[Certification is a Waypoint] Certification is Not the Goal, The Real Work Starts Now. Launch of an External Advisory Service to Implement Health and Productivity Management Driven by Management.

Fractal Workout Co., Ltd. (Headquarters: Shibuya-ku, Tokyo; Representative Director: Masahiro Takase) is launching an external advisory program to implement the certification for Health and Productivity Management Outstanding Corporations not as a goal of "obtaining it," but as an "operation that continuously addresses management challenges."

To avoid the common state where operations halt out of a "sense of relief after getting certified," which often happens around the time of the certification announcement, we will provide external support by reflecting on the previous year's initiatives, redefining health challenges, and assisting with everything from KPI setting to monthly operations and improvement proposals.

Even for companies with limited internal resources, we provide practical models and a comprehensive course that enable staff to act without hesitation, supporting the establishment of health and productivity management that does not become a mere formality.

Background of the Launch

The certification as a Health and Productivity Management Outstanding Corporation holds a certain value from the perspective of external trust and recruitment public relations.

On the other hand, in practice, obtaining the certification often becomes the goal, and the following situations tend to occur afterward.

• Management-involved committees cease to function, leaving only the staff's tasks.

• The previous year's challenges are not organized as health issues, and measures just pile up.

• KPIs are ambiguous, making it impossible to decide what to improve.

• Evidence creation is concentrated during the renewal period, and operations become focused on "application handling."

• Evaluations of successful and unsuccessful measures are not recorded.

Obtaining certification is a waypoint; from here, a design is needed to continuously operate "real health and productivity management."

In other words, the true implementation of health and productivity management is to create a state where it is connected to management challenges (recruitment, retention, productivity, safety, etc.), health challenges are managed as KPIs, and a monthly PDCA cycle is run.

Program Overview (Challenge Hearing → KPI Design → Operational Establishment with External Support)

This program is an external advisory service to establish health and productivity management as an "operation driven by management." It supports both improvement operations after obtaining certification and implementation operations toward certification.

Health Challenge Hearing and Issue Organization

• Take stock of current challenges through hearings with head office functions (HR, general affairs, management).

• Organize a review of the previous year (what was achieved / what stalled / causes of rework).

• Translate health challenges into language that can be connected to management challenges and determine priorities.

KPI Design (Indicator Definition, Operational Frequency, Demarcation of Responsibility)

• Set KPIs for each challenge, and determine definitions, calculation rules, and operational frequency.

• Focus on KPIs that are "measurable," "trackable monthly," and "usable for decision-making."

• Formalize committees, responsible persons, and review flows to eliminate a structure that stalls due to dependency on specific staff members.

External Advisor Support (Providing Practical Models)

• Review KPI trends, focus areas, and measure progress in monthly regular meetings to determine the next actions.

• Review the measure portfolio quarterly and concentrate on successful measures (reducing wasted effort).

• Provide operational templates (minutes, action management, evidence organization) to "process-ize" practical work.

Measure Design and Provision of Necessary Elements (Preventing Formalization)

• Design measures necessary for KPI achievement, such as training, operational improvements, and workflow enhancements.

• If internal resources are insufficient, provide support as an external party by delivering necessary items to the person in charge in a usable format.

• Separate and organize operations and application handling, including how to preserve evidence for the renewal period.

Expected Management Impact

Shift from "renewal work" to "management operation" for certification.

By fixing KPIs and committees, health and productivity management can be run as an improvement cycle for management challenges.

Prevention of formalization and reduction of staff workload.

Standardize practical work with templates and processes, suppressing the structure where workload concentrates during the renewal period.

Reduction of wasted effort in measures and optimization of investment allocation.

Evaluate measures monthly and quarterly, concentrating on effective actions to accelerate improvement speed.

Improvement of explainability (internal reporting, recruitment, external evaluation).

Organize KPI trends and implemented measures as a set, creating a state that can withstand accountability.

Implementation Flow

1. Current situation analysis (system, existing measures, review of the previous year, confirmation of renewal process challenges).

2. Health challenge hearing (connection with management challenges, prioritization).

3. KPI design (definition, frequency, calculation, demarcation of responsibility, committees).

4. Introduction of operational templates (minutes, action management, evidence organization).

5. Start of monthly regular operations (trend review, focus areas, determination of next actions).

6. Quarterly review (review of measure portfolio, update of investment allocation).

7. Renewal for the next fiscal year (leaving an improvement history to increase the certainty of certification continuation/re-acquisition).

About the Program

This program is an external advisory service that implements "health and productivity management driven by management," where certification is not the goal, but health challenges are turned into KPIs and a monthly PDCA cycle is run.

Even for companies with limited internal resources, external experts provide practical models and a comprehensive course to create a state where staff can act without hesitation.

In the initial information exchange, we will present points for organizing your company's health challenges, draft KPIs, the scope of monthly operational committees and templates, and a preliminary draft of priorities.

Please contact us at the following.

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■Company Profile

Company Name: Fractal Workout Co., Ltd.

Location: 4F Harajuku Jingunomori, 1-14-34 Jingumae, Shibuya-ku, Tokyo

Representative: Masahiro Takase, Representative Director

Established: April 1, 2020

Capital: 50 million yen

Business Content: Health and Productivity Management Solutions, Fitness Services

URL:

https://body-palette.com/

https://fractal-workout.com/

Affiliated Organizations: PHR Service Business Association, Health and Productivity Management Alliance, Cancer Control Promotion Corporate Action, Smart Life Project, Sport in Life

■Contact Information

TEL: 0120-107-125

Mail: contact-bp@fractal-workout.jp

Secretariat: Yuka Mizushima

■Information on Business Partnerships

Fractal Workout is looking for business partners to build cooperative relationships in various fields of fitness services.

We look forward to hearing from operating companies interested in health and productivity management and human capital management.

URL: https://body-palette.com/