Promoting Occupational Safety and Health
Sharp Group Basic Policies on Safety and Health
Basic Philosophy
The Sharp Group regards protecting the safety, security, and health of employees all over the world as indispensable to its business activities, and is dedicating appropriate management resources in a spirit of Sincerity and Creativity, in order to achieve a safe and pleasant working environment.
Basic Policy
1. Legislative Compliance
In addition to strict compliance with legislation related to safety and health in each country and region, all Group companies must comply with in-house standards established in line with the standard Group policy.
2. Establishment of Management Organization
The Sharp Group has established a management organization to deal with safety and health, with clearly delineated roles, authority, and responsibilities, and is promoting activities at the structural level.
3. Establishment and Operation of Management System
The Sharp Group has established an occupational safety and health management system, and is engaged in continuous evaluation and improvement of its activities, with a view to eliminating potential hazards and risks to safety and health in the workplace.
4. Implementation of Education and Training
The Sharp Group is endeavoring to raise awareness of safety and health and to promote voluntary activities by implementing for all employees the education and training required to improve safety and health.
5. Setting Targets and Full Employee Participation in Practical Activities
The Sharp Group sets targets for preventing accidents and improving employees’ health, and is striving to meet these targets by means of practical activities in which all employees participate.
Organization Promoting Safety, Hygiene, and Health
The Sharp Group works to ensure the safety and to maintain and improve the health of all of its employees, as well as further the creation of a pleasant working environment. Towards that end, we have developed a clear administrative responsibility system for preventing workplace accidents and improving occupational safety and health levels. Also, in order to show our commitment to maintaining and improving health, we call the names of our organizations and activities “safety, hygiene, and health” instead of “safety and health” and have established the following organizational system for promoting safety, hygiene, and health.
In order to ensure that activities for the maintenance and improvement of safety, hygiene, and health go smoothly, we hold Central Safety, Hygiene, and Health Committee meetings that bring the management and the labor union together to discuss and decide basic policies for the entire company. The Committee establishes annual company-wide policies, objectives, and priority action items related to safety, hygiene, and health and rolls them out to business sites and affiliated companies.
At each business site or affiliated company, the Safety, Hygiene, and Health Committee consisting of labor and management representatives, as well as chemical, electrical, and gas subcommittees, meets every month to report, discuss, and review safety, hygiene, and health activities. The discussion and decision outcomes are communicated to all employees through the various departments.
In addition, in order to establish comprehensive safety, hygiene, and health management on company premises, every month at each business site a Safety and Hygiene Council meeting is convened, which includes subcontractors permanently stationed on-site. This committee discusses safety, hygiene, and health-related policy, targets, and planning, shares updates about safety, hygiene, and health initiatives, and works to prevent industrial accidents.
Organization Promoting Safety, Hygiene, and Health
| Fiscal 2025 Objectives | Fiscal 2025 Achievements | Self-Evaluation | Priority Objectives for Fiscal 2026 |
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- Self-evaluation:
- ★★★ Achieved more than targeted
- ★★ Achieved as targeted
- ★ Achieved to some extent
Occupational Safety and Health Management System
We have established an occupational safety and health management system and are promoting measures to ensure the further penetration and establishment of “proactive safety,” an initiative under which potential workplace accident risks are identified in advance through risk assessments and eliminated or reduced.
Four of our major business sites in Japan have received certification for ISO 45001, an international standard for management systems of occupational safety and health. We have also established and are promoting occupational safety and health management systems at other workplaces and affiliated companies to promote systematic, organized, and continuous safety and health management and raise the level thereof.
Initiatives to Reduce Workplace Accidents
The Sharp Group implements continuous safety management at its work sites in compliance with safety-related laws and company rules as well as provides ongoing safety education to employees. When workplace accidents do occur, we conduct a multifaceted analysis of the workplace, type of accident, and cause, implement countermeasures, and then roll these out at each workplace to prevent reoccurrence. In particular, we strengthen safety measures at business units where accidents have occurred frequently.
In addition, we are making stronger efforts to foster a safety culture within the company by repeatedly stressing the importance of putting safety first, such as by providing easy intranet access to accident case studies, company policies, regulations and rules, and safety tools that summarize the actions that each employee should take to prevent unsafe behavior, which is the most common cause of workplace accidents.
As a result of these efforts, in the Sharp Group in Japan in fiscal 2025, although the number of incidents increased, there were no workplace accidents resulting in death (a record that has continued since fiscal 2013), and our workplace accident rate (frequency rate of lost-worktime workplace accidents*) was 0.51, which continued to be lower than the national average for all industries (2.01), the manufacturing industry (1.33), and the electrical machinery, equipment, and supplies manufacturing industry (0.60).
