ONO promotes the creation of an employee-friendly working environment where every employee can work comfortably with peace of mind. We are continuously committed to the development of support systems and working conditions that help employees work in various styles, as well as the improvement of their work-life balance, so that all persons in our diverse workforce can work energetically and demonstrate their full potential.
We have been reviewing work styles since FY2015. The objective of these reviews is to enhance productivity by simultaneously enhancing work efficiency and creating an attractive working environment. To make this a company-wide initiative, we have appointed members from each division and are working to raise awareness, increase operational efficiency, and promote the use of paid vacation days. At the same time, we have been improving systems that make use of IT and introducing flexible working hours, telecommuting systems, and interval work systems. In FY2021, due to the impact of the novel coronavirus infection, employees were required to work in a different way than before. As a result, the amount of work increased, resulting in an average of 16.3 hours of overtime per month and a percentage of employees taking paid vacation days of 62.5%. From now on, we will further enhance new working styles, such as telecommuting, and enhance work efficiency. In FY2022, we aim to increase the average monthly overtime work hours per employee to 13 hours, and the percentage of employees taking paid vacation days to 70% or more.
We have adopted an interview system of activity goals for the purpose of improving employees' motivation to work and developing human resources. Through interviews with supervisors, all employees set goals for their activities once every six months and align their goals based on our vision. In the middle of the term, the progress of the activity goals is confirmed, and the course is revised in an interim meeting with the manager. At the end of the term, feedback is provided about the overall performance of the activities, individual strengths and weaknesses, and evaluation results, and the next term activity plan, development policy, and future career development are discussed through the summary meeting and feedback meeting of the evaluation results. As described above, we are implementing the system by holding eight times a year interviews to increase employee satisfaction, leading to human resource development. Evaluation consists of performance evaluation and behavior evaluation; the performance evaluation evaluates the degree of achievement against individual goals based on the outcomes and process each employee used, and the behavior evaluation is based on how the employees behaved compared to the required behaviors determined according to each employee’s roles; results that combine the performance evaluation and the behavior evaluation are the final evaluation. In addition, multiple evaluators evaluate in principle, which ensures objectivity and fairness, and the results of evaluations are reflected in employee compensation.
Based on the concept that “a company is its people,” we believe that it is important to promote talent development, improve diversity and broaden the abilities of each individual in order to respond to various environmental changes and overcome competition in the future. That is why we have been conducting organizational surveys once every two years since 2014 with the aim of objectively measuring the status of our efforts to strengthen corporate infrastructure and help boost organizational capabilities. In addition, in order to carry out future initiatives in a multilateral fashion, we conducted a major review of the survey’s question items in FY2020. Accordingly, we have also increased the number questions indicating engagement to make it possible for respondents to evaluate engagement from a variety of perspectives, including the viewpoints of the organization, superiors and individuals.
We also use the results of the organizational surveys when planning new development programs and introducing various systems. We will continue to improve the issues identified from those results and improve employee engagement through initiatives linked to activities that disseminate our mission statement.
|Summary of FY2020 survey results (survey period: July 13 to July 21, 2020)|
|Number of respondents||3,143 people (response rate: 96%)（male：82％、female：18％）|
|Response method||Response at a website|
|Engagement score*1||79% (Male: 80%, Female: 74%)|
|Number of questions||58 questions in total ,6 questions related to engagement|
We believe that society as a whole should support families raising children and that creating an environment that supports childbearing and childrearing is one of the challenges that companies should address. We formulated an action plan based on the "Act on Advancement of Measures to Support Raising Next-Generation Children," and are working to support employees balance their work and childrearing. As a result, we were certified by the Minister of Health, Labor and Welfare as a standard-compliant general company, and we were awarded the mark of certification as a childcare support company (Kurumin*2) five times between 2008 and 2020.
After April 2017, we introduced a new childcare support system, "Encouraging Leave for Childcare Participation," and as a way to promote understanding of the workplace among male employees who take childcare leave, that child-rearing is a life event for both men and women. We are also promoting the creation of an environment in which men can actively participate in childcare. Specifically, we hold seminars to support work-life balance, in which employees and their superiors can participate, to support employees balance their work and childrearing. In addition, we publish open newsletters about the experiences of men taking childcare leave. In recognition of these activities to support a balance of work and childcare and create a supportive work environment, we were awarded the Platinum Kurumin*2 certification in November 2019.
|1st phase of action plan||April 1, 2005 to March 31, 2008||
|2nd phase of action plan||April 1, 2008 to March 31, 2012||
|3rd phase of action plan||April 1, 2012 to March 31, 2014||
|4th phase of action plan||April 1, 2014 to March 31, 2017||
|5th phase of action plan||April 1, 2017 to March 31, 2019||
|6th phase of action plan||April 1, 2019 to March 31, 2021||
For beyond April 2021, we have set a goal of achieving a 75% or higher rate of male employees taking child-care-related leave to promote male participation in child-rearing, and continue to promote initiatives to further support balancing of work and family life, including the establishment of personnel systems and holding seminars to support the balance.
