 134,091 yen 133,922 yen 133,051 yen 139,734 yen 155,566 yen 155,000 yen
Work engagement*6*7 2.65 2.61 2.65 2.61 2.63 3.00
Implementation rate for health consultations on specified conditions 26.3% 39.8% 32.2% 51.8% 62.8% 60.0%
Health Literacy*8 - - - 17.70 18.48 18.50
Average number of Healthy Lifestyles Challenge 8 program items practiced - - - 5.57 5.34 5.70
  1. *1Percentage of individuals subject to treatment that received treatment
  2. *2Percentage of individuals who replied "yes" to "have you exercised to a light sweat for more than 30 minutes at a time, more than 2 days per week for at least one year?" or "do you walk or perform similar physical exercise in your daily life for more than 1 hour per day?"
  3. *3Percentage of individuals who replied "no" to "do you skip breakfast more than 3 times per week?"
  4. *4Implemented for 100% of individuals subject to legal interview criteria
  5. *5Number of applicable individuals in FY2022: 3,650 (average of the number of enrolled individuals at the beginning of the fiscal year and the end of the fiscal year)
  6. *6Number of respondents in FY2022: 3,024; response rate: 99.0%
  7. *7New Brief Occupational Stress Questionnaire Measures two items related to work engagement (minimum score of 1 to maximum score of 4, with higher scores indicating better)
  8. *8Measured using the Communicative and Critical Health Literacy (CCHL) scale
  9. *9Turnover rate: Human Capital Report

Overall evaluation: There is an increasing risk of lifestyle-related diseases, such as the increasing obesity rate, mainly those under 40 years of age. In this environment, we took a population approach by introducing Healthy Lifestyles Challenge 8 Programs in the fiscal year 2021 in addition to our conventional high-risk approach, which includes measures following periodic medical examinations. In doing so, we are systemizing our health promotion measures to improve health literacy. The rate of persons with diagnoses and rate of individuals who exercise regularly have been improving over time as independent efforts to maintain and promote health are progressing, and presenteeism is also improving. On the other hand, obesity rates have increased recently, and the percentage of individuals with high stress has increased due to the accumulation of psychological stress, partly due to unavoidable changes in work environments and lifestyles following COVID-19. As the post-COVID-19 begins, inter-organizational communication is gradually being revitalized through office renovations and other measures. We will enhance work engagement by strengthening health consultations on specified conditions in collaboration with the Health and Welfare Union, improving health literacy through Healthy Lifestyles Challenge 8 Programs, and enhancing line care through practical mental health training for managers.

Health promotion measures

1. Employee Health

In the fiscal year 2021, we introduced the Healthy Lifestyles Challenge 8 programs promoted by the Toyota Group. This program encourages improvements in eight areas (appropriate weight, exercise, drinking, smoking, breakfast, snacking, sleep and stress).

Toyota Tsusho's Healthy Lifestyles Challenge 8 Programs

Of the eight healthy practices, one point is awarded for each that is practiced for a perfect score of eight points. We calculate the average employee score and plan and implement measures for each of these healthy practices using the Healthy Lifestyles Challenge 8 KPI as an indicator for evaluating overall health management.

In the questionnaire at the end of the fiscal year 2021, only about half of the employees were able to achieve their "My Health Declaration," indicating a lack of awareness of Healthy Lifestyles Challenge 8 Programs. Therefore, in order to spread understanding, events offering daily menus related to the items of Healthy Lifestyles Challenge 8 Programs were held in the employee cafeterias at the Nagoya and Tokyo Head Office from September to November 2022.

The average number of people consuming healthy menu items per day was 119 during the event period, an increase of approximately 18% from the usual 101. The event served as a catalyst to encourage healthy habit initiatives.

In the questionnaire at the end of the fiscal year 2022, 90% of employees were aware of Healthy Lifestyles Challenge 8 activities, and nearly 60% of them answered that they are taking lifestyle actions with this in mind. However, only about 30% of the respondents actually participated in related seminars and other measures. Thus, we will widely disseminate information on each seminar and come up with measures and methods to make it easier to participate in order to improve the participation rate of these measures.

Figures for Health Management Initiatives through Healthy Lifestyles Challenge 8 Programs

We introduced Healthy Lifestyles Challenge 8 Programs in 2021 and have held practical measures and seminars related to each item. We began measuring health literacy in the fiscal year 2021, and it rose 0.78 points to 18.48 in the fiscal year 2022. The presenteeism loss ratio was 33.8, a 0.6 point decrease from the previous year. Through Healthy Lifestyles Challenge 8 Programs, we have achieved a certain level of effectiveness in laying the foundation for employees to independently maintain and promote their health and improve their performance.

