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Well-Being Management Co-Creating Happiness for People and Society

MARUI GROUP's vision for well-being management is an approach to management that creates new value from the perspective of well-being in order to spread happiness throughout society. We aspire to help grant people greater levels of fulfillment through the services of MARUI GROUP. Generating the intangible value and trust needed to accomplish this goal will require that we continue to evolve our organization in order to achieve higher levels of work engagement by increasing the number of empowered and energized employees who feel happy themselves. This process will create value for both employees and society and thereby contribute to the co-creation of happiness for society.

Management's Commitment

Hiroshi AoiPresident and Representative Director
Representative Executive Officer, CEO

To contribute to the happiness of all stakeholders, we hope to realize work styles that enable employees to continue growing while tackling new challenges that are meaningful for society and future generations as well as for themselves.

MARUI GROUP began practicing healthcare management after the establishment of the Company's health insurance union in 1962. In the 57 years that followed, we have continued our passionate approach to healthcare management. One particularly noteworthy milestone on this path was the establishment of the Marui Health Insurance Union Building in 1970. Neighboring MARUI GROUP's head office, this building features the latest health examination equipment and checkup functions. I was in elementary school when this building was completed, and I remember being surprised at how impressive it was in comparison to the head office. Looking back, it is apparent that our founder was incredibly passionate about the health of employees from that time.

After joining MARUI GROUP, I often witnessed my predecessor advising employees, at morning assemblies and other occasions, to undergo intensive health examinations through the health insurance union should any concern arise. I was baffled by the fact that he always ended assemblies on the topic of healthcare. When I think about it now, this natural, ongoing emphasis on healthcare by senior management was probably what led to the close coordination between MARUI GROUP and the health insurance union seen today along with our high rates of health examination.

Our founder viewed employees as family members, sparking his commitment to healthcare, and my predecessor was a staunch advocate of intensive health examinations. These two individuals fostered healthcare management as an element of MARUI GROUP's corporate culture. Thanks to their contributions, the foundations for a healthcare management approach aimed at addressing metabolic syndrome and other lifestyle diseases were already practically complete when I took up the mantle of president.

With these foundations in place, we made the decision to take the next step based on the definition of health put forth by the World Health Organization. This definition of health is "a state of complete physical, mental and social well-being and not merely the absence of disease or infirmity." If the first step of healthcare management was ensuring "the absence of disease or infirmity," the next step would be promoting "a state of complete physical, mental and social well-being." Recognizing our new goal, I was committed to rising to the challenge.

To propel us forward on this journey, we established the Healthcare Management Project Team in 2016 and promptly kicked off initiatives with assistance from the Health Management Division (currently Wellbeing Promotion Department) set up in 2014. Our healthcare management initiatives are supported by the project team, which is composed of enthusiastic employee volunteers. These members decide on activity policies and implement initiatives that they planned at their respective workplaces. These activities are supported by the Health Management Division (currently Wellbeing Promotion Department) and the chief health officer. We were also lucky to have gained the services of Dr. Reiko Kojima, a passionate company physician. The passion for healthcare management and leadership of Dr. Kojima are proving to be a massive driving force behind our initiatives. Thanks to her guidance, MARUI GROUP has been selected for inclusion in the Health & Productivity Stock Selection for five consecutive years, from 2018.

Even having received this recognition and come this far, we still strive to go further. Our end goal is to create happiness through our business. This will, of course, require that our employees be in good physical health and that we implement work style reforms. Most important of all, however, will be for us to change our mind-set with regard to our jobs and work in general. This is especially important given the fact that the capitalist system that has exercised hegemony since the industrial revolution is beginning to reach its limits, and we are now in an era urging transformation to more sustainable societies and economies. Accordingly, there has been a significant change in how we are expected to work and the output anticipated.

Up until now, the primary goals of work have been to improve productivity or beat the competition in order to increase profits or scale of business. These goals were prefaced on economic growth. Going forward, however, businesses will need to help resolve the various issues impeding the realization of a sustainable society and environment in order to contribute to the happiness of all stakeholders. What these businesses will need is creativity. It is creativity that will find resolutions to various social issues that could not be reached by developing a business through prior approaches, and it is creativity that will generate the innovation needed to implement these resolutions.

