Rethink the World

Sophiamedi
Annual Report 2023
2022.04 ▶ 2023.03
Sophiamedi for in-home nursingIn 2022,
Prolonged pandemics,
recurring natural disasters,
conflicts among peoples...
The world was shaken.

Sophiamedi E xperience ｜ 2 ｜ Rethink the WorldIn 2022 , vaccination against COVID-19 progressed inmany countries. While there were some signs that the
pandemic was coming to an end, the risk continued
a rou nd t he world a s a not her i n fect iou s d ise a se
spread. In addition, natural disasters such as f loods
a nd w ild f i res cont inued to occu r w it h except iona lfrequency, affecting large numbers of people.
Fu r t her more , i n 2 0 2 2 , a m ajor con f l ic t br oke out
b et we e n n a t i o n s w h ic h h a d s e r i o u s i mpl ic a t i o n s
for globa l f uel a nd fo od suppl ie s , a nd re su lted i nsignificant price rises for both. As of September 2023,
there is still no end in sight to this conflict and prices
continue to rise.
S er ious concer ns about climate cha nge , nat u ra ldisasters, and interstate conflicts are growing, and asense of "anything can happen" is sweeping over us.
A da rk shadow ha ngs over our da ily lives , ma kingit difficult to envision a bright future. The world isshaking, and people's hearts are shaken.

Sophiamedi E xperience ｜ 3 ｜ Rethink the World

Sophiamedi E xperience ｜ 4 ｜ Rethink the World

That's why in such an era, wewant to provide safe and warm
in-home care to as many people
as possible.
To achieve this goal, what should
we protect and what should wechange in this shaky world?

Sophiamedi E xperience ｜ 5 ｜ Rethink the World

“Rethink”
At this turning point in time,

let's rethink the world and seek
sustainable solutions.

Sophiamedi E xperience ｜ 6 ｜ Rethink the World

Why should
we“Rethink”
now ?

Reason #1

Accelerating
Aging
Population
Reason #2

Shortage ofMedicalWorkers
Reason #3

People's
Changing
Values■ The Aged Rate in Japan*1

As of 2022, the aged rate in Japan is 29.0% andincreasing rapidly. The rate is expected to rise further
to 30.8% by 2030 *1, and of particular note is the factthat some 6 million baby boomers will enter their 80s.
In order to ensure the health and well-being of therapidly growing elderly population, the development ofhealthcare infrastructure is an urgent issue.
*1

It is said that by 2030, there will be a shortage ofapproximately 1.87 million healthcare workers *2 . In
the field of in-home health care nursing, the numberof in-home health care nurses needed in 2025 will beapproximately 120,000*3, while the number in 2020 was
approximately 60,000*4, resulting in a serious shortageof human resources. As a result, it is estimated that
490,000 people will not be able to receive end-of-lifecare in 2040 *5

The pandemic has triggered a shift in perspectives on
well-being. In particular, there has been a re-evaluationof health and social connectedness*6 and an increased
interest in medical care and healthy lifestyles. In
addition, due to the temporary restrictions placedon hospital visits to prevent the spread of infection
during the Covid-19 pandemic, an increasing number ofpeople have started to re-evaluate where and how theywant to spend their final days, and are placing greater
emphasis on being with their families*7

30.8％

29.0％

23.0％

2010

2022

■ Supply and Demand for
In-home Health Nurses

2030（forecast）

118,556

6 2,157
Number of people*4
engaged in 2020

Estimated number of*3
people in demand in 2025

■ What people consider important when thinking about*7
where to spend the end of their lives（Multiple answers allowed）

46.6％ 48.7％
2017

2022

Being able to be myself

41.6％ 43.4％
2017

2022

Being able to spend
enough time with family
and others*1 Cabinet Office: 2023 White Paper on Aging Society*2 Personnel Research Institute and Chuo University: Labour Market Future Estimates 2030
*3 Ministry of Health, Labour and Welfare: According to the "Interim Summary of the Study Group on the Supply and Demand of Health Care Workers and the Subcommittee on Supply and Demandof Nursing Personnel" in 2019, the estimated demand is 118,556 persons when overtime hours are 10 hours or less per month and the number of paid vacations taken is 10 days or more per year.
*4 Ministry of Health, Labour and Welfare: 62,157 (actual number of workers), from "Summary of Health Administration Reports (Employment Medical Personnel)" in 2020.
*5 Ministry of Health, Labour and Welfare, Central Social Insurance Medical Council: 2011 Basic Data on Medical Care in Japan*6 Sustainable Development Solutions Network: World Happiness Report 2022
*7 Ministry of Health, Labour and Welfare: 2022 Survey on Attitudes toward Medical Care in the Final Stage of Life
Sophiamedi E xperience ｜ 7 ｜ Rethink the World

Sophiamedi E xperience ｜ 8 ｜ Rethink the WorldAll great changes
come from“Rethinking”

Sophiamedi E xperience ｜ 9 ｜ Rethink the World

CONTENTS
Part 1 Who We Are / Our Purpose

Sophiamedi’s Vision of The Future
12
14
16
18
19
20

Vision Mission Values
Client Testimonials
CEO Message
Highlights
SDGs Injection
Value Creation Model

Part 2 How We Did / Medical Report
Outcomes in 2022

24 Medical Report
34 Sophiamedi Experience
36 Initiatives to Standardize Quality

Part 3 What We Did / Rethink The World
Creating The Future by Rethinking
40
42
44
46
50

Three Themes Sophiamedi Is Rethinking
Rethinking "Sustainability of In-Home Nursing Services"
Rethinking "Well-Being in The Medical Profession"
Rethinking "Potential of In-Home Nursing”
Messages from Outside Experts

Part 4 Where We Are / Databook
Sophiamedi’s Work Style
52 Work Style Data
54 Interview with Workers
58 Operating Structure
Period covered in this report: This report is based on the period from April 1, 2022 toMarch 31, 2023.
* Some statements may cover information from before or after this period when necessary.

Sophiamedi E xperience ｜ 10 ｜ Rethink the World

1

Part

Who We Are

Our
PurposeSophiamedi s Vision of The Future
Sophiamedi E xperience ｜ 11 ｜ Rethink the World

VisionTo develop safe, warm in-homecare environments throughout
Japan and create a world where
all patients can live happy andcomfortable lives.

MissionTo devote our wisdom to caring
for lives.

Sophiamedi E xperience ｜ 12 ｜ Rethink the World

5Values
Customer-firstCommit to the customer-ﬁrst
principle and see things from theirpoint of view.

Humanity

Have a sensitive and humanapproach.

ExpertiseBe proud to be a professional andpursue every possibility.

G row t hContinue to learn and let it be a
driving force for change.

Te a mRespect and support each otherwith a friendly spirit.

Sophiamedi E xperience ｜ 13 ｜ Rethink the World

Client Testimonials

I am very happy to be able to walk again
after being discharged from the hospital.

Ayaka Miyahara,
Chief Nurse

Many of them have experience inpediatric nursing, so I can rely on them.

Mr. S / The Client

Mrs. I / MotherI was hospitalized for a while after undergoing several
surgeries at a university hospital, but after being
discharged, I used in-home nursing services and am now
living at home with my wife and pets. After returning
home, I worked hard on my rehabilitation＊ and am able
to walk again. I enjoy taking walks, looking at cherry
blossom, and chatting with the staﬀ. I have them comefive times a week, but I wish they would come more
often. I rely on them and look forward to their continued
support.

My son has a tracheostomy and I started using the inhome nursing service. I am able to take care of him at
home by talking to the nurses and getting help doing
things that would be diﬃcult for me to do alone, suchas changing dressings and bathing him. I trust thembecause they are all very kind and helpful. There aremany staﬀ members of the same generation as myself,
people with child-rearing experience, and people withexperience in pediatric nursing, so they give me advice
from various angles and are very helpful.

*Rehabilitation is a term which covers physiotherapy, occupational therapy, and speech therapy.

He always greets us
with a smile, and we
enjoy talking with him. We
visit him for both nursing
and rehabilitation*, andwe try to provide bettercare by collaborating andsharing information withother staff members.

Sophiamedi E xperience ｜ 14 ｜ Rethink the WorldAi Mashima,
Nurse

Always smiling,sometimes crying,
he shows us various
expressions every time wevisit him. I try to discusswith the mother what is
the most comfortable way
for him to spend his time.
I would like to continue towatch his growth.

I remember how I used to feel when
I was younger, and I feel very energetic.

Shinnosuke Sunaga,
Physical Therapist

The time spent with the staﬀ is a healing
experience for my husband.

Mrs. O / The Client

Mrs. Y / Wife

About six months ago, I broke my hip and was
bedridden for a while, but I have gradually recovered
while receiving nursing care and rehabilitation* back at
home, and now I am able to take a 15-minute walk on anice day. I am practicing my movements with the staﬀ
so that I can take a bath by myself. When the staﬀ cometo visit me, they remind me of my younger days, and it
cheers me up. I am grateful to all of you.

My husband has amyotrophic lateral sclerosis (ALS),
and we were considering placing him in a facility, but
we decided to use the in-home nursing service in thehope that he could stay at home as long as possible. He
has been doing exercises to keep his joints from getting
stiﬀ, throwing a ball, and having quizzes. Various staﬀ
members visit us, and I think it is a healing time for myhusband. I also asked for shower assistance, which has
reduced my own burden.

She always says to me, “Mycoming here makes her feelcheerful, and most of all,it’s fun.” The visiting staff
members are also energized
by Mrs. O's daily efforts in
her rehabilitation* to copewith life at home.

Sophiamedi E xperience ｜ 15 ｜ Rethink the World

Miki Yasuda,
Occupational Therapist

I know thatrehabilitation* can be
tough at times, but I
try to make things easierby creating quizzes forhim and by talking to
him about small thingsand creating opportunities
for conversation.

Rethink the
CEO Message

Through Caring for Lives, we expand choices
for each individual and make eﬀorts to support
a life that is uniquely one's own.

President and CEO

Aya ItoProfile: After working at a publishing company and beinga housewife, she joined Recruit Co in 2000. In 2014,
she became General manager of the Media Production
Depar tment of the Bridal Business Division, and in
2015, General Manager of the Diversit y Promotion
Department of Recruit Holdings Co. In 2016, she became
General Manager of the Social Enterprise Promotion
Department (currently the Sustainability Transformation
Department). In 2019, she became General Manager ofthe VMS Promotion Division (currently the Organization
Development Division) of Sophiamedi, and from February2022, she assumed the position of CEO.

Sophiamedi E xperience ｜ 16 ｜ Rethink the World

WorldI believe the period that we are living in is a turning
point in history. The aged rate in Japan will exceed*1
30% by 2030 , approximately one in three of the
population will be 65 years old or older, and about 6
million baby boomers will enter their 80s. In this ageof increasing demand for medical infrastructure, canwe fulﬁll the wishes of the many people who wish tospend their ﬁnal days at home? Can we contribute to
the birth of new drugs and also take care of the hopesand expectations of our clients? Can we support thepersonalized care and lives of people of all ages andwith a wide range of illnesses? It has been suggested
that 490,000 people may not be able to receive end*2
of-life care in 2040, and there is an overwhelming
shortage of healthcare professionals in in-home nursing*3
as well. In addition, the number one best-selling book*4of the year for 2022 was "The 80-Year-Old Wall", which
explores a new way of life for people in old age. New
ways of living in a super-aged society are attracting
attention, and people's values are changing. I want tothink about the best way forward and how to create
value with great impact as a corporate organization,
without giving up and saying, "It's too difficult," or "I
can only go so far. This report looks back on the year

2022 under the theme of "Rethink the World".
Our vision is to develop safe, warm in-home careenvironments throughout Japan and create a world
where all patients can live happy and comfortable
lives. To achieve this vision, we have been striving toprovide sustainable and stable care, evolve nursing
and rehabilitation techniques and work styles, andimprove job satisfaction. In particular, FY2022 was ayear in which we placed a business planning function
organization directly under the COO (Chief OperatingOﬃcer) and made eﬀorts to standardize, implement, andpromote PDCA (Plan-Do-Check-Act) in in-home nursing
operations. In addition, the Quality Management
Division, under the supervision of the CQO (Chief
Quality Officer), took on the role of taking a crosssectional view of technology and worked to establish
standards in terms of quality.
Through the practice of standardization, we havekeenly realized that it is essential not only to break
down and visualize speciﬁc operations and consolidate
knowledge, but also to establish a guideline for what
we are aiming for and how we are going to implement
our business. Only then will we be able to set a course
for standardization. This has been a year of thinking

Sophiamedi E xperience ｜ 17 ｜ Rethink the World

about "What kind of standardization should we do?"Patients often find themselves thinking "I want to gohome ", "I want to recuperate in my own house" or "I
want to do things I used to do. While families may feel
"I want them to come home" or "I want to spend timewith them." When a person is able to make their own
decisions on a daily basis based on several options,then they may feel hope, the will to move forward,
and the meaning of their own existence. Based on ourphilosophy of taking care of not only the disease but
also the life of each individual, we work to expand
their life options as much as possible through in-homenursing. And as we look back on our achievements andchallenges each year, we will continue our efforts torealize this goal with a strong will.
*1 Cabinet Office: 2023 White Paper on Aging Society*2 Ministry of Health, Labour and Welfare, Central Social Insurance Medical
Council: 2011 Basic Data on Medical Care in Japan*3 The number of in-home nurses needed in 2025 is estimated to be 120,000,
compared to 60,000 in 2020 (Ministry of Health, Labour and Welfare: Interim
Summary of the Study Group on the Supply and Demand of Health Care
Workers and the Subcommittee on Supply and Demand of Nursing Personnel
in 2019, / Ministry of Health, Labour and Welfare: Overview of healthadministration reports (employed medical professionals) in 2020)*4 Japan Publishing and Sales Corporation: Annual bestseller announcementfor 2022

Highlights 2022
2022.04 〜2023.03

Oﬃces
and
Cooperation System

In order to provide safe and warm in-home care to as many people as possible, we have worked to expand the scale of our business andat the same time build a system to provide sustainable, high-quality care. In particular, we are focusing on stabilizing quality by expanding
total care hours, strengthening support for patients who need mid to high levels of care, and improving nursing and rehabilitation
techniques. In addition, we are also focusing on the health observation business and the in-home clinical trial business by utilizing theresources of in-home nursing to provide medical care support to local residents and to visit subjects in in-home clinical trials.