- Indicator that represents the incidence of workplace accidents per million work hours (one day or more of suspended operations).
Activities to Reduce Workplace Accidents
| Item | Description |
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| Safety measures at production sites |
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| Safety e-learning |
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| Sharp Group workplace safety website |
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| Displaying company-wide safety awareness posters |
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| Raising awareness of dangers |
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Annual Industrial Accident Rates (Frequency Rate of Lost-Worktime Industrial Accidents)
- National averages for all industries, the manufacturing industry, and manufacturers of electrical machinery, equipment, and supplies are based on a 2025 survey by the Japanese Ministry of Health, Labor, and Welfare.
Strengthening Health and Productivity Management
Because employee health is directly linked with company performance, the Sharp Group places importance on employee health and aims to improve productivity and business performance by carrying out health and productivity management.
Specifically, we work to prevent illness and improve the lifestyles of our employees by providing guidance and education based on health checkup results and through mental health measures such as conducting industrial physician consultations for high-stress employees and holding mental health counseling sessions. We actively promote the health of employees by setting goals for five lifestyle-related items (diet, sleep, exercise, smoking, and alcohol). Through these efforts, we aim to be certified, by fiscal 2027, as a White 500 enterprise under the Kenko Investment for Health program organized by the Ministry of Economy, Trade and Industry.
Company-Wide Health Initiatives
The Sharp Group’s business philosophy states that “It is the intention of our corporation to grow hand-in-hand with our employees.” To this end, the Sharp Group has been working together with the Sharp Workers Union and the Sharp Health Insurance Association to support the health of employees through Healthy Sharp 23, a company-wide initiative conducted since fiscal 2014.
Starting in fiscal 2023, this initiative was relaunched as Healthy Sharp and has a focus on cancer, cerebrovascular disease and heart disease prevention, as well as prevention of lifestyle diseases like arteriosclerosis, diabetes, hypertension, and dyslipidemia, which are risk factors for cerebrovascular disease and heart disease.
Since the onset of these diseases is closely related to daily lifestyle habits, Healthy Sharp focuses on five lifestyle-related factors ((1) diet, (2) exercise, (3) sleep, (4) smoking and (5) alcohol), along with (6) prevention of mental health disorders, as its target management factors. The aim is to check whether the answers given to questions asked during health checkups satisfy the healthy lifestyle habit indicators and then to increase the percentage of people who satisfy each.
the mascot for Healthy Sharp
Healthy Sharp—Five Lifestyle Habit-Related Target Management Factors
| Target management factors | Regular health checkup questionnaire (medical examination items) | Desired answer |
|---|---|---|
| (1) Diet | Eats faster than other people | No |
| Eats dinner within two hours before bedtime three or more times a week | No | |
| Eats snacks or other food in addition to three meals every day or sometimes | No | |
| Skips breakfast three or more times per week | No | |
| (2) Exercise | At least two days per week, performs exercise that lasts for at least 30 minutes per session and produces a light sweat | Yes |
| Performs physical activity equivalent to walking for at least one hour per day | Yes | |
| Walks faster than others of the same age and sex | Yes | |
| (3) Sleep | Gets sufficient rest from sleep | Yes |
| (4) Smoking | Is not a habitual smoker Used to smoke but hasn’t in the last month |
Yes |
| (5) Alcohol | Drinks alcohol every day and drinks two or more standard drinks (180 ml x 2) per day, or three or more standard drinks (180 ml x 3) five to six days per week, three to four days per week, one to three days per week, or one to three days per month | No |
Making Employees Healthier
We review the lifestyle habits of all our employees based on the regular health checkup questionnaire (medical examination items) and use the Healthy Sharp initiative as a way of fostering improvement of those habits.
The main approaches used include health education and information provision to employees, consultations and health guidance from industrial physicians and public health nurses based on the results of regular health checkups, and various health promotion measures that support improvement of lifestyle habits. We also have ongoing, focused activities to follow up on employees’ health. For example, employees who are at risk of brain or heart diseases are encouraged to undergo health checkups.
Main Activities
| Target factors for management | |||||
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| (1) Diet | (2) Exercise | (3) Sleep | (4) Smoking | (5) Alcohol | |
| Education/information dissemination |
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| Consultation |
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| Other measures |
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Enhancing Mental Health Care
We are promoting better mental health by making the prevention of mental health disorders one of our company-wide Healthy Sharp health initiative target management factors.
