CUC Group Sustainability Report 2022

reating Hope Through HealthcareWe would like to create a world where people canchoose how they will live the final years of their lives.
In todayʼs aging society, elderly people who have devoted their lives to working for their society and loved ones
often find themselves alone in their final years. We
would like to change this so that instead their lives arefilled with delight and fulfillment.
Clinic Manager, Home Healthcare Department, CUC Inc.

03

Engaging Patientsʼ Hearts and Minds Countlesschallenges lie ahead for healthcare workers who pursue
this vocation. Overwork and lack of work-life balance
are major challenges that workers face in todayʼs medical field. CUC creates sustainable ways of working byaddressing these issues in the medical field to achieve
our mission.
Clinic Manager, Dialysis Department, CUC Inc.

04

There are areas where the population lack sufficient
access to healthcare services in Japan due to theclosure of hospitals and clinics, the shortage ofdoctors, and other pressures on the healthcare
system in rural areas. The hopes of people living inthese areas should not be diminished because of thehealthcare situation. I chose this job to change oursociety so it can be a place where people can spend
their lives with peace of mind regardless of region.
Nurse, Sophiamedi Corp.

05

Although the right to a healthy life should be a givenin every country in the world, it is still common to see
patients lying in unhygienic corridors at hospitals. We
are addressing such global medical issues, and transforming the world to be a place where everyone canreceive high-quality medical care at a fair price bytaking full advantage of Japan's world-class medical
technologies.
Managing Director, CUC Vietnam,
Overseas Operations Department, CUC Inc.

06

For patients, healthcare workers, and society.

Our mission to ʻCreate Hope Through Healthcareʼis the starting point and the road to

We gather in a ship which creates hope.

a future where every one of us
can live with peace of mind.

No matter how hard the challenges are,we will join hands and never give up
on a hopeful future.

C UC ʼ s View s on

Heal t h c are Issues

Japan, where the population is rapidly
aging, faces countless challenges including the increase in solitary deaths, theshortage of doctors and nurses, the risingcost of medical care, and even the possible collapse of the social security system.
Yet, these issues have still not been dealt
with sufficiently.
In developing nations, many lives havebeen lost due to the undeveloped medical
environment, the imbalance in medical
standards, and the spread of lifestylediseases, such as type 2 diabetes.
As the CUC Group sees the frontlines
struggling with these challenges, we havebeen working to solve these issues fromevery possible angle. We aim to advancethe environment surrounding healthcare
and achieve a future in which people
around the world can enjoy happiness asa matter of course.

08

Ou r Ap p r oach
The CUC Group mainly focuses on operational support for healthcare institutions,and operating Home Nursing and HospiceBusiness. During the COVID-19 pandemic
we developed new businesses for governments and companies, such as immunization support and decentralized clinical
trials.
We will continue to develop and provide
the ideal healthcare system that society
demands, and overcome the myriad ofhealthcare issues.
Bu sine ss Se gm e nt s
Manage m e nt Su ppo rt Bu sine ss
fo r Me dical Inst it u t io ns
Home healthcare, hospice medical care,dialysis medical care, outpatient medicalcare and vaccination support.

Ho m e Nu rsing and H o spice Bu sine ss
Operation of home nursing stations andhospices
Support for drug development (decentralizedc l in ic a l t r ia l s) a n d ho m e c a r e pa t ie n t s(medical observations).

09

F Y 2021 Highlights*Period: April 2021 to March 2022

K e y F i g ur e s of t h e CUC G ro u p*Data as of March 2022■

Total number of employees of
the CUC Group

2,977

Pa tient numbers■

T o t al nu mb er o f pat i ent s■

15,061(An increase of 1,859 patients from the previous year)

Nu mb er o f h o s p i ce resi d ent s

Number of patients receiving end-of-life care who
passed away

1,845
783

(An increase of 122 residents from the previous year)(An increase of 297 residents from the previous year)

Nu mb er o f h o me -b ased pat i ent s

Home-based patients 1,062

14,369(An increase of 1,737 patients from the previous year)

Total number of new employees

Number of visits made by Sophiamedi Corp.

802,819(An increase of 185,045 visits from the previous year)■404

CU C I n c .

105

CUC H OSP ICE I n c .

719

CU C H O S P I CE I n c .

293

1,445

S o phia m e di Co r p.

496

Num b er of fa cilities

H osp ices:

Decentralized Clinical Trials Project（Sophiamedi Corp.／CUC Inc.）
Health Observation Project(Sophiamedi Corp.)■（Excludes contract and part-time employees)

Percentage of female employees■

sales of 100 million yen or more in FY2021.

Percentage of female managers

26

CUC HOSPICE Inc. 81.4 %

63.7

%

CUC Inc.

39.8 %

Sophiamedi Corp.

69.9 %

52.6

16.9 %CUC HOSPICE Inc. 65.0 %%Sophiamedi Corp.

75.9 %(An increase of 4 facilities from the previous year)

Visiting
nurse offices:83

O ut com e s of t h e COV ID-1 9 Co u nt e rm e asu re s P ro j e ct■

(An increase of 15 offices from the previous year)

CU C I nc .

Gold award, the highest rating in the ONE CAREER Review Awards 2022 in the startup category
S o p h i amedi Co r p .

・Received 3 awards in the LACP 2020 Vision Awards Annual Report Competition
・Silver Award in the ARC Awards for Annual Reports 2021
・First prize in KAIKA Awards 2020

10

Vaccination Support Project（CUC Inc.）(An increase of 380 patients from the previous year)

Extern a l Ev a lu a t io n
Awa rds Receiv ed■

3*This refers to new projects that recorded(Includes contract and part-time employees)

Operational support for vaccination sites *Data calculation period: June 2021 to June 2022
N umber of va c c in a t io n s
Approximately■

Number of new projects launched*894

CUC Inc.
■■(An increase of 262 employees fromthe previous year)

CUC Inc.

Sop hia medi Corp.

(An increase of 677 patients from the previous year)

Deta iled Brea kdow n
H osp ices

692

(An increase of 636 employees from theprevious year)

■

1.83

million inoculations

Number of healthcare workers recruitedusing CUC recruitment support
More than

7,000

people in total

Number of local
governments supported
More than20

cities*Including prefectures andordinance-designated cities■

Number of tests performed throughsupport for setting up large-scale PCR
testing centers

A p p r o x.

88,900*Data calculation period: July 2020 to June 2022■

Number of local governments thatreceived home healthcare support(health observation of patients
recovering at home) from CUC

5

local governments*Data calculation period: July 2021
to September 2021

For more information on the
COVID-19 Countermeasures
Project, please refer to the"Outcomes in the COVID-19
Countermeasure

Project"

page of this report.

Contents
08

CUCʼs Views on Healthcare Issues

Creating Benefits for Society

09

Our Approach

13

Message from Representative Director

10

FY2021 Highlights

17

The Way We Build Hope ThroughHealthcare

18
19

22

COVID-19 : At the frontline

26

42

Materiality and33

Hopes for Healthcare Workers

37

Hopes for Society

Hopes for Patients

ESG Policy andCorporate Governance,
Environmental Data

Our Hopes: Achievements

27

Actions on SDGs

ESG Initiatives

with our partners

Value Creation Process

Social Engagement

20

Stories of Hope43

People Data and Scorecard

46

Corporate Governance47

Governance Framework

48

Board of Directors andCorporate Officers

49

Corporate Information

About This Report
This report contains information about CUCʼs endeavors to operate its business in a sustainable and responsible way. It covers our material sustainability issues that could influence thevalue CUC creates for society.
*Most data is in fiscal 2021 (Since April 2021 to March 2022), but some data may be invarious durations.

11Creating Benefits for Society

Message f ro m R epr esenta tive Dir ector

CUC aims to create sustainable healthcare forthe future in which our children will live.
That is why we are called ʻChange Until Change.ʼ
Keita Hamaguchi

13

Message from Represe nta tiv e D ire c t o r

CUC fundamentally rethinks
the healthcare system.
Due to a rapidly aging society and depopulation, Japan faces an issue of risingburden per capita, which will lead to ahuge increase in the cost of the medical
system reaching 54.9 trillion yen by 2025,
when the baby boomers will turn 75 yearsof age (*1).
There is a serious shortage of humanresources especially in the nursing careﬁelds, with a forecast shortage of approximately 690,000 workers by 2040 (*2). At
the same time, the scarcity of ambulances
may result in a future in which lives are lostthat could have been saved. This indicatesthat there will be diﬃculties in fulﬁlling thelast wishes of patients such as "I want tospend my ﬁnal days in my lovely home.”
The world is facing a myriad of problems:
the aging population in developed countries, the increase in the number of patientswith lifestyle diseases due to economic
growth in developing countries, and theand quantity, and many lives are being lostat this very moment.
These healthcare issues cannot be solved
by addressing the problems around us one
by one. To continue to provide high-quality
medicalcaresustainably

withlimitedresources, we must fundamentally rethink
how healthcare should be provided.
With this recognition of medical issues, I
established our company, CUC in August2014.