With the aim of fur ther developing the in-home careinfrastructure, we have increased the number of offices by
opening 15 new locations in various parts of Japan, and at thesame time, strengthened cooperation with medical institutions,in-home care support offices, and other local institutions.

Home Visits
andMedium-to-High Levels of Care

The number of clients and total care hours have increased
due to the opening of offices and standardization of visiting
operations. In order to ensure that any person can receive
medical care with peace of mind, we are strengthening our
acceptance of those who are highly dependent on medical care.

Number of offices ※ 1

99

Number of new stations opened ※ 2

15

Number of clients（In-home nursing station）※ 3

12,704

953,536

Number of collaborating medical facilities

Number of collaborating doctors

Number of emergency visits ※ 5

Number of terminal care clients
added to calculation

4,228

9,428

Number of staffs※6

In addition to focusing on recruitment and welcoming 564
new employees, we are working to standardize quality by
establishing a consultation system with specialized andcertified nurses in order to improve skills.

※7

1,598

Number of new employees

Number of specialized/certified nurses

Paid leave that can be taken in 1-hour increments
Number of paid leave taken ※ 8

24

881

*3 The number of clients as of the end of March 2023. (Figures for FY2021 are as of the end of March 2022)*4 Total hours of care refers to the total time nurses and therapists (physical therapists, occupational therapists, and speech therapists) provided services to clients.
*5 Indicates the number of emergency visits during nighttime or after-hours.

*1 *2 Number of offices and newly opened offices includes annexes and satellites.

Recruiting, Training
and Support for a
Healthy Work/Life Balance

5,865

Total hours of care ※ 4

564

6,937

Health Observation Support
andIn-Home Clinical Trials

In the health observation support business, we provide
health counseling and remote triage for residents incooperation with local governments. In the in-home clinical
trial business, we supported new drug development bymaking 3,785 visits to subjects' homes and other locations.

Health observation support
Estimated number of consultations handled

Health observation support
Estimated total number of managed care patients

In-home clinical trials
Number of contracts with medical institutions

In-home clinical trials
Number of visits to clinical trial subjects

62,278*6 The number of staff is the total number of employees including temporary employees.
*7 The number of employees includes short-term hires for the Health Observation Support Project and In-Home Clinical Trial Project.
*8 This is a system of paid leave that can be taken from one hour and does not include half or full day off.

Sophiamedi E xperience ｜ 18 ｜ Rethink the World

31

25,222
3,785

Sophiamedi’s Sustainability Actions

SDGs Injection

By strengthening regional
cooperation, we act toward
Goal 17 ("Partnerships forthe goals") and contributeto Goal 3 through ourbusiness activities.

This is a conceptual model of how Sophiamedi＊
views and addresses the SDGs .
*The Sustainable Development Goals (SDGs) are
international goals for a sustainable and better world
by 2030, as stated in the "2030 Agenda for Sustainable
Development" adopted at the UN Summit.

The construction of an in-home nursing care systemthat accepts people in need of care will contributeto Goal 9, which is to "Industry, innovation andinfrastructure" to support the well-being of people.

As an end result, theaccumulation of each care
will create a chain of events
that contributes to Goal 11,
which is to realize sustainable
cities and communities.

In terms of therealization of Goal 8,both job satisfactionand economic growth
are the foundations for aseries of activities thatlead to the provision ofcare, including regional
cooperation.

Reinforcing the infrastructure
for in-home care through the"Accept all" policy will also leadto the realization of Goal 10("Reduced inequalities").

Major efforts
toward each goal

Goal 3・９・１０・11
Expansion of
In-Home Nursing

Each and every one of us living today is affected by
the realization of the UN’s Strategic Development
Goals (SDGs). How does Sophiamedi tackle thesegoals? Sophiamedi's SDGs Injection is a model
born from such a question. The main emphasisof this model is a strong push and linkage, which
was inspired by the image of an injection. Our inhome nursing starts with the job satisfaction of
our staff (Goal 8), which becomes the foundation oftaking care of our clients in the community throughpartnership (Goal 17), and strongly contributes toGoal 3 (health and welfare for all). It is a neverending activity that aims to evolve and improve
quality and quantity, and implementing it throughout
Japan leads to Goal 9, which is to support human

Goal 3・９・１０・11
Health Observation
Support

In-HomeClinical Trials

P.46・47
Sophiamedi E xperience ｜ 19 ｜ Rethink the World

P.46・48welfare and develop a resilient infrastructure. In
addition, our Valued Actions are guided by theprinciple of "never say no." By broadening ourreach and building local infrastructure, we areable to contribute to the development of a strong
framework. And by expanding our reach and building
local infrastructure, we are also commit ted toGoal 10. We will continue to practice Caring for
Lives based on a rewarding and comfortable work
environment. This, in turn, allows us to build an
infrastructure that allows people to choose the kindof medical care that best suits their needs. As aresult, we will create an inclusive and sustainablecommunity (Goal 11). This outcome is the very
realization of our vision.

Goal 17

Goal 8Community
Cooperation

Promotion of
Well-Being

P.27・30

P. 44・45

Care for Life

The GURU GURU model is a value creation model that demonstrates that all activities are integrated toward our vision. We provide in-home nursing careto our clients under a training and compatibility support system rooted in our philosophy, and evaluate and commend staff efforts, including sometimes
having to work in difficult locations or conditions, based on uniform standards. In addition, we create the Sophiamedi Experience by continuing toemphasize and enhance both employee satisfaction and customer satisfaction. Furthermore, we will communicate the results of our efforts to the outside
world and welcome new members to the company.

The Guru Guru Model
Learn about Sophiamedi
and apply for it.

2021.04▼
2022.03

Input

84

Number of offices*1

Number of stations
operating 365 daysa year *2

42

1,445

Entiresociety

7.Recruitment

Promote empathy with the philosophy
Identification of skills and motivation
using the ladder● Advanced employment based on referrals●●

Mountain lane

653

Number ofphysical therapists

256

Number ofoccupational
therapists

1.Nurturing●

51

Number of specialized/
certified nurses

16●

Employed●

Step-up sheet
Clinical ladder
Selfmanagement
goal sheet●

Extensive
online andoff-line
training〈Nurturing leaders〉● Manager class● Manager basic training● Future manager● Support provided
candidate classby mentors●

2022.04▼
2023.03

3.Evaluation●

OJT by chiefs

Mission Movie
Sophiamedi Channel● SophiamediA, internal magazine● Management policy sharing session●●●

Morning
meeting
Preparesettings●

HITO
seminar

Step-up sheet

5.ES(Employeesatisfaction)

●

Visit

Village lane

On-call responses

Preparation

Provision of iPad
Updating of electronic
medical records● Relocation assistance●●On the day responses●●

Two-hour paid leave● Expand eligibility for the short-time& full-time employee systems● Maternity uniform
●

4,951

● Interval
Emergency responsemanualwork system
Use of taxis to pick-up/
drop off, use of highways

Support for marriage, childcare, and career of LGBTQ● Expansion of internal and external hotlines● Care leave● Allow a second job● Internal financing system, advance salary payment system● Hello Again system● HAPPY “75”

11,154

1

Commit to
the customer-firstprinciple and see
things from theirpoint of view.

802,819

Total hours of care*5●

Diversity2

Be proud to bea professional
and pursue
every possibility.

Promotion of diversity

3

Have
a sensitive andhuman approach.

4

Continue to learn
and let it bea driving force
for change.

Sense of security and safety

Compliance● Governance●●Risk management● Disaster safety project●●5

Respect andsupport each otherwitha friendly spirit.

Improvement ofwork efficiency

TechnologyJobsatisfaction
is createdPulse survey
Great Place To
Work survey

Self-management goal sheet
Leader development program

3.Awards
Praise●5 Va lu e s

Number of clients*4●

The day afterWork-life balance support measure WOW!（Work for Our Wonderful life!）

Number ofcollaborating
care managers

Plan one's
own career

Response within designated business hours

2.Support
forwork-life
balance

12,704(candidates tobe employed)

Number of clients*4

953,536

Workload and ability as a team that are notreflected in numbers are also evaluated

Reviewgrowth

6.Internal
communication

Futuremembers

Ou t p u t

Total hours of care*5

Hard work
is evaluated

●

2,414

3

●

Training
program basedon the philosophy● Management
PolicyNumber ofcollaborating facilities

Number of certificatedawards●●149

Number ofspeech therapists

To devote our wisdom to caring for lives

Sophisticated professional and personal skills

Number of staff s*3

Number of nurses

MissionEveryone praises teams and peers
who made progress toward the vision● Annual awards●*1 Number of offices and newly opened offices includes annexes andsatellites.
*2 Number of facilities that report as open 24/7 (365 days a year) in theiroperating rules and regulations.
*3 The number of staff is the total number of employees including
temporary employees.
*4 The number of customers is as of the end of the fiscal year.
*5 Total hours of care refers to the total time nurses and therapists(physical therapists, occupational therapists, and speech therapists)
provided services to clients.
*6 Calculated based on the number of people who passed away at homeor in facilities divided by the number of deaths.
*7 Percentage of affirmative responses to the question option "Q. Overall,I feel fulfilled at work"in Great Place To Work®
*8 Figures exclude health observation support business and in-homeclinical trial business.

Sophiamedi E xperience ｜ 20 ｜ Rethink the World

Number of collaborating
facilities

2,936

Stake
holders

Area

Persons
who placeordersClients

Number of collaborating
care managers

5,316

The Sophiamedi Institutefor Home Care Research

4.CS(customer satisfaction)

The Sophiamedi
Experience

Our efforts will help our clients
to look at their own lives moreclosely and deeply. The experienceof individual clients receiving carefor their lives and being able tocherish their own lives so that ourunique Sophiamedi Experience iscontinuously produced.

Number of specialized/
certified nurses

24

Calculation rates ofadditional points certified as
special management

14.7

%

Number of terminal careclients added to calculation

881

Percentage of clients who
passed away at home*6

66.6

%

Employee Satisfaction
SurveyPositive
responses*7
%

14.8

52.2

Turnover rate*8%

0.8

Customer Satisfaction Survey
NPS(clients)

NRS(affiliated facilities)

15.5

Score ofSophiamedi Experience

66.4
3

Number of certificated awards●

Presentation of reports

6.External
communication

Visions are
realized

Vision●To develop safe,
warm home careenvironments
throughout Japanand create a world
where all patients
can live happy andcomfortable lives●

Communicate
our achievements
to society

Develop to receive awards
Annual Report

Contribute to
SDGs達成にachieving the
貢献する
SDGs
Sophiamedi's SDGs injection

Care for LifeIn FY2022, we welcomed 564 new employees and focused on updating our new employee education program
and training educator system to improve their skills as soon as possible, as well as promoting the sharingof best practices related to care content and station operations through internal communications, such ascompany-wide meetings and internal newsletters. We also focused on measures to promote well-being, suchas revitalizing communication within offices and establishing a new award system, and increased the positive
response rate in four of the five factors* that make up job satisfaction in the employee satisfaction survey.

2022 Guru Guru Model Activities*Evaluating pride, solidarity, trust, respect, and fairness are the main aims of the survey as recommended by Great Place To Work®, a professionalorganization that conducts surveys and analysis of job satisfaction in approximately 100 countries around the world.

1 Training
New employee training:

Management policy reading:total of

6,310

（2021: 5,204hours）

hours

total of

14,648（2021: 16,360hours）

Number of online
training programs:

Number of management
training participants:

620

hours

518

（2021: 527 ）Average ladder score:

Number of new
managers promoted:

2.7 therapist 2.630（2021: 428）

nurse

（2021: 22）（2021: 2.7）（2021: 2.6）

2 Support for Work-life Balance
Number of paid leaves taken
in one-hour increments:

Interval system: Numberof cases used:

6,937

835

（2021: 1,032*）（2021: 477 ）*System started in January 2022.

