New Tool Launched for Engagement Support Across 7 Fields and 19 Items: Based on Human Capital Visualization Guidelines, it Provides Fixed-Point Measurement of Work Engagement and Presenteeism, with Companion Support for Improvement
Fractal Workout Co., Ltd. has launched a new tool to measure work engagement and presenteeism at the organizational level, supporting improvement over time and across departments. This tool operationalizes engagement for improvement, aligning with human capital disclosure guidelines by providing clear definitions, measurement methods, and a continuous cycle of improvement, rather than just presenting data.
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- 📰 Published: April 15, 2026 at 19:10
- 🔍 Collected: April 15, 2026 at 10:31
- 🤖 AI Analyzed: April 16, 2026 at 00:40 (14h 8m after Collected)
Fractal Workout Co., Ltd. has launched a new tool that provides fixed-point measurement of work engagement and presenteeism at the organizational level, offering companion support for improvement on a departmental and chronological basis, focusing on the "engagement" domain, which is frequently discussed in human capital information disclosure.
In the practical aspects of human capital disclosure, it is important to be able to explain not just the numbers, but also the definition of indicators, measurement methods, operational frequency, and how improvements are made.
The Human Capital Visualization Guidelines compiled by the Non-Financial Information Visualization Research Group of the Cabinet Secretariat organize disclosure within the framework of linking management strategy and human resource strategy, as well as governance, strategy, risk management, and indicators and goals.
This tool is designed to operationalize engagement through "measurement → issue identification → measures → effect verification," enabling continuous management of issues that can influence reduced turnover and increased productivity.
Important Matters: This tool does not provide medical services (diagnosis/treatment). It operates on the premise of aggregated data at the organizational level where individuals cannot be identified. Indicators are used for identifying focus areas and operational improvements, not for definitively determining causality.
Background of Launch
In human capital disclosure, the focus is often on *why* an indicator is chosen, *how* it is monitored, and *how* improvements are made, rather than the indicator itself.
The Human Capital Visualization Guidelines clarify the importance of making the relationship between management strategy and human resource strategy explicit, and explaining indicators, goals, and progress to link human capital investment to corporate value enhancement.
On the other hand, the following challenges often arise in practice:
Even when surveys are conducted, measures are applied uniformly across the company, leaving departmental differences unaddressed.
At the same time as engagement decline, signs of presenteeism are not visible.
Indicators exist, but the operational frequency, meeting structures, and lines of responsibility are not fixed, preventing continuous improvement.
Even when numbers are compiled for disclosure, they do not lead to subsequent measures or evaluations.
We developed this tool to make engagement an "operational indicator for improvement" rather than just "numbers for disclosure."
Tool Overview (Measurement → Issue Identification → Measure Design → Effect Verification)
This tool is a mechanism for operationalizing the engagement domain, based on organizational-level aggregation without the purpose of individual identification.
Provided Content
Indicator Design (Confirmation of definitions, aggregation units, and operational frequency)
* Organize measurement objectives for work engagement and presenteeism.
* Determine aggregation units (by department, location, job type, etc.) and methods for presenting trends (e.g., difference from previous period, year-over-year difference).
* Design operational frequency (monthly, quarterly, etc.) and review structure (meeting format, responsibilities).
Fixed-Point Measurement (Design of additional questions as needed)
* Obtain basic indicators at fixed points and confirm trends by department and over time.
* Add supplementary questions tailored to company-specific challenge hypotheses as needed to improve the accuracy of causal hypotheses.
* Used for identifying focus areas and operational improvements, not for evaluating individuals.
Issue Identification (Extraction and prioritization of key departments)
* Organize focus departments and key issues based on score distribution and trends.
* Theorize issues at a granularity that allows for prioritization of measures, without definitively determining causality.
Improvement Measure Design and Provision (Tailored for each company)
* Design by combining training, operational improvements, opportunities for physical activity, etc., based on measurement results.
* Establish implementation frequency, participant pathways, and continuous design to prevent "one-off" efforts.
Effect Verification and Reporting (Presenting short-term and medium-term changes)
* Organize the trend of indicators and the status of measure implementation together to ensure explainability.
* Present in a format that easily connects not only to human capital disclosure but also to explanations of health management and related initiatives.