Our mission is“Creating Hope Through Healthcare.”Our company name, CUC, stands for ʻ
Change Until Change,ʼ which represents
our strong determination to keep addressing new issues as a company that ʻCreates
Hope Through Healthcare.ʼ
Our mission is achieved by creating asociety where people in the world can livewith peace of mind by pursuing patient-centered medical care. Furthermore, we willpass on such a society in a sustainable form
to our children.

risk of new infectious diseases. There aremany areas of the world where people haveno access to proper treatment due to a lackof medical care, in terms of both quality*1 Cabinet Secretariat, Cabinet Oﬃce, Ministry of Finance, Ministry of Health, Labor, and Welfare. Future outlook for social security
looking ahead to 2040 (study material). [Internet]. 2021.
*2 Ministry of Health, Labor, and Welfare. Report on the number of nursing care workers needed based on the 8th care insurance
business plan. [Internet]. 2021.

14

Message from Representative Director

2014
Aug 2014.

Keita Hamaguchi established M3
Doctor Support Inc. and launcheda management support businessfor healthcare institutions.

However, implementation of our mission

stations and hospices, which play a signiﬁcanthas never been straightforward. It is our dutyrole in home healthcare. While contributing toto continue to address the complex andthe establishment of systems for the provisionintertwined challenges of how to sustainably

of home healthcare in Japan, we have madeprovide high quality healthcare to thethem the core growth pillars of the CUC Group.

greatest number of people within a limited

Since 2015, CUC has been actively support-

time frame.

2017

For the last 8 years we have made eﬀorts
to address medical issues in Japan andforeign nations, starting with support for2018
Mar 2017.

M3 Doctor Support established M3
Nurse Support Inc.
(current name; CUC HOSPICE Inc.) .
Jan 2018.

Sophiamedi Corporation became
a consolidated subsidiary.
Feb 2018.

CUC FOODS Inc. (current name)became a consolidated subsidiary.

Jan 2020.

2019

medical institutions that are tackling social
issues: private hospitals that require functional reorganization due to the changing needs ofpatients and society, dialysis clinics that
require quality improvement, ophthalmology

CUC creates hope by eliminating the negative

clinics that meet the growing demand for

aspects and diﬃculties for patients, healthcare

cataract surgery due to the aging population,

workers, and society. We aim to create win-win

pediatric clinics that support children withcycles, especially for these 3 parties.

medical care needs, and others.
Since 2019, our support business has

the segment of home healthcare, which isprovided assistance to medical institutions

less costly than inpatient hospital care. We

overseas. We have expanded to Southeast

renamed to CUC Inc.

strongly believe the spread of home health-Asia (Vietnam and Indonesia), aiming to

Dec 2019.

care is necessary for the future of Japan, as it

eliminate healthcare disparities overseas by

fulﬁlls the wishes of patients who want toutilizing our medical support methods andstay in their communities. However, there isknow-how of business development cultivat-a great challenge in expanding the home

ed in Japan.

healthcare system due to the lack of recognition

Combining strengths of the Group to

Aug 2019.

An operational support business for
hospitals in Vietnam launched.

Supporting business fordialysis medical institutionsin Indonesia launched.
Apr 2020.

by patients and their families, the physical and

COVID-19 infection prevention
project (Challenge COVID-19 Project)established.

psychological burden on home doctors and2021

care. We are expanding our support to

The CUC Group was initially established in
M3 Doctor Support Inc.

2020

home healthcare institutions.

ing medical institutions outside home health-Apr 2021.
CUC Partners Philosophy formulated
and announced.

collectively ﬁght the COVID-19 pandemic

home nurses, management diﬃculties due toSince 2020, the world has dramaticallythe revision of medical fees, and a lack ofchanged and become more uncertain duesocial awareness.

to the spread of COVID-19. As medical

For this reason, we began to provide

institutions in various regions were aﬀect-

operational support to medical institutions

ed by the spread of the infection, we, as athat focus on home healthcare. Since then,company involved in healthcare, devel-

we have started operating home nursing

oped new services for society.

15

Message from Represe nta tiv e D ire c t o r

For instance, Sophiamedi, a CUC Groupfor clinical trials, an indispensable step incompany that provides home nursing care,new drug development. We have begun tolaunched a support program for monitoring

accept new challenges to expand the possi-

COVID-19 patients recuperating at home inbilities of new drug development.

cooperation with local governments andAiming to be a revolutionary team that

healthcare centers nationwide in the springof 2021.

continues to create a hopeful tomorrow.

forFaced with the COVID-19 pandemic, I

COVID-19 positive patients to receive

have repeatedly asked myself whether wehome nursing care, online medical careare truly creating hope for patients, health-and drug distribution as soon as they arecare workers, and society. Eventually, I

recognized as seriously ill. CUC also

concluded that the paramount consider-

introduced operational support for munici-

ation is to create an organizational culture

palitiesCUC

hasestablishedsystems

immunization

which lets us realize the mission of ʻ

centers in May 2021. We provide compre-

Creating Hope Through Healthcare.ʼ Afterhensive support, from the setup of immuni-

several months of discussions, we havezation centers to the arrangement of thecompiled the CUC Partners Philosophy,

necessary supplies and human resources

which includes a set of guidelines forfor vaccinations, which holds the key to theaction. With the CUC Partners Philosophy,

prevention of infection.

we are willing to be a team of innovators

andcorporate

Even in Vietnam, where temporal successin infection control was achieved, the deltavariant was spread, and a medical system
collapse was imminent by June 2021.
We helped one of Hoang Hao Holdingsʼ

who continue to create a tomorrow that ismore hopeful.
To support the rapidly aging society inJapan, we will continue to spread patient-focusedhealthcare

services

acrossthehospitals, an institution that we support incountry, including home healthcare. We will

Vietnam, to convert itself into a dedicatedalso create new medical services by combin-

COVID-19 hospital and supported theing the latest information from medical

hospitalization of positive patients and thepractice with technology to solve various

establishment of a laboratory. We contrib-

medical issues. Starting with Vietnam anduted to alleviating the overstretched local

Indonesia, we will also strive to resolve

healthcare system.

medical problems arising in the world.

In November 2021, we also launched adecentralized clinical trial business, incollaboration with M3 Group companies,

16

Representative Director,

Keita Hamaguchi

CU C P ar t ner s Missio n

The Way We Build Hope

Creating Hope Through Healthcare.

Through Healthcare
CU C P artn e rs P hilos ophy
CUC Partners Philosophy is a core philosophy shared with all
employees of the CUC Group and healthcare workers in the
medical institutions we support.
It is the foundation of our inclusive work environment and acommon standard in our communication.
From here, we would like to share with you how to “Create
Hope Through Healthcare” by fully aligning with the philosophy.

CU C P ar t ner s Way

CUC P a rtners Sta tem ent

Working toward a patient-centric

01 Patients First

04 Act with Humanity

02 Make it Happen

05 One Team

03 Pursue the Ideal

healthcare system.
*CUC Partners is the name of the community of CUC Group companies and the medical institutions we support.
*To learn more about CUC Partners Philosophy, visit our website.

17

The Way We Build Hope Through Healthcare

Creating Hope Through Healthcare
he negative anress tAdd oportionate impa d
ct
r
disp
on healthcare

and
imp
new s
olut lem
en
ion
t
s

Identify

care is

CUC
Partners
Philosophy

our philosophy, recognizing social distortions, quicksues

powerful rotation of our four forces: the unifying force ofealth

issues and deal with their negative eﬀects through thewhWith CUC Partners Philosophy as the foundation, we willrapidly create businesses that address various healthcare

neThrough Healthcare.”ledrive the realization of our mission, "Creating Hopeck

The Value Creation Process represents the dynamics that

The unifying force ofour philosophy
TaV a l u e C r ea tion Process

Recognizing social
distortions

decision-making, and the ability to achieve goals.

