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 are to enhance productivity by simultaneously enhancing work efficiency and creating an attractive working environment. In order 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 system, and interval work systems. In FY2020, 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 15.3 hours of overtime per month and a 58.8% rate of paid vacation days taken. (Compared to the FY2014 before the start of reviewing work styles, overtime hours decreased by 3.8% and the usage of paid vacation days increased by 18.6%) In the future, we will further enhance new working styles, such as telecommuting, and enhance work efficiency. In FY2021, we will 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%.
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, 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.
We believe that “People make the company.” Based on this belief, in order to flexibly respond to future changes in the business environment and suceed in this market, we strive to promote human resource development and diversity while at the same time working to develop the abilities of individual employees.As part of such efforts, with the aim of objectively measuring the progress of our efforts to strengthen our corporate infrastructure, which is one of our four growth strategies, and improving our organizational power, we have been conducting surveys every two years since 2014.We use the results of the organizational survey when planning new training programs and introducing various systems.
|Summary of FY2020 survey results (survey period: July 13 to July 21, 2020)|
|Number of respondents||3,143 people (response rate: 96%)|
|Response method||Response at a website|
|Engagement score*1||54% (Male: 56%, Female: 45%)|
|Number of questions||58 questions in total ,6 questions related to engagement|
In FY2020, we reviewed the question items in the organizational survey extensively to facilitate implementation of our future activities from multiple aspects. In relation to this, the number of question items intended as a measure of employee engagement has been increased, so that we can evaluate employee engagement from multiple perspectives, such as organizations, supervisors, and individuals. In addition, the measure scale has been made stricter to include the proportion of super-positive respondents with scores ranging from 6 to 7, as compared to scores of 5 to 7 on the conventional 7-point scale.
In the COVID-19 crisis, the engagement score has also increased, and we continuously contribute to the enhancement of employee engagement through initiatives linked with activities to disseminate the mission statement.
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. In 2005, we formulated an action plan based on the "Act on Advancement of Measures to Support Raising Next-Generation Children" established by the Japanese government, and are working to support employees balance work and childrearing. As a result, in 2008, 2012, 2014 and 2017, the company was certified by the Minister of Health, Labor and Welfare as a standard-compliant general company, and the certification mark (Kurumin*２) was acquired as a childcare support company.
Furthermore, in 2015, in recognition of the efforts made over the years, we received the Osaka Labor Bureau Director-General’s Award of Excellence in the Equal Opportunity Promotion Company Division and the Osaka Labor Bureau Director-General’s Encouragement Award in the Family-Friendly Company Division at the 2015 Equal Opportunity and Work-Life Balance Promotion Awards organized by the Ministry of Health, Labor and Welfare.
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, child-rearing is a life event for both men and women. We are also promoting the creation of an environment where men can actively participate in childcare. 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 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||
Continuing after April 2021, we 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 promote initiatives to further support balancing work and family life.
In addition to the systems stipulated in laws and regulations, we have established various systems to create a 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.
We hold safety and health committee meetings on a regular basis to identify issues and continuously improve the working environment. At our production sites and research institutes, safety and health patrols are conducted, and the issues pointed out during patrols are shared and improvement proposals are discussed at the committee meetings to ensure appropriate corrective actions are taken. Check items in a safety and health patrol include the following: fire and disaster prevention measures/equipment, safe handling of machinery, implementation of safe work procedures and practices, transportation operations, and workplace cleanliness and tidiness. All our business sites are inspected annually.
At the ONO Head Office and other company sites where a Health Committee is established the committee deliberates measures to maintain employees’ health, 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 safety and health committee and the health committee of each business site. The Committee discusses and decides on safety and health activities to be implemented across the entire company. The lost-time injuries that occurred in FY2020 were caused by a fall outside the workplace, and we will continue to engage in educational activities to pay more attention.
Furthermore, in FY2020, we began working 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. We aim to reduce CO2 emissions not only by ensuring the safety of employees, but also by reducing traffic accidents and violations and improving fuel efficiency through eco driving.
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, 2021, the ONO Pharmaceutical Labor Union had 2,063 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 employeesof March 31, 2021.
|Number of employees||Average age||Average service years|
Number of employees (Non-consolidated data)
As of March 31, 2021, the percentage of contract workers was 0.1% and that of temporary staff was 8.0%.
(Not included in the above number of employees)
The turnover rate (regardless of reason for leaving) for full-time employees in each FY year, as of the end of March, was as follows.
|Voluntary turnover rate||1.0%||1.3%||1.5%||1.6%||1.2%|
|Mandatory retirement rate, etc.||0.9%||0.7%||0.6%||0.2%||0.1%|
|Total turnover rate||1.9%||2.0%||2.1%||1.8%||2.3%|
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||95.3%||100%|
|Lung cancer screening||99.9%||100%|
|Colorectal cancer screening||94.7%||100%|
|Breast cancer screening||89.3%||100%|
|Cervical cancer screening||46.6%||70%|
Number of participants in walking campaign
In March 2021, we were certified as “Health & Productivity Management Outstanding Organization 2021 - White 500 (Large Enterprise Category)” jointly promoted by the Ministry of Economy, Trade and Industry (METI) and the Nippon Kenko Kaigi*4 for the third consecutive year. We were in the top 100 of the responding companies and received high praise. 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