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A workplace environment where employees can engage in their daily work with both physical and mental well-being, as well as a sense of fulfillment and joy, leads to high performance. This panel discussion will explore key success factors and best practices for building a strong organization through innovative and thorough management strategies that enhance employee well-being. It will also consider effective approaches to education that foster individuals with a strong sense of self-efficacy.At the same time, in preparation for major transformations in the future, there is a need to further innovate well-being-centered management. We aim to explore how to create work environments that enable employees of diverse generations and values—including the senior generation in an era of declining birthrates and aging populations—to collaborate effectively. Furthermore, we seek to examine new ways for humans to create value and rediscover joy in work in a world where generative AI, AI agents, and robotics technologies are transforming how work can be done.

【Program Summary】
This session, "Well-being management & education," was held on June 28, 2025, as part of the "Health and Well-being Week." Amid the rapid change and growing complexity of social and economic structures, integrating individual well-being with the sustainability of organizations and society is an urgent challenge in every field in the 21st century. This program brought together practitioners and researchers from diverse fields such as management, technology, social design, and youth values to examine multidimensional approaches to building new societies and organizations based on well-being. The concept of "health" no longer belongs solely to the realm of medicine but should be treated as a comprehensive theme in all system designs, including education, working styles, urban planning, and technological development. The core questions of this session were: "What is well-being?" and "How can it be measured, institutionalized, and implemented?" Each panelist presented solutions based on their initiatives and research. Specific and practical discussions unfolded, including the need for social design that considers new values sought by Generation Z and Generation Alpha—such as empathy, diversity, and self-fulfillment—the roles of technologies like AI and cloud computing, redefining loneliness and connection, and institutionalizing psychological safety and flexible working styles. Through dialogue among the panelists, a shared understanding emerged that the essence of well-being lies in "the quality of human relationships." A "human-centered" perspective, which cannot be fully complemented by systems or tools alone, was strongly emphasized. It was also confirmed that not only companies and government agencies but also educational institutions and young people themselves must actively participate as a driving force to socially implement well-being. This session was more than a mere sharing of ideals; it was the first step in making well-being a common language for future society and connecting it to concrete actions. The sight of panelists with diverse backgrounds discovering common values together symbolized the "Designing Future Society for Our Lives" vision of EXPO 2025 and provided important insights for future social transformation.

【Speaker Summary: Sam Karita】
Sam Karita, as the moderator of the panel discussion, skillfully drew out each panelist’s insights and added his own reflections on the multifaceted significance and future prospects of well-being management. At the outset, he stated that the concept of well-being goes beyond simple "health" or "comfort" and is positioned at the intersection of "individual purpose" and "organizational sustainability," making it a core theme in management. Drawing from his long experience in management consulting, Karita pointed out that pursuing well-being not only has short-term effects such as improved employee satisfaction and reduced turnover but also leads to medium- and long-term outcomes such as innovation, enhanced corporate brand value, and increased social trust. He emphasized that in today’s complex and unpredictable world, it is essential to foster a resilient organizational culture where each employee can establish their own well-being and flexibly adapt to change. He also highlighted a common keyword emerging from the panelists’ statements: "rebuilding connections." Whether addressing loneliness, psychological safety, or youth engagement, "relationships with others" are crucial, and companies must consciously design and support these relationships. Even in utilizing technology, he noted the importance of balancing the use of AI and data to visualize and strengthen connections with maintaining human touch. Karita discussed the introduction of well-being management in Japanese companies, analyzing that unlike Western countries, "individual happiness" is less likely to be recognized as a management issue. He stressed the need to incorporate factors such as "meaningful work" and "self-fulfillment" into management indicators, as these directly impact talent acquisition and international competitiveness. He further emphasized the importance of an ecosystem approach, collaborating with education, government, and healthcare rather than relying solely on individual companies. In closing, Karita stated, "Well-being is not a concept with a 'correct answer.' That is why it is necessary to engage in ongoing dialogue with people from all walks of life and to search together," appealing for continued collaboration among companies, society, and individuals to evolve well-being.