Quick decision-making

es

su

te

18

rt

al

is

F

os

The ability toachieve goals

he

va

lue

we

crea

te

Ad

dre

s

o
ss

ci

The Way We Build Hope Through Healthcare

Materiality and Social

Engagement -identifying
key sustainability issues

Five important themes that we are committed to, in order to Create Hope Through Healthcare.
We identify the materiality necessary to realize the management philosophy by comprehensively discussing what is important and the degree to which it is important for society, stakeholders and our company by reference to SASB and GRI and otherstandards. We strive to provide important environmental, social and governance information to society and stakeholders.
*SASB Standards: Standards for the standardization of non-ﬁnancial information disclosure led by the Sustainability Accounting Standards Board (SASB) in 2018.
*GRI Standard: The international standard established by the Global Reporting Initiative (GRI). It is used to report the economic, environmental, and social impact of an organization to the public.

reating Hope Through Healthcare

E nvir onme nt

S o ci al

S o ci al

S ocialG overnance

Environmentally Conscious Management

Pursuing the wellbeingof patients andhealthcare workers

Creation of sustainable
and innovative
healthcare

Providing safe andreliable medical care

Ensuring compliance

The global environment andWe will pursue an ideal future in

We would like to provide medi-

We aim to realize a society in

We will ensure that all directors

medical care are inseparable,

which everyone involved incal resources to as many people

which as many people as possi-

and employees have a highincluding infectious diseases andhealthcare, including ourselves,

as possible in a sustainable

ble can live with peace of mind,

sense of ethics and responsibili-natural disasters. We aim to be

can fulﬁll their individual

manner. To address theseand we will continue to createty, comply with all rules andan environmentally advanced

wishes and live happily. We willcomplex and intertwined issues,

the following patient-centeredregulations including laws,

company in healthcare by reduc-provide optimal healthcare so

we pursue the ideal form ofhealthcare: to provide safe andordinances, social norms anding greenhouse gas emissions,that patients can live their lives

healthcare and create innova-

secure medical care to patients

corporate ethics, and practiceswitching to renewable energy,

as they wish, and healthcare

tive medical services by incor-

under any circumstances, andproper corporate governance toand reducing waste emissions.

workers can take pride in theirporating new technologies andto maintain normal social activi-

ensure that they act in a compli-

work and feel fulﬁlled in theirways of thinking, based onties despite new infectious

ance-conscious manner.

jobs.

outside-the-box thinking.

diseases or natural disasters.

19

The Way We Build Hope Through Healthcare

Actions on SDGs

Our mission "Creating Hope Through Healthcare" is realized through creating three hopes: hopes for patients, hopes for healthcare workers, andhopes for society.We believe that these hopes created through our eﬀorts align with the realization of the Sustainable Development Goals (SDGs)*.
*Sustainable Development Goals (SDGs): International goals set forth in the "2030 Agenda for Sustainable Development" adopted at the UN Summit in September 2015.

Hopes for Patients

Hopes for Society

The CUC Group will tirelessly carry out our mission to

Providing our services, such as management support for"promote patient-centered healthcare" in order to provide

medical institutions, home nursing stations, and hospicea secure environment for as many people as possible. We
believe that "health and welfare for all (Goal 3)" will bereating Hope Through Healthcare

services, is equivalent to building a medical infrastructure to
support an aging society with a declining birthrate. We

realized at the end of the promotion of patient-centeredsupport community development through healthcare services

healthcare, which is our goal.

in order to realize a society in which everyone can continue

The healthcare issues and inequalities we are address-

to live in their familiar communities (Goal 11).

ing exist not only in Japan, but also throughout the world.

In addition, climate change and healthcare are related in

We will enhance the borderless development of new

various ways, such as infectious diseases and natural

healthcare services and human exchange (Goal 10), in

disasters, and are inseparable. In terms of environmental

Hopes forPatiants

order to avoid causing healthcare inequality regardless ofwealth and nationality.

impact, gasoline-powered vehicles are often used as a meansof transportation for home healthcare, but the CUC Group
promotes electric motorcycles and electric vehicles to realizea new form of healthcare provision that can coexist withenvironmental preservation (Goal 13).

Hopes for Healthcare Workers
In order to provide patient-centered healthcare, it isextremely important to develop a workplace in which all
healthcare workers are proud and motivated. Since health-Hopes forSociety

Partnerships Creating Hopecare workers take action based on CUC philosophy, aPartnerships with governments, companies, and organiza-

positive cycle of eﬀorts and proﬁts will occur and enable ustions around the world are a driving force for hope. In fact,

to invest in education and facilities and improve the health-

we strongly felt the importance of partnerships with govern-care delivery system (Goal 8).
We believe that respecting individual personalities realizes aPartnerships Creating Hope

ment agencies when we set-up the COVID-19 infection
control project. We would like to face up to these great

meaningful working environment. We will create value throughchallenges together with various partners who share oursocial harmony and conversation and respect each personality

mission "Creating Hope Through Healthcare" (Goal 17).

and roles under the CUC Partners Way “One Team” (Goal 5).

20

Hopes forHealthcare
Workers

Stories of HopeCOVID-19：
At the frontline with
our partners
COVID-19 has been spreading around the world since
the end of 2019 and the spread of the infection
worldwide has made people feel anxious.
Here is a look back at our work - how
the CUC Group addressed the threat throughout
the seemingly endless battle against COVID-19.

22

COVID-19：At the frontline with our partners

Combining the CUC Group's strengths toprevent the spread of COVID-19

Me ssage fro m t h e P ro j e ct Manage r

In April 2020, when Japan's first state of

To address the issue, CUC started support inhundred thousand PCR tests and antigen tests

emergency was declared, we launched thethe area of PCR laboratories by utilizing

in total.

"Challenge COVID-19 Project" to help prevent

experience gained in operational support to

Additionally, CUC contributed to COVID-19

the spread of COVID-19. We launched thisnumerous medical institutions. We successful-countermeasures in cooperation with public

Takamichi Tanabe,

project to consider what we could do forly established a large-scale testing system

medical institutions by providing humanDirector, CUC Inc.

society to protect peopleʼs lives during thecapable of testing 1,200 cases per day, andresources and donating medical equipment

pandemic as a group that supports hospitals

enabled tests to be available at any time .

and medicines to local public medical institu-

and clinics and operates home nursing
stations and hospices across the country.
The first step of this project was to support
the establishment of a large-scale PCR testing

Subsequently,

the services of the PCRtions.

testing center that CUC helped set up are now

A hospital of Hoan Hao Holdings inbeing used by private companies and munici-

Vietnam, which CUC supports, turned into a

palities in Japan.

specialized

institution

for

COVID-19

laboratory in Japan. In April 2020, the domes-

As of June 2021, using its expertise gained

treatments allocating all its beds for infected

tic supply of PCR testing overall could notfrom its experience in Japan, CUC had

patients. As a result, the hospital accepted the

keep up with demand due to the rapid

supported the establishment of a testing

cumulative total of over 280 patients andincrease in the number of patients infected,

center in Vietnam, where the PCR testing

made it possible to provide high-quality

which resulted in people who suspected thatsystem had collapsed in just three months. By

healthcare assistance locally which helped

they had COVID-19 not being able to check.

the end of June 2020, we had carried out athe medical system to recover.

To protect society from the threat of new viruses, CUC
launched the Group's COVID-19 countermeasuresbusiness called the Challenge COVID-19 Project in April
2020. Although no one was sure of the proper solution,
CUC and its partners worked together to build an infection
controlmeasurement

andtreatment

systemfor

COVID-19. As a result, we have been able to provide
cutting-edge solutions for the infection from the first waveof the pandemic, including infection prevention andcluster measures, PCR and antigen testing, support forpeople recuperating at home, and operational support for
vaccination sites. Going forward, we will continue todevelop services to protect people's health, both in Japanand overseas, with a ʼchange until changeʼ philosophy.