Deliverables (Examples)
* Indicator Definition Table (Measurement frequency, aggregation unit, management method)
* Departmental Score Distribution and Time-Series Trend Report (Sample)
* Measure Implementation Plan (Pathways, frequency, operational structure)
* Improvement Rate Report (Trends such as difference from previous period, year-over-year difference; in a form that does not identify individuals)
Expected Management Impact
Establishing Engagement as KPI Operation
* Operationalize beyond measurement to include review frequency and update of measures.
Identifying Precursors to Productivity Loss
* Difficult-to-see losses, including signs of presenteeism, can be organized as focus areas.
Reduce Wasted Efforts through Focused Investment in Key Departments
* Measures can be concentrated in areas where effects are likely to occur, based on departmental differences.
Enable Explanation within the Context of Human Capital Visualization Guidelines
* Present definitions, measurement methods, trends, and measure implementation together to create a form that can withstand dialogue.
Introduction Flow
* Pre-hearing (Business challenges, scope of application, organizational structure, consolidation of existing measures)
* Indicator Design (Definitions, frequency, aggregation units, report format, meeting structure)
* Start Measurement (Fixed-point understanding at the organizational unit level, with additional questions as needed)
* Issue Identification (Key departments and prioritization)
* Improvement Measure Design and Implementation (Including pathways, frequency, and operational structure)
* Effect Verification (Reporting of trends and improvement rates, updating for the next period)
About This Tool
This tool is an operational system that provides fixed-point measurement of engagement, a domain highly important in human capital information disclosure, using work engagement and presenteeism, and offers companion support for improvement on a departmental and chronological basis.
In the initial information exchange, we will present a draft of indicator definitions, aggregation units, operational frequency, report templates, and improvement measure design patterns.
Please contact us at the following window.
Company Overview
Company Name: Fractal Workout Co., Ltd.
Address: Harajuku Jingumori 4F, 1-14-34 Jingumae, Shibuya-ku, Tokyo
Representative: Masahiro Takase, Representative Director
Established: April 1, 2020
Capital: 50 million yen
Business Content: Health Management Solutions, Fitness Services
URL:
https://body-palette.com/
https://fractal-workout.com/
Affiliated Organizations: PHR Service Industry Association, Health Management Alliance, Corporate Action for Cancer Prevention, Smart Life Project, Sport in Life
Contact Information
TEL: 0120-107-125
Mail: contact-bp@fractal-workout.jp
Secretariat: Yuka Mizushima
Guidance Regarding Business Partnerships
Fractal Workout is seeking business partners to build cooperative relationships in various fields of fitness services.
We welcome inquiries from businesses interested in health management and human capital management.
URL: https://body-palette.com/
In the practical aspects of human capital disclosure, it is important to be able to explain not just the numbers, but also the definition of indicators, measurement methods, operational frequency, and how improvements are made.
The Human Capital Visualization Guidelines compiled by the Non-Financial Information Visualization Research Group of the Cabinet Secretariat organize disclosure within the framework of linking management strategy and human resource strategy, as well as governance, strategy, risk management, and indicators and goals.
This tool is designed to operationalize engagement through "measurement → issue identification → measures → effect verification," enabling continuous management of issues that can influence reduced turnover and increased productivity.
Important Matters: This tool does not provide medical services (diagnosis/treatment). It operates on the premise of aggregated data at the organizational level where individuals cannot be identified. Indicators are used for identifying focus areas and operational improvements, not for definitively determining causality.
Background of Launch
In human capital disclosure, the focus is often on *why* an indicator is chosen, *how* it is monitored, and *how* improvements are made, rather than the indicator itself.
The Human Capital Visualization Guidelines clarify the importance of making the relationship between management strategy and human resource strategy explicit, and explaining indicators, goals, and progress to link human capital investment to corporate value enhancement.
On the other hand, the following challenges often arise in practice:
Even when surveys are conducted, measures are applied uniformly across the company, leaving departmental differences unaddressed.
At the same time as engagement decline, signs of presenteeism are not visible.
Indicators exist, but the operational frequency, meeting structures, and lines of responsibility are not fixed, preventing continuous improvement.
Even when numbers are compiled for disclosure, they do not lead to subsequent measures or evaluations.
We developed this tool to make engagement an "operational indicator for improvement" rather than just "numbers for disclosure."
