Health Management
Health Management Statement
In April 2023, in what we regard as our second founding, DHC launched a new management structure and identified Elevating Happiness Every Day as our corporate purpose to advance well-being. An environment that supports the mental and physical health of each and every employeeーand enables them to work with peace of mind throughout their careerーis essential to achieving this goal.
Health isn’t just a goalーit’s the very foundation of life.
We’re committed to health management initiatives that enable employees to live their lives in their own way, with a sense of vitality, thereby Elevating Happiness Every Day for our customers and our employees and their families.
Health Management Promotion Structure
The President, as the Chief Health Management Officer, and the Human Resources Unit Manager, as the person responsible for promoting health management, play central roles in our health management promotion structure. As a healthcare company, we promote organic initiatives intended to support employee health based on unified efforts across sections.
In April 2025, to further enhance health management, we appointed new occupational health staff and developed a structure linking our business sites across Japan with medical care institutions. These initiatives are intended to provide more attentive support for the mental and physical health of our employees.
In addition to applying the plan-do-check-act (PDCA) cycle, we continue to strengthen our organization-wide health management framework through regular reporting to management and careful deliberation on new health measures.
Health Management Strategy Map
Health Management KPIs
Major Health Management Initiatives
Leading up to 2030, in line with our corporate purpose of Elevating Happiness Every Day, DHC will promote health management by focusing on improvements in employee health and well-being indicators.
Starting in April 2025, we hired and deployed occupational health staff as part of our efforts to make health issues visible and to assess the results of various health measures through regular meetings. We will continue to advance health management to support the well-being of our employees and society at large.
Health Promotion and Prevention Activities
１）Regular health checkups
To improve employee health and health awareness, we adopted an aggressive approach based on our own internal standards, in a manner that complements our recommendations and instructions on follow-up exams after regular checkups.
We also plan to enhance primary preventive measures intended to improve health and prevent illness, such as by holding meetings with all employees who qualify based on internal standards.
These initiatives are aimed at reducing the incidence and severity of illnesses and related complications as well as improve employee health maintenance and quality of life.
２）Mental health measures
To focus on preventing and responding quickly to mental health concerns, we have established an internal hotline and appointed dedicated psychological professionals to provide close support for those with mental health concerns.
As we work to establish more comfortable work environments, we will strive to improve the workplace and organizational climate, as well as strengthen individual resilience through measures such as self-care training and managerial training.
We make extensive use of the results of engagement surveys and group analysis of stress checks to visualize the issues facing each organization and section and to promote dialogue to achieve improvements. Based on the resulting data, we’re building systems to capture grade-specific feedback, share workplace issues, and support heightened awareness and new workplace measures.
In addition, we’re continuing various efforts based on the plan-do-check-act (PDCA) cycle to monitor the flow from the identification of issues to the examination, implementation, and evaluation of responses as part of a single sequence. We’re striving to enhance psychological stability by increasing opportunities for employees, under the leadership of those in managerial posts, to take the initiative in improving workplace environments.
３）Other health improvement activities
We perform regular surveys of health measures to check for changes in health literacy while organically and continually promoting measures based on an awareness of the plan-do-check-act (PDCA) cycle to further improve individual and organizational health. These efforts focus on topics such as women’s health issues, the tendency of younger employees to skip breakfast, encouraging regular exercise, and support for those seeking to quit smoking. (Our health literacy score in 2025 was 93.1%.)
Building Comfortable, Rewarding Workplace Environments
１）Work from home, flextime, and other flexible work systems
To improve employee well-being, we encourage autonomous time management through various systems, including work from home and flextime. Productivity surveys conducted after the adoption of these systems show both employees and managers maintain productivity at levels unchanged compared to in-office working arrangements. We will continue to revise these systems to further improve productivity and efficiency.
２）Support for balancing work and childcare
We’re revising and promoting programs that help employees achieve a better work-life balance. These efforts are intended to develop workplace environments in which all can demonstrate their capabilities in their own way, despite factors that would otherwise impede career-building and career progress, including childbirth, childcare, long-term care, and non-occupational illness or injury.
In particular, the percentage of male employees taking childcare leave has been increasing from year to year. Our aim is to contribute to the well-being of our employees and their families as well. By interviewing male employees who have taken childcare leave and regularly sharing their experiences related to balancing work and childcare within the company we encourage employees to take childcare leave and support their return to work after leave.
３）Enhanced support for balancing work and health
We have developed a platform to provide physical and mental support for returning to work after leave for non-occupational illness or injury, and have launched programs to enable employees to return to work in a safe and secure way.
In addition to these systemic enhancements, we consider it important to promote awareness of this system throughout the workplace, and we are striving to develop environments that fully support those returning to the workplace. We will continue to revise related programs and improve the workplace environment so that all our employees can work with peace of mind over the long term.
４）Career building
To support autonomous career-building for employees, we’re promoting training programs and developing systems tailored to individual job categories and grades. We seek to build an environment that fosters ongoing personal growth by encouraging employees to develop skills based on their existing strengths and visions for their future careers.
５）Encouraging employees to take paid vacation
DHC encourages employees to take paid vacation as part of its initiative to strengthen work-life balance. Measures to create a workplace environment in which employees can take vacations with ease include regular checks of vacation status and actively encouraging taking vacations.
Comparison of trends over time shows that the amount of paid vacation is increasing from year to year, as we support sustainable work styles while helping employees refresh themselves both physically and mentally.
Enhancing health and safety activities and EHS
By sharing case studies on accidents, we’re continuing to enhance regular risk assessments and encourage discussions of potential improvements.