23

COVID-19：At the frontline with our partners

Prompt support for homecare patientsin an overstretched medical system
During the third wave of the pandemic

withgovernment

agenciesin October 2020, hospital beds nation-nationwide, we have established systems

wide began to fill up and more patientsproviding information on appropriate

were forced to receive treatment at home.

medical

Initially, home healthcare was mainly fornurses, home nursing care for serious

the young generation and for those who

illness, and online medical care.

did not have underlying medical condi-Intreatment,

addition,

wetelemedicine

have

by

establishedtions. However, the situation graduallysystems providing foodstuffs necessary

shifted to a phase where the elderly were

for fluid and calorie intake, as well as

also unable to be hospitalized, which

pulse oximeters, in cooperation withcreated a major challenge for the local

various corporations. We made every

medical system. To address this issue,

effort to prevent patients from becoming

Sophiamedi, an industry vanguard which

seriously ill or contracting infections atoffers home nursing within the CUC

home, while reassuring them.

Group, implemented support for homecare patients.

24

Working

One million inoculations per day - Contribution to
the large-scale vaccination system
In May 2021, as the state of emergency

providedcomprehensive

supportfromwas extended in many areas including

setting up vaccination sites to arranging

Tokyo, vaccination was expected to be thenecessary supplies, doctors, nurses, anddecisive solution for COVID-19. Then

operational staff.

Prime Minister Suga declared the target of

As a result, we have supported the opera-

one million doses per day to complete thetion of a cumulative total of more than 150

vaccination of all elderly people who

vaccination sites for local governments andwanted to get vaccinated by the end ofcompanies nationwide. Moreover, we have

July of the same year. The establishment

managed the recruitment of more thanof systems to facilitate the smooth admin-

7,000 healthcare workers and vaccinated a

istration of the vaccine became an urgent

total of 1.83 million people (as of Junetask.

2022).

In June 2021, the CUC Group began to

Our aim for this project was to achieve

provide operational support for vaccina-

herd immunity in Japan and contribute totion sites for local governments andthe normalization of socioeconomic activi-

companies. To address issues, such as longties. The enthusiasm of project members

working hours for staff and the heavy

resulted in the project being conductedburden of operating vaccination sites, wemore promptly and smoothly.

COVID-19：At the frontline with our partners

O u t c omes of the COVI D - 19 c o unte r m e a s ur e p r o j e c t
Healthcare system support in Vietnam

Operational support for vaccination sites■

N u m b e r o f vac c i nat i o ns:

183

A p p r o xi mat e l y■■

m i l l i on

More than

20

Antigen tests

1 st an d 2nd vaccinat io ns: A p p r o ximat el y 1.13 mil l io n
3 r d an d 4t h vaccinat io ns: A p p r o ximat el y 0.7 mil l io n

N u mb er o f l o c al g o vernm ent s support ed :N umber of tests p e r fo r m e d:

N u mb e r o f venu e s s u p port ed :■ci t i es■

P CR t e st s

3,164

*Data calculation period: June 2021 - May 2022

Support for setting up large-scale PCR testing centers
T ota l nu mber of tes t s pe r fo r m e d:■

Te st in g c a pa c it y :88,900

Number of healthcare workers recruited using CUC recruitment support:

■

1,200

A p p roxima t e l y*Including prefectures and ordinance-designated cities■

114,350

Time required from testing
to result report:
A ppr o x im a t e l y90patients per day*Data calculation period:

150

More than

7,000

More thanm in .

July 2020 - June2022

C om p an i e s an d or g anizat io ns we h ave su ppo rt e d:people in total*Data calculation period: June 2021 to June 2022

・Japan Professional Football League
・Hotel Century Southern Tower
・Japan Volleyball League Organization
・Kindai University

Support for people recuperating at home (health monitoring)■

Supported Municipalities:

5■

Estimated total number of managed patients:

57,500■Estimated number of people who
received health consultations by phone:

39,800The

accompanying

reportʻChallenge

COVID-19

Project

Report2020-2021ʼ provides details of our COVID-19 efforts. Please use the QR
code on the right to view the report.

*Data period: July 2021 - September 2021

25

All patients should be able to receive
safe and secure healthcare and enjoy
their lives until the last moment.

Ou r H o p e s:

H opes f or
P a t ia n t s

A c h i e v em e nts
In order to realize our mission, ʻCreating HopeThrough Healthcare,ʼ we believe it is necessary torealize 3 types of hope: hopes for patients, hopes forhealthcare workers, and hopes for society. Through thecorporate activities and organizational development of
the CUC Group, we will accomplish quality healthcare
and create hope for the future.

Hopes forHealthcare
Workers

H opes f orSociet y

All people working in the medical

Every single person in society

field should be able to be proud

should be able to receive qualityof their work and feel fulfilled.

healthcare without being left
behind. We will achieve a society
filled with pride and appreciationfor our children.

26

It is forecast that almost half a million
people may not have access to
end-of-life care in 2040.

Hopes forPatiants

In this unprecedented situation where the rapidly
aging population will result in a high mortality rate foraged people, there will be various issues surrounding■

80

980,000

40
20

to decrease due to cost reductions in healthcare. As aresult, it is concerning that a high number of people will

In light of these serious issues, home healthcare is

No. of deaths inmedical institutions:
Approx.

60

are soaring, and the number of hospital beds continues

lift pa t ient sʼ spirit s

490,000

100

die in hospitals. Furthermore, national healthcare costs

Va rious medic a l serv ic es t o

Shortage of beds
in institutions:
Approx.

120

comfortable places, the majority of people will actuallysolitary deaths in the future.

0ʻ70 ʻ80 ʻ90

ʻ00■

medical needs, the CUC Group operates homenursing stations and hospices and reorganizes hospital and clinic beds. Our group also provides various
types of operational support, aiming to build a new
medical system required by local communities.

About

200,000

Preferred site of deathChildren's
home

0.1 %

O t h e r 3.1 %Medicalfacility

allows each patient to focus on recuperation in avisiting a hospital. In order to respond to theseNo. of deaths inʻ 1 0 ʻ 2 0 ʻ 3 0 2040 patientʼs homes:*Ministry of Health, Labor, and Welfare. Central Social Insurance Medical
Council. Basic Data on Healthcare in Japan [Internet]. 2011
*Estimates based on " Vital Statistics" until 2007 and " Future Population
Projections" after 2008.

desperately required in Japan. Home healthcarefamiliar environment when they have difficulty in

To t als

140

final days at home, a nursing home or other familiar andspend their final days, which will lead to the increase of

R e s ult s

160万

patients. While many people will want to spend theirpass away without being able to choose the place toStatistics on the future number of deaths and places of deathHome

58.8 %

33.9 %

Nursing home

4.1 %(private pay nursing
homes, special nursing
home, serviced residence
for the elderly, etc.)*Source: The Nippon Foundation. National Survey on the End of Life [Internet]. 201127

Hopes for Patiants

Sophiamedi operates home nursing stations nationwide. Nurses and therapists deliver
home nursing services with the mission "To Devote Our Wisdom to Caring for Lives."

Stories from patients and staff
STO RY 01 H o m e N u r s i n g M r . H . M
I really enjoy spending time with this person.
Mr. H. M., Station Seijo
She would look up things I told her on my next visit,
and we would have a lot of conversations. She isyoung, about the age of my grandchild, but she istrying her best to understand and be helpful to others,so I really enjoy spending time with her. Sophiamedi
has been taking care of her for a long time, and I amvery grateful to have good staff members. I lookforward to working with her again in the future.

A precious time to listen to
his rich life experience.
Mr. H has a daily routine of reading andwalking, and he also continues to write about his
war experiences in order to pass them on to future
generations. It is hard to believe that he is 106
years old. Perhaps the secret to his vitality is thefact that he cherishes his mealtime. He has a lot ofChie Sato
Nurse,
Sophiamedi Corp.

28

life experience, so he always has a lot of stories toshare with us. I am very happy to be able to takea picture with him like this.

Hopes for Patiants

S TO RY 02 H o m e N u r s i n g M s . M . K .
R e fl e c t i n g o n l i fe t h r o u gh
h o me nu r si n g.

In addition to the medical support of nursing andrehabilitation services, I think my mother enjoys
talking with the staff every week. She often forgets her
recent memories, but she remembers a lot of thingsfrom the past. I feel as if my mother is looking back on
her life while talking with them. Thank you for yourcontinued support.

Understanding the values of ourclients for better home nursing care.
I try to make my visits as enjoyable as possible
for my clients and to understand their values bytalking with them while rehabilitating them. I wasDATA■

N u mb er o f
f ac i l i t i es :P roject da ta in home nu rsing:83■

Num b er of v i si t s
m ad e b y Soph i am ed i :802,819■

N umber ofhome-ba sed p a tients:

particularly impressed by the photo of cherry
blossoms in the bedroom, "My husband took this

14,369*Data calculation period: April 2021 - March 2022

photo," she said, recalling those days. I would
like to continue to support her in any way I can.

