Based on the basic thinking that “employees are the company’s greatest asset and that the employees’ physical and mental well-being are crucial for us to provide better services to customers,” we promote continuous thorough implementation of occupational health and safety measures according to the JFR Principles of Action, the reduction of accidents, initiatives to maintain and improve employees’ health.
And in cooperation with the health insurance association, we promote the prevention of pulmonary tuberculosis, one of global infectious diseases, the prevention of lifestyle diseases, and mental health care, among others.

J. Front Retailing Health Declaration

J. Front Retailing Group (the “Group”) aims for the Well-Being Life (both mentally and physically fulfilling life) by realizing the Group Vision “Create and Bring to Life ‘New Happiness.’” To this end, we think it is very important that individual employees live a Well-Being Life and are happy.
Health underlies Well-Being Life. Health is essential for employees themselves and their families and it is the management foundation of the Group that considers human resources as its most important assets.
With this recognition, the Group will actively work to maintain and improve the mental and physical health of employees and thereby bring energy to the company to realize growth.

September 2021

Organizational Structure for Health and Productivity Management

J. Front Retailing Group (the “Group”), following the Health Declaration issued by its President and Representative Executive Officer, is promoting company-wide efforts for health and productivity management with an Executive Officer in charge of human resources at J. Front Retailing (the “Company”) as a responsible person. The Human Resources Strategy Unit plays a central role in these efforts. It uses the Group Human Resources Liaison Meeting and the Safety and Health Committee* and works with the human resources division and industrial doctors of each operating company and the health insurance associations of the Group to maintain and improve health.
* Composed of management and labor. Half of the committee members are nominated by the labor union or labor representatives. Meets once a month.
The Safety and Health Committee at each operating company is chaired by the president of the company or a person responsible for human resources or equivalent duties and works with the human resources division, industrial doctors, and industrial health staff of each company and the health insurance associations of the Group to identify and confirm the status of people with illness. The Group Human Resources Liaison Meeting is hosted by the Company’s Human Resources Strategy Unit and attended by each company’s person responsible for human resources. The meeting provides an opportunity to share health-related initiatives and issues, including the status of the Safety and Health Committee meetings held, the status of employee illness, and stress checks, and discuss to resolve the issues.

<Rate of regular health examinees (Daimaru Matsuzakaya Department Stores)>

<Implementation status of stress checks (Daimaru Matsuzakaya Department Stores)>

Since December 2015, the Japanese government has required employers to conduct a stress check program. Previously, we conducted the stress check through questionnaires to all employees. From FY2016 onward, however, the method has changed to online surveys, with follow-up care provided based on their results.
*Our “Well-Being Score” (representing individual and workplace activation; higher scores indicate higher activation levels) is calculated against the national average of 100: 105 (2023), 104 (2024), 104 (2025).

Daimaru Matsuzakaya Department Stores and Parco provide Employee Assistance Program (EAP) counseling services by external specialist organizations.

<Results of the Survey on Presenteeism and Absenteeism (Daimaru Matsuzakaya Department Stores)>

* In FY2023, the calculation used only the "University of Tokyo single-item question."

* Presenteeism, or "attendance at work despite medical illness," refers to a situation in which employees are physically present at the workplace but not operating at maximum capability due to a health issue of some kind.
* In addition to Japan’s widely used University of Tokyo-based method for calculating presenteeism (loss ratio), from 2024 we expanded the survey to include 14 questions enabling more detailed factor analysis.
* Absenteeism refers to formal, long-term leaves of absence from work, or sudden, short-term absences from work due to physical or mental illness. The average number of days is calculated based on this question from the health awareness survey: "Approximately how many days have you missed work due to your illness in the past year?
Reference: The average number of days absent from work per year in Japanese companies is 2.6 days (according to the Ministry of Economy, Trade and Industry).

<Engagement survey results>

* Beginning in FY2025, with the introduction of a new survey, employee satisfaction is measured using the new survey question “Satisfaction (Sense of accomplishment gained from work).”

Preparation of “health white paper”

Taking the opportunity that the “Health Scoring Report” was launched by the Ministry of Health, Labour and Welfare and other organizations, J. Front Health Insurance Association (the “Association”) compiles a “health white paper” from fiscal year 2018 by “visualizing” the results of aggregation and analysis of the data on health examinations, etc. shared by the Association and companies in the Group by company in the Group, department store, gender and age.

Specifically, data on insured employees’ status of participation in health examinations, the status of those who have a risk of lifestyle diseases, the adoption status of appropriate lifestyles and the status of medical expenses are aggregated and analyzed and shared between the Association and the management teams of operating companies.

We will continuously prepare the “health white paper” and use it as an indicator to track the progress of improvement from the previous year. Based on the problems revealed by the “health white paper,” operating companies and the Association will work together to make employees healthy.

The health white paper includes:

• Changes in the rate of participation in specific medical check ups;
• Changes in rate of insured employees to whom specific health guidance is provided;
• Rate of insured employees to whom specific health guidance is provided and provision rate;
• Insured employees’ health status (obesity, blood pressure, liver function, blood sugar and lipid); and
• Rate of insured employees who adopt healthy lifestyles (smoking, exercise, diet, alcohol drinking and sleep).

Empowering diverse human resources to shine

• Human resources Strategy

• Promoting Women's Empowerment

• Employment of Disabled People

• Promotion of the Elderly Empowerment

• Actions on LGBT Issues

• Human Rights and Labor-Management Relations

• Initiatives to Realize Work-Life Integration

• Promoting Health and Productivity Management

• Support to Help Employees Develop Their Careers

• Social Data

• Acquisition of Third-Party Assurance