【Speaker Summary: Edo Briola】
Edo Briola spoke concretely about the significance of well-being in corporate management and how to put it into practice, drawing on Unilever’s initiatives. The company places the World Health Organization’s (WHO) definition of health—"Health is a state of complete physical, mental, and social well-being and not merely the absence of disease or infirmity"—at the center of its management philosophy. Based on this, Unilever develops approaches for employees, consumers, and communities. For employees, flexible working arrangements and mental health support programs have been introduced, contributing to improved satisfaction and retention rates. For consumers, the company emphasizes promoting healthy lifestyles rather than simply providing products. This includes encouraging healthier choices through product packaging and advertising and disseminating information on improving diets and reducing environmental impact. These initiatives enhance corporate brand value and build social trust. Unilever also focuses on community engagement, contributing beyond the company framework through initiatives such as nutrition education programs for children and health workshops for local residents. Briola stressed that the most critical factors in promoting well-being are "a consistent corporate culture" and "genuine commitment from management." Success depends on whether initiatives are rooted in everyday corporate activities rather than being one-off campaigns. He also touched on the challenges and importance of nurturing shared values while engaging with employees from diverse cultural backgrounds in a global company. He concluded with a strong message: "Sustainable corporate growth cannot be considered separately from employees’ well-being," linking well-being management directly to corporate competitiveness.

【Speaker Summary: Ena Yamaguchi】
Ena Yamaguchi spoke from the perspective of younger generations about how they perceive well-being and practical approaches to realizing it. She emphasized that for Generation Z and Generation Alpha, "self-fulfillment," "connection," and "respect for diversity" are at the core of well-being, and it is essential to build societies, educational systems, and workplaces that support these values. Through her platform "u-en-me" she has been promoting self-expression through art and design, strengthening social connections through empathy. She also addressed the mental health challenges faced by today’s youth, highlighting the importance of delivering the message, "You don’t have to try so hard" and "You are fine as you are." Especially in digital spaces such as social media, stress and loneliness from comparisons with others are prevalent and threaten individual well-being. She stressed the need to build communities where people can feel safe to talk both online and offline and to spread educational programs that encourage self-acceptance. Yamaguchi called on companies and governments to create opportunities for young people to participate proactively. In corporate well-being initiatives, for example, it is not enough to simply provide employee benefits; it is important to include young generations’ opinions in a co-creation process. She spoke about her own experience serving as a member of the "Future Generation Advisory Board," stating that young people’s involvement in decision-making leads to the social implementation of well-being. She closed with a strong appeal: "A society where each individual’s well-being is realized will ultimately become stronger, more flexible, and full of empathy," calling for collaboration among individuals, companies, governments, and educational institutions to build such a future.

【Speaker Summary: Miki Tsusaka】
Tsuｓaka began by introducing Microsoft’s mission: “to empower every person and every organization on the planet to achieve more.” She explained that her decision to join the company was not driven by its products, but rather by the leadership of its CEO Satya Nadella and his promotion of a growth mindset. She resonated deeply with Microsoft’s cultural shift from being “know-it-all” to “learn-it-all.” She then introduced the company’s internal well-being indicator, “Thriving.” In the Japan subsidiary, about 3,000 employees take part in a survey every six months, and the results are instantly analyzed by AI. In addition, globally, around 2,500 employees are asked daily, “How are you feeling today?” The performance measurement is designed to evaluate not only individual contributions but also how employees have contributed to the work of others and how they have built on others' ideas and efforts, thereby fostering teamwork. The latest survey highlighted “the use of cutting-edge technologies,” and“positive human relationships,” as key factors that enhance happiness. Tsusaka stated that organizations should focus less on ROI and more on ROT (Return on Time), stressing that AI is a tool to help people devote time to what they truly want to do. She pointed out that the introduction of GitHub Copilot has not only improved efficiency but also raised engineers’ job satisfaction by 75–80%. Managers, too, have been freed from repetitive coordination tasks and spent their time to actually do. On the topic of well-being, she expressed her support for the idea of “life-work blend” rather than strict separation, emphasizing the importance of creating systems that accommodate diverse needs rather than applying uniform solutions. Microsoft’s hybrid work model is one such example, and above all, she stressed that “listening to people’s voices” is indispensable. She further emphasized that the use of AI should aim at growth, not staff reduction. She introduced the “Code Without Barriers” program, which Microsoft supports women　 to acquire AI skills and improve employment opportunities. At the same time, she warned that the deployment of AI agents requires a framework of Responsible AI and that, at this stage, a cautious approach is essential. Quoting the motto of the girls’ school founded by her grandmother—“Respect, Love, and Trust”—she stated that these remain universal values supporting human dignity, even in the age of AI. Finally, she underlined that the educational field also needs both AI literacy and transformation: “The way we learn and the way we teach will change, but it will be a change for the better、I believe.”