Mako
Muramoto
Occupational Therapist,
Sophiamedi Corp.

*Sophiamedi addresses patients as clients.

29

Hopes for Patiants

CUC Hospice operates hospices for patients with cancer and intractable diseases. We
provide reliable nursing care services for residents from daily care to end-of-life care.

My mother had Parkinson's disease and was being cared

STORY 03 H o s p i c e M s . K . A .
After staying away during the COVID-19
pandemic. My family gathered again
after a long absence.

for by a hospice. As she became unable to move as much as
she wanted to, her desire to go home, even for a short time,
grew stronger. We thought, "If we don't fulfill her wish now,
she may never have a chance to go back home again,” so
we asked the facility for an overnight home stay. The staff
listened sincerely to our wishes and allowed her to stay athome for three days even during the time of the COVID-19
pandemic. My mother seemed very happy to gather withfamily, take pictures, and have a good time.

30

We would like our residents to be
happy and realize their wishes.
Since moving into our facility, Ms. K.A.
always had a wish to go home, so we planned ahome stay. It became a stay without precedent,
involving strict infection control measures suchas PCR testing, action history, and 2 weeks ofquarantining. When she returned from herhome, we were glad to see her tearful but happy
face. It was an opportunity for us to rethink
what we can do to give the residents something
to look forward to.

Yuka
Nakashima
Caregiver,
CUC HOSPICE Inc.

Hopes for Patiants

STO RY 04 H o s p i c e F a m i l y o f M r . W . M .
P o s itive atm os phe re w he rem y f ath e r k ee ps to be che e rf ulAThanks to the people at the hospice my father, who has
ALS (Amyotrophic Lateral Sclerosis), is currently living ina peaceful environment. He is talkative and a little fussy,
but I know that every single word, smile, and movementof the staff helps him a lot. When my mother passed away
during her recuperation, the staff fulfilled my father's wish
to attend her funeral. Thanks to that, my father was able
to sort everything out in his mind. I am grateful to the staff
for creating an environment where my father, who looked
imposing but was actually a little timid, could remindhimself to be cheerful.

We never give up hope even in the face of adversity
Mr. W.M. was a very talkative person, and his
daily routine was to talk with the staff and otherresidents while receiving tube feeding every day.
However, as his disease gradually progressed, hebegan to have difficulty breathing and was having
a hard time getting out of bed. At that time, we
received news that his wife had passed away while
she was recuperating. Although it was during the
COVID-19 pandemic and hard to coordinate Mr
W.Mʼs trip, we collaborated with the local caremanager and his clinic to let him attend his wife's
funeral. We would like to continue to support Mr.
W.M. and fulfill his wishes.

ItsukoNomotoChief nurse,
CUC HOSPICE Inc.

DATA■

N umber offa cilities:

P r o j e c t da t a o n ho spic e s

26■

Total number of patients receiving
end-of-life care who passed away:783■

N um b e r o f
ho spic e r e side n t s

692*Data calculation period:: April 2021 - March 202231

Hopes for Patiants

CUC Medical Institution Support

To become the community's preferred
hospital - We supported the branding andfunctional reorganization of Osu Hospital.
CUC provides a variety of support to hospitals and clinics nationwide
that require reorganizing of their operational functions due to changes in
the needs of patients and society.
NTT West Tokai Hospital, established in 1971, closed its doors in
September 2021. In October of the same year, the Keimeikai Medical
Corporation succeeded the hospital, and Osu Hospital was established.
CUC provided support from various perspectives, including those ofpatients, healthcare workers, and management support. First, we workedon branding the hospital as a totally new organization and strengthening
the functions of the recovery-phase rehabilitation ward. CUC launched abranding project with the hospital staff, including doctors and nurses, andadopted a slogan of ʻBe a hospital that loves the community and is loved
by the community.ʼ Furthermore, in June 2022, the recovery-phaserehabilitation ward was renovated. Through recruitment support, a teamof 100 multidisciplinary staff members was established to provide medical
services suited to each patient's condition and situation.

CUC is a partner that brings out the strengthsof the hospital from a management support
perspective.
Ov erv iew of a sup p o rte d m e dic a l instit u tio
Medical Corporation Keimeikai, Osu Hospital

32

During the year which I spent with CUC, I received a lot ofadvice that was different from the usual perspectives of the
medical industry. I gained ideas in the area of operation, such as
the way to solve issues from information scattered throughout

Osu Hospital, located in Naka-ku, Nagoya City, Aichi Prefecture, provides a wide range ofthe medical field and how to speed up the process. With CUC,

medical services including outpatient, inpatient, checkups, examinations, and rehabilitation. Osu

I feel that I grew professionally as much as our business grew. I

Hospital aims to be a place where people feel relaxed and at ease, creating a comfortable environ-would like to continue to deliver high-quality healthcare to thement that is loved by the local community.

community in cooperation with staff from CUC.

Tomokazu
MiyazakiDirector, Departmentof Rehabilitation,
Osu Hospital, Medical
Corporation KeimeikaiA short a ge of medic a l workers t o su p p o r t l o c a l he a l t h c a r e
Despite the increasing roles and expectations

Hopes forHealthcare
Workers■

Trends in the ratio of job oﬀers to job seekersof healthcare workers due to the declining
birthrate and aging population, the shortage ofhuman resources in the medical field is becoming more and more serious. The shortage ofworkers in the healthcare industry is expected toreach approximately 1.87 million by 2030*.
Overwork has become the norm in medical

Doctors and Pharmacists

43

the burden on healthcare workers becomes1heavier, leading to high job turnover. A work
style that allows healthcare workers to build
long-term careers is required.
* Persol Research Institute. Labor Market Future Estimates 2030.
[Internet]. 2018.

0

Average of all occupations

3.41

3 .0 9

2.90

3.28
2.42

2

institutions, and a negative spiral is occurring as

Medical Technicians

Public Health Nurses and Midwives

1.38

2.15

2 .2 0

2.11

2.06

1.04

1.14

The ratio of job openings in healthcare occupations is
2 to 3 times higher than that of all other occupations.

2020

2021

2022

*1) Ministry of Health, Labor, and Welfare. General Employment Placement Situation(Employment Security Service Statistics) [Internet]. 2020, 2021, 2022
*Effective job openings to job seekers ratio: The number of jobs available per one job seeker.

Creating a diverse and flexible work
environment by reforming work styles
in the medical field.

Number of healthcare workers in the CUC Group■

Nurses■Physical Therapists■

Occupational Therapists■

Speech Therapists■

Certified Caregivers *■Public Health Nurses

The CUC Group employs many essential workers on thefrontlines of healthcare, such as nurses, therapists, caregivers, andpublic health nurses. Our goal is to ensure that healthcare workers
who work closest to patients can continue to work in the medical
field with a sense of fulfillment. To achieve this goal, we arepromoting reforms in the way they work, such as improving theworking environment and providing career support. We believethat bringing smiles to the faces of healthcare workers will enable

1,132
169
258

334
58

* refers to care workers who are qualified*Data as of March 202227

them to provide better quality medical services to patients as well.

33

Hopes for Healthcare Workers

T o enable a ll hea lthca re wo rk e rs t o

T h e C UC G r o u p a c t i vely su ppor t s c ar e e r d e v e l opm e n t an d c h an ge s in w or k

p ursue the ca reer of their dre a m s .

f u lf i llm ent i n t h ei r jo bs.

st yles so t h a t a ll m ed i c a l s t af f c an c on t in u e t o w or k w it h e n t h u s ias m an d

CU C GroupS op hi am e d i

ʻDreamʼ- An open recruitment
system within the Group thatallows employees to choose thecareer they want.
'Dream' is an open recruitment initiative
within the CUC Group that allows employees
to transfer to another company or businessdivision within the CUC Group. For departments and projects that require humanresources, they can request where in thecompany or which business department theywant to work in after an interview, regardlessof the approval of their superior. We provide
opportunities to encourage employees to takeon challenges based on their desire.