Care leave: Number ofleaves taken:

170（2021: 32）

Moving allowance: Number of
employees who used this program:

43（2021: 16）

3 Evaluation and commendation

4 Customer Satisfaction（CS）

Number of teamcommendations:

Number of individualcommendations:Customer Satisfaction Survey response rate:（2021: 13）（2021: 168）1425（2021: 10）

7

45.9%

206

Conditional side jobs:

1（2021: 43.8％）

6

5

5 Employee Satisfaction（ES）
Pulse Survey

Response rate:

3.5/5（2021: 3.5/5 ）Great Place To Work®

82.2%

50.8%

（2021: 47.3％）

Pride:（2021: 51.1％）

Respect:

3
Fairness:

49.4%（2021: 47.3％）

Solidarity:

53.9%（2021: 52.7％）

Response rate:

52.5%（2021: 52.0％）

6 Internal communication

Satisfaction with company-wide
meeting “Sophiamedi Channel” *:*Survey started in FY2022

2（2021: 79.5％）

Annual employee satisfaction survey to measure job satisfaction

Trust:

3.7/5

6Monthly employee satisfaction survey to ascertain mental and physical conditions of staff

Average:

50.7%

4

Number of employees
featured in the in-housemagazine :350（2021: 185）

90.6%

（2021: 80.8％）

Number of ThankYou comments* :1,182* Measure started in FY2022

6 External Communication

Number of articles
published on
SophiamediA:

120（2021: 87）

Sophiamedi E xperience ｜ 21 ｜ Rethink the World

Number of externalpresentations inconferences:

71（2021: 42）

7 Recruitment
Number of new employees* :Referrals:（2021: 809）

（2021: 46）

564*Including temporary employees

61

Sophiamedi E xperience ｜ 22 ｜ Rethink the World

Part

2

How We Did

MedicalReportOutcomes in 2 0 2 2
Sophiamedi E xperience ｜ 23 ｜ Rethink the World

Medical Report 2022
We assessed the quality of medical care from three aspects of the Donabedian model.
Structure shows the management structure of the stations, the percentage of staﬀ
members providing services, the ladder level, and the system of cooperation withrelated organizations in the community. Process indicates the number of routine
and emergency visits, special in-home nursing instructions, service delivery status
including the duration of visits, and activities in response to requests. Outcome
indicates the evaluation by clients, families, and community organizations using
data from the end-of-life care at home rate, the number of terminal care add-ons
calculated, client satisfaction surveys, and the Net Promoter Score (NPS®).
The period covered is from April 2022 to March 2023, and the FY2021 figures shown in parentheses represent data from April 2021to March
2022.
The Customer Satisfaction Survey (CS Survey) was conducted in September 2022 by Sophiamedi with our clients and affiliated facilities (conductedin September 2021 for FY2021). The Employee Satisfaction Survey (ES Survey) was conducted by Sophiamedi with our employees in August2022 (conducted in September 2021 for FY2021).
With regard to the CS survey, we have made some changes from the previous annual report (issued in March 2022) in order to more precisely
represent the evaluations of our clients. Specifically, the previous survey included non-respondents in the denominator to calculate the positive
response rate, but from this year both FY2021 and FY2022 data do not include non-respondents in the denominator to calculate the positive
response rate. In addition, we have changed some of the questions in the CS survey that have been answered by the affiliated facilities since
FY2022, in order to provide a more concrete evaluation of Sophiamedi's community cooperation activities.

Sophiamedi E xperience ｜ 24 ｜ Rethink the WorldBased on a 24/365 service system, 15 new oﬃces
established in various locations

Structure

Station99

Number of
offices *1

2021：84

15

Number of*4
new stations opened

2021：14

To meet the increasing demand for in-home medical care due to the aging of the
population and to provide a safe environment where people with any disease canreceive medical care day or night, we are expanding our business based on a 24 -hour,
365 -day service system. In fiscal 2022 , we opened our first office in Kyushu, as wellas three new offices in Hokuriku and Tokai, for a total of 15 new offices nationwide.

86（2021: 71）
Number of in-home care support offices：8（2021: 8 ）Number of in-home nursing stations:

Additional point for specified business establishment
1 0（2021：0） 2 1（2021：1） 3 2（2021：3）

4（2021:4）
Number of corporate division：1（2021:1）
Number of day service：

19.5

Average number of*3
staff per station

2021：16.0

National average : 11.0

Reference: Ministry of Health Labour and Welfare – FY 2021 Survey of
Nursing Care Service Facilities and Offices(Number of employees
at home nursing stations148,885/Number of offices 13,554)*1 *4 Number of offices and newly opened offices includes annexes and satellites. *2 The number and percentage of facilities that report as open 24/7
(365 days a year) in their operating rules and regulations. *3 The average number of staff at in-home nursing stations, excluding stations that have beenin operation for less than one year.
Sophiamedi E xperience ｜ 25 ｜ Rethink the World

63 /Number of stations
operating 365 days a year *2
Percentage of
all stations:

73.3%

2021：42/ 59.2％

Even in the midst of business expansion, fostering discipline,
culture, and standardization
to create a solid service delivery system
While expanding the scale of our business to build an
infrastructure for in-home medical care and treatment in a hyperaged and multi-death societ y, we also focused on fostering
discipline, culture and standardization to maintain and improvethe value of our services. Specifically, by designing and redefining
standards and norms of conduct and utilizing digital tools, thecompany was able to realize the enhancement of response
capabilities and systems for patients needing mid-high levelsof care, expand the total number of care hours with improved
produc tivit y, optimize inter vention processes, and improve
community collaboration activities. We will continue to set up as
many offices as possible equipped with functions expected by thecommunity as infrastructure that contributes to comprehensive
community care, and spreads safe and warm in-home care.
COO (Chief
Operating Officer)

Masahiro Hada

Focus on recruitment and training based on multidisciplinary placement.
Strengthening activities of specialized and certiﬁed nurses

Structure

Sta f f

1,598
Number of staffs*1

2021：1,445

564

Number of new employees

2021：809

24

Percentage of jobs at in-home nursing stations

1,250（2021：1,069）
In-home care support office：23（2021：28）
Day service：41（2021：44）
Health observation support：104（2021：56）
In-home clinical trials(DCT) ：16（2021：102）
Corporate division：164（2021：146）
In-home nursing station：

Medical Affair

Nurse

Ladder level *4

9.0%（2021：10.9 %）16.9 %（2021：14.4 %）30.8 %（2021：30.4 %）

19.0%（2021：23.3 %）24.2 %（2021：21.0 %）5 0.2%（2021：0.5%）

Physicaltherapist

Therapist2

20.5%（2021：20.2 %）1

Occupational therapist

13.1 %（2021：13.9%）

16.3%（2021：11.4 %）3（2021：49.6 %）4.2 %（2021：4.8%）

4

Nurse

8.7%（2021：7.8%）
Speech therapist*3*2

Number of specialized/certified nurses

2021：16In FY2022 , we continued to focus on recruitment, with 564 new hires. Regarding the ladderlevel, we a re redesig ning the new employee education prog ram and training educators
prog ra m in order to streng then the skills of new employees in pa r ticula r. We have 2 4
specialized and certified nurses on staff, and have developed a system of consultation acrossstations to utilize their expertise to improve the quality of care throughout the organization.

47.3%（2021：51.6 %）

15.6%（2021：16.2 %）*1 The number of staff is the total number of employees including temporary employees. *2 The number of employees includes short-term hires for the Health
Observation Support Project and In-Home Clinical Trial Project. *3 The difference is due to employment contracts on a project-by-project basis. *4 The laddermeasurement period is from August 1 to October 31, 2022. Therapist is the collective term for physical therapists, occupational therapists, and speech therapists.
Sophiamedi E xperience ｜ 26 ｜ Rethink the World

50.6%

23.3 %（2021：23.9 %）In order to secure human resources, we are diversifying
recruitment channels and designing a system that canaccommodate a variety of work styles.
The number of in-home nursing offices is increasing year by
year, and securing workers is the key to business operation.
In order to contribute to raising the number of job seekers in
the industry as a whole, Sophiamedi Institute for In-Home
Care Research held a seminar with experts to discuss the
future and challenges of in-home nursing, and provided an
opportunity for people to learn the value of working in inhome nursing. In our own recruitment, we are promoting
diversification of recruitment channels using direct
scouting and referrals, revamping our recruitment website,and establishing an official Line account, amongst othermeasures. In FY2023, we are also working to enhance thesystem that allows those who are raising children or caring
for family members to play an active role and to expand work
opportunities for part-time workers.
CHRO (Chief Human
Resources Officer) and
Recruitment Group Manager

Nayuta Iwata

Increased level of cooperation with aﬃliated facilities such as
medical institutions and in-home care support oﬃces

Structure

Cooperation System

In order to provide comprehensive care to our clients, we have strengthened
cooperation with affiliated facilities in each region. As a result, the number
of affiliated medical institutions increased to 4, 228, the number of affiliatedoffices to 2 ,936, and the number of affiliated attending physicians to 9,428.

Number of collaborating
medical facilities

Number ofcollaborating doctors

Number of collaborating facilities

Number of collaborating
care managers

2021：3,447

2021：7,971

2021：2,414

2021：4,951

4,228
18

Number of dedicated counselors

2021：19

9,428

83,113

Number of actions taken

2021：71,973

Affiliated facilities
Station manager/staff respondquickly and appropriately torequests and consultations *1
Respondents: 979

80.9％

2,936

（In-home care support office）

74,353

Number of consultations provided

2021：64,368

Affiliated facilities
I feel that I can easily
consult with the station
manager/staff
when I have a problem*2

Respondents: 977

80.8％

5,316

Toward the establishment of a better
comprehensive community care system,
promoting multidisciplinary cooperation
In order to build a bet ter comprehensive
communit y care system, it is considered
important to have multidisciplinary
cooperation that supports medical treatment
while collaborating in various areas such as
medical care and nursing care. In FY2022, ourconsultants accompanied clients on visits tocollaborating institutions and strengthened inhouse study sessions on regional cooperation
to promote regional cooperation activities,
so that each st af f member can build faceto-face relationships with affiliated facilities
and frequently repor t on clients' conditions
and provide consultation. As the need for inhome me dic al c are c ont inue s to inc re ase,
we will continue to promote multidisciplinary
cooperation so that we can fulfil the wish tostay at home of as many people as possible.
Saitama Area and Tama-Tobu /Nerima Area
Community Cooperation Consultant*1 *2 This question was newly added to the Customer Satisfaction Survey (for affiliated facilities) from FY2022.
Sophiamedi E xperience ｜ 27 ｜ Rethink the World

Yuki Hayakawa

The number of clients is increasing. Among them, acceptance of thosewith higher levels of nursing care is also rising.

Process

Clients
12,704

Number of clients（In-home nursing station）*1

Number of clients（In-home care support office）

2021：866*2

Percentage ofclients using *3
in-home nursing

46.8%（2021 : 53.4 %）219

Number of clients（Day ser vice）

2021：224

assistancenecessarycarenecessary

2021：11,154744

As a result of the establishment of new business sites, an increase in the number of visitingslots, and the promotion of stronger cooperation with related organizations, the number ofclients at in-home nursing stations increased by 13.9% compared to FY2021. As for the ratio ofclients by level of care, the number of those requiring assistance decreased and the number of
those requiring nursing care increased, indicating the acceptance of more severely ill clients.

*4

1
2
1
2
3
4
5

Care-level*5

Number of ended services/by reason

3.6 %（2021：4.5 %）Wishes ofthe client orfamily7.3 %（2021：9.2 %）24.0 %（2021：23.8 %）1.9 %Relocation

5.4 %（2021：1.8 %）（2021：4.5 % ）25.2 %（2021：23.8 %）In F Y2022, St ation Nakano-Shinbashi received a large
number of clients with medium-to-severe illnesses andtook care of the end-of-life for 29 clients. In addition toproviding care such as blood transfusions, high-calorie
nutrition, continuous intravenous administration of drugs,
and pain control, we hold regular conferences with visiting
physicians to review the situation in collaboration withmultiple professions. In-home nursing is a happy job where
we can share joy with our clients. We are grateful for theconnection we have with them and will continue to makeevery effort to make them feel happy with this choice.
Station NakanoSimbashi
Manager

Hideko Ono
Sophiamedi E xperience ｜ 28 ｜ Rethink the World

De

13.6 %（2021：13.2 %）14.1 %（2021：13.6 %）To ensure that our clients can spend their final days athome with peace of mind, we visit them
day after day with their happiness as our top priority.

（2021：1.3 %）Other

16.2 %（2021：15.5 %）9.6 %（2021：9.4 %）0.8 %Care facilityath26.5 %
Home（2021：28.5 %）Improvementof medical
condition

8.8 %（2021：9.3 %）4,585人2021：3,563人

Admitted toa care facili

15.2 %

8.8 %Hospital（2021：9.2 %）Admitted toa hospital

10.2 %（2021：13.4 %） （2021：10.2 %）Switch to a in-homenursing service ofanother company

3.8 %（2021：2.5 %）

4.9 %
Other

（2021：6.0 %）*1 *2 *4 The number of clients as of the end of March 2023. (Figures for FY2021 are
as of the end of March 2022) *3 The number of clients for in-home nursing services/
number of claims for care plan creation is calculated for the fiscal year ended March
31, 2023. *5 Figures for nursing care level are also as of the end of March 2023.

Total care hours increased by approximately 20%. In addition, thepercentage of medical insurance use increased

Process

VisitsTotal hours of care reached 953,535, an increase of 19.3% compared to last year. In addition, themedical insurance ratio and the number of special visiting nurse directives implemented increased,
indicating that the acceptance of those with a high level of medical dependency is rising. We willcontinue to strengthen our response to those requiring medium-to-high levels of medical care inorder to establish a system that allows patients with any disease to receive medical care at home.