【Speaker Summary: Constance Noonan Hadley】
At the start of her presentation, Dr. Constance (Connie) Noonan Hadley asked the audience to consider what their organization was designed to produce. She encouraged leaders to consider making their organizations engines for well-being, drawing upon the U.S. Surgeon General's framework. She highlighted the benefits of worker well-being for individuals, organizations, and societies, and underscored the urgency of changing the way we work to achieve these benefits. Building on decades of research among social scientists and practitioners, Dr. Hadley described the different ways that employee well-being has been defined and tested. She suggested employers consider at least four components of employee well-being: physical, mental, social, and financial. Her research has primarily focused on social health at work, that is, the dynamics of positive work relationships and collaboration. Strong social connection among coworkers has been shown to lead to higher employee engagement, job satisfaction, productivity, and overall organizational performance. Other aspects of employee well-being have similarly been shown to benefit not only employees but the companies for which they work. Dr. Hadley made a call to action to the audience, encouraging them to act to improve well-being at work amid economic, social, and technological changes. For example, Dr. Hadley shared insights on the ways that artificial intelligence (AI) may influence loneliness at work. In a recent study, she finds that some people report that generative AI is alleviating their work loneliness as it feels like they are talking to another person. Yet others worry that AI is distancing them even further from human contact and connection. She emphasized that action is needed to influence the outcome of technology usage in organizations, as well as to address other factors such as generational shifts and mental health trends. She concluded by offering actionable steps that people and organizations can take to promote employee well-being, including adopting new measurement tools, adapting workflows, encouraging use of employee support programs, and shaping public policy. By becoming an engine for well-being, organizations can influence not only their own workforce and bottom line but also promote greater stability and prosperity around the world.

【Discussion Summary】
In the latter half of the session, an active exchange of opinions took place on the challenges and prospects for "socially implementing well-being management." Under the facilitation of Karita, multifaceted issues such as technology, systems, culture, and generational gaps were explored. The first topic was balancing privacy and technology. Tsusaka acknowledged the usefulness of visualizing employees’ conditions using AI and cloud technologies but stressed that ethical frameworks and careful design are indispensable in data utilization. Hadley emphasized that technology is a "tool to supplement relationships" and "cannot replace human connection." There was consensus that a human-centered design approach is necessary without over-reliance on technology. The second issue was generational differences in values. Yamaguchi explained that the well-being sought by younger generations is characterized by "empathy," "freedom," and "self-expression," which differ from traditional corporate cultures and management styles. She advocated for providing opportunities for young people to participate in decision-making as a bridge between companies and the next generation. Briola responded by introducing Unilever’s bottom-up projects led by young employees, explaining that fostering a culture of "listening" enhances organizational flexibility and innovation. The panelists also discussed cultural differences in perceptions of well-being. Drawing on the experiences of global companies like Unilever and Microsoft, they shared the need to respect cultural diversity while striving to find common values. Karita noted that in Japan, promoting well-being management requires not only corporate initiatives but also policy support and collaboration with education, highlighting the importance of redesigning the intersection of "working" and "living" across society as a whole. Finally, the panelists identified "addressing loneliness," "empowerment," and "co-creation" as key themes. There was a shared understanding that well-being is not only an issue for individual companies or individuals but also challenges the very fabric of society. The importance of "thinking and acting together" was emphasized, and the session demonstrated that dialogue among people with different positions and expertise can open up new possibilities.