Sophia medi' s Wo r k St yl e
The challenge of moving fromnursing to human resources whichbroadened the scope of my career

Balancing personal and professional

Reform ʻSop h i a me d i WO W! ʼ
Sophiamedi holds regular interviews
withemployees

andlistenstotheir

After working as a nurse in the emergency

requests regarding the working environ-department of a university hospital in Tokyo,

ment, life changes, work-life balance, andI joined Sophiamedi. After that, I gained experienceat home nursing stations, including setting up a
new station in Kanagawa prefecture. I gradually got
interested in creating a long-lasting work
environment for staff providing quality care, andother concerns. To support them, we introduced work-life balance support measurescalled ʻSophiamedi WOW!（Work for Our
Wonderful life!）.ʼ

decided to take advantage of Dream and expanded

life with paid leave inhourly increments
When I joined the company, I saw thepamphlet ʻWOW!ʼ and felt that Sophiamedi's
system was very comprehensive. I use thissystem once every two weeks for hospital
visits for my prenatal checkup and procedures atgovernment offices. Although many companies
normally require you to take a half day off, I cantake a short leave of just 1-2 hours and work
flexibly. I plan to take childcare leave in the future
and would like to take advantage of the babysitting
system and short hour working systems.

my career in the area of human resources.
Currently, I am working on designing a training
program and other projects in the HR team of

Ikumi
Hisaminato

CUC's Home Healthcare Division. I am grateful that
I was able to broaden my career without leaving the
CUC group, and I would like to work hard to create

Medical Clerk,
Sophiamedi Corp.

an environment where healthcare workers cancontinue to find fulfillment in their work.

Overview of “WOW!
・ One-hour paid leave

Wakana Nakatani
Human Resources Team,
Home Healthcare Department,
CUC Inc.

34

・ Babysitting assistance(half of the cost is covered)・ Moving Assistance Program・ Maternity Uniform
・ Expanded eligibility for full time employees doing
short-time working due to childcare
・ Support for marriage, childcare, and the careers of LGBTQ

For more
information

Hopes for Healthcare Workers

CUC G ro u pCreating a positive workplace environment
where employees praise each other
Since its inception, the CUC Group has valued a culture thatcelebrates employees who have played an active role and initiatives that embody its philosophy. We hold large-scale annual
awards for the entire CUC Group, as well as events such as
sharing best practices within each group company and business
unit. In the CUC Group, which has a diverse range of occupations
from medical care to business, these events allow employees tolearn about each other's efforts and create a sense of unity. We
will continue to proactively create an environment where each
employee can motivate themselves and grow positively through aculture of praise.

Praise and appreciation daily to create a great workplace.
The CUC Group's culture of praise is
not limited to during events. We areworking to encourage communication
within the company and increase
motivation. We routinely shareepisodes and information about
talented employees through internal
newsletters and owned media of eachgroup company, and employees sharemessages of appreciation on a daily(Left) Sophiamedi Internal Newsletters(Right) CUC HOSPICE Internal Newslettersbasis.

35

Hopes for Healthcare Workers

CU C

A d d re s s i n g is s ue s of hum an re s o urc es
i n th e m e d ical f ie ld and cre ating
jo b s at is f ac tion f or e ach individua l

To provide quality medical services

have introduced surveys of employee

sustainably, it is essential to create an

working conditions and employee satisfac-

environment in which healthcare workers

tion at the medical institutions. We support

have enthusiasm and feel fulfilled in their

medical operations from the perspective of

Healthcare is supported by theissues among healthcare workers andcontribution of healthcare workers.

provide support for the improvement ofjobs. For this reason, the CUC Group aims

the organizational environment by provid-

However, in many cases, healthcareth e

to realize the well-being of all healthcare

ing feedback on the survey results toworkers themselves become exhausted

environment.

workers. We are working to improve theorganizational management. In addition,

working environment and job satisfaction

we continue to address human resourceofand organizational issues in the medical

employees

within

our

group

and

employees of supported medical institu-

field

tions.

personnel systems (evaluation, compensa-

In the medical institution support
business, we have created a team dedicated to solving human resource issues, and36

byproposing

improvements

totion, etc.) and conducting individualinterviews.

The smiles of healthcare workers brighten both patients and society.

o r g ani zati o n

andw o r ki ng

due to chronic labor shortages andCreating a relationship where we canrelationships in the workplace. CUC

talk honestly with the employees of

supports medical institutions in creating

medical institutions and improve theanhealthcare

conditions of the organization andworkers can exercise their abilities withindividuals will lead to the happiness ofgreater peace of mind while respecting

both healthcare workers and patients.

theirThis is the reason that we value people.

environment

where

and

Yohei
Yamaguchi

personal interviews, we quickly detect

Home Healthcare

m otiv ation .

introductionofThroughvarioussurveysth e

Department, CUC Inc.

Home healthcare as a key to reducing the■cost of social security and medical

Trends in national healthcare expenditures in Japan80

Social security costs are drastically increasing in Japan; national health-Hopes forcare costs exceeded 44 trillion yen in FY2019 and are expected to reachSocietycontrol the growing medical costs. Our goal towards society is to control

approximately 54.9 trillion yen by 2025. Japan is currently working to

54.9

60

76.3
6 9 . 1 （9.7%）

62.0（9.3%）

ʻ30

ʻ35（8.9%）

4 5 . 3 （8.5%）（8.0%）

40

reduce the number of hospital beds and promote home healthcare to
medical costs by shifting those who can receive treatments at home from
hospital to home healthcare. The CUC group will promote the spread ofhome healthlcare throughout Japan and contribute to the management of
medical costs through the reorganization of hospital beds and various
operational support measures for medical institutions, as well as the

20
0

ʻ18

ʻ25

2040

*Figures in parentheses represent ratios to GDP.
*1 Cabinet Secretariat, Cabinet Office, Ministry of Finance, Ministry of
Health, Labor, and Welfare. Future outlook for social security looking
ahead to 2040 (study material). [Internet]. 2021

operation of home nursing stations and hospice services.

Addressing the worldʼs medical issues and creating a society where everyone
can live a healthy life.
The demand for quality healthcare is growing
rapidly around the world, driven by the growth■

Number of diabetics worldwide

North America:

Europe:51 m i l l i o n

61 m i l l i o nof emerging economies. One example of a
global challenge is the growing diabetic population. The number of deaths due to diabetes

Middle East andNorth Africa:

reached 6.7 million in 2021, showing that

73 m i l l i o napproximately one person dies from diabetes
every six seconds. The CUC group has launcheda support project offering medical care in
Vietnam and Indonesia to solve these challenges
in the healthcare field. We will continue tocontribute and find solutions to social issues bycreating diverse businesses in various countries.

SoutheastAsia:

90 m i l l i o n

So u t h a n dCentral America:

32 m i l l i o n

Africa (excluding
Middle East andNorth Africa):

24 m i l l i o n*International Diabetes Federation. IDF Diabetes Atlas 9th edition. [Internet]. 2021

37

Hopes for Society

CUC Management Support for Medical Institution + Sophiamedi Home Nursing

Creating a new healthcare delivery modelin communities lacking home healthcare services

The CUC Group is working to increase the number ofhospitals, clinics, and home nursing stations that provide
home healthcare especially in areas where home healthcare
is either not available or limited. In 2019, we assisted in the
opening of the Minnano Futakuchi-machi Internist Clinic in
Toyama city. In addition to that, Sophiamedi, which engages in home nursing, also opened Sophiamedi Home-Visit
Nursing Station Toyama as its first facility in the Hokuriku
area. In Toyama city, where the population is aging andthere are only a few home healthcare facilities, this station

A model case of sustainable home healthcare
leading to hope for the community.
The development of medical infrastructure inrural areas is an urgent issue in an aging society■

Model for providing home healthcare in Toyama City

with a declining birth rate. This is the firstinitiative CUC took to support the establishment

Cooperationof home healthcare facilities in areas lacking
them. We believe that creating a sustainable
home healthcare model together with local
communities will lead to the creation of hopefor areas with less medical resources in Japan.

