Nakamura Saki, Maruyama Takashi, Hasegawa Kumi, Nagata Tomohisa, Mori Koji
Occupational Health Training Center, University of Occupational and Environmental Health, Japan, 1–1 Iseigaoka, Yahatanishiku, Kitakyushu, Fukuoka 807-8555, Japan.
Sangyo Eiseigaku Zasshi. 2011;53(6):211. doi: 10.1539/sangyoeisei.b11009. Epub 2011 Oct 11.
We conducted a survey to clarify the present state of the occupational health practices (OHPs) of foreign-owned companies (FOCs) in Japan. The results reveal more strategic OHPs of FOCs located in Japan as local subsidiaries. Furthermore, the results should contribute to smoother global development of OHPs for international corporations with headquarters (HQs) in Japan.
A total of 1,220 FOCs in Japan with at least 50 employees that are listed in Gaishikeikigyo-Soran (Overview of FOCs) 2009 published by Toyo Keizai, Inc. were targeted in our survey. A questionnaire with items concerning the (1) present situation of global and local OHP standards, (2) relationships with overseas HQ, and (3) impressions regarding daily OHPs was sent to a high-ranking person engaged in OHPs at each FOC. We ask about renkei-kan (sense of cooperation with overseas HQ), a positive Japanese word, in order to evaluate preferable relationships between FOCs and their HQs.
There were 123 valid responses. Of these, only 50 had indicated the implementation of global standards (GS). Of the OHPs that were mentioned in GS, responses mainly included risk management for occupational diseases. With respect to local standards (LS), responses indicated that individual approaches toward each worker were an area of particular focus. Satisfaction with staff numbers and budget was high, although HQ involvement in staff numbers and budget control was low. Furthermore, 71.5% of respondents had low renkei-kan. We also found correlations among: renkei-kan, GS availability, frequency of reporting to overseas superiors, audit interval, and understanding of OHP organization at HQs.
We found FOCs established OHPs independently of HQs and that they were satisfied with the present situation. On the other hand, there are many respondents who do not have positive feelings, renkei-kan, toward their relationships with HQs. OHP staff of FOCs can enhance renkei-kan by making use of GS, identifying key HQ personnel, and implementing understanding for them and their organization through daily reports and regular audits.
我们开展了一项调查，以厘清日本外资企业职业健康实践（OHP）的现状。结果显示，位于日本的外资企业作为当地子公司，其职业健康实践更具战略性。此外，这些结果应有助于总部位于日本的跨国公司更顺利地开展全球职业健康实践。
我们的调查对象是东洋经济新报社2009年出版的《外资企业总览》中列出的、在日本拥有至少50名员工的1220家外资企业。一份包含有关（1）全球和当地职业健康实践标准的现状、（2）与海外总部的关系以及（3）对日常职业健康实践的看法等项目的问卷，被发送给每家外资企业中从事职业健康实践的高级人员。为了评估外资企业与其总部之间的良好关系，我们询问了“连携感”（与海外总部合作的意识），这是一个积极的日语词汇。
共收到123份有效回复。其中，只有50家表示实施了全球标准（GS）。在全球标准中提及的职业健康实践方面，回复主要包括职业病风险管理。关于当地标准（LS），回复表明对每位员工的个性化方法是特别关注的领域。尽管总部对员工数量和预算的参与度较低，但对员工数量和预算的满意度较高。此外，71.5%的受访者连携感较低。我们还发现连携感、全球标准的可用性、向海外上级报告的频率、审核间隔以及对总部职业健康实践组织的理解之间存在相关性。
我们发现外资企业独立于总部建立职业健康实践，并且它们对现状感到满意。另一方面，有许多受访者对其与总部的关系没有积极的感受，即连携感。外资企业的职业健康实践人员可以通过利用全球标准、确定总部关键人员以及通过日常报告和定期审核来增进对他们及其组织的理解，从而增强连携感。