Tool Overview (Measurement → Issue Identification → Measure Design → Effect Verification)
This tool is a mechanism for operationalizing the engagement domain, based on organizational-level aggregation without the purpose of individual identification.
Provided Content
Indicator Design (Confirmation of definitions, aggregation units, and operational frequency)
* Organize measurement objectives for work engagement and presenteeism.
* Determine aggregation units (by department, location, job type, etc.) and methods for presenting trends (e.g., difference from previous period, year-over-year difference).
* Design operational frequency (monthly, quarterly, etc.) and review structure (meeting format, responsibilities).
Fixed-Point Measurement (Design of additional questions as needed)
* Obtain basic indicators at fixed points and confirm trends by department and over time.
* Add supplementary questions tailored to company-specific challenge hypotheses as needed to improve the accuracy of causal hypotheses.
* Used for identifying focus areas and operational improvements, not for evaluating individuals.
Issue Identification (Extraction and prioritization of key departments)
* Organize focus departments and key issues based on score distribution and trends.
* Theorize issues at a granularity that allows for prioritization of measures, without definitively determining causality.
Improvement Measure Design and Provision (Tailored for each company)
* Design by combining training, operational improvements, opportunities for physical activity, etc., based on measurement results.
* Establish implementation frequency, participant pathways, and continuous design to prevent "one-off" efforts.
Effect Verification and Reporting (Presenting short-term and medium-term changes)
* Organize the trend of indicators and the status of measure implementation together to ensure explainability.
* Present in a format that easily connects not only to human capital disclosure but also to explanations of health management and related initiatives.
Deliverables (Examples)
* Indicator Definition Table (Measurement frequency, aggregation unit, management method)
* Departmental Score Distribution and Time-Series Trend Report (Sample)
* Measure Implementation Plan (Pathways, frequency, operational structure)
* Improvement Rate Report (Trends such as difference from previous period, year-over-year difference; in a form that does not identify individuals)
Expected Management Impact
Establishing Engagement as KPI Operation
* Operationalize beyond measurement to include review frequency and update of measures.
Identifying Precursors to Productivity Loss
* Difficult-to-see losses, including signs of presenteeism, can be organized as focus areas.
Reduce Wasted Efforts through Focused Investment in Key Departments
* Measures can be concentrated in areas where effects are likely to occur, based on departmental differences.
Enable Explanation within the Context of Human Capital Visualization Guidelines
* Present definitions, measurement methods, trends, and measure implementation together to create a form that can withstand dialogue.
Introduction Flow
* Pre-hearing (Business challenges, scope of application, organizational structure, consolidation of existing measures)
* Indicator Design (Definitions, frequency, aggregation units, report format, meeting structure)
* Start Measurement (Fixed-point understanding at the organizational unit level, with additional questions as needed)
* Issue Identification (Key departments and prioritization)
* Improvement Measure Design and Implementation (Including pathways, frequency, and operational structure)
* Effect Verification (Reporting of trends and improvement rates, updating for the next period)
About This Tool
This tool is an operational system that provides fixed-point measurement of engagement, a domain highly important in human capital information disclosure, using work engagement and presenteeism, and offers companion support for improvement on a departmental and chronological basis.
In the initial information exchange, we will present a draft of indicator definitions, aggregation units, operational frequency, report templates, and improvement measure design patterns.
Please contact us at the following window.
Company Overview
Company Name: Fractal Workout Co., Ltd.
Address: Harajuku Jingumori 4F, 1-14-34 Jingumae, Shibuya-ku, Tokyo
Representative: Masahiro Takase, Representative Director
Established: April 1, 2020
Capital: 50 million yen
Business Content: Health Management Solutions, Fitness Services
URL:
https://body-palette.com/
https://fractal-workout.com/
Affiliated Organizations: PHR Service Industry Association, Health Management Alliance, Corporate Action for Cancer Prevention, Smart Life Project, Sport in Life
Contact Information
TEL: 0120-107-125
Mail: contact-bp@fractal-workout.jp
Secretariat: Yuka Mizushima
Guidance Regarding Business Partnerships
Fractal Workout is seeking business partners to build cooperative relationships in various fields of fitness services.
We welcome inquiries from businesses interested in health management and human capital management.
URL: https://body-palette.com/