953,536

5,865

Number of emergency visits*2

Number of visits made with special
in-home nursing instructions

2021：802,819

2021：4,276

2021：30,506*1

Insurance type*3
Long-termcare insurance
Medicalinsurance
All on client's
own expense

40,279Total hours of care

68.8 %（2021：71.5 %）28.5 %（2021：26.4 %）2.8 %（2021：2.2 %）Duration of visits
Less than one year
One year or longer
Two years or longer
Three years or longer
Five years or longer
Ten years or longer

42.6%（2021：40.3 %）23.0 %（2021：25.4%）

14.7%（2021：14.2%）

12.2 %（2021：10.6%）

6.1%（2021：7.8%）

1.4%（2021：1.7%）*1 Total hours of care refers to the total time nurses and therapists (physical therapists, occupational therapists, and speech therapists) provided services to clients.
Previously, the number of visits was reported as a similar indicator, but the calculation has been changed from number of visits to hours in order to more precisely
measure the amount of service provided to clients. *2 Indicates the number of emergency visits during nighttime or after-hours. *3 Monthly results for March 2023 (for
FY2021, monthly results for March 2022). If a client has both types of insurance, the number of visits is counted for both.
Sophiamedi E xperience ｜ 29 ｜ Rethink the World

There is no rest for the sick. Reducing the burden on
staff regarding the increasing number ofnighttime emergencies.
We are focusing on t raining manager s and s t af f tostrengthen our response to clients who are highly dependent
on medical care. In addition, since the number of nighttime
emergency re sponse s is increasing and it is e s sential
to create a system to reduce the burden on staff, we areworking to reduce the anxiet y of night time client s andreduce unnecessary emergency visits by improving work
efficiency as well as scheduling and enhancing care during
the day. We are aware of the role of the in-home nursing
station in the comprehensive community care system andwill continue to build trusted stations as a keystone ofmultidisciplinary cooperation, so that any client can receive
medical care with peace of mind 24 hours a day.
Saitama/Joto Area
Supervisor

Yuka OnoRequests from medical institutions and in-home care support oﬃces
have increased, bringing the number of contracts to 7,455

Process

Orders13,090

Toward the establishment of a community-based comprehensive care system, we arestrengthening cooperation with relevant local institutions. In addition to an increasein the number of requests and contracts compared to FY2021, a satisfaction surveyof affiliated facilities showed an 80.6% positive response rate to a question regarding
support for people with a high level of medical dependency.

Number of orders received

2021：11,626

Affiliated facilities“I feel that they are notrefusing to deal with clients
who are highly medicallydependent.”

80.6％（2021: 74.6%）
Respondents：961

Contract rate

57.0%

（2021 : 54.0 %）

7,455

3,393

Number of contracts

Number of offices that gave us the order2021：6,279

2021：2,842

Order from

In-home care support offices

62.2%

9.5%（2021：9.0%）
Community General Support Centers8.7%（2021：8.9%）
Clinics
7.4%（2021：7.4%）
Consultation services
5.2%（2021：5.0%）
In-home nursing stations 2.7%（2021：2.8%）
Care facilities 1.4%（2021：1.8%）
Other 2.9%（2021：3.2%）
Hospitals（2021：61.8%）

Understanding the unique needs of the area and serving
as a liaison between medical care and nursing care
We are developing in-home nursing stations in various regions,and since the characteristics of each region vary, we discussand implement means of cooperation and quality improvement
based on an accurate understanding of the needs and issues inthat region. In FY2022, we held 119 events in different regions,
including exercise classes, courses on how to stay healthy
which included measuring sessions to help the participants findout vital health numbers such as blood pressure and seminars
related to in-home nursing. As a result, we received morerequests from affiliated facilities. At the same time, we needto continue to increase the number of contracts with medical
institutions so we will strive to increase the number of visitingslots by improving productivity through the use of digital tools
and optimization of the visiting schedule.
Business PlanningGroup
Leader

Kosuke Takahashi
Sophiamedi E xperience ｜ 30 ｜ Rethink the World

Sophiamedi E xperience ｜ 31 ｜ Rethink the World

Expanding acceptance of highly medical-dependent, pediatric, andpsychiatric clients

OutcomeNumber of Clients by
Nursing Field/Satisfaction
Psychiatricin-home nursing*1

Pediatric
in-home nursing*2

2021：662

2021：372

800

Number of clients

Percentage of total：

6.3%（2021：5.9%）

472

Number of clients

Percentage of total：

3.7 %（2021：3.3%）

C lien ts
I feel that thestaff is selecting
methods that aresuitable for me.

Respondents: 5,170

I feel that the staff
is trying to treat me
as a person withsincerity rather thansimply treating my
illness or disability.
Respondents: 5,110

83.2％
2021
84.7 %

79.8％
2021
82.0 %

I feel that the staff
is sharing necessary
information among
multiple professions
and discussing
the direction of care.
Respondents:5,070

I feel that the staff
is supporting
my unique choiceof in-home care.
Respondents: 5,117

While the number of interventions for those with high levels of medical dependency,
those receiving pediatric in-home nursing care, and those receiving psychiatric inhome nursing care all increased, the customer satisfaction survey showed a decline inpoints for questions related to nursing rehabilitation practice. In response, we have beenpromoting the redesign of training programs and the development of assessment tools.

Persons with a high level of medical dependency *3

1,1382021：972

2021：1,239

Percentage of total：

2021

75.2 %

77.9％
2021
80.0 %

Percentage of total：

9.0 %（2021：8.7%）
C l i e nts

75.1％

1,471

Clients with illnesses
listed in Appendix 7

Clients who fall under
the conditions shown inAppendix 8

11.6 %（2021：11.1%）

NPS（2021：12.9 ） Respondents :4,918

Affiliated facilities

NRS

*6

I would like to use Sophiamedi
In-Home Nursing Station again.

15.5

21,528
Number of calculations

2021：17,469

Percentage of total：

14.7 %（2021：14.4%）*5

I would introduce Sophiamedi
In-Home Nursing Station to my friends.

0.8

Additional points certified as
special management *4（2021：1.8 ）Respondents: 976*1 *2 *3 All figures are as of March 31, 2023. (FY2021 is as of the end of March 2022) *3 Appendix 7 is a list of illnesses for which in-home nursing care can beprovided by medical insurance, as specified by the Ministry of Health, Labour and Welfare. While Appendix 7 is a list of diseases, Appendix 8 is a list of severityof conditions,. as specified by the Ministry of Health, Labour and Welfare. *4 The number of cases is the annual total, and the percentage is the monthly results ofMarch 2023. *5 *6 NPS/NRS is an index to quantify customer loyalty and is calculated based on the ratio of critics, neutrals, and recommenders.
Sophiamedi E xperience ｜ 32 ｜ Rethink the World

Standardizing quality and improving the value ofservices by strengthening training and introducing
assessment tools
We recognize that increasing the value of our services is
an important issue, based on the results of the customer
satisfaction survey shown on the left. To this end, we are
implementing various measures to improve quality, including
a review of basic education, such as a redesign of the new
employee training program, standardization of assessments,
internal knowledge sharing, and est ablishment of aconsultation system with specialized/certified nurses. While
taking into consideration important aspects such as medical
safet y, infection control, and disaster response, we will
sincerely listen to each and every client's voice to improve
the practical ability of each station.
QM Promotion
Group
LeaderMasafumi Tanabe

Increasing opportunities to support patients in their ﬁnal days at home

OutcomeEnd-of-life Care
Percentage of clients who
passed away at home *1

66.6 %

Number of terminal careclients added to calculation

Respondents: 5,134

80.8％
2021
82.4 %

961

2021：684

C lien ts

I feel that I can stay athome without anxiety byusing the service ofSophiamedi.

Number of Angel Careprovided881

2021：66.2%

The increase in the rate of end-of-life care at home and the increase in the number ofterminal care additions calculated indicate that opportunities to provide care at the endof life are increasing. Compared to FY2021 there was a lower positive response rate to
the survey question asking if their level of concern had been reduced because of their useof the service. We are working to improve our ability to accurately respond to clients inany situation through such measures as holding case conferences led by certified nurses.

2021：886

Other

12.0 %（2021：13.3 %）Hospital

21.5 %（2021：20.5 %）Care facility

2.0 %Place of deathHome

64.6 %（2021：63.3 %）（2021：2.9 %）Affiliated facilities

I feel that the staff islistening to
my unspoken anxieties.

I feel that unnecessary
hospitalization isappropriately prevented

I feel that emergency
response isadequate*2

Respondents: 5,056

Respondents: 896

Respondents: 949

67.7％
2021
70.0 %

63.0％
2021

62.7 %

74.7％*1 Calculated based on the number of people who passed away at home or in facilities divided by the number of deaths. *2 This question was newly added in the
Customer Satisfaction Survey (for affiliated facilities) from FY2022.
Sophiamedi E xperience ｜ 33 ｜ Rethink the World

Live one's own life until the end of life. To provide
nursing care that respects individuality, weestablished a team specializing in palliative care
In FY2022, with the aim of improving the quality of care
at Sophiamedi as a whole, we launched a specialized
palliative care team and started cross-station initiatives.
Specifically, the team, led by certified nurses, conducts
case conferences, knowledge sharing, accompanying
visits, and visits to stations. There are various options
for care. Therefore, we will work together with the local
community to improve the in-home care system in termsof both quantity and quality.
Station Chikusa
Certified Palliative
Care Nurse

Ayumi Mori

The Sophiamedi Experience
2022

66.4
/100points（2021：67.1）

Clients may feel "I want to live a fuller
life despite my illness or disability" or"I want to decide how to live my own
life until the end of my life," and theirfamilies may have similar desires forthem. The essence of the Sophiamedi
experience is allowing clients and theirfamilies to realize their most important
wishes through in-home medical care.

In order to more precisely reflect our customers'
evaluations gained through our Customer
Satisfaction Survey (CS Survey), we have partiallychanged the calculation method from F Y2022.
In the previous annual report (issued in March
2022), the positive response rate was calculated
by including in the denominator those who did
not respond to the questions. From FY2022, thecalculation does not include them. In accordancewith the change in the calculation method for the
CS survey, the SX scores for FY2021 reported in
the previous annual report (March 2022) have beenrevised.

30.5/50points（2021：31.0）

The degree of nursing care andrehabilitation provided（50 points）

What is the Sophiamedi Experience?
We define the Sophiamedi Experience as the value our clients gain throughour care and our philosophy of ‘Looking after the Living’ which helps toenhance their lives. We continue to make improvements while reviewing
the essential value of our services on an annual basis.

30.5/42.5points（2021：30.7）

5.4/ 7.5points（2021：5.4）

5Values practice rate（50 points）

Method ofcare suitable forin-home nursing

Clientsatisfaction
with our service

Degree ofchoice in life thatclients have

In-home nursing requires
medical skills to accompany
and support the lives of clients
who are recuperating while
dealing with illness. A wide
variety of skills are required,such as skills to assess and plan
support appropriate for in-homecare, to provide necessary care,
to collaborate with multiple
professions, and to support
decisionmaking.

The foundation of our services
is the "5 Values," which are
Sophiamedi's action guidelines,
and these include "Client First ,"Sensitivity and Morality"and "Learning Spirit . We
believe that by practicing theseprinciples and improving thequality of our human resources,
we will be able to create highquality services and increaseclient satisfaction.

Another thing we emphasize isthat our clients should be able
to make their own decisions
about the direction of their lives.
To this end, we provide easyto-understand explanations oftechnical matters, support ourclients in making choices thatthey truly agree with, and help
them achieve their goals.

Calculation method

We calculate the score in the ratio of 1:2 by scoring
the client evaluations of the four competenciesof the clinical ladder used by the Japan Nurses
Association and the skill level of the staff.
● Client evaluation (16 points)
Affirmative response rate in the CS survey(4 questions) x 4 points for each question● Staff skill level (34 points)(Average of 5 ladder levels / 5) x 34 points

Calculation method

The calculation is based on the results of client andstaff evaluations of our 5 Values, "Partner-oriented,"" Professionalism ," " H umanit y," "G row th ," and"Colleagues," which are our action guidelines.
● Staff evaluation (20 points)
Affirmative response rate in the ES survey(5 items) x 4 points for each item
● Client evaluation (22.5 points)
Affirmative response rate in the CS survey(3 items) x 7.5 points for each item

Sophiamedi E xperience ｜ 34 ｜ Rethink the World

Calculation method

Calculated based solely on responses to thecustomer satisfaction survey, with emphasis onclient satisfaction. The score is based on theevaluation of the question, "Do you feel that you
are able to decide the policy for your medical
treatment?”● Client evaluation (7.5 points)
Affirmative response rate in the CS survey(1 question) x 7.5 points
CS survey: 2021.09/2022.09
Ladder: 2021.08 ～ 11/2022.08 ～ 11
ES Survey: 2021.09/2022.08

Components of
the Sophiamedi Experience

66.4

30.5

/100points

17.7

83.2% 84.8%
Ability to identify needs

Ability to care2021 84.7%

2021 85.6%

Ability to collaborate

Ability to support decision-making

75.1% 77.9%
2021 75.2 %Results andConsiderations for
FY20222021 80.0%

Nurses9.0%（2021：10.9 %）16.9 %（2021：14.4 %）30.8 %（2021：30.4 %）19.0%（2021：23.3 %）24.2 %（2021：21.0 %）3
2
1

Client centricity

Client centricity

2021 18.2

0.2%
5 （2021：0.5 %）
4

12.7/ 22.5points

Therapists

16.3%

77.9%

（2021：80.1 %）（2021：11.4 %）

47.3%

20.5%

（2021：20.2 %）（2021：16.2 %）Humanity

85.7 %（2021：87.1 %）In FY2022, both "The degree of nursing care and rehabilitation provided" and "Five
Values practice rate" decreased compared to FY2021, and the overall score of theSophiamedi Experience decreased by 0.7 points. "The degree of nursing care andrehabilitation provided" was also affected by the fact that 302 new employees(number of nurses and therapists employed in the in-home nursing business)
joined the company. Therefore, we intend to improve customer satisfaction byimplementing the four core competencies of nursing practice skills (ability tounderstand needs, ability to care, ability to collaborate, and ability to support
decision-making) to a higher level, specifically by enhancing basic education andProfessionalism

73.4 %（2021：75.5 %）5.4

Staff evaluation

Degree of customer choice/ 20points/ 7.5points

2021 12.5

73.0 %（2021：72.0 %）Companionship58.6 %（2021：58.5 %）（2021：51.6 %）15.6%（2021：5.4）

17.8

Customer evaluation

points2021 18.0/ 7.5points（2021：30.7）

S k i l l l evel of sta ff

points5.4/42.5points（2021：31.0）

Cu sto me r eva luati on

2021 13.0

30.5/50points（2021：67.1）

12.8’The degree of nursing care and rehabilitation provided’ consists of staff skills(Clinical Ladder) and customer evaluations (Customer Satisfaction Survey),
while the ’Five Values practice rate’ consists of staff evaluations (Employee
Satisfaction Survey) and customer evaluations (Customer Satisfaction Survey).

