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MSDs and employers 62 Box 2. Case study: Health Initiatives in Mazda 27 In Japan Mazda employs around 20,000 workers, producing 1 mln vehicles a year. The age distribution of the workforce follows an M-peak with significantly more workers aged around 30 and around 50 years. Most jobs are characterised by lifelong employment. Workers reaching the default retirement age of 60 can have a discussion with their manager regarding their willingness to continue working. Where their skills match the organisational demand, the occupational physician evaluates the older employee as ‘fit for work’, which enables them to continue working up to the age of 65 in part-time jobs. Mazda is promoting company-wide health improvement activities that emphasise enhanced mental health measures, lifestyle improvements, and measures to reduce health risks such as new strains of influenza. In addition to legally mandated health check-ups for all employees, Mazda carries out comprehensive medical check-ups covering a variety of areas for employees when they reach the ages of 30 and 35, and when they pass the age of 40. The company supports gradual return to work after a period of long-term absence: once a worker is found to be ‘fit for work’ they undergo a rehabilitation period of part-time work or reduced duties, before making a full return to work. Mazda runs a number of preventative health initiatives to help improve lifestyle choices that may compromise the well-being and productivity of employees: • Smoking cessation; • Prevention of obesity (metabolic syndrome); • Prevention of falling and tripping (particularly among employees aged 50 and over); • Programmes for physical exercise for workers of different ages; • Prevention of sickness resulting from overwork, as well as a No-Overtime Week system in which employees are prohibited from working overtime and from working on holidays; • Morning health checks conducted by supervisors: short questionnaires to assess physical and psychological well-being; • Stress-monitoring guidance and training for supervisors. 27 Information provided by an in-country expert Cont. Fit For Work? Musculoskeletal Disorders and the Japanese Labour Market
6.3 Recommendations for employers Cont. In addition, Mazda’s ergonomic standard includes a consideration of health and safety in process design: for example, details in car manufacturing never exceed the weight that can safely be handled by an individual worker. Since 1992, Mazda has conducted risk assessments of work stations, using an international system of risk classification: • Assessment Classification 3 (‘red’): improvement necessary (improve to Classification 2 or 1); • Assessment Classification 2 (‘yellow’): needs attention (work toward reaching Classification 1); • Assessment Classification 1 (‘green’): good condition (maintain current state). Best practice at Mazda: 1. Phased return to work; 2. Preventative and comprehensive approach to health and well-being; 3. Considering health and safety of both manual and non-manual jobs; 4. Considering both physical and psychosocial aspects of health at work; 5. Involvement of managers and supervisors in well-being initiatives. MSDs and employers One of the attractions of the biopsychosocial model is that it ‘joins up’ the three core strands of the MSD patient’s experience, and management of, their condition. It offers a comprehensive framework with which to approach the diagnosis and treatment of a range of MSDs. This framework is essential when an important outcome for the individual is to stay engaged in, or to return swiftly to, work. The importance for a successful return to work of maintaining the worker’s connection to the workplace and the employer’s connection to the worker is well recognised. Managers and occupational health specialists in organisations are best placed to detect the early signs of MSDs and plan appropriate interventions and rehabilitation. They must take into account the physical, psychological and social dimensions of MSDs to prevent work-related causes of MSDs and fully embrace the benefits of workplace rehabilitation. Encouraging workers to return to work will help organisations save directly through reduced recruitment costs, training costs and incapacity payments, and indirectly through future premium calculation. Conversely, a lack of suitable employment and an unsupportive workplace can Fit For Work? Musculoskeletal Disorders and the Japanese Labour Market 63
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Fit For Work? Musculoskeletal Disor
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Contents 4 1. Executive summary 6 2
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1. Executive summary 6 The ‘Fit f
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Executive summary 8 the data that i
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2. Introduction 10 2.1 The global b
Page 12 and 13: Introduction 12 2.3 International c
Page 14 and 15: Introduction 14 2.5 Structure of th
Page 16 and 17: Work and MSDs in Japan 16 Figure 3.
Page 18 and 19: Work and MSDs in Japan 18 3.2 Defin
Page 20 and 21: Work and MSDs in Japan 20 3.3 The i
Page 22 and 23: Work and MSDs in Japan 22 average t
Page 24 and 25: Work and MSDs in Japan 24 RA affect
Page 26 and 27: Work and MSDs in Japan 26 3.3.4 Spo
Page 28 and 29: Work and MSDs in Japan 28 3.4 Summa
Page 30 and 31: MSDs and government 30 4.2 MSDs: Po
Page 32 and 33: MSDs and government 32 of good heal
Page 34 and 35: MSDs and government 34 Figure 4.1.
Page 36 and 37: MSDs and government 36 deliver bett
Page 38 and 39: 5. MSDs and health care professiona
Page 40 and 41: MSDs and health care professionals
Page 50 and 51: 6. MSDs and employers 50 6.1 Costs
Page 52 and 53: MSDs and employers 52 6.2 The role
Page 54 and 55: MSDs and employers 54 Occupational
Page 56 and 57: MSDs and employers 56 The most freq
Page 58 and 59: MSDs and employers 58 levels of pai
Page 60 and 61: MSDs and employers 60 • Modified
Page 64 and 65: MSDs and employers 64 lower the mor
Page 66 and 67: 7. MSDs and individuals 66 7.1 Impa
Page 68 and 69: MSDs and individuals 68 Figure 7.1.
Page 70 and 71: MSDs and individuals 70 7.2 MSDs: I
Page 72 and 73: MSDs and individuals 72 and other h
Page 74 and 75: MSDs and individuals 74 Figure 7.4.
Page 76 and 77: MSDs and individuals 76 Cont. Kaize
Page 78 and 79: MSDs and individuals 78 reported wo
Page 80 and 81: Conclusions and recommendations 80
Page 82 and 83: References 82 American Chamber of C
Page 84 and 85: References 84 Dagfinrud, H., Mengsh
Page 86 and 87: References 86 Hori, Y., Hoshino, J.
Page 88 and 89: References 88 Matsudaira, K., Hara,
Page 90 and 91: References 90 Rudwaleit, M., Gooch,
Page 92 and 93: References 92 Young, A., Dixey, J.,
Page 94 and 95: Appendix 2: Fit Note Sample 94 Sour
Page 96 and 97: Appendix 3: Benchmarking grid 96 So
Page 98 and 99: Appendix 3: Benchmarking grid 98 So
Page 100 and 101: Appendix 3: Benchmarking grid 100 O
Page 102 and 103: Appendix 3: Benchmarking grid Refer
Page 104: We provide: Research Advisory Consu
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