Objectives: This study aimed to establish a healthy workplace culture, rather than simply enhancing the content of intervention programs, aimed toward reducing health risks and maintaining and increasing productivity. Previous studies have found that the higher the awareness of employees’ subjective evaluation of support for their health, the smaller is the health risk and problem of presenteeism. In health and productivity management, it is necessary to make evaluations from the employees’ perspective. This study created an index of healthy workplace culture from the employees’ perspective and examined its usefulness as an evaluation index for health and productivity management. Methods: A questionnaire survey was conducted using 20 indicators derived from a literature review of the workplace culture of health. The survey was conducted among 50 organizations that were certified as excellent healthcare corporations in 2019. A questionnaire was distributed to 886 employees in 25 cooperating organizations, and responses were received from 435 employees. Results: The analysis was performed among employees at 43 large and 263 small and medium-sized organizations, and 123 organizations with unknown certification status. Comparison by size showed that the following were significantly better in large organizations: policy on maintaining and promoting health, procedures for handling health issues, program and support for returning to work after a long absence, program and support for improving mental health, and places to consult with employees about health and safety issues. However, the following were significantly better in small and medium-sized organizations: feedback on health issues from supervisors to employees and provision of useful information about health promotion. Organizations with unknown certification status showed significantly worse results for all items. It was evident with all indicators that a strong workplace culture of health resulted in reduced health risks and diminished presenteeism. Conclusions: The validity of the index developed in this study demands future verification. However, the index allows the degree of the workplace culture of health to be assessed and may be beneficial in health and productivity management for evaluation from the employees’ perspective.

Objectives: This study examined the characteristics of occupational mental disorders among those involved in the transport and postal activities in the trucking industry. Method: We examined 237 out of 3,517 cases of occupational mental disorders, compensated between the fiscal years 2010 and 2017. An assessment was made for sex, “life-or-death” status at compensation, age at the onset and suicide, the diagnosis according to the International Classification of Diseases, Tenth Revision, and other factors regarding occupational compensation. The participants were divided into two groups: truck drivers and non-truck drivers. Results: Men accounted for approximately 90% of the cases. Depressive episode (F32) was the most common diagnosis in drivers and non-drivers, thus constituting 65 out of 149 and 48 out of 88 cases, respectively. The next most common type of mental disorder was adjustment disorders (F43.2), with 34 out of 149 drivers and 24 out of 88 non-drivers reporting them. Furthermore, the majority of drivers that had posttraumatic stress disorder (24 out of 27 cases) reported that they “suffered a serious illness or injury” and “experienced or witnessed a terrible accident or disaster.” Occupational disasters due to long working hours were 52.4% for drivers and 73.9% for non-drivers. A total of 30.8% of the drivers reported working long hours since they joined the company. Conclusion: Drivers’ long working hours entail waiting at the origin and cargo destination site, handling cargo, and incidental tasks other than driving. Thus, the reduction in work hours regarding these tasks needs to be a fundamental goal, and measures that include mental health care for accidents and miserable experiences must be implemented. However, long working hours for non-drivers are likely linked to job expansion/increase and reassignment/relocation. These findings highlight that to prevent overwork-related mental disorders, appropriate actions should be taken considering different sources of exposure for drivers or non-drivers.