We are working proactively to increase the rate of participation in the legally mandated stress check system, thereby contributing to the prevention of mental health problems by helping employees become aware of their own stress levels, and implementing early detection and treatment for highly stressed individuals through one-on-one guidance. We are also implementing work environment improvement initiatives in departments with a high proportion of highly stressed individuals and in departments with a high overall health risk based on the results of analysis for each organization.
We also offer comprehensive mental health services to employees, including consultations for new employees and employees working long hours, counseling with mental health doctors and workplace counselors and counseling at outside specialized institutions. Mental health information is also made available to employees on the intranet.
Our return-to-work support program also demonstrates our commitment to supporting reinstatement after absence and prevention of a recurrence of mental health issues. Employees returning to work will have a preliminary talk with the workplace physician and their department, and they can choose to return to work on a trial basis or work shorter hours.
Initiatives to Improve Employees’ Mental Health
Preventing Health Problems Caused by Overwork
The Sharp Group strives to prevent health problems caused by overwork, such as by curbing long working hours, so that all employees can work in full physical and mental health.
Sharp Code of Conduct (excerpt)
We will actively make efforts to create a safety-first workplace environment and to manage proper working time and the like by placing maximum priority on human life, and by complying with global standards, the laws and regulations and internal company rules relating to work conditions and occupational health and safety.
Specifically, in order to limit the amount of overtime work, we have set upper limits on working long hours and have designated days on which no overtime is allowed. Other measures we utilize are securing break times between the end of working hours and the start of the next and mandating physician consultation and guidance for employees working long hours.
A new attendance management system was introduced in fiscal 2024. As this is an in-house developed system, it is designed to be optimized for the work styles of Sharp Group employees and goes beyond recording the number of hours worked to visualize each employee’s daily work style. This allows supervisors and admin departments to have a more detailed understanding of employees’ situations and, thus, help prevent health problems caused by excessive work.
Measures Related to Work Hours
| Item | Description |
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| Upper limits on overtime work |
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| No overtime days |
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| Rules to secure rest time |
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| Encouragement to take scheduled annual paid leave |
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| Criteria for mandatory physician consultation and guidance |
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Improving Workplace Safety Response Capabilities through First Aid Training
SCEP, Sharp’s production base in Poland, conducts emergency first aid training as a standard practice to ensure employees can respond appropriately and quickly in emergencies. SCEP aims to provide training opportunities to as many employees as possible each year, working to improve workplace safety awareness and response capabilities.
This training covers practical content that takes into account risks related to SCEP’s business activities, including first aid, fire safety measures, and how to handle lithium-ion battery fires. In 2025, a total of 205 employees participated in this training. Through such training, SCEP is working to create a safe and secure working environment by enhancing the safety knowledge and response capabilities of each employee.
Promoting Mental Well-Being through Participatory Programs
WSEC, Sharp’s production and sales base in China, carries out initiatives to support mental well-being with the aim of reducing employee stress and maintaining their physical and mental health. The company implements participatory programs, such as emotional expression workshops, collage-making, collaborative vision-building exercises using palmprints, and other collaborative team projects, to provide employees with opportunities to organize their thoughts and refresh themselves. These activities have helped restore employee vitality and improve their work motivation.
In addition, WSEC utilizes personality assessments to promote self-understanding, enabling employees to understand their own characteristics and behavioral tendencies, thereby reducing psychological burden and allowing them to leverage their strengths. WSEC is continuously working to create a workplace environment where motivated employees can work with peace of mind.
Creating a Safe Work Environment
Remuneration System and Bonuses
As part of efforts to realize the medium-term management plan’s commitment to expanding investment in people, Sharp and its major domestic consolidated subsidiaries have set employee salary levels and starting salaries for new graduates with the aim of attracting and retaining outstanding talent to support company growth. In making these decisions, we comprehensively consider the performance of the Sharp Group, the roles and contributions of employees, wage levels in the labor market, and the state of competition for talent. Furthermore, our bonus system reflects individual evaluations while taking into account company performance and is designed to reward employees who have achieved results.
Expanding Employee Benefits
The Sharp Group strives to provide a comprehensive employee benefits package to create an environment in which employees can work with peace of mind.
Specifically, we provide housing support, such as dormitories for single employees and company housing for transferees; medical examination subsidy (e.g., for comprehensive medical screenings); group health insurance plan that employees and their families can join at a discount; and support for asset building through property accumulation savings and employee stock ownership plans.