Growth54.7 %（2021：54.5 %）Professionalism

66.2 %（2021：66.5 %）Humanity

61.1 %（2021：60.0 %）2021 5.4

Q.

Do you feel thatyou are able to
make decisions about
your recuperation policy?

71.3%
Posi ti ve a n swe r

2021 72.2%

the training educator system to strengthen the skills of new employees. In termsof the Five Values practice rate, staff's active participation in Five Values practiceis on the rise, however, our clients' evaluations are falling, which means that ourpractices are not meeting their expectations. We believe that through conducting
more detailed assessments, we can enhance partner-oriented Five Values practice
to meet the needs of our customers.
Based on these results and considerations, we formulated measures and initiatedthem in FY2022 and have been implementing the initiatives shown on the next
page.

Sophiamedi E xperience ｜ 35 ｜ Rethink the World

Commitment to Quality
Improvement and Standardization

In FY2022, we identified issues from the resultsof various sur veys and, led by the Qualit yManagement Division, formulated and implemented
multifaceted measures for quality improvement andstandardization in in-home nursing.

Subject
Initiative

Care Process

Activities of Specialized/Certified Nurses

Education/Training Aspects

Knowledge Sharing

Promoting the standardizationof service quality and care forindividuals who require intensive
medical attention.

Enhancing the quality of theentire organization by sharing
the experiences of specialized andcertiﬁed nurses.

Standardizing fundamental
education through revamped
training programs and thecultivation of educators.

Discovering best practices within
the company to enhance quality.

Introduction ofAssessment Sheets

Establishment ofa Specialized/Certified Nurses'
Consultation System

Introduction of a New Employee
Education Program andTraining for Education Staff

Ef for ts have been ongoing to devise asystem for highly specialized nurses.
Specif ic ally, an internal consult ation
system has been established, along with amechanism for exchanging insights acrossstations when staff or offices encounterchallenges. Leveraging online tools tofacilitate communication with stations
nationwide, we are better positioned toharness our organizational strengths.

The Newcomer Education Program encompasses
not only classroom training such as new employee
orient ation and review sessions, but also
initiatives to shape on-the-job training at eachstation, which can often become challenging due
to the fact that the way of doing certain tasks
may sometimes become specific to the particular
individual doing it. Furthermore, to promote
standardized on-the-job training and off-thejob training using this new employee education
program, we have designated an education leadat each station and introduced the 'Training for
Person in Charge of Education' program to further
staff development.

Assessment sheets have been introduced
at all stations for three main purposes:(1) standardizing medical care qualit y,(2) unifying staff perspectives, and (3)facilitating multidisciplinary collaboration.
Utilizing digital tools enables seamlessinformation sharing without time or location
constraints. Additionally, a system has been
implemented to semi-automatically suggest
the frequency of required in-home nursing
care visits and interventions based on thetype and number of nursing issues.

Quality Management Division

Yuri Matsutani(Nurse)In the realm of in-home healthcare,
the initial t wo weeks following
discharge from a hospital are known
as the "period of disruption," during which the readmission rate tends to be high. Therefore, I firmly
believe that in-home nursing care professionals playa pivotal role in providing appropriate assessments,
par ticularly during this disruption period. We
designed the assessment sheet from the viewpointof healthcare professionals, with a keen focus on its
content to ensure its utility during this crucial period.
We will continue to champion the standardization ofassessments within in-home nursing care.

Quality Management Division

Shinobu Murayama(Nurse)In-home nur sing c are demands
c ont inuous ac quisi t ion o f ne w
knowledge and skills. In particular,
the demand for caring for individuals highly dependent
on medical attention at home has surged in recent
years. We are convinced that broadening the scope for
specialized and certified nurses to be actively engaged
will not only directly enhance the value delivered toclients, but will also yield positive outcomes in termsof staff development. Going forward, we aspire toutilize the endeavors of specialized and certified
nurses as a cornerstone to contribute to enhancing
healthcare quality across the region.

Quality Management Division

Manami Tanaka(Occupational Therapist)

O n - t h e - j o b t r a i n i n g (O J T ), o rlearning from practical experience,
holds immense significance in therealm of in-home nursing care. To promote thestandardization of on-the-job training, we haveintroduced a newcomer education program andtraining for educators. These programs have been
designed with t wo key objectives: seamlessly
integrating them into daily nursing practice toenhanc e skills while focusing on t asks, andproviding care for individuals highly dependent on
medical attention.

Sophiamedi E xperience ｜ 36 ｜ Rethink the World

Identification andSharing of Best Practices
In the fiscal year 2022, our principal focus
was on assimilating knowledge. Concretely,
we conducted interviews through various
surveys and visited stations across thenation for functional evaluation rounds
to ascer tain the best practices being
implemented. For the fiscal year 2023,
we are actively working on establishingan internal communication system toshare and horizontally deploy these bestpractices throughout the company.

Quality Management Division

Arisa Yamamoto(Generalist)

As a nationwide operator of in-homenursing care stations, we believe oneof our strengths lies in the wealthof knowledge within the organization. In unearthing
this knowledge, we recognized that valuable insights
could be derived from actions that staff members
often take for granted in their daily routines. We
placed immense emphasis on robust communication
with staf f members as we disseminated thesefindings throughout the company. To facilitate swift
and efficient information dissemination between
visits, we devised a method for staff to promptly
access information.

Rethinking the quality of
in-home nursing as the demand increases
Challenges associated withthe expansion of company size
and using standardization tosolve them
As the scale of our business grewlarger in FY2022, I believe it was ayear in which we focused not only
on quantitative growth, but also
on assuring quality. We have been
making various eﬀorts to develop safe,
warm in-home care environments
throughout Japan, but the larger
the scale of the company, the moredifficult it becomes to properly
implement and operate these eﬀorts.
In fact, NPS and the Sophiamedi
Experience in the customer
satisfaction survey were lower thanlast year. Therefore, in FY2022, we
asked ourselves whether we areproperly implementing and operating
the initiatives we have taken so far,and whether these initiatives are
truly leading to customer satisfaction.
Specifically, we analyzed customer
sa t i s f a c t io n su r vey s, em plo yee
satisf action surveys, and othersurveys for each station, conductedinterviews with stations that had notbeen in operation for a long period oftime and those in declining condition
on a priority basis, and conducted
functional evaluation rounds based onstandards to understand and improvethe current situation as quantitatively

as possible.
As a result, while we were able todiscover many best practices at eachstation, we also found that there
was a great deal of variation among
stations in the content of nursing
and rehabilitation services and in
the way they were operated. For
example, there were several cases
where the frequency and content ofinterventions diﬀered even for clientswith the same disease and in the same
condition. There are many possible
reasons why there are differences
in interventions even though theclient's condition is generally thesame, but we felt that the variation
caused by our knowledge and skills
as healthcare providers needed to beresolved. Therefore, standardization
was a major theme for FY2022-2023
to reduce differences in our staff's
responses while emphasizing theindividuality of our clients.

Speciﬁc actions aiming forstandardization
We proceeded with standardization
by ﬁrst deﬁning the ideal state, thenclarifying the gap with reality, andstarting from the feasible areas. For
the definition of the ideal state, we
referred to general standards andguidelines, but also took into accountour management policy document,
which is the source of our decision-

making, the ﬂow of healthcare policy,
and the best practices actuallypracticed at each station, in our
search for our vision of what inhome health care nursing should
be. We then drafted measures tofill the gap between the ideal andthe reality, and worked to improvepractical skills while taking into
consideration the balance between
the burden on staff and the results.
As a result of these eﬀorts, we wereable to identify actions that needed
to be taken immediately. Speciﬁcally,
the following actions were drafted:
introduction of assessment sheets tostandardize evaluations for clientsand activation of multidisciplinary
cooperation using these sheets;f ormulation of action plans f or
specialized and certified nurses, ofwhich we have many; review of the
new employee education program; andactivation of internal communication
for quality improvement.

Sophiamedi E xperience ｜ 37 ｜ Rethink the WorldIn FY2022, we focused on identifying
issues and drafting measures forstandardization, and in FY2023 wewill ﬁnally enter the implementation
phase. Standardization in in-homenursing is not an easy task as there
are few precedents. That is why webelieve that Sophiamedi must takethe lead as a company facing social
issues. With this determination, we
will continue our eﬀorts.

CQO (Chief Quality Officer)

Kozo Shinoda

While involved in education,b usin e s s p ro c e s s an d quali t ymanagement at a public general
hospital, a specialt y hospital, and a corporation
providing comprehensive community care, he obtained
an MBA (Master of Business Administration) andbecame a certified nursing administrator. He has
ser ved as a member of the Education Committee
an d p lanne d c onfe re nc e s for t he Jap an Nur s e s
Association, and also served as Vice President of
the Gifu Prefecture Nurses Association. He designed
educational systems, conducted management training,
and lectured at medical management seminars. He
was appointed as Sophiamedi CQO in April 2022.

Sophiamedi E xperience ｜ 38 ｜ Rethink the World

3

Part

What We Did

Rethink
The World
Creating The Future by Rethinking
Sophiamedi E xperience ｜ 39 ｜ Rethink the World

Rethink

Rethink

Rethink

01

02

03

Rethinking
the sustainabilityof the in-homenursing system.

Rethinking
well-being
in the medical
profession.

Rethinking
the potential
of in-homenursing.

What can be done to

How do we reconcile

What can we do to createof the in-home healthcare

patient first?

in-home healthcare andimprove the sustainabilit y
infrastructure?

well-being andnew value fromcontribute more to societ y?

Th ree Theme s S oph ia med i I s Ret h i n k i ng
Sophiamedi E xperience ｜ 40 ｜ Rethink the World

Sophiamedi E xperience ｜ 41 ｜ Rethink the World

Rethink

01

Rethinking
the sustainabilityof the in-homenursing system.

What can be done to improve the sustainabilit yof the in-home healthcare infrastructure?
In order to realize Sophiamedi's vision of spreading safe and warm
in-home medical care throughout Japan and giving as many people
as possible a truly fulfilling life, we need to strengthen our service
deliver y system and make it more sustainable. We have planned
and implemented various measures to improve operational
efficiency and nursing quality in order to build this foundation.

Shinagawa/Ota/
Minato Area
Supervisor andBusiness PlanningGroup

Masako Kawata

Nagoya/Gifu Area
Supervisor andBusiness PlanningGroup

Ryuki Kondo

We are aiming to provide care to as many clientsas possible who wish to stay in their own homes.
Optimizing operations andimproving working conditions
to maximize care time andimprove quality
Kawata: In March 2022, the Business
Planning Project was established as
an organization that looks across all
business sites (as of September 2023,
it is a group organization). In order toenhance the sustainability of in-homenursing care, the project aims to (1)optimize organizational management
and establish a stable visitation
system, (2) increase transparency
in business office management, and(3) further optimize the quantity ofvisits and quality of care.
Kondo: The reason why it
is necessary to enhance thesustainability of in-home nursing
is because the number of users isincreasing every year.*¹ Toward
2025, the aged rate will exceed
30%*², but the number of in-homenursing stations and in-home nurses
is not suﬃcient to meet the growing
demand*³. Against this backdrop, welaunched this project because webelieve it is important to establish asolid service delivery system.
Kawata: The project focuses on
optimizing operations (optimizing theprocess from referral to visit, training
and setting indicators to improve

Sophiamedi E xperience ｜ 42 ｜ Rethink the World

the value provided, and improving
the capacity for community
collaboration activities) and creating
an optimized environment (improving
operational productivity and deﬁning
requirements for staﬃng and roles).

Kondo: One of the measures toimprove work productivity is
the standardization of schedulemanagement. In addition to thein t r od uct ion o f d ig ita l t ools, achecklist of measures to be taken to
maximize care time was created, andeach office implemented measures
such as optimizing the start timeof visits, shortening the intervals
between visits, and ef fectively
utilizing available slots. As a result,in the second half of FY2022, theaverage monthly hours of care*⁴ pernursing staff member increased by
15% compared to the ﬁrst half of thesame year, which also improved ourability to respond immediately torequests from related organizations
and an expansion of regular visitation
slots on weekends.
Kawata: As a measure to enhancethe value of our services, we havedeveloped a sheet that enables
monthly monitoring of a totalof 84 items under the theme ofstrengthening the care system for
medium-to-severe patients. This
includes the medical care ratio,
appropriate care hours per client,
the number of requests from inhome care support clinics, medical
institutions and in-home care supportoﬃces, and the repeat rate. We havedesigned the system so that if there
is a numerical value that poses a
problem, improvement measures will
be presented based on a logic tree.
How many clients can we visit ina limited amount of time? We willcontinue to think thoroughly toward
the future.
*1 Ministr y of H ealth , L a b o u r a n d Welfa re:"Survey of Nursing Care Service Facilities andOffices "* 2 Cabinet Of fice: 2 0 2 3 W hite Paper on
Aging Society*3 "Home Nursing Care Action Plan 2025" by theJapan Nursing Association and "Interim Summaryof the Study Group on the Supply and Demand of
Health Care Workers and the Subcommittee on
Supply”by Ministry of Health, Labour and Welfare*4 Hours of care = hours nurses and therapists
provided services to clients

Total hours of care(per year)
953,536
802,819

FY2021Aiming to maximize total care hours and improve quality

Main Activities of the Business Planning Group
Optimization of operations

Optimization of the processfrom referral to visit

ExamplesTraining and setting
indicators

ExamplesImprovement of community
collaboration activities

ExamplesCreation of
optimized environment

Improvement ofbusiness productivity

ExamplesClarification ofstaffing and roles

Examples

●
●

●
●

●
●

●
●

●
●

Standardization of how to receive requests
Modeling of visit schedule
Educational support by certified nurses
Introduction of monitoring sheets for
key indicators
Standardization of activities
Visualization of activity status
Introduction of digital tools
Introduction of automatic calculation
sheets for indicators
Definition of requirements for each position
Assignment of medical staff counselors
Sophiamedi E xperience ｜ 43 ｜ Rethink the World

Average hours of care
per person (per month)■ the first half of FY2022■ the second half of FY2022

81.7

81.3

87.6

71.3

FY2022

Nurse

Therapist

Rethink

02

Rethinking
well-being
in the medical
profession.

