Implementing Stress Checks with a 98.4% Participation Rate and Monthly Supervisor Meetings: Kuriyama Automobile Industry Promotes 'Daily Mental Care'

Beyond merely conducting stress checks, the company is promoting mental care through daily dialogue. These initiatives are being led by Kuriyama Automobile Industry Co., Ltd. (President: Tomohiro Kuriyama; hereinafter "Kuriyama Automobile Industry"), which has bases in Tokyo, Chiba, and Kanagawa. The company deals in the sale, purchase, rental, and parts distribution of used trucks, aiming for a sustainable society by providing eco-friendly vehicles and promoting recycling.

98.4% Stress Check Participation Rate: Nearly All Employees Participate, Solidifying the System Kuriyama Automobile Industry conducted stress checks for all employees, achieving a participation rate of 98.4%. Stress checks are a mandatory annual system based on the Industrial Safety and Health Act, aimed at visualizing employee stress levels and preventing mental health issues before they occur. The company positions this system not just as a compliance requirement, but as a vital indicator for improving the workplace environment. ■ Institutionalizing Monthly Supervisor Meetings to Create Continuous Dialogue The company has institutionalized individual meetings (approximately 15 minutes) between all employees and their supervisors once a month. These meetings serve as a regular opportunity to grasp work status and physical/mental condition, functioning as a venue for continuous communication. ■ Flexible Responses Including One-Hour Meetings to Achieve Individual Optimization The meetings are not merely formal; they are handled flexibly according to the situation. Depending on the need, meeting times are extended to about an hour, or meetings may be held with supervisors across different branches, ensuring responses tailored to individual circumstances. Additionally, the company has established a system to handle individual consultations at any time, emphasizing communication that is attentive to each employee. ■ Management Involvement: Building an Organization that Enhances Psychological Safety The company also engages in initiatives to reduce psychological distance, such as individual outreach from management and the creation of casual dialogue spaces. Through this daily engagement, the company promotes an environment where employees can consult with peace of mind. ■ Linked to SDG Strengthening Actions: Building an Organization that Continuously Evolves These employee-focused initiatives are linked to the philosophy of the SDGs. The company is actively promoting the SDGs, with internal policies related to "Good Health and Well-being (Goal 3)," "Decent Work and Economic Growth (Goal 8)," and "Partnerships for the Goals (Goal 17)." As part of these efforts, the company sets "Strengthening Actions" and reviews the themes every six months. This initiative is one of the ongoing measures the company has been communicating both internally and externally. One of the current themes, "Create a workplace environment where problems are shared early and we can help each other," aligns with the concepts of SDG Goals 3, 8, and 17 from the perspectives of employee physical and mental health, ease of working, and team support.