Health and Productivity Management

Declaration on Health and Productivity Management

In line with the ANA Group Health Frontier Declaration, the ANA Trading Group places the highest value on the physical and mental health of all our employees and their families.
Human resources are the greatest asset of the trading business and the key to corporate growth is the ability of our employees to work in a healthy and motivating environment.
To achieve our Group mission of “Create diverse value and achieve a wealthy society – to receive the thanks of our customers” , we strive to create a workplace environment in which the human resources supporting our corporate growth are able to maximize their potential and fully engage in their work.

CEO and President, ANA TRADING CO.,LTD.
Junichiro MIYAGAWA

Implementation Structure

In promoting the ANA Group Health Management, employees, the health insurance association, and the Group companies work together as one. In addition to appointing an ANA Holdings Inc. executive as the Chief Wellness Officer (CWO) responsible for promoting health management within the ANA Group, each Group company has appointed a Wellness Leader (WL).
The Group’s health management policies, promotion status, and issues are discussed and reported to the Group Corporate Strategy Committee, which is attended by Members of the Board, and important matters are reported to the Board of Directors.

As part of these efforts, at All Nippon Airways Trading Co., Ltd., the Wellness Leader reports to the CEO & President and the executive vice president in charge.
The relevant parties work closely together to promote various health promotion measures based on an accurate understanding of the situation related to employee health.
In addition, we actively communicate our various initiatives not only through internal discussions but also through lectures on health management and our company website.
In developing occupational health and safety measures, we ensure compliance with laws, regulations, and collective agreements. To assess the current situation, we rely primarily on the Health and Safety Committee and employee representatives and discuss issues at all relevant levels.
In addition, we are working on employee health management in cooperation with insurers, such as the health insurance association, and the ANA Tokyo Group Health Management Office to manage the day-to-day health of our employees.
Our system identifies workplace risks, defines their level of urgency, and prioritizes them to implement effective initiatives, including risk countermeasures.

Health Management Strategy Map


(*) Basically, Health Investment and Indicators Regarding the Status of Health Investment Policy Initiatives, correspond on a one-to-one basis. However, there are some Health Investments that correspond to multiple Indicators Regarding the Status of Health Investment Policy Initiatives, and such Health Investments are defined as Health Investments Related to Various Effects.

strong In our business as a trading company which is responsible for diversified businesses in the ANA Group, our greatest asset is our human resources.
When each and every employee is healthy, highly motivated, and energetically working to the best of their ability, originality, flexibility, and foresight are nurtured, and this will contribute to the realization of an affluent society and enhancing corporate value.

Major initiatives

  • Regular health exams (Taken by 100% of employees in FY2022)
  • Stress checks (Taken by 94.23% of employees in FY2023)
  • Distribute health-related e-learning (Conducted twice a year by each company: 72% participation rate; conducted by Group: Taken by 140 people)
  • Hold events and campaigns to stimulate communication between employees
  • Hold health-related seminars (Mental health seminars: 58 attendees; occupational health physician seminar: 64 attendees; occupational health physician line care training for managers: 121 participants)
  • Online yoga lessons: approx. 110 participants over 6 sessions
  • In-house body care and massage booths: 93 participants(FY2022)
  • Use health management apps
  • Stimulate organization using talent management system
  • Strengthen safety and hygiene activities

Results of the initiatives

To promote the ANA Group Health and Productivity Management, we set indicators based on issues and apply the PDCA to improve these indicators. Data on health-related costs, such as absenteeism*1 and presenteeism*2, are analyzed to assess the impact of the initiatives on management.

  • 1. Absenteeism is a condition in which an individual has ill health or a mental health condition that causes them to miss work, take leave, arrive late, or leave early.
  • 2. Presenteeism is a condition in which employees attend work but perform poorly due to ill health or a mental health condition.
1. Employee health challenges

BMI distribution

  • Approximately 70% of both men and women conformed to the standard weight.
  • Out-of-range results include employees who are underweight. As with obese employees, it is important for underweight employees to work toward achieving an appropriate weight, as low weight not only exacerbates back pain but can also cause anemia (fatigue and lethargy) and pose risks during pregnancy and childbirth.