However, the number of Healthy Lifestyles Challenge 8 Program items practiced was 5.34, down 0.23 points from the previous year. In particular, practice averages related to drinking, sleep, and stress were lower than the previous year. As the post-COVID-19 era began, opportunities for drinking at company dinners and other occasions increased, leading to a decrease in sleep time and hampering stress recovery. In addition, there was a shift in work style to a focus on coming to work as COVID-19 came to an end. This is thought to have had an impact due to the burdens of commuting and other factors.

Going forward, we will promote behavioral change among employees by continuing to encourage healthy habits through each measure of the Healthy Lifestyles Challenge 8 Program items. We will also support each employee in independently maintaining and promoting their health by maintaining and improving the number of Healthy Lifestyles Challenge 8 Program items practiced.

Health Literacy*1 (Measured from FY2021)
*1 Measured using CCHL scale
Presenteeism*2 Loss Ratio (Measured from FY2020)
*2 Measured using WHO-HPQ
Work Engagement*3
*3 Calculated from items at the time the stress check was conducted
Healthy Lifestyles Challenge 8 Program Practice Average*4 (Introduced from FY2021)
*4 Average score calculated with 8 points as the maximum score with 1 point for practicing each of the 8 areas (appropriate weight, exercise, drinking, smoking, breakfast, snacking, sleep and stress)
Rate of Persons with Abnormal Blood Pressure
Rate of Persons with Abnormal Blood Sugar
Rate of Overweight Persons
(LDL cholesterol)

*Ratio of persons judged to require close examination and lifestyle improvement/treatment based on the criteria of the Japan Society of Ningen Dock

The rates of persons with diagnoses increased due to the increase in the obesity rate among persons under 40 years of age after the fiscal year 2018 and the change in lifestyle caused by restrictions in coming to work under COVID-19 in 2020. In particular, with regard to blood pressure and LDL cholesterol levels, which are elements of lipid abnormalities, the rates increased by 6.3% and 6.1%, respectively.

We introduced Healthy Lifestyles Challenge 8 Programs in the fiscal year 2021, and have been working to improve health literacy and create opportunities for employees to practice the eight areas (appropriate weight, exercise, drinking, smoking, breakfast, snacking, sleep and stress) by holding seminars and participatory events on measures related to each item. In addition, through the use of internal newsletters, intranet, and other sharing tools, we have provided feedback on company-wide average number of practiced items, examples of employee practices, event announcements, and other information to expand opportunities for employees to experience the development of healthy habits in order to support them in independently maintaining and promoting their own health.

In the fiscal year 2022, the rate of persons with elevated blood pressure and lipid levels has been on a decreasing trend, indicating that we have achieved a certain level of success. We will continue to support employees in practicing healthy habits through various events. We will also promote the active participation of diverse human capital by creating an organization and environment where employees can work with vitality.

Cooperation with Toyota Tsusho Health and Welfare Union

We are working with the Toyota Tsusho Health and Welfare Union to improve the guidance rate for health consultations on specified conditions for those 40 years of age and older. Health consultation is provided by dietitians through a variety of consultation opportunities for those who are eligible, including e-mail and online interviews, while utilizing personal medical examination results and simulations to predict the results of medical examination based on big data. We provide detailed recommendations for examination to those who are eligible and encourage them to continue the guidance. The rate of health consultations on specified conditions reached 51.8% in the fiscal year 2021, almost double the rate of 26.3% in the fiscal year 2017. We will continue to provide health consultation in order to improve guidance rates and reduce the number eligible persons.

Obesity Countermeasures

We emphasize early outreach to young people to prevent the occurrence of lifestyle-related diseases, cerebrovascular diseases and ischemic heart disease caused by obesity. We began health consultations using “lifestyle-related disease risk reports,” which analyze individual medical examination results using big data and predictive models, in the fiscal year 2020. We have provided health consultation to a cumulative total of 287 employees with pre-metabolic syndrome under the age of 40 who are not eligible for health consultation on specified conditions. In addition, seminars on breakfast and snacks were held by a registered dietitian for employees who often eat out or drink alcohol and tend to have disordered eating habits. In the employee cafeteria, we planned and provided a low calorie and nutritionally balanced menu as a health challenge menu. We will continue our efforts to curb employee obesity rates going forward.