AtsuyaTakahashi

Sophiamedi Home-Visit Nursing Station Toyama

Home Healthcare

Home healthcare

Department, CUC Inc.

has a significant role in supporting patients living in thecommunity. Furthermore, by opening a CUC supported
clinic and a home healthcare nursing station in the samebuilding, we have managed to strengthen the communication and collaboration of these two facilities which enables
us to expand the area covered by home care services andprovide more value to patients. Based on the model weestablished in Toyama, our group will expand its services toother areas in need of home healthcare.
*Toyama Prefecture. Toyama Prefecture s Regional Healthcare Plan.[Internet]. 2017

38

Home nursing

Patient's home

We want to spread safe and warm
home care throughout JapanAs the home health clinic and the home nursing

DATA

station are located in the same building, we are able toshare information closely anytime. We believe that this■has led to the realization of a better model for homehealthcare and the provision of high-quality services.
We would like to provide home healthcare to areas
throughout Japan where medical resources are limited.

Fuma Oda
Sophiamedi Corp.

Number of newly opened
home healthcare clinics(CUC):

11■

Number of newly opened homenursing stations (Sophiamedi):

15

Period: April 2021 - March 2022

Hopes for Society

Sophiamedi + CUC Support Projects for Drug Development

Decentralized clinical trials reduce theburden on patients and accelerate

DATA
■

■

the speed of new drug development.

N u mber of
disea se a rea s:

6

N u mber ofp a rticip a nts:
A p p r o x.

900

*Data collection period:
April 2021 - June 2022

Bringing change to the current situation where
95% of rare diseases have no treatment options.
There are more than 7,000 rare diseases in the world. Despite thehigh demand for treatment, 95% of these rare diseases still have nocure due to the small number of patients. Clinical trials to confirm theefficacy and safety of new drugs are an essential part of the drug

Clinical trial (conventional type): takes on average 3 to 4 hours to complete one session.
Transfer

Waiting in reception

Physical examination

Specimen collection

Make a payment

development process for these diseases. In Japan, as clinical trials areTransfer

Specimen collection

stricter, it normally takes more than 10 years to develop a new drug.
To address these issues, CUC has been working on clinical trials at

Decentralized clinical trial: takes about 45 min. for one session.
Physical examination

less common compared to other countries and the approval process ishome since 2020. Decentralized clinical trials is a new system that

Reduces the burden on the patient by about 3 hours per session.

allows patients to participate in clinical trials while staying in theirown houses. Current home nursing care and online medical care will
reduce the number of hospital visits, as opposed to conventional
clinical trials, which require regular hospital visits and long hours ofMake decentralized clinical trials the norm in the world

restraint. By reducing the burden on clinical trial patients, this will

and create more options for patients.

help accelerate the development of new drugs.

When we launched our decentralized clinical trial business, the environment for clinical trials and online

CUC will develop the medical environment necessary for clinicalmedical care had changed dramatically due to the spread of the COVID-19 infection. Although it was difficult

trials, including recruiting doctors and nurses for each case andto coordinate the parties involved, we worked as hard as we could to support patients. I believe that thenationwide expansion of decentralized clinical trials will provide opportunities for those who have been
unable to take part in clinical trials due to the burden of hospital visits, and this will provide hope for thosein need of treatment for intractable diseases. I would like to continue to expand the possibilities of decentralized clinical trials and contribute to presenting new treatment options to many patients.

Kazumi
Kanagawa
Decentralized Clinical
Trial Project, CUC Inc.

building systems at medical institutions. We contribute to the smoothpromotion of clinical trial projects by connecting pharmaceuticalcompanies engaged in drug discovery with medical institutions
supporting clinical trials.

39

Hopes for Society

Vietnam's healthcare system, which has experienced remarkableeconomic growth, is largely divided between high-end private
hospitals for the high income group and public hospitals run by thestate and provinces. As a result, there is a lack of medical care forthe growing middle class. In public hospitals, due to a lack of
medical resources, inpatient beds are always fully occupied
CU C Ma n a gement S u p p o rt f o r M e dic a l I ns t it u tion

Providing Japanʼs affordable andhigh quality medical care toVietnam's growing middle class

resulting in patients having to wait in corridors until beds become
available, outpatient waiting times are more than half a day, and it
is difficult to say that they are comfortable places for patients toreceive medical care.
In the future there is expected to be a significant increase in the
demand for affordable, high-quality medical services for the middle
class. Hoan Hao Holdings, a medical group in southern Vietnam
that CUC supports in its operations, is a private medical corporationthat is categorized as a clinic providing an affordable service for the

For the future of Vietnam, we will help the transformationof medical institutions so that quality and affordable medicalcare is available.
In Vietnam, although the number of diabetes patients is increasing, more than half of
those with the disease (nearly 2 million people) are not receiving appropriate treatment
due to the lack of knowledge among patients and their families and a shortage of
medical resources. The same situation applies for other lifestyle-related diseases, and we
expect this to become a major social issue in the near future. Our mission is tocontribute to the realization of a better society in Vietnam by reducing the future
negative effects of the disease from the perspective of the aging population. We willproactively establish a local medical system and provide quality medical care to as many
patients as possible. In addition to the development of medical institutions, we also plan
to exchange personnel with medical institutions in Japan in order to improve the qualityof medical care. In the long term, based on our experience in solving healthcare issues
throughout Vietnam, we aim to expand our business to other cities in Asia.

people of the region instead of public hospitals. While taking into
consideration its characteristics and strengths, we are supporting its
transformation into a hospital with greater strengths, taking into
account future trends in the market environment.

40

Mamoru Tanabe
Executive Director,

Change Until Change Vietnam Co., Ltd.

ESG Initiatives

ESG Initiatives

ESG Po li cy a n d Gov ern a nce S t ru c tu re

The CUC Group aims to realize its mission through sustainable increase ofenterprise value.We believe that the CUC Group will be able to achieve sustainablegrowth and improvement of its medium- to long-term corporate value in a self-sustaining manner by establishing a functional corporate governance structure.
In FY2020, we shifted to a company with an audit and supervisory committee
and introduced an executive officer system to strengthen the supervisory functionof the board of directors. In the current fiscal year, we appointed new executive
directors and representative directors of major subsidiaries as executive officers ofGroup as a whole aims to implement transparent, sound, fair, and efficient manage-

Tomomi
Oketaniment, and will constantly strengthen its system.

Director, CUC Inc.

CUC to strengthen cooperation among the projects in the CUC Group. The CUC

CUC believes that its business activities significantly contribute to society,solving healthcare issues around the world. However, in order to make these
activities sustainable initiatives, it is important to reflect on our own activities
from an ESG perspective and create hope for a wide range of stakeholders. We
have set the following materialities: ʻEnvironmentally conscious management',ʻPursuing the wellbeing of patients and healthcare workers', ʻCreation ofsustainable and innovative healthcare', ʻProviding safe and reliable medical
care', and ʻEnsuring compliance.ʼ By being an industry pioneer, we will continuously provide value to the world.

Environmental Data
Greenhouse Gas (GHG) Emissions*1
Scope 1 (t-CO2) (Direct emissions from combustion, etc.)
Scope 2 (t-CO2) (Indirect emissions from purchased electricity)*2Jun
HashimotoCorporate Officer,
CUC Inc.

FY Mar.2022
0
19.5*1 Data on a non-consolidated basis (head office) for the fiscal year ended March 31, 2022 ( April 1, 2021 to March 31, 2022). Includes lighting, ventilation units, and dedicated power outlets.
*2 Calculated on a market basis. Note that emissions on a location basis are 17.4 (t-CO 2). ( FY Mar.2022 )FY Mar.2022
Electricity consumption (kwh)*3*3 Data on a non-consolidated basis (head office) for the fiscal year ended March 31, 2022 (April 1, 2021 to March 31, 2022). Including lighting, ventilation units, and dedicated power outlets.

42

40,220ESG Initiatives

P e ople Data a nd S coreca rd

Human Resource Data (As of March, 2022)

Number and percentageof employees

Sophiamedi Corp.

CUC HOSPICE Inc.

Total

374

Male

225

60.2%

398

30.1%

109

18.6%

Female

149

39.8%

926

69.9%

476

81.4%

1,324

585

Total

74

Management
Maleposition

63

85.1%

29

31.9%

22

36.1%

11

14.9%

62

68.1%

39

63.9%

FemaleTotal
Nonmanagement Maleposition
FemaleNumber and percentageof employees(temporary employees)

CUC Inc.

91

300

61

1,233

524

162

54.0%

369

29.9%

87

16.6%

138

46.0%

864

70.1%

437

83.4%

Total

30

Male

6

20.0%

16

13.2%

17

12.7%

Female

24

80.0%

105

86.8%

117

87.3%

121

134

43

ESG Initiatives

Sophiamedi Corp.