How do we reconcile well-being and patient first?
In recent years, the word well-being has become a key word in
the way we work and live. This concept means a good st ate ofbeing, not only physically and mentally, but also socially. Medicalp rofe s s i o n a l s , w h o d e a l w i t h p a t i e n t s' li ve s o n a d a il y b a s i s ,somet ime s self-s ac r if ic e out of regard for t heir pat ient s . The
We ll-B eing Pro m ot io n G roup imp le m e nt s var ious m e asure s tohelp medical professionals deal with clients while also respecting
themselves.

Group Manager,
Well-Being
Promotion Group

Mami Miyaji

Aiming for an organization based on
appreciation and empathy.
Promoting relationships in which
staff members accept themselves
as they are and support andrespect each other.
Alt houg h t he need for in - home
medical care is increasing in Japan,
there is a serious shortage of humanresources, with approximately 120,000
in-home care nurses needed in 2025*¹
compared to 60,0 0 0 in 2020*². In
the background, there are issues
related to work styles. The aging of
the population has necessitated theacceptance of seriously ill patients
at home, as a result in-home nursing
services are required to be available
24 hours a day, 365 days a year andto make emergency visits even late atnight or early in the morning, making
the heavy physical and mental burden
on the medical staﬀ a major issue.
I n response to t hese issues ,Sophiamedi introduced a work system
in 2020, "WOW!", which supports abalance between work and private
life. Furthermore, we have establisheda specialized department, the WellBeing Promotion Group, which aims
to improve the health and well-beingof staff. The group aims to improve
job satisfaction and retention rates
by creat ing a workplace where
healthcare professionals can workwith enthusiasm. Great Place To
Work®, a professional organizationthat conducts research and analysis on
job satisfaction in approximately 100

Sophiamedi E xperience ｜ 44 ｜ Rethink the World

countries around the world, proposes
five components of job satisfaction:
pride, solidarity, trust, respect, andfairness. We focus particularly on
pride and solidarity and work to
improve them. Speciﬁcally, with regard
to pride, we have implemented the"Story of Caring for Lives," a measurein which one staﬀ member is selectedeach month to share a story about anactual episode with a client and thevalues he or she holds dear within
the company, creating an opportunity
for all staff members to reaffirm
the significance of the work of inhome nursing. In terms of solidarity,
Thank You Emails, a communication
measure aimed at fostering a cultureof mutual appreciation and praise,collects messages of gratitude fromsta f f members a nd sha res them
via e-mail at each business site. In
addition, we have established anaward system called the Well-Being
Awards to recognize oﬃces that have
implemented outstanding measures
to deepen relationships among staff
members, thereby accelerating theseeﬀorts. We also provide psychologicalsupport to nurses who have been withthe company for less than a year,
through individual interviews, chats,and phone calls, to support smoothonboarding.
In FY2022, 564 new employees joined
the company. As a result of these
initiatives, the index for solidarity
in the employee satisfaction survey

increased by 0.5 points. On the other
hand, since there was a decline in theoverall evaluation of job satisfaction
and the index for pride, in FY2023
we will evolve existing initiatives andstrengthen measures to ensure thatnew employees feel comfortable intheir work immediately after joining
the company. This includes conducting
a questionnaire survey during their
third week with the company andtraining during their second monthwith the aim of showing them thedirection they are heading in andbuilding relationships with their peers.
We are strengthening measures toensure that new employees can tackle
their work with confidence even
immediately after joining the company.

I n order to continue to provide
better care to clients, it is extremely
important to have a sense of pride in
their work and their own well-being
based on trusting relationships with
their peers. We believe that improving
the job satisfaction of our employees
will lead to higher quality care andclient satisfaction. That is why we arecommitted to creating a workplace
where each individual can think about
and choose how to work happily forthemselves.
*1 Ministry of Health, Labour and Welfare : Interim
Summary of the Study G roup on the Supply
and Demand of Health Care Workers and the
Subcommittee on Supply* 2 M inistr y of H e alt h , L a b o u r a n d Welfa re:Overview of the Year 2020 Health Administration
Report (Employment Medical Personnel)

Employee Satisfaction from the Data
P ulse Su r vey (once a mont h)

82.2%
Re s p on s e rate

2021 79.5%

Thank YouE-mails2

Story of Caring
for Lives

A Thank You E-mail actuallysent

A stor y of a team that
tried hard to fulfill a client's
wishes (part of the story).

L aun c h e d in May 202 2 topromote communicationand mutual understanding,which is important for team
medical care. A total of 1,182
Thank You comments werereceived in fiscal year 2022.

Stories of actual episodes
bet ween st af f and client s
are shared in monthly online
meetings at tended by all
employees. The total numberof likes from staff was 1,619
in fiscal year 2022.

3

Well-being
AwardsWell-being
presentation

The positive response
rate for job satisfaction atof fices that received theWell-Being Award averaged
64.2%, which is higher thanthe companywide average*.
It is impor t ant t hat t he seinitiatives that contributeto job satisfaction can be
expressed and expanded toother offices.

To ensure that employees
feel comfor table working
im m e d ia t e l y a f t e r jo inin gt h e c o m p a n y, w e p r o v i d e
training, and regular followup e-mails. In addition,
medical staff who have beenwith the company for lessthan one year are of feredt he oppor tunit y to have a
suppor t chat to talk about
any concerns or issues they
have. Pulse Sur vey scores
improved for 76.5% of thesestaff.

90.6%

Overall, I feel satisfied with my job.
Q. Percentage
of affirmative responses

Pr id e in d ex*1

Sol id ar ity in d ex*2

Re s p on s e rate

Follow-up for new
employees

Conducting a support chat
online.

2021 3.5/5

Great Place To Work® (once a yea r)

4

award

/5

The Pulse Survey is a monthly questionnaire that measures staff health, humanrelations, and job satisfaction. The response rate has improved as we have reflectedmany of the received opinions in our personnel system and training programs. The
average score was the same level as last year. We will continue to conduct the Pulse
Survey monthly so that we can promptly detect any issues related to work burden andcommunication within the organization and take countermeasures.

Four initiatives of the Well-Being Promotion Group1

3.5

Ave rage s core2021 80.8%

50.7%2021 51.1%

52.2%

Positive response rate

2021 53.8%

52.5%2021 52.0%*1 *2 Average positive response rate for questions related to pride and solidarity in Great Place To Work®

As a result of continuing to communicate the significance and importance of thissurvey to employees through meetings attended by all staff members, the response
rate increased by approximately 10%. While the positive response rate for the solidarity
indicator increased, the overall evaluation decreased by 1.6%. Therefore, in FY2023,
we will strive to improve job satisfaction by further accelerating the creation of growth
opportunities and creating a place where employees can appreciate each other.

*Percentage of affirmative responses to the question option "Q. Overall, I feel fulfilled at work": Company-wide average 52.2%.

Sophiamedi E xperience ｜ 45 ｜ Rethink the World

Rethink

03

Rethinking
the potential
of in-homenursing.

What can we do to create new value fromin-home healthcare and contribute more to society?
Since its establishment, Sophiamedi has operated an in-home medical carebusiness centered on in-home nursing services, and has been expanding
the foundation of community medical care in Japan's super-aging society. It
has done so by utilizing the organizational management skills rooted in its
philosophy and cooperation with relevant local institutions, which we havecultivated relationships with over the past 20 years. After the changes brought
about by COVID-19, in 2022 we began to take on various challenges beyond
the conventional boundaries of medical care in order to further utilize theknowledge and resources of in-home nursing for society.

CSO（Chief Strategy
Officer）

Eisuke MakimuraTranscending the limitations of distance,
diﬀerentiating functions, and looking after more lives.
Delivering medical care to
more people through telemedicine
approaches developed to respondto COVID-19
The spread of COVID-19, which began
in 2020, has transformed society
signiﬁcantly, and the medical industry,in particular, has been forced tocreate new approaches that are notbound by conventional wisdom inorder to confront this unprecedented
crisis situation. The outsourcing
and f unctional dif ferentiation ofhealthcare-related tasks traditionallyper for med by gover nment s a ndmunicipalities is also progressing
rapidly, with some major cities now
outsourcing COVID-19 compliance tooutside physicians and nurses. These
functional diﬀerentiations will continue
to accelerate.
The conventional medical practice wasto look after the patient on site, but
primary triage by telephone and online
medical care, which were introduced
in response to COV I D -19 , have
served as examples and expanded
the possibilities of telemedicine. A
new trend has also emerged in which
patients are connected to a physician
after a nurse remotely checks theircondition. As more clinics operate
online, more patients will have access

Sophiamedi E xperience ｜ 46 ｜ Rethink the World

to medical care.
In the spring of 2021, Sophiamedi
launched a 200 -person call centerto observe the health of homeboundpatients in cooperation with local
governments. In the following year,
FY2022, Sophiamedi began to further
expand the call center's functions
by continuing dialog ue with thelocal government and having nurses
remotely triage calls to the 119
emergency number.
In addition, the concept of "PatientC e n t r ic i t y " h a s b e e n g a i n i n gimportance in pharmaceuticals inrecent years, and the support of the
COVID-19 special measures has led tothe spread of in-home clinical trials.
Cooperation with in-home nursing
can increase options and reduce theburden on those who have been unable
to participate in clinical trials in thepast due to lack of time, distance, etc.
The functional differentiation andincreased efficiency of telemedicine
and other means will contribute to
reducing medical costs, and many
people will be able to beneﬁt. We also
believe that these changes are verysignificant for society and will leadthe future of healthcare in a better
direction.

Apply knowledge gained from health observation
projects to optimize access to healthcare.

case

1

HealthObservation Support
The introduction of telenursing quickly progressedfrom health obser vation to dealing with thosei n f e c t e d w i t h C OV ID -19. S i n c e t e l e m e d i c i n e c a n
a p p r o p r i a t e l y p r o v i d e m e d i c a l c a r e t o a l a r ge r
number of people, Sophiamedi implemented various
i n i t i a t i ve s t o u t i l i ze i t s p o t e n t i a l m o r e ex t e n s i ve l y.

Responding to concerns while
allocating appropriate medical care.
In FY2022, our health observation project beganwith partnerships with four municipalities in
Kanagawa Prefecture and later establishedpartnerships with the Tokyo Metropolitan
Government and municipalities in otherprefectures. The project involved 150 staff
members who took on the challenge of solving
the critical problem of the lack of an emergency
system during the COVID-19 pandemic. With
the arrival of the seventh and eighth waves,and with public health centers facing a serious
shortage of manpower, we provided residents
with extensive health counseling, in-homenursing care, and online medical services.
The emergency system was established as acontact point for consultations at any time,
including weekends, holidays, and during
nighttime hours. It can be said that the service
contributed to connecting people to appropriate
medical facilities and helped curb unnecessary
doctor visits and hospitalizations. In anotherproject with a municipality that started in
October 2022, nurses provided remote triage
in response to a 119 emergency call. Thisapproach is similar to the 7119 number, which
determines whether an emergency caseor online response is appropriate and also
provides ongoing support to alleviate concerns.
By having shifts of 2-3 nurses continually, we
are able to respond quickly and reliably, 24hours a day. We will continue to work withthe community to expand the possibilities of
the telemedicine business, including 24-hour
telenursing.

Sophiamedi E xperience ｜ 47 ｜ Rethink the World

25,222

Est im ated total n um b er ofm an aged care pat ien ts

Est im ated n um b er ofco n sultat io n s han d led

62,278Public-private
partnership officenurse

Kazuhiro Shinne

We will also practice Caring for Lives inclinical trials and contribute to the accelerationand development of drug discovery in Japan.

case

2

In-HomeClinical Trials*

Reducing the burden ofparticipation in clinical trials throughin-home clinical trials that arecompatible with daily life

D C T (D e c e n t r a l i ze d C l i n i c a l Tr i a l) w i t h i n - h o m e n u r s i n g
i s a n e w a l t e r n a t i ve t o c o n ve n t i o n a l c l i n i c a l t r i a l s t h a t
require regular hospital visits and leng thy waiting periods,
and is a system that allows patients to par ticipate inc l i n i c a l t r i a l s f r o m t h e c o m f o r t o f t h e i r o w n h o m e s . We
w i l l p u t t h e k n o w l e d ge w e h ave a c c u m u l a t e d t o d a t e i n t opractice in the field of clinical trials.
*This is the term we call our business.