  • Smoking rates are below the national average for both men and women and are steadily declining.

Given the above, we have established indicators related to BMI, smoking rate, and metabolic syndrome, and also aim to improve employees’ mental health condition. We also established an indicator based on the number of ailment complaints identified from stress checks. These four indicators have been defined as health management benchmarks.

Employee health status

< ANA Trading Individual Company – Male > (as of August 2023)
Benchmark FY2023 target FY2021 FY2022
Ratio of employees with appropriate BMI 72.0% 71.4% 68.3%
Smoking ratio 20.0% 29.1% 25.4%
Metabolic syndrome ratio 8.0% 9.9% 8.7%
Ailment complaint ratio 18.5% 22.1% 24.9%
< ANA Trading Individual Company – Female > (as of August 2023)
Benchmark FY2023 target FY2021 FY2022
Ratio of employees with appropriate BMI 76.0% 68.5% 71.2%
Smoking ratio 3.0% 4.2% 3.4%
Metabolic syndrome ratio 0.0% 0.0% 2.2%
Ailment complaint ratio 37.5% 43.8% 50.0%
  • Ratio of employees with appropriate BMI: Ratio of people applicable to 18.5 ≤ BMI* < 25
    • BMI = weight (kg) / height (m)2
  • Smoking ratio: Ratio of people who smoke
  • Metabolic syndrome ratio: Ratio of people age 40 and over applicable to standards for definition of metabolic syndrome
    • Applicable to standards: Applicable to waist size standards (Male: 85 cm or larger; Female: 90 cm or larger), and has two or more other risks from blood sugar, body fat, and blood pressure
  • Ailment complaint ratio: Ratio of people with three or more ailment complaints*
    • Ailment complaint: Symptoms of physical discomfort: (E.g.) Back pain, eye fatigue, stomach discomfort, etc.
Number of work-related accidents

Number of workplace accidents: 1
Number of commuting accidents: 0

3. Loss/impact due to health conditions

Most health-related costs are due to presenteeism (i.e., lost employee productivity).
Per-capita health-related costs are shown in the graph below.

  • Numbers are calculated based on the respondents (351) who answered both absenteeism and presenteeism questions in the questionnaire.
  • The medical expenses are calculated from the data on the statement of medical expenses.
  • Presenteeism = [Percentage of presenteeism loss] x [FY2022 per capita annual income (salary & bonus)]
  • Absenteeism = [Absenteeism (number of days)] x [FY2022 per capita daily income (annual income divided by 365 days)]

External evaluation

FY2023 Certified Health and Productivity Management Organization 2024 (Large Enterprise Division)~White 500~, conducted by Nippon Kenko Kaigi

FY2022 Certified Health and Productivity Management Organization 2023 (Large Enterprise Division)~White 500~, conducted by Nippon Kenko Kaigi

FY2021 Certified Health and Productivity Management Organization 2022 (Large Enterprise Division)~White 500~, conducted by Nippon Kenko Kaigi

FY2020 Certified Health and Productivity Management Organization 2021 (Large Enterprise Division), conducted by Nippon Kenko Kaigi

FY2019 Certified Health and Productivity Management Organization 2020(Large Enterprise Division), conducted by Nippon Kenko Kaigi

ANA’s Way Survey (ANA Group Employee Awareness Survey)

We conduct fixed-point observations of employees’ thoughts, attitudes toward their work, and workplace satisfaction for analysis/improvement aimed at greater ES (Employee Satisfaction) and engagement. We also conduct the “”ANA’s Way Survey”” annually to enhance customer satisfaction and increase our corporate value.
In FY2022, 348 of our employees participated in the survey (response rate: 98.8%). The overall score remained high at 4.12, unchanged from the previous year. (ANA Group-wide average: 3.96) Following the COVID-19 pandemic, more positive responses to questions about pride in one’s work are on the rise.
After the survey was conducted, a table with the survey results was distributed to each company and department so that they could analyze causes, formulate various action plans, and initiate conversations at each workplace.
We will continue our efforts to make the ANA Group a rewarding workplace, believing that vibrant and energetic employees who take on an active role are key to both corporate growth and customer satisfaction.