We are implementing work style reform to contribute to employing and retaining excellent human resources and are engaging continuously in the improvement of work-life balance. We also implemented the promotion of DX for operational efficiency, improved the system using IT, and introduced a super flexible working hour system, telecommuting system, and interval work system where the core working time is removed for the creation of attractive work environment. In FY2022, improvement was seen in work style reform in association with a situation where a new normal work style was established to an extent under the COVID-19 catastrophe, resulting in an average of 15.9 hours of overtime per month and 66.0% of employees taking paid vacation days. We will further enhance flexible work styles, operational efficiency, and the amount of annual leave taken. In FY2023, we aim to decrease the average monthly overtime work hours per employee to 13 hours or less, and the percentage of employees taking paid vacation days to 70% or more and use them to enhance our competitiveness in employment and retaining excellent human resources.
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.
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.
As safety and health risk management activities, we are implementing potential risk management by "compliance with laws and regulations," and industrial safety risk management for potential risks that are "matters exceeding laws and regulations."
Concerning compliance with laws and regulations, we carefully inspect the action status for legal requirements that have been organized for each plant, laboratory, office, and other bases. We also implement "EHS Self-Inspection" where the sustainability department visits each site for investigation, checks the appropriateness of operations based on laws and regulations and omissions of actions, corrects defects, and thereby continues to improve in view of firm compliance with laws and regulations related to occupational safety and health.
Matters exceeding laws and regulations are potential risks. For example, work environment standard values have not been established by the national government for pharmaceuticals manufactured by our company. However, employees who handle them may be exposed to an amount greater than that from which actions as a drug can be observed, through the operation. Concerning the aforementioned risks where employees are exposed to chemical substances handled at plants and laboratories, we implement risk assessment and exposure measurement and take appropriate measures based on the risk. In addition, concerning potential risks in daily operations and risks leading to accidents, we implement risk assessment to identify issues. For risks at the middle level or higher, we consider that they must be corrected and engage in activities. These activities are shared and opinions on them are exchanged at the safety and health committee at each site and at the EHS committee that is held semi-annually. We thereby strive to provide a safe work environment for employees. In addition, at the safety and health committee, the correction of issues identified during safety and health patrols, which are implemented from the perspectives of checking fire prevention measures and disaster-prevention equipment, such as fire, etc., checking the safe handling of machines, checking the completeness of safety operations, checking transfer operations, checking sorting, organizing, and cleaning, etc., are discussed.
At offices in headquarters where a health committee is established, various measures to maintain employee health are examined at monthly health committees based on the results of work environment measurements. In addition, a central health committee is held semi-annually to share information and exchange opinions concerning reporting on health management activity status, company-wide health matters, and details and issues examined at safety and health committees at each site.
From FY2020, we have worked to increase employees' safe by equipping all sales vehicles with AI-based telematics (in-vehicle device with communication facility) and detecting unsafe driving behavior. This function helps to reduce not only the safety of employees but also CO2 emissions by reducing traffic accidents and violations, and improving fuel efficiency by driving and eco-driving.
In FY2022, the number of lost time injuries was 1 and lost-time injuries frequency rate was 0.16. For details including past data, please click here.
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, 2023, the ONO Pharmaceutical Labor Union had 1,885 members and the ONO Pharmaceutical Chemical & General Workers’ Union had 13 members. Both unions have good relationships with the company.
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
|Stomach cancer screening
|Lung cancer screening
|Colorectal cancer screening
|Breast cancer screening
|Cervical cancer screening
|Participation rate of specified health guidance
|Treatment continuation rate*
The rate of employees on leave due to illness or injury in FY2022 was 1.7%. We will continue to promote health promotion initiatives in order to enhance employees' health literacy and well-being.
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. In addition, we set the difference between an employee's health age and actual age as a KPI item as one of activities to enhance human capital in FY2023, and we will increase employee awareness of their health. We set the goal of increasing the difference between an employee's health age and actual age from -1.8 years in FY2022 to -3.0 years in FY2026 and will continue to engage in health management through different types of 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