Exercise Practice Measures

It was predicted that exercise and physical activity would decrease due to changes in lifestyles resulting from COVID-19 and the introduction of work-from-home. Therefore, we have been trying to improve exercise practice rates by disseminating information such as recommendations for a healthy lifestyle when working from home and holding walking events and online exercise seminars. Since introducing Healthy Lifestyles Challenge 8 Programs in 2021, we have seen gradual results, and the percentage of employees who regularly exercise has been increasing. In addition, in cooperation with the Health and Welfare Union, we have made a charity walking event a regular event in which school lunches are donated to children in developing countries according to the number of steps taken. An analysis of the number of steps taken and exercise practice showed improvements in stress checks and presenteeism. We will continue these activities going forward as a way to contribute to society by walking, which also improves the mental and physical health of employees.

Antismoking measures

We launched smoking cessation measures in 2009, but the smoking rate among men has remained at about 30%. We continue to educate employees by holding smoking cessation seminars from the perspective of health promotion, and have closed smoking rooms. We introduced smoking cessation clinic assistance in 2019 to help encourage employees to quit smoking. A cumulative total of 32 employees started efforts to quit smoking, 22 of whom have successfully quit. In 2021, we took the opportunity of the introduction of Healthy Lifestyles Challenge 8 Programs to promote smoking cessation efforts by distributing regular articles and booklets to employees who are struggling to quit smoking. In the fiscal year 2022, the smoking rate was 23.8% for males and 17.0% overall. A health management app introduced by the Health and Welfare Union in the fiscal year 2022 awards points to nonsmokers as an incentive to start or continue smoking cessation, expanding opportunities for smoking cessation efforts. According to a survey of employees who have quit smoking, 70% of them succeeded in quitting on their own. We will continue to support smoking cessation efforts through post- medical examination measures and various interviews.

Cancer countermeasures

The number of cancer patients is increasing due to the aging of the Japanese population. In light of this, we continue to provide correct information on cancer prevention through seminars held by industrial physicians or in cooperation with outside organizations. We also recommend cancer examinations through medical examinations in cooperation with the Health and Welfare Union. In addition, we introduced gastric cancer risk medical examinations (ABC examinations) for all employees during periodic medical examinations in 2018 for early detection of cancer risk and prevention of the onset of cancer through treatment. A cumulative total of 2,760 employees had undergone the examinations by the fiscal year 2022. Of these, those who were found to have H. pylori were successfully treated, leading to early detection and prevention of cancer onset. In addition to this, we introduced colon cancer examinations (occult blood test) for all employees aged 40 and over from the fiscal year 2019, and a new science-based cancer examination subsidy system in cooperation with the Health and Welfare Union from the fiscal year 2021. We will continue to provide support for early detection of cancer risk and prevention of the onset of cancer through treatment. In addition, we will develop and operate a work environment that allows employees suffering from cancer to balance treatment and work with peace of mind, including a leave system that can be used for hospital visits and a work system that enables flexible work styles.

Mental health

Even before stress checks became mandatory in December 2015, we began conducting mental health evaluations in 2008. Stress checks are conducted not only for employees working in Japan but also for those working overseas. We have maintained an examination rate of over 97% since the fiscal year 2020. Interviews with industrial physicians are conducted for employees with high stress levels, and practical line care training is provided for managers to utilize the organizational diagnosis results to make improvements. We also conduct mental health management training for all employees.

Health Support for Female Employees

As part of our efforts to support female employees, we have changed the name of menstrual leave to "Ladies' Leave" effective April 2020. We also expanded the scope of this leave to include use for infertility treatment. In addition, in conjunction with International Women's Day in March every year, we hold annual seminars on women's health by a gynecologist based on a theme focusing on life stages (fiscal year 2022: menopause). We also provide assistance for examinations for diseases specific to women in cooperation with the Health and Welfare Union.

  • Gynecological examinations (breast and cervical cancer)
  • Bone density test

We provide internal and external mentoring opportunities as part of the process of working to develop the next generation of female leadership candidates. By raising career awareness, expanding horizons, and offering support in dealing with issues, we are creating an environment in which women can participate actively and with vitality.

An analysis of the lifestyle habits of female employees revealed that exercise practice rates among female employees were lower than those of male employees in all age groups. Therefore, we conducted a survey on awareness and knowledge of exercise among female employees (53% response rate). We found that although female employees understood the necessity and benefits of exercise and were motivated, they were too busy with housework, childcare, and work to have the energy to do so. Therefore, we are promoting exercise practice among women by holding online seminars to help them understand the benefits of exercise, measurement sessions to determine current physical fitness levels and muscle strength, and exercise seminars that are easy to participate in during working hours.

2. Improvement of Workplace Vitality

Ikiwaku Activities

Conducted at a small department or group level, "Ikiwaku Activities" (activities aimed at creating a motivated and productive organization) consist of each member thinking of topics to focus on to achieve growth for the organization and then all members working to implement the decided actions. These activities encourage consensus building through an exchange of opinions between all members and an acceptance of the individual values of each member. They aim to foster an awareness and culture of autonomous and voluntary action. These activities lead to a range of initiatives, including efforts to implement new work styles and study groups to discuss new businesses, which can improve the dynamism in workplaces. We are also expanding these activities to affiliate companies.

