Health Management
Coca-Cola Bottlers Japan's Commitment to Health and Productivity Management
Our mission is to deliver happy moments to everyone while creating value. As a company that stays close to people's daily lives, we always place the highest priority on health. We strive to contribute to a healthy and prosperous future by providing valuable products and services to our customers.
In order to achieve this, we have positioned employee well-being as a key issue connected to our management strategy. Guided by our policy that “safety and health take precedence over everything,” we aim to create an environment where employees can work safely and healthily, both mentally and physically, while pursuing higher productivity and engagement.
Calin Dragan, Representative Director, President & CEO
Coca-Cola Bottlers Japan Health Declaration (2025)
For the Company and its employees to continue achieving sustainable growth, we will promote both "strengthening of human resources and organization" and "fostering of a culture that supports and drives employee well-being".
We will create an environment in which every individual can maximize their performance by fostering a culture and organization that is easy to work and helps employees achieve results.
Our Concept of Well-being
The Coca-Cola Bottlers Japan Group defines well-being as “a state in which diverse employees work together and fully realize their own and the organization's potential, thereby gaining a sense of fulfillment and joy through their personal growth and the Company's development."
Health and Productivity Management Strategy Map
Health & Productivity Management Challenges and Goals
We are promoting initiatives to enhance the well-being of employees and the organization through support for mental and physical health and the creation of a comfortable workplace environment.
| Health challenges | 2022 Act | 2023 Act | 2024 Act | 2028 Target | |
|---|---|---|---|---|---|
| KGI | Engagement | 66.8% | 70.7% | 73.7% | To be set later due to changes in the survey method |
| Presenteeism | 8.3% | 8.0% | 9.6% | 15.0% | |
| Absenteeism | 1.8 days | 0.8 days | 1.9 days | 1.5 days | |
| KPI | Regular exercise habit rate (medical interview) |
45.85% | 49.32% | 56.99% | 60.0% |
| Non-smoking rate among mgrs. (questionnaire) | - | - | 27.1% | 0% | |
| Rate of emps. with inadequate blood pressure mgmt. (medical checkup results) |
0.91% | 0.46% | 0.51% | 0% | |
| High-stress workplace (stress check) | 5 | 4 | 5 | 0 | |
Details and Results of the Initiatives
The details of our health promotion initiatives and results are available. See here for details.
FY2025 Health White Paper (PDF)Employees’ health status
| 2022 | 2023 | 2024 | |
|---|---|---|---|
| Regular health check | 100.0% | 100.0% | 100.0% |
| Post-regular health check detailed testing | 57.4% | 49.4% | 64.6% |
| High-risk patient health guidance*1 | 26.2% | 26.0% | 24.9% |
| High-risk patients | 9.4% | 11.3% | 11.9% |
| Appropriate weight employees *Those with BMI of 18.5 to 24 |
57.2% | 58.1% | 58.0% |
| Habitual exercisers | 30.4% | 28.9% | 29.4% |
| Get enough sleep to be well-rested | 66.4% | 68.9% | 68.1% |
| Habitual alcohol drinkers | 13.9% | 12.8% | 13.4% |
| Blood pressure risks *% of those with systolic blood pressure of 180 mmHg or higher, or diastolic blood pressure of 110 mmHg or higher |
2.7% | 1.9% | 0.7% |
| Blood sugar risks *% of those with fasting blood sugar levels of 200 mg/dl or more |
0.7% | 0.8% | 0.8% |
| Poorly-managed diabetes *% of those with 0.8% HbA1 or higher |
1.6% | 1.5% | 1.9% |
| Employees on sick leave | 0.5% | 0.6% | 0.7% |
| Employees who have taken the stress check | 94.0% | 94.0% | 96.8% |
| High stress from the stress check | 14.2% | 15.2% | 13.8% |
| Presenteeism*2 | 91.7% | 92.0% | 90.4% |
| Absenteeism (absent due to illness)*3 | 1.8日 | 0.8日 | 1.9日 |
*1 Not conducted for some periods due to changes in enrolled health insurance associations, data transfers, etc.
*2 Presenteeism calculation method: Changed to University of Tokyo Single-Item Presenteeism in 2021
*3 Absenteeism calculation method: Calculated based on long-term absentees
Other metrics
| Most Recent Situation | |
|---|---|
| Participation in widely-implemented employee initiatives | Walking events participants: 8,860 employees |
| Employee health literacy | Mental Health e-Learning attendance rate: 71.3% |
| Employee satisfaction with each initiative | Walking event satisfaction rating: 3.72 (out of 5 points) |
| Working hours (overtime, etc.) | 21 hours |
| Usage of paid leave (annual leave usage rate, etc.) | 66.2% |
| Work engagement*4 | 73.7% |
| Cancer Screening Utilization Rate for Women | 2.7% |
| Link to other metrics (See the link on the right for metrics other than Working Hours above.) |
https://en.ccbji.co.jp/csv/esg/ |
*4 Work engagement calculation method: BJI original survey
Holding IN IKU/Hydration Seminars
Interacting with Communities through Sports
The Coca-Cola Red Sparks Hockey Club brings excitement to everyone through their games. Furthermore, by participating in regional events and dispatching coaches to hockey classes or elementary schools, the team contributes to creating a society where everyone can enjoy an active and healthy life.