The natural question is thus: How can businesses exercise greater creativity? To find the answer to this question, we decided it was necessary to stop and reexamine what our job is and what is the meaning of our work. The answer we found begins with reassessing the prior view separating work and life and the thinking that caused people to compartmentalize and separate themselves from their work. We must then link our work to undertakings that are meaningful for our lives and for our children and society in order to ensure that our work is motivating. This approach will no doubt give us strength and become a source of creativity. This is our answer to this seemingly unanswerable question.

The process of engaging in work that is meaningful for ourselves and for our children and society and continuing to grow through this work will contribute to the happiness of all our stakeholders. Realizing such work styles through our business is the approach of the well-being management we look to advance into the future.

Evolution of Well-Being Activities and Frameworks

MARUI GROUP began practicing well-being management after the establishment of the Company's health insurance union in 1962, and we have continued our passionate approach toward well-being management ever since. With a Company physician heading up the Health Management Division (currently Wellbeing Promotion Department), which was established in 2014, we are promoting well-being management with the aim of generating happiness through our business.

Evolution of Well-Being Activities


Establishment of MARUI GROUP's health insurance union


Opened Marui Health Insurance Union Building


Commencement of overtime reduction project

Start of Health Improvement Program by MARUI GROUP's health insurance union that contributed to a large reduction in obesity rates in comparison to the nationwide average


Introduced health management committee system

Established Health Management Division (currently Wellbeing Promotion Department) and appointed dedicated Company physicians


Introduced wellness leader system and physical and mental health consultation hotline


Appointed Company physician as general manager

Began analyzing health examination data of all employees and relationship between lifestyle patterns and attitudes toward work at Health Management Division (currently Wellbeing Promotion Department)

Started holding self-care training sessions for all employees across Japan

Appointed wellness leaders nationwide to help alleviate women's health concerns


Appointed chief health officer (CHO)


Introduced Resilience Program to promote habits to energize senior managers in terms of their body, mood, mental state, and thinking

Incorporated new healthcare management items into labor agreements to clarify responsibilities of the Company and of employees

Appointed outside advisors and began analyzing healthcare management practices and data

Formulated Groupwide Healthcare Management Project Team*


Began holding Group tests for nationally accredited health master examination


Began holding Group tests for nationally accredited women's health examination

Appointed Company physician as executive officer


Changed name of Health Management Division to Wellbeing Promotion Department


Appointed Chief Well-being Officer (CWO)

* Name changed to Well-Being Management Project Team in 2021

Well-Being Management Promotion Structure

Comment from CHRO

Tomoo Ishii
Senior Managing Executive Officer
and CHRO(Chief Human Resource Officer)
In charge of General Affairs, Personnel, and Well-being Promotion
Director of MARUI GROUP's
Health Insurance Union
Well-Being Management—Key Brick in Foundation for Sustainable Growth
I first became involved in employee healthcare management in 2013 when I was appointed general manager of the Personnel Division and director of the health insurance union. Actually, two years prior to that, a gym opened up in my neighborhood, and I began going there with my wife. My gym excursions led to my losing 20 kg, which transformed my life. My taste in fashion changed, and I started shopping at stores that would not have turned my head previously. Truly, health changed both my awareness and my behavior. For this reason, I was intimately aware of the importance of healthcare management when I was assigned to the position of chief health officer in 2015. Nobody denies the value of health, and I therefore thought that spreading healthcare awareness would not be particularly difficult. However, it is hard to envision how health contributes to improved performance, and changing one's lifestyle is always a burden. Everyone knows the value of health, but so many of us are unable to change. I was reminded of this fact when I became chief health officer, which is the biggest obstacle to promoting health. Nevertheless, I see the potential for well-being management to become a key brick in MARUI GROUP's foundation for sustainable growth. To realize this potential, we will need to prove the value of this approach through engagement that links health and management and helps employees truly feel the results.

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