In-home clinical trials are based on theconcept of patient centricity, which is in sync
with our philosophy of Caring for Lives. Oneof the major challenges of clinical trials is
recruiting participants within the scheduled
timeframe, and if recruitment does not proceed
as scheduled, it will have a significant impact
on the drug's launch date and trial costs. One
reason for this is the difficulty of balancing
clinical trial participation with daily life, as
regular visits to the hospital are required.
Another issue is distance, as participants inclinical trials at university hospitals often live
far from the institution. Therefore, nurses
visit patients' homes to conduct clinical trials,
eliminating the burden of hospital visits andallowing patients to participate in clinical trials
during their daily lives, such as while at work or
after leaving school.
In-home clinical trials in Japan are in theirinfancy, and we are now asking ourselves how
we can achieve both patient centricity and costeffectiveness. We are committed to making theoption of in-home clinical trials the standard
in Japan, lowering the bottleneck recruitment
hurdle, and bringing drugs to patients who are
waiting for new drugs as quickly as possible.

Num b er of co n t racts wit hm ed ical in st it ut io n s

31
9Number of tests supported

Num b er of visits toc lin ical t rial sub jects

3,785

In-HomeClinical Trial Project

Kazumi Kanagawa
Sophiamedi E xperience ｜ 48 ｜ Rethink the World

Sophiamedi E xperience ｜ 49 ｜ Rethink the World

Keio University Graduate School
Professor, Graduate School of
System Design and Management
Director, Well-being Research Center,
Keio University

Mr. Takashi Maeno

After working for Canon Inc., he served as avisiting researcher at the University of California,
Berkeley, a professor at Keio University's Facultyo f S ci e n c e a n d Te ch n o l o g y, a n d a v i s i t i n g
professor at Harvard University. He has been in
his current position since 2008. The company
conducts research and education in a wide rangeof areas, including community revitalization,
happiness studies, and happiness management.
It looks at the designs of all systems related tohumans and society and describes this as ‘humansystem design’.

Promoting well-being to create a society in which
medical professionals can continue to work more happily.
In Japan, where there is a continuing shortage of healthcare workers,
improving their working styles is an urgent issue. Healthcare workers havea strong sense of altruism, and in many cases, they quit due to exhaustion
as a result of focusing too much on self-sacriﬁcing work for the sake of thepatients. By supporting the organization in enriching the lives of its clients
as well as the lives of its staﬀ, it can build an environment in which they
can continue to work creatively and vigorously. Promoting the well-beingof healthcare professionals is another important key to supporting a superaged society. I support Sophiamedi's eﬀorts to create a world where people
engaged in this wonderful work can work more happily.

Messages f rom Outside Exper ts
Constant practice of Caring for Lives is the pillar to
support current and future Japanese communities.
Since the long-term care insurance system came into eﬀect in 2000, in-homehealth care has developed to play a role in enabling the elderly to spend
their final days in the community where they live. Demand for in-homehealth care has been growing, and it is estimated* that by 2025 the numberof patients receiving in-home health care will be around 1.3 million.
In-home health care requires a perspective that emphasizes living rather
than medical care. Rather than just imposing treatment, it is necessary to
focus on the values and lifestyles of each individual, and it goes without
saying that in-home health care nurses play a major role in this regard. I am
convinced that the constant practice of Caring for Lives will be the pillar
that supports the current and future communities in Japan.
* Ministry of Health, Labour and Welfare, 11th Study Group on Review of Medical Plan, etc., June 30, 2017, "On Building a System for Home Health Care.”Sophiamedi E xperience ｜ 50 ｜ Rethink the World

President, Takase Clinic,
Shikakukai Medical Corporation
Doctor of Medicine

Mr. Yoshimasa Takase
He is a medical specialist of t he Japanese
Association of Geriatric Psychiatry, a dementias u p p o r t p hys i c i a n , a n d a c o u n c i l o r o f t h eJapanese Association of Home Health Care.
He opened Takase Clinic in 2004 in Ota-ku,
Tokyo, which mainly provides in-home medicalcare. Currently, as a specialist in geriatric careand dementia in the communit y, he ser ves
on numerous committees for comprehensive
communit y care and long-term care related
projects and is making daily efforts to develop
in-home health care.

4

Part

Where We Are

Data
book
Workplace Dat a
Sophiamedi E xperience ｜ 51 ｜ Rethink the World

Sophiamedi's Workplace Data

As a company that addresses the working styles of all employees, including healthcare professionals,
Sophiamedi discloses data on its working styles every year. We will continue our efforts to create anenvironment where diverse human resources can continue to work in a healthy and happy manner.

Workplace Data

Women employee promotion data

Compared to FY2021, there was an increase in the average number of station employees, a fallin overtime hours. We believe that the overtime hours may have been reduced by the use ofdigital tools to improve scheduling efficiency. The national average for paid leave utilization is
58.3% *1 , and we have reached the same level, but we have introduced an hourly paid leave system
to allow more flexible use of paid leave. In addition, we will continue to promote the creationof an environment in which a more diverse workforce can work and strive to improve employee
satisfaction and decrease in turnover rate.

The wage gap between men and women isquantified by set ting men's wages at 100
and women's wages at a relative level, 93.4.
Although this is bet ter than the national
average of 75.7*2 , a gap still exists. We willcontinue our efforts to promote the active
participation of women by increasing the ratioof women among management members withthe aim of eliminating the wage gap.

*1 Ministry of Health, Labour and Welfare, 2022 Comprehensive Survey of Working Conditions

Percentage of employees in each business site

Corporate division:

In-homenursing
stations:

10.3％

78.2％

（2021: 10.1％）

Medical office
workers:

1.0％

Nurses:

50.6％

8.7％

（2021: 49.6％）（2021: 7.8％）（2021: 74.0％）

In-home clinical
trials business:

Speechtherapists:

4.2％（2021: 7.1％）

Health observation
support business:（2021: 4.8％）

6.5％

Occupational
therapists:（2021: 3.9％）

In-homecare support
offices:

Day services:（2021: 1.9％）（2021: 3.0％）

1.4％

Percentage of professionals

2.6％

37.1
Average age

2021: 36.6

Average monthly
overtime hours

15.0
2021: 17.0

13.1％

（2021: 13.9％）

In-homenursing
only

23.3％

（2021: 23.9％）

Average number ofstaff per station

Paid leave
utilization rate

19.5

71.6%

Average turnover rate

Number ofreferral hires

2021: 16.0

*Excluding stations that have been in
operation for less than one year.

14.8%
2021: 14.4 %2021: 62.7%

612021: 46

Percentage of women
employees

Percentage of womenmanagers

69.0%

64.6%

2021: 69.9%*2 Ministry of Health, Labour and Welfare, Basic Survey ofWage Structure in 2022

2021: 68.1%※ CXO, AP, GM, managers

Percentage of womenmanagement members

Wage gap between
men and women

20.0%

Usage rate of childcare leave
Women

Men

※

100.0%

93.4

2021: 25.0%※CXO、AP、GM

Physical therapists:*Calculated based on gender in the family register

61.3%

2021:

2021:

100.0%* Percentage of women's wages tomen's annual wages

25.0%* In both FY2021 and FY2022, the denominator is calculated
from the number of additions to dependents. Theseare provisional figures, and from FY2023, some internal
procedures will be changed to more accurately determine
the number of employees whose spouses have given birth.

Disability Employment Promotion Data

*Data for FY2021 not available.

The employment rate of persons with disabilities is 2.7% compared to the legally mandated rate of 2.3% asof 2022, resulting in a low turnover rate and a high level of job satisfaction. We believe that these results
reflect our efforts to support job satisfaction, such as providing time for consultation on work styles prior
to employment and monthly mentor counselling after employment. It is also important to note that 13
employees are working in the more challenging environment of nurse stations, which is unusual in Japan. We
will continue to promote and support the employment of people with disabilities throughout the organization.
Percentage of
employees withdisabilities Overall

2.7%

Corporate division

15 employees
Nursing station

13 employees

Sophiamedi E xperience ｜ 52 ｜ Rethink the World

Turnover rateof persons withdisabilities

0.0%

Pulse survey of persons
with disabilities

4.0/ 5.0
Average score（Corporate average 3.5）
Average response rate

94.0%

（Corporate average 82.2％）

CAO（Chief Administrative Officer）

Akira Shinoda

Sophiamedi E xperience ｜ 53 ｜ Rethink the World

Interviews with Workers

To devote our wisdom to Caring for Lives

Palliative care supports Living.
Station Chikusa, Certified palliative care nurse

Ayumi MoriBy accepting death, we canlook at the true meaning oflivingWhen I was working at a hospital,
I worked in a ward where many
patients were in the terminal stagesof cancer, and I witnessed firsthandthe life and death of people every day.
At that time, in-home nursing was
not as accessible as it is today, and I
saw many patients who wanted to gohome but were unable to do so andwho died in the hospital. I wanted tocreate a place where patients could
spend their final days at home inpeace, so I changed my career to inhome health care nursing and became
certiﬁed as a palliative care nurse.
Palliative care needs to be provided
to all clients, not just those who havebeen given a limited life expectancy.
We all die at some point. It is an equal
thing, and we believe that palliative

care is nursing that supports theprocess of getting there or surviving.
To that end, I ask, "How would you
like to spend the end of your life?" I
try to be sincere and do not avoid the
topic of death. Sometimes the patient
and those around him or her may
avoid death because they consider
it a taboo subject, so I politely ask,
"How do you feel about your current
situation? I believe that my role isto help people fulﬁll their wishes, totalk with them about death without
fear and to ﬁnd the best way forward
together. For this reason, I myself
live every day with no regrets even
if I die tomorrow.
I came to be able to care for people
who will die in this way because ofan encounter with a client, a woman
in her 50s with an incurable disease
and end-stage renal failure. During
our initial meeting, she told me, "I
am not afraid of dying, but I am

afraid that people around me do
not understand it. Her doctor andfamily had recommended that she
undergo dialysis, but she hoped tolive a peaceful life without treatment
anymore. She was not afraid of her
own death and was prepared for it,
but it was hard for her not to havepeople around her understand that.
After listening to her thoughts andfeelings, we told her that we would
support her wishes because she
had made her choice herself after
careful consideration. She told us, "I
have finally found someone who cantake care of me at the end of my life

Sophiamedi E xperience ｜ 54 ｜ Rethink the World

with peace of mind. After that, we
worked together each time to help
her realize her own way of life, andshe lived out her life until the end.
Even though she was in a daze, when
I heard her say, "I'll go ahead andwait for you, and we'll meet again," I
was no longer afraid of dying because
I would be able to see her again. To
care for the living, I will continue to
do my best as an in-home care nurse
to help people live their lives in theirown way, experiencing joy, anger,
sorrow, and healing in every momentof living and passing away until thevery end of their lives.

Interviews with Workers

To devote our wisdom to Caring for Lives

I take each client seriously andsupport them to the best of my ability.
Station Odawara, Nurse

Sora Sakamoto
I wa nt to
ret u r n t he favor.
I grew up in a single-parent home, sowhen I was a child, I was taken careof by friends and my grandparents
while my mother was at work. I grew
up being helped by many people, so
I wanted to give back to others, andmy grandmother recommended that I
become a nurse.
While working in the PICU, thehospital banned visitations due to
COVID-19. Seeing the children andtheir families endure without being
able to see each other, I began towonder what could be done to help
these children live safely with theirfamilies, and I switched to Sophiamedi
to care for children and those withmoderate to severe illnesses at home.
There is something I value in mywork as an in-home health nurse.
That is to meet face to face andsupport the other person 100%. I
want to encourage them not onlywith words, but also with the true
intention that lies deep in the heart.
In this sense, we value facing ourclients with all our heart and soul.
As a medical professional, I canpersuade a client against something
when I sense risk in his/her request.
However, it is also important toconsider whether the choice wasmade with sincere conviction ornot, even if the result is the same.
The ability to weigh up risk while
carefully considering client needs isrequired for the job, and with thatin mind I do my best to support therequests, especially ones made withgreat conviction.
Recently, a client in his 80s wasdischarged from the hospital.
However, he lives alone, his family
lives far away, and he is unable
to move his body as much as hewould like. There was a possibilityof a sudden change in his condition,and he was repeatedly asked to bereadmitted to the hospital. Everytime I visited him, I asked, "Isn't life
difficult?" "Is the pain in your body
too much?" I also informed him of therisks of spending time alone, but hewas adamant that he wanted to stayat home. I tried to reduce his pain andsuffering, and worked with his caremanager and others to devise various
measures so that he could live alone
at home as much as possible. I also
tried to explain the medical situation
to the family members carefully each

Sophiamedi E xperience ｜ 55 ｜ Rethink the World

time. Before his death, he was almost
bedridden, but he was able to stay athome until the end of his life. I could
have tried to persuade him to stayin the hospital. However, as long as
the client wanted to stay at home, wewould continue to support his wishes.
It was an event that made me feelglad that I had made that decision.
Another thing that I feel truly
grateful and happy about in this job
is when I receive words of gratitude
directly from clients. I would like tocontinue to give back what I can tothe people around me, including myclients and colleagues.