CUC Inc.
Average age of
employees

Total

36.5

36.6

43.7

Male

38.4

36.2

38.8

Female

34.2

36.7

44.8

Total

104

360

82

Male

45

43.3%

87

24.2%

18

22.0%

Female

59

56.7%

273

75.8%

64

78.0%

Total

141

Male

91

64.5%

197

36.2%

49

35.3%

Female

50

35.5%

347

63.8%

90

64.7%

Total

90

Male

60

66.7%

93

30.9%

27

16.8%

Female

30

33.3%

208

69.1%

134

83.2%

Total

36

Male

27

75.0%

20

18.9%

15

8.7%

Female

9

25.0%

86

81.1%

158

91.3%

Total

3

Male

2

66.7%

1

7.7%

0

0%

Female

1

33.3%

12

92.3%

30

100.0%

Under 30's

30ʼs

Number and percentageof employees by
age group(Male/female
ratio to the total)

40's

50's

Over 60's

44

CUC HOSPICE Inc.

544

139

301

161

106

173

13

30

ESG Initiatives

Retirement rate
(full-time employees only)

CUC Inc.

Sophiamedi Corp.

CUC HOSPICE Inc.

Total

15.4%

14.4%

24.6%

Male

17.7%

11.2%

20.0%

Female

11.3%

15.9%

25.6%

New
graduates
Number and percentageof new hires(full-time employees only)
Mid-career
Hires

Total

15

Male

5

33.3%

0

0%

0

Female

10

66.7%

2

100.0%

0

Total

90

Male

59

65.6%

127

25.7%

59

20.1%

Female

31

34.4%

367

74.3%

234

79.9%

2

0

494

293

Average annual total hours worked per employee

2,048

2,075

1,993

Percentage of working hours previous year*4

97.9%

101.0%

97.8%

26

17

6

61.8%

62.7%

57.3%

Male

14.0%

25.0%

33.0%

Female100.0%

100.0%

100.0%

Male

100.0%

100.0%

100.0%

Female100.0%

100.0%

100.0%

Average monthly overtime hours
Average percentage of paid leave taken
Use rateof childcare leave

Return-to-work rate
after childcare leave*4 Percentage compared to the average total hours worked in the previous year

45

ESG Initiatives

C o rpo r ate Gov ern a nce
Organizational structure

Company with Audit andSupervisory Committee

Chairman of the Board

Keita Hamaguchi

Director

Audit and Supervisory
Committee Member

Number of board members

6 ( including 3 Audit &Supervisory Board Members)

Percentage of female directors

16.0%

Percentage of outside directors

33.0%

Term of office

1 year

Percentage of outside directors

66.0%

Term of office

2 years

Board of Directors
Meetings for FYEMarch 2022
Audit and Supervisory
Committee Meetings for
FYE March 2022

Number of meetings

12

Director attendance rate

100.0%

Audit committee member attendance rate

100.0%

Number of meetings

14

Attendance rate

100.0%

Number of Corporate Officers

3

Accounting Auditor

PricewaterhouseCoopers
Aarata LLC*As of July 1, 2022

Policy on Corporate Governance
The CUC Group believes that in order to realize its mission through sustainable activity which
enhances all aspects of the business, it is necessary to implement transparent, sound, fair, andefficient management and to execute operations with appropriate supervisory functions. To achievethis, we have established a corporate governance structure and made it functional.

Outline of the corporate governance system and reasons for its adoption
Our company has adopted a Company with Audit and Supervisory Committee system from the46

law and the Articles of Incorporation, as well as on important business operations in accordancewith regulations, and monitor the status of business execution by each director.
The Company's Audit and Supervisory Committee consists of three members. They hold regularmeetings once a month and extraordinary meetings as necessary. The Audit and Supervisory
Committee exchanges information and opinions with the internal audit staff and the accounting
auditor as needed, and also works closely with them by holding regular three-party meetings to
improve the audit function.

viewpoint of further enhancement of corporate governance. We believe that the current system is

The Company has introduced an executive officer system, and a management meeting is held

the best for our company, which ensures speedy decision-making and management oversight byweekly with the Executive Director, the Chairperson of the Audit and Supervisory Committee, andseparating management decision-making and business execution from the monitoring function.

the Corporate Officer. The Representative Director serves as the chairperson, and the general

In addition, CUC has adopted a system that emphasizes decision-making by meeting structure somanagers of each department attend the meeting as observers as necessary to ensure promptthat supervisory control in decision-making functions effectively. The Company's Board of Direc-

decision-making in line with business conditions.

tors consists of three directors and three audit committee members, and is chaired by the repre-

Two employees are in charge of internal audits, and they work on the legality of business execu-

sentative director. The Board of Directors meet regularly once a month, and extraordinarytion and appropriateness of operations, including risk management in accordance with codes ofmeetings are held as necessary. The Board of Directors make decisions on matters stipulated bypractices and ethics.

ESG Initiatives

G overnance F ra mework

General Meeting of Shareholders
Appointment / Dismissal

Appointment / Dismissal

Appointment / Dismissal

Board of Directors

Co

op

Selection / Dismissal

Information Security Committee
Risk and Compliance Committee

Cooperation

Audit and Supervisory
Committee

Director

President andRepresentative Director

Management Meetings

Give Direction
ReportAudit

Accounting Auditor

Audit

er

at

io

n

op

Co

Internal Audit
Department

n

tio

a
er

Audit

Audit

Give Direction / Supervision
CUC Group Companies

47

ESG Initiatives

B o a r d o f D irectors a nd Cor p o ra t e O f f ic e rs
Representative Director

Director

Director

Keita Hamaguchi

Takamichi Tanabe

Tomomi Oketani

Founder and Representative

Joined CUC Inc. in 2015.

Joined CUC Inc. in 2015.

Director, CUC Inc.

Overseeing the domestic andOverseeing the CUC Group's

international medical institution

administrative functions.

support business.

Director (Audit Committee Member)

Director (Audit Committee Member)

Hirohumi Oba

Yuki Mitsuhara

Ryoichi Yonemura

Executive Oﬃcer, M3, Inc.

Representative of Keep Moms

Former Auditor,

Smiling (NPO).

Kirin Company, Limited.

Corporate Officer

Corporate Officer

Corporate Officer

Jun Hashimoto

Aya Ito

Masaaki Inoue

Joined CUC Inc. in 2021.

Joined Sophiamedi Corp. in 2019.

Appointed as theOverseeing ﬁnancial and investment

Appointed as the Representative

Representative Director of CUC

strategy, human resources strategy,

Director of Sophiamedi in February

HOSPICE Inc. in July 2022.

and public relations strategy as the2022.

head of the Corporate Strategy
Department.

48

Director (Audit Committee Member)C ompany I n forma tion

Company Name

CUC Inc.

Established

August 8, 2014

Representative Director

Keita Hamaguchi

CapitalJPY 2,126 Million (Including Capital Reserve)

Key Shareholders

M3, Inc. (Parent Co.), Development Bank of Japan Inc.

Main BusinessSupport Business for Medical Institutions,
Healthcare Consulting Business,
Visiting Nurse Business and Hospice Business

Address

Group Companies
CUC i-DATA Inc.
CUC FOODS Inc.
CUC PROPERTIES Inc.
CUC HOSPICE Inc.
Medical Pilot Inc.
Sophiamedi Corp.
Tsurumi-ekimae Contact Co., Ltd
Toseki Research & Development Co., Ltd.
Wakakusa Contact Co. Ltd.
CHANGE UNTIL CHANGE HEALTHCARE COMPANY LIMITED

2F Nomura Fudosan Higashi-Nihonbashi,

CHANGE UNTIL CHANGE MEDICAL SERVICES COMPANY LIMITED

1-1-7 Higashi-Nihonbashi, Chuo-ku, Tokyo 103-0004

CHANGE UNTIL CHANGE MANAGEMENT SERVICES JOINT STOCK COMPANY
CHANGE UNTIL CHANGE VIETNAM COMPANY LIMITEDCUC SINGAPORE PTE.LTD.
GRHAMEDS CUC HEALTHCARE,PT

49

CUC Group Sustainability Report 2022
Publication of the second edition on September 5, 2022
【Published by】
CUC Inc.
2F Nomura Fudosan Higashi-Nihonbashi,
1-1-7 Higashi-Nihonbashi, Chuo-ku,
Tokyo 103-0004

https://www.cuc-jpn.com/en/