In addition to the systems stipulated in laws and regulations, we have established various other systems to create a rewarding and pleasant working environment. We continuously develop systems so that employees can have many options in working styles, for instance, by listening to employees and constructing systems that meet actual needs, or by establishing systems that exceed legal standards. The following systems are applicable to all employees, in principle.
Furthermore, we have prepared a handbook that summarizes these systems and posted it on our intranet to ensure that employees are fully aware of their contents and methods of using them.
While employees may take leave when they cannot come to work due to attendance to weddings, funerals, and other ceremonies of their own or their family members, moving for job transfer, and accidents, disasters, and other events of force majeure, we also have systems in which special paid holidays can be taken under other circumstances.
We comply with the Minimum Wage Law and pay our employees more than the minimum wage. We protect the lives of our employees and promote the creation of workplaces where employees can work with peace of mind.
To ensure safety and health at manufacturing plants and research institutes, we conduct risk assessment that is evaluated risks for the exposure to chemical substances, injury and accident at each site, and identify issues. Measures to address those issues are established at the Safety and Health Committee held regularly for continuous improvement of the working environment. We also conduct workplace patrols in accordance with laws and regulations, share the findings with the Safety and Health Committee, make proposals for improvements, and take other appropriate measures. Such activities are shared at the EHS Committee that meets every half term for opinion exchange, in an effort to provide employees with a safe working environment.
At the headquarters and other business sites where the Health Committee is established, various measures are considered at the Health Committee to maintain the health of employees, taking into account the results of workplace environment measurements.
In addition, the Central Safety and Health Committee meets every half-term to share information and exchange opinions regarding the progress of health management initiatives, company-wide health issues, and the contents and issues discussed at the meetings of the Safety and Health Committee and the Health Committee of each business site. At the Central Safety and Health Committee meeting, we discuss and decide on safety and health activities to be implemented across the entire company.
Furthermore, from FY2020, we have worked to increase employees' awareness of safe and “eco”-driving by equipping all sales vehicles with AI-based telematics (in-vehicle device with communication facility) and detecting unsafe driving behavior. In addition to securing the safety of employees, we try to not only reduce traffic accidents and violations, but also reduce CO2 emission by improving fuel efficiency through eco-driving.
The EHS Promotion Division confirms the above-mentioned activities at each site and promotes continuous improvement activities related to occupational health and safety.
Number of lost-time injuries and lost-time injury frequency rate*3
We have two labor unions: the ONO Pharmaceutical Labor Union, which is a nationwide organization, and the ONO Pharmaceutical Chemical & General Workers’ Union at the Joto Pharmaceutical Product Development Center. As of March 31, 2022, the ONO Pharmaceutical Labor Union had 1,951 members and the ONO Pharmaceutical Chemical & General Workers’ Union had 14 members. Both unions have good relationships with the company.
The table below shows the number, average age, and average service years of our employees of March 31, 2022.
|Number of employees||Average age||Average service years|
Number of employees (Non-consolidated data)
As of March 31, 2022, the percentage of contract workers was 0.1% and that of temporary staff was 9.3%.
(Not included in the above number of employees)
The turnover rate (regardless of reason for leaving) for full-time employees in each fiscal year, as of the end of March, was as follows.
|Voluntary turnover rate||1.3%||1.5%||1.6%||1.2%||1.7%|
|Mandatory retirement rate, etc.||0.7%||0.6%||0.2%||1.1%||1.7%|
|Total turnover rate||2.0%||2.1%||1.8%||2.3%||3.4%|
Based on our corporate philosophy, Dedicated to the Fight against Disease and Pain, we desire to contribute to society through the creation of innovative drugs. In order to continue to make bold efforts toward the realization of our corporate philosophy, it is important to ensure that all employees are both mentally and physically healthy, that their workplaces allow them to fully demonstrate their abilities, and that the daily lives of employees and their families are fulfilling. We declare that employees, companies, labor unions, occupational health staff, and health insurance society will actively engage as a single team in maintaining and improving the health of employees and their families.
President, Representative Director
ONO PHARMACEUTICAL Co., Ltd.
|Medical examination rate||Target|
|Stomach cancer screening||96.5％||100%|
|Lung cancer screening||100％||100%|
|Colorectal cancer screening||93.2％||100%|
|Breast cancer screening||92.5％||100%|
|Cervical cancer screening||52.3％||70%|
Number of participants in walking campaign
In March 2023, we were certified as “Health & Productivity Management Outstanding Organization 2023 - White 500 (Large Enterprise Category)” jointly promoted by the Ministry of Economy, Trade and Industry (METI) and the Nippon Kenko Kaigi*4 for five consecutive years. Also, we were in the top 50 of the responding companies (3,169 companies) and received high praise for three consecutive years. We will continue to work on health management through various activities.
For effective and efficient health management, we have clarified the important issues and evaluation indicators (KPI) that we want to solve, and we have visualized the flow of initiatives toward the resolution of important issues as a story.
Strategic map of health management
Social value: Dissemination of health management to suppliers and local communities
Corporate value: An increase in the market capitalization of stocks
Health resource: Human and environmental health resources