Sharp Group Employee Benefits (Japan)
| Housing support | We provide dormitories for single employees and company housing for transferees, thereby helping to reduce the financial burden on employees. |
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| Corporate pension | In addition to the public pension system, we have introduced our own corporate pension system (defined benefit corporate pension) to help support employees after their retirement. As of March 31, 2026, permanent employees under the age of 60 at 18 participating Sharp Group business sites in Japan are members of the Sharp Corporate Pension Fund. |
| Health insurance association | The health insurance association provides specific supplemental benefits above and beyond those mandated by law when sick or injured. A variety of health promotion services are also provided to those enrolled in the health insurance association. As of March 31, 2026, employees and their dependents from 24 applicable Sharp Group business sites in Japan are members of the Sharp Health Insurance Association. |
| Congratulations and condolences | Employees can receive various congratulatory and condolence-related payments and leave for occasions such as marriages, births, and funerals. |
| Other employee benefits and welfare systems | Property accumulation savings, employee stock ownership plan, Group health insurance plan, medical examination subsidy (e.g., for comprehensive medical screenings), special incentive leave (an extra 5 days of paid leave for every 5 years of continued employment). |
Increasing Employee Engagement
Increasing Employee Engagement
We regularly communicate the company vision and management’s thoughts to employees of group companies, in the form of a “message from the president & CEO,” in order to share Sharp’s corporate philosophy and values. Furthermore, we collect employees’ opinions through questionnaires and surveys and carry out efforts to enhance internal branding, which leads to improved employee engagement.
In addition, through greater transparency, we are increasing employees’ understanding of our personnel and remuneration systems, strengthening the communication skills of management, promoting information sharing and delegation of authority, and fostering employee ownership (a sense of responsibility and initiative).
We are also working to improve our infrastructure, including systems governing evaluation and salary structures and the IT environment, in order to create a psychologically safe workplace where employees can work without stress and with peace of mind.
Starting in fiscal 2024, we began conducting engagement surveys twice a year in place of employee satisfaction surveys.
The company-wide survey results are reported to, and reviewed by, management to identify company-wide issues and, thereby, lead to the consideration and implementation of improvement measures. In addition, the heads of each business unit and company explain the survey results at policy implementation meetings (held twice a year) to ensure that the findings are shared throughout the organization. Furthermore, the survey results at the workplace level are relayed back to all employees in order to promote improvement activities at every level by facilitating the sharing of issues and discussions toward improvement in each workplace. In fiscal 2025, we relied on these survey results to, among other things, facilitate improvements in the IT and workplace environments and, thereby, enhance employee job satisfaction and ease of work.
The Sharp Group aims to improve employee motivation and productivity through continuous improvement, thereby securing talent and creating an environment that maximizes the potential of each individual, ultimately leading to an increase in corporate value.
| Fiscal 2025 Result | Target | |
|---|---|---|
| Engagement score* | B | Fiscal 2027: A (up 3 ranks) |
- We utilize Motivation Cloud Engagement provided by Link and Motivation Inc. This visualizes the state of engagement within an organization using a unique survey method that compiles employee expectations and satisfaction regarding the company, managers, and workplace.
B is the Japan national average level, and A is the top 20% level.
This survey is targeted at employees in Sharp Corporation and its domestic consolidated subsidiaries.
Improving Employee Engagement through New Year’s Events
At the beginning of 2026, Sharp’s sales base in Thailand, SDBS, held a New Year’s event aimed at improving employee engagement and promoting internal communication. The event included team-building activities, recognition of employee contributions, and a dinner for participants, promoting interaction across departments and positions. Through these activities, the company seeks to deepen mutual understanding among employees and foster a positive and inclusive workplace culture.
SDBS will continue to implement initiatives that lead to improved employee motivation, better work-life balance, and stronger organizational unity, thereby creating a workplace environment where employees feel enthusiasm in their work.
Strengthening Teamwork through In-house Competition
SCEP, Sharp’s production base in Poland, is committed to instilling corporate values such as safety, collaboration, flexibility, communication, responsibility, and growth. As part of this, it held an in-house, collaboration-themed competition in July 2025. A total of 32 employees participated in the event, which featured physical challenges attempted by teams composed of members from different departments. Participants worked as teams to tackle the various challenges, and sports awards were given based on their performance.
This initiative promoted interaction among employees across departments, strengthened teamwork, and fostered a greater understanding of the value of collaboration.
In-house competition participants