In addition to the above activites, we visualize the state of the organization through engagement surveys and hold workshops and lectures to encourage enthusiasm and engagement for each employee.

Office Reform

We are advancing office reform to make the office a hub of communication as working from home becomes more common. The goal is to create new value and to foster and pass on our unique corporate culture through dialogue among employees that transcends organizational boundaries, the unintentional exchange of information, and the synergistic effects of teaching one another. We are remodeling a portion of our Nagoya Head Office to create a model floor and adding online booths. We plan to renovate each floor sequentially in the future.

Time management

From 2017, we began switching off all interior lights at 8 p.m. to encourage people to go home early, reduced the maximum overtime working hours stipulated in the Article 36 Agreement in stages, and worked to improve employee knowledge and awareness of labor management. We have now started seeing positive results in terms of fewer people working long hours and reduced overtime.

In July 2022, we introduced a new work interval system in an effort to maintain employee health, reduce physical and mental stress, and improve productivity.

3. Social Contribution

We are taking measures against infectious diseases and providing medical support for personnel assigned overseas, and their families, so that they can work with peace of mind in their various overseas territories and can contribute to society through business.

Measures to control infectious diseases

Many of our employees take business trips or are assigned to work overseas. To protect their health, we launched infectious disease seminars in the fiscal year 2017 for such employees. A cumulative total of 3,424 employees have attended the seminars by the fiscal year 2022. We actively promote vaccinations against infectious diseases for not only persons assigned overseas but for family members accompanying them as well as business travelers.

Number of participants in infectious disease seminars
Name Training Contents Fiscal year ended March 31, 2023 total up to now
Infectious Diseases Prevention Seminar Education on the risks of malaria and other infectious diseases and health care while working/traveling abroad 795people 3,424people

※Excluding spouse

Using information provided by the Ministry of Foreign Affairs, International SOS, Control Risk, and other sources, we communicate the latest information regarding infectious disease outbreaks in Japan and overseas to employees on business trips and employees assigned overseas. We also provide support for our employees' health management. This support includes providing vaccinations that may be required at their destinations, informing overseas business travelers of specialized medical facilities in the vicinity of domestic sites in case they have concerns about symptoms such as fever after returning home, and promoting medical examinations.

Medical support

Prior to departing for overseas assignments, an industrial physician conducts a pre-assignment interview to determine whether or not the employee can travel and to manage the employee's physical condition prior to the trip. We also require employees to undergo an annual medical examination, and an industrial physician checks their physical condition based on the results of the examination. In order to provide medical support for employees and their families overseas, we have established a consultation desk at our Health Management Office. We also work together with local medical assistance companies, and provide health counseling via employee assistance programs.

In order to provide medical support for employees overseas, we have established a consultation desk at our Health Management Office; we also work together with local medical assistance companies, and provide health consultations via employee assistance programs.

In Sub-Saharan Africa, for example, we are taking measures to address HIV/AIDS, which has become a major social issue. To eliminate this threat, we conduct preventative measures and provide testing and treatment for HIV and malaria to employees who work in the region and their family members. CFAO, which conducts business in all 54 African countries, targets chronic diseases including HIV, diabetes, malaria, hypertension, and tuberculosis, which are prevalent in developing countries, and is working to provide solutions through effective methods including education, prevention, testing, and guidance under its Health by CFAO program. In 2022, the company sponsored 199 chronic disease campaigns and provided screening tests to 8,850 people.

Measures against COVID-19

The COVID-19 Task Force and the COVID-19 Response Team of the Human Resources Department had been carrying out tasks such as assessing the infection situation, managing movement, responding to supplies, and holding periodic meetings. However, these activities were essentially ended when restrictions were lifted following COVID-19’s reclassification as a Class 5 disease in May 2023.

We took this as an opportunity to prepare an "Infectious Disease Response Manual" in preparation for similar cases in the future.

Contributing to local communities

At the Toyota Tsusho Group, we believe that contributing to the communities in which we operate is essential both for our own sustainable growth and for the sustainable growth of the communities themselves.

Since we operate in regions where the risk of infection of AIDS, tuberculosis, and malaria are high, we carry out a range of activities aimed at preventing infection both for our employees and for local residents.

  • Educating people about and working to prevent contraction of AIDS, tuberculosis, and malaria; providing information regarding prevention and treatments, such as the free distribution of contraceptives
  • Providing support to medical organizations, and to children orphaned by HIV