Responding to diverse workstyles

Since 1991, the Calbee Group has introduced a range of programs and carried out various initiatives with the aim of enabling each employee to choose their preferred work style and work more efficiently and productively. By supporting and promoting flexible work options, we are developing an environment that allows the diverse human resources sustaining the Group to realize their full potential while feeling motivated and rewarded in the workplace.

Main initiatives

Initiatives to support diverse and efficient workstyles
Transition to a hybrid work format
Initiatives to promote health and well-being

Initiatives to support diverse and efficient workstyles

Changes in workstyle reform over the years

Transition to a hybrid work format

In 2025, Calbee transitioned to a hybrid work format, which flexibly combines mobile work and working in the office, enabling employees to independently choose the location and time of their work by working backward from the objectives and outputs of their jobs.
The COVID-19 pandemic demonstrated that office workers can effectively execute their duties from mobile workstations. At the same time, it reminded us of the importance of face-to-face communication. Ultimately, this resulted in more employees coming to the office frequently and engaging in face-to-face activities both within and outside their teams.
We have developed an environment that allows both superiors and team members to opt for face-to-face communication when needed, while leveraging the respective advantages of office work and mobile work through the hybrid work format. We aim to maximize output by allowing the team and individuals to choose their own locations and working hours independently.

An office that revitalizes the organization through active face-to-face communication

Mobile work effectively supports employees in balancing their diverse lifestyles with their work. At the same time, we believe that working in the office and communicating face-to-face fosters a sense of unity within the organization and the team, significantly maximizing output. We, therefore, renovated and expanded the Head Office floor area to facilitate the transition to the Calbee Hybrid Work Format. We have positioned the office as a space, whether inside or outside the company, where employees generate results going beyond the confines of the organization and where they actively opt for face-to-face communication.

Office space at the Head Office

Schemes that support diverse workstyles

Main schemes	Program description
Mobile work	Launched the Home Teleworking Program in 2014. Removed restrictions on locations and frequency in 2017.
Return entry	Employees who have left Calbee due to life events or career opportunities and wish to rejoin the company are given priority in the recruitment process.
Full flextime	Introduced flextime in 1991. Discontinued the core time system (the time when employees must be at work) in July 2020.
Employee application remote work system	If the company determines that work can be done effectively through a mobile work-based approach, employees may work either on business trips or at the closest office without having a residence at the location of the organization they belong to.

Initiatives to promote health and well-being

The Calbee Group encourages employees to enhance their mental well-being and maintain physical health.
To enhance employees’ awareness of their health and encourage a proactive approach to maintaining and promoting good health, we implement measures to improve their health literacy both in terms of knowledge and behavior. We also actively involve healthcare professionals who provide specialized support.

Calbee Group’s health and productivity management

Based on the idea that the health of employees and their families is an essential component of corporate growth, the Calbee Group has been engaged in full-fledged health and productivity management initiatives to support the mental and physical health of employees since 2016. We aim to be a health-oriented company where employees can pursue healthy and prosperous lives, both physically and mentally, and work in a cheerful and spirited manner, motivated to take on new challenges.

Health and productivity management structure

The health promotion department, based on the Calbee Group Health Declaration, plays the central role in driving forward the Group’s health and productivity management. Supervisors and workplaces, on-site staff, occupational physicians and nurses, and the Calbee Health Insurance Association collaborate to build a mechanism that allows every employee to excel on the job.

Structure

Primary prevention

Initiatives to counter presenteeism, including maintenance of good health

Improving health literacy	● Streaming lectures by occupational physicians for employees on the company intranet. (Examples: Mental health, lifestyle-related illnesses, sleeping habits, emergency medical conditions, desk posture, etc.) ● In-house workshops on health checkup procedures for on-site staff
Mental health measures	● Team health oversight (line care) training for managers (mandatory for newly appointed managers) ● Meetings between healthcare professionals and employees who go through significant life changes ● Self-care training conducted by occupational physicians (psychiatrists)
Smoking cessation	The “Stop Smoking Declaration” made in May 2017. Smoking was completely banned during working hours. Smoking was completely banned anywhere on company premises in April 2021.
Overwork measures	Employees who exceed 45 and 80 non-scheduled work hours per month are identified in monthly reports.
Women’s health measures	Women’s health information is disseminated in cooperation with relevant departments.
Infectious disease measures	● Information on infectious diseases is collected and advice from healthcare professionals is sought to formulate policies and action plans. ● Access to infectious disease vaccination programs is made easier for those who wish to take advantage of them.

Secondary and tertiary prevention

Initiatives leading to reductions in work absences, including early detection and prevention of illnesses and preventing increases in severity

Comprehensive health checkups	● Expanding our health checks for the early detection and early treatment of diseases. ● 100% health checkup take-up rate achieved by working with on-site staff and the Health Insurance Association. ● A video “How to read and use your health checkup results” presented by a lead occupational physician streamed for viewing. ● Employees encouraged to keep good health by attending health checkups.
Health checkup follow-ups (stress check)	● An annual stress check implemented in 2015 as part of mental health checkups for employees. ● The stress check was conducted both online and in paper format to ensure that everyone could respond regardless of their work environment or other conditions. ● Follow-up actions taken by healthcare professionals depending on the stress check results and as and when required.
Support for returning to work	● Employees who are on leave of absence are provided with opportunities to speak to on-site staff and in-house healthcare professionals on a regular basis to the extent that they do not feel burdened and in order to ensure they are supported while on leave. ● Return-to-work criteria and procedures are developed to provide support for returning employees to regain prior performance levels. ● Return-to-work meetings with in-house healthcare professionals are provided for returning employees on a regular basis to check on their health conditions and work situations.
Support for balancing medical treatment and work duties	● Awareness surveys are conducted amongst employees. Based on the surveys, a guidebook for balancing medical treatment and work duties has been already prepared and distributed to employees. ● CalCAN’s, an in-house- self-help group for Calbee employees who have survived cancer or are undergoing cancer treatment, has been launched to provide these employees with an informal place to talk to fellow cancer survivors and patients. ● Employees living with cancer lead the conversation to provide information and share their experiences.

Guidebook for returning to work after a leave of absence

Guidebook for dealing with a cancer diagnosis