Interviews with Workers

To devote our wisdom to Caring for Lives

Keep learning to explore all
possibilities for our clients.
Station Shirokane-Takanawa, Physical therapist

Nobuko Yamaguchi
The d r iv i ng force
beh i nd my lea r n i ng is
t he de si re to f u l f i l lou r cl ients' w ishes

Before joining Sophiamedi, I worked
in hospitals and Geriatric Healthcare
facilities. In the past, when I
interacted with patients, I often had
a strong feeling that there should be
no accidents, and I often had to talkto them in a restrictive manner, suchas "It is dangerous because there
is a risk of falling" or "Please callyour family when you want to dosomething".
What made me realize that I
could not go on like this was myrelationship with one of the patientsthat I was in charge of at the hospital.
After conducting rehabilitation anda house survey in preparation for
discharge, it was determined that thepatient could walk without problems
as long as his family looked after him,
and he was successfully discharged.
Later, however, he fell and was rehospitalized. At the time, he was so
preoccupied with walking that he
may have overlooked various otheroutcomes, such as what kind of life
he would lead after discharge andthe risk of falling during that time.
I would like to be able to notice andfocus on all possibilities of clientsmore. I have come to think that it
may be possible to improve the QOLof patients if I am able to accurately
select all kinds of services and means,including welfare equipment, as wellas the means of rehabilitation. In
order to do so, I began to study withthe feeling that I must first broaden
my own horizons and possibilities.
However, I am lazy at heart, so
I try to set goals when studying.
After deciding to become a certified

physical therapist, I was able to obtaincertiﬁcation in stroke and kinesiology,
followed by community physicaltherapy. Since joining Sophiamedi, Ialso took on the challenge of attending
graduate school while working
and was able to earn my master's
degree. It is difficult to balance
work and study, but I feel a sense ofaccomplishment when I think, "This
could be used for client rehabilitation,"while I am studying, or when I put it
into practice and get results.
As I learned various things, I also
saw changes in myself. I was not very

Sophiamedi E xperience ｜ 56 ｜ Rethink the World

good at talking and cooperating withmultiple professions, but now I am
able to cooperate willingly because
I want to fulfill the wishes of myclients and make them happy. I was
surprised at myself because I would
not have been able to be so active if
it was just me.
The fact that what I am doing is
helpful and pleasing to clients is thedriving force for me to draw out mypotential. I would like to continue tostudy to expand my knowledge sothat I can bring out the potential of
my clients.

Interviews with Workers

To devote our wisdom to Caring for Lives

Never give up communication to
support our clients.
Station Yaguchi, Speech therapist

Fumito Wakao

I went f rom
a ca reer -t rack posit ion toa Speech Therapist because
I ad m i red it du r i ng
my accompa ny i ng v isits .
I originally joined Sophiamedi asa new graduate in a career-track
position. Later, I was impressed by
the work of Speech Therapists who
support the important speaking
part of communication with family
and others and decided to become a
Speech Therapist. In the summer of
my second year, I started attendingnight classes while working to become
one. For a period I left Sophiamedi
and worked at a hospital, I was able tobecome an in-home Speech Therapist,
which was my dream.
Intervention in the home sometimes
requires cooperation not only from theclient but also from the family. That

is why communication with clientsand their families is more important
than anything else. One of the reasons
I switched to the medical profession isthat I like working with people, but I
am fundamentally very shy. Although
I understood that communication
is important, it was not easy to
overcome that barrier. I tried to be
conscious of this and never gave up
on communication, and as a result,clients began to talk to me more andmore often.
Information gained from conversations
can be directly used to set
rehabilitation goals. A client who was
unable to take food by mouth due toesophageal cancer began rehabilitation
with the goal of eating three meals bymouth. He was very fond of drinking
alcohol, so we were concerned thathe might start drinking when he
was gradually able to eat by mouth.
Also, from a medical point of view,

we wanted to monitor his progress
a little longer. Remembering that in
our previous conversations he had
mentioned that he liked to drink
alcohol with good food, I suggested"How about lifting the ban on alcoholon New Year's Day and having a drinkwith your New Year's food? He gladly
accepted my suggestion and worked
hard in his rehabilitation, and he wasable to successfully lift his drinking
ban on New Year's Day.
There is one more thing that is
important to me. That is to be
involved as a medical professional
generally, and not only as a Speech

Sophiamedi E xperience ｜ 57 ｜ Rethink the World

Therapist. I ask them, "Do you
have any physical problems ordifficulties? If I hear that a client
has a pain I may ask other therapists
for information and tell the client,"There seems to be a way to deal
with it. I am always aware of myrole not only as a Speech Therapist,
but also as a medical professional,
so that I can take care of my clients'
general health as well.
It has been three full years since
I started working in in-home carenursing, and I still love it. I would liketo keep moving forward, improving
my skills one step at a time.

■ Sophiamedi Management Members

As of September, 2023

We are committed to providing sustainable value to society by practicing team management with one President and CEO, four directors, and an additional five
CXOs. Members with experience in the medical or business fields are working to provide value to society while demonstrating their expertise and strengths.
*Members with medical backgrounds are indicated by their job titles in parentheses.

Directors

Executive Director

Director

Director

Director

CXO

President and CEO(Chief Executive
Officer)

CAO(Chief Administrative
Officer)

CHRO(Chief Human
Resources Officer)

CQO(Chief Quality
Officer)

Keita
Hamaguchi

Aya
Ito

OfficeManager,
GM(Group Manager)

Office Manager,
Administrative Office

MasaruOkataniTakamichi
TanabeAkira
ShinodaGM, Public Relations
Group

HirokoUsami

Tomomi
OketaniNayutaIwata

GM, General Affairs &System Group

KazutoEndo

Osamu
FuruyaKozo
Shinoda(Nurse,Certified Nurse
Administrator)

GM, Medical Affairs
Group

HarukiTakenaga(Care Worker)

CSO(Chief Strategy
Officer)

EisukeMakimura

GM, Human
Resources & LaborGroup

TomoyaMizuguchi

COO(Chief Operating
Officer)

Masahiro
Hada(Nurse, Physical
Therapist, Care
Worker)GM, Well-being
Promotion Group/
Assistant
Supervisor
Kanagawa Area

Mami
Miyaji(Nurse)Supervisor,
Assistant
Supervisor

Supervisor,
Hokkaido/Hokuriku
Area

AtsuyaTakahashiSupervisor,
Tama-Tobu/Nerima
Area

MichioMizuochi(Nurse)Supervisor,
Saitama/Joto Area

Yuka
Ono
(Nurse)MasakoKawataSupervisor,
Kanagawa Area

Supervisor,
Nagoya/Gifu Area

MakotoOse(Nurse)Assistant Supervisor,
Nagoya & Gifu Area

Assistant Supervisor,
Kyushu Area

(Nurse)(Nurse)

Mieko
Ogawa

Supervisor,
Shinagawa/Ota/
Minato Area

Supervisor,
Meguro/Shibuya Area

ShotaroKudo(Nurse)

Ryuki
Kondo

(Physical Therapist)

Kohei
Yamaguchi

Sophiamedi E xperience ｜ 58 ｜ Rethink the World

Supervisor,
Mikawa/Shizuoka
Area

Hiroyuki
Mase(Occupational
Therapist)

Supervisor,
Setagaya Area

Shota
Obata

Supervisor,
Suginami/Nakano/Shinjuku Area

(Nurse)Tomomi
Hiraoka

Supervisor,
Kansai Area

Assistant Supervisor,
Joto Area

Norihiro
Takizawa

Hiromasa
Namiki(Physical Therapist)

■ Organization Chart

Business Support Division

As of September, 2023

Sophiamedi has a CXO
system in place toclarify the roles of eachorganization and practiceteam management
through seamlesscollaboration.
Executive
Director

President and
CEO

CAO

Medical Affairs Group
Human Resources & Labor Group
General Affairs & System Group■ Governance As of September, 2023
We have positioned the strengthening of corporate governance by improving
management oversight and business execution functions as one of our top
priorities, and are promoting management that can be trusted by all stakeholders.

Organizational
Development Division
CHRO

CUC

Management Supervisory：

Public Relations Group
Recruitment Group

General Meeting of Shareholders

Well-being Promotion GroupC QOElection and Dismissal

Quality Management Division
Quality Management Promotion GroupManagement Meeting

Corporate Planning Division
CSO

Supervise

Corporate Planning Group
Public-Private Partnership pjt

In-Home Nursing Division
Hokkaido/Hokuriku Area
Meguro/Shibuya Area

CXO
Meeting
CUC
Internal
Audit

Suginami/Nakano/Shinjuku Area

C OO

Joto Area
Saitama Area

Various Committees
Risk Compliance Committee
Disciplinary Committee
Health Committee

LiaisonEthics Committee

LiaisonInfection Control Committee

Tama-Tobu/Nerima Area
Kanagawa Area

Report /Drafting

Audit

Shinagawa/Ota/Minato Area
Setagaya Area

Report /Drafting

ReportLiaisonIn-Home Clinical Trial pjt

Administrative
OfficeSupervise

Administrative
OfficeSupervise

Business Strategy
Promotion Meeting
Direction

Nagoya Area
Gifu Area
Mikawa/Shizuoka Area
Kansai Area
Kyushu Area
Business Planning G
Nursing Care Business G

Sophiamedi E xperience ｜ 59 ｜ Rethink the World

Business Divisions
In-Home Nursing Managers Meeting

Sophiamedi

Business Execution：

■ List of Business Sites*In the order of establishment ineach area

As of September 2023, we operate
90 in-home nursing care stations,7 in-home care support offices,and 4 day services in Kanto,
Hokkaido, Hokuriku, Tokai, Kansai,
and Kyushu.

Hokkaido■ In-Home Nursing
Care Stations

Toyohira

Hokuriku
Toya m a■ In-Home Nursing
Care Stations

KansaiOsaka■ In-Home Nursing
Care Stations

Sakai Chuo
Sakai Chuo Branch
Sakai Kita

Nara

KyushuFu k u o k a■ In-Home
Nursing Care
Stations

Fukuoka Chuo
Fukuoka Higashi
Fukuoka Nishi
Kokura■ In-Home Nursing
Care Stations

Kashihara
Kashiba

ToyamaImizu
Toyama Kita
Imizu Satellite Takaoka

I s h i k aw a
■ In-Home Nursing
Care Stations

Kanazawa Nishi

Kanto
To k yo■ In-Home Nursing Care Stations

KoyamaGakudaiJiyugaoka
Mishuku, Sancha
Sanno
Yoga
Fudomae
IkegamiKyodo
Yukigaya
Seijo
Higashigaoka
Yutakacho
KomabaRokakoen
Futakotamagawa
Midorigaoka
Nishimagome
Aomono-Yokocho
YaguchiDaikanyama
Shirokane-Takanawa
OtoriiToka iTsutsujigaoka
Futakotamagawa
MitakaMidorigaoka
Higashi-Nihonbashi
YaguchiNakano-Shimbashi
MitakaNogataAsagaya
EifukuGakudai
Shimoigusa
Yukigaya
Nishiogikubo
Takaido■ Day Services
Asagaya
IkegamiKotakemukaihara
Gakudai
Hikarigaoka
Kyodo
Oizumigakuen
Jiyugaoka
Iriya
Koganei
Omorimachi
Nishi-Shinjuku
Higashimukojima
Chofu
Toritudaigaku
Daita
Kyodo Branch Chitose Funabashi
TodorokiAichi■ In-Home Nursing Care
Stations

Meito
Chikusa
MeiseiMizuhoSophiamedi E xperience ｜ 60 ｜ Rethink the WorldK a n a g aw a
■ In-Home Care
Support Offices

Meihoku
TenpakuOkazaki Kita
Okazaki Minami

Shizuoka■ In-Home Nursing Care
Stations

Hamamatsu Chuo
Hamamatsu Chuo Branch
Hamamatsu Nishi■ In-Home Nursing Care
Stations

Motosumiyoshi
Mizonokuchi
Kashimada
IseharaMiyamaeAso
Honatsugi
OdawaraHadanoHiyoshiCenter-Kita
AobadaiMusashi-Kosugi

Saitama■ In-Home Nursing Care
Stations

Asaka
Omiya
Minami Urawa

Gifu■ In-Home Nursing Care
Stations

Gifu
Ogaki
Gifu Minami
Ogaki Kita

Sophiamedi E xperience ｜ 61 ｜ Rethink the World

Sophiamedi E xperience ｜ 62 ｜ Rethink the WorldAnd in 2023.
We will continue to"Rethink" and take on
the challenges of the future.
The world is in turmoil, and it is said that it is diﬃcult
to ﬁnd hope in these times. It is precisely in times likethese that we must confront uncertainty and continue
to strive for a brighter future. "Rethink" will allow
us to question the status quo, redeﬁne our ideals, andmove forward with their implementation. We will notstop this progress and will continue to move forward.

Sophiamedi E xperience ｜ 63 ｜ Rethink the World

■ On the publication of this report

We publish our annual report to introduce our management policy, theresults of our business activities, and mid- to long-term value creation
to our stakeholders. In the wake of the pandemic, people's values andmedical care are changing. What should we do in such times? We have

Rethink
the World

produced this report under the theme of "Rethink the World" to reflect ona year of continuous trial and error and re-examination.
■ NoteThis report was prepared for the purpose of providing corporate and other information
about our company and does not constitute an offer or solicitation of any stockor other securities issued by our group, whether in Japan or overseas. This reportcontains forward-looking statements as well as past and present facts. As such, they
involve certain risks and uncertainties and should not be relied upon unduly. This
report contains statements of information derived from or based on external sources,
including information about the markets in which we operate. These statements are
based on statistical or other information obtained from external sources cited herein,
which we have not independently verified and cannot guarantee their accuracy orcompleteness. We assume no obligation to update or revise any information containedin this report based on future events.

■ Period covered in this report

This report covers the period from April 1, 2022 to March 31, 2023, with references toperiods before and after this period as necessary.

■ Production cooperation

D e sign / s tudio GI V E (Mas ak a zu Yamamoto, Jiro Noz ak i)
Photogr aphy / 1 51 PIC TURE S Inc . ( Yuto Emor i, Yuk i k ijima)
Illus t r at ion / Nag ahama Tak ahiro

Annual Report 2023
First edition published on October 23, 2023
Published by
Sophiamedi Inc.
msb Tamachi Tamachi Station Tower N
1-1-1, Shibaura 3-chome, Minato-ku, Tokyo
108- 0023, Japan
Contact
https://www.sophiamedi.co.jp/contact/
Sophiamedi for in-home nursing

Sophiamedi E xperience ｜ 64 ｜ Rethink the World