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Cultivation of Employee-friendly Workplaces/Safety and Health

Promoting the Creation of an Employee-friendly Working Environment

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.

Promoting Work Style Reform

We reform work-style with the purpose of increasing productivity by balancing improvements in operational efficiency with the creation of an attractive work environment.
We appoint a promotion committee member in each department to involve the whole company in the activities, and the members work to raise awareness and encourage employees to improve operational efficiency and take paid holidays. At the same time, we have improved the systems by making use of IT and introduced a flexible working hours system and a telecommuting system. Thanks to all these efforts, in FY2019, overtime hours decreased by 14.5% and the paid leave acquisition rate increased by 24.7% compared to FY2014, the year before the start of the company-wide initiatives. In FY2020, we aim to achieve the targets of 13 hours for the average monthly overtime hours per employee and 70% for the paid leave acquisition rate.

Regular feedback on evaluations for employees

Our company incorporates a target-setting meeting system for the purposes of raising employees’ motivation for work and the development of human resources. At the beginning of the FY year, employees set their targets through meetings with their supervisors, and the goals/directions are negotiated and adjusted based on the company’s vision. We are working on appropriate implementation of the system, which consists of progress checks and necessary adjustments for the sake of employees’ achievement of targets during the FY year and the provision of feedback on activity summaries and evaluations through wrap-up meetings and evaluation feedback meetings held at the end of the FY year, so that employees can easily understand the evaluations and develop further in the end. In addition, the results of evaluations are reflected in employee compensation.
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.

Employee satisfaction levels (from an engagement aspect)

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 outsource organizational surveys and these have been conducted every two years since 2014.
Based on the survey results, we identify issues to be addressed and as a result, formulate development programs and consider the introduction of various systems.

Summary of FY2018 survey results (Implementation period: June 25 to July 5, 2018)
Number of respondents 3,108 (response rate: 97%)
Method Either online or paper-based form
Engagement score*1 66% (Male: 68%, Female: 57%) Previous reference value: 62%
Number of questions 59 questions in total (50 questions with a 7-point rating scale, grouped into 12 categories, 3 questions with 2 choices, 6 description-type questions)
  • Questions relating to employee engagement in the organizational survey are used as indicators.
  • The next survey is scheduled for FY2020.

We aim to create a workplace environment where each and every employee is motivated to actively improve and demonstrate their abilities to the fullest extent, and thereby attain job satisfaction and realize their own growth.

Childcare Support Initiatives

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.

  • Kurumin Certification:A certification by the Minister of Health,Labour and Welfare for childcare support company.
1st phase of action plan April 1, 2005 to March 31, 2008
  1. Introduction of shortened work hour programs for employees raising preschool children
  2. Introduction of Nursing care leave
  3. Encouragement of employees to take annual paid holidays
2nd phase of action plan April 1, 2008 to March 31, 2012
  1. Expansion of the shortened work hour programs for employees raising children
  2. Implementation of measures to reduce overtime work
3rd phase of action plan April 1, 2012 to March 31, 2014
  1. Provision of information to encourage male employees to take childcare leave
  2. Introduction of a re-employment scheme for employees who have left their jobs due to childcare and other reasons
4th phase of action plan April 1, 2014 to March 31, 2017
  1. Examination of a new program to support female employees to continue their careers, and introduction and dissemination of the program
  2. Implementation of measures to reduce overtime work
  3. Survey of the current situation on annual paid holidays taken by employees and implementation of measures to encourage employees to take the holidays
5th phase of action plan April 1, 2017 to March 31, 2019
  1. Introduction of support systems that encourage men to take childcare leave and participate in child-raising and dissemination of them
  2. Encouragement of employees to take annual paid holidays to achieve their work-life balance
6th phase of action plan April 1, 2019 to March 31, 2021
  1. Promotion of childcare leave among male employees
  2. Creation of a system to support career formation for employees returning to work after childcare leave or engaged in childrearing
  3. Encouragement for employees to take annual paid holidays off in order to achieve work-life balance

Various Support Systems for Employees

In addition to the systems stipulated by laws and regulations, we have also established various support systems to create a comfortable working environment. By listening to the voices of employees, we have developed systems that meet their actual needs. For legally required systems, we have established systems that exceed the statutory standards. Thus, we continuously improve our support systems so that employees have more options in the way they work.
Furthermore, we have also created a handbook that describes the systems and posted it on the intranet to help employees understand the details and application procedures for each system.

[Systems that exceed the standards specified by labor-related laws]

Childcare leave
Although Japanese law stipulates that childcare leave can be taken until the child becomes one year old (Up to 2 years old for certain reasons), we allow employees to take childcare leave until the end of the month when the child becomes three years old.
Shortened work hours for childcare
Although Japanese law stipulates that shortened work hours for childcare can be utilized until the child becomes three years old, we allow employees to shorten their working hours by up to two hours per day until March 31 of the year in which their child finishes the third grade of elementary school.
Nursing care leave
Although Japanese law stipulates that nursing care leave can be taken up to 93 days in total per family member in need of care, we allow employees to take nursing care leave for up to a year in total.

[Legally required systems]

Shortened work hours for nursing care
An employee caring for a family member in care-requiring condition may shorten his/her working hours by up to two hours per day for up to three years, aside from the period of nursing care leave.
Family care leave
An employee who takes care of a sick or injured preschool-age child or a family member in care-requiring condition may obtain leave (unpaid) of up to five days per year if he/she has one such child or family member, or up to 10 days per year if he/she has two or more such children or family members. This leave may be taken in half-day units.

[System that promotes flexible work styles]

Flexible working hours
We have introduced a flexible working hours system for the entire company, excluding some job types, departments and ranks. By allowing employees to choose diverse work styles, we improve their work efficiency and help them better balance work obligations and family obligations, such as childcare and nursing care.
Telecommuting system
We have introduced a telecommuting system on a company-wide basis to support work-life balance of employees who work while raising children or caring for family members. The system is designed to enable employees to work flexibly and efficiently in their own working style.
Hourly paid leave system
Although annual paid leave may be taken in half-day units, we have made changes so that up to three days’ worth (eight hours per day) of paid leave per year can be taken in hourly units. This system is designed to enable employees to work flexibly to suit their needs.
Selective retirement system
The retirement age is 60 years old, but under certain conditions, if they wish to retire when they reach 55 years old, a special surcharge will be paid in addition to the retirement allowance to support their life planning.
Support of the transfer
Under certain conditions, if they are between the ages of 45 to less than 55 retire for independent self-employment, a special surcharge will be paid in addition to the retirement allowance for the purpose of supporting the start-up of a new life.

[Various leave and subsidy systems]

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.

Accumulated leave
Employees can accumulate their expired annual paid leave under certain conditions and use accumulated paid leave for various reasons, including treatment of a personal injury or illness, caring for a family member, and infertility treatment. This system allows employees to take paid leave even when their children suddenly become ill.
Childcare participation encouragement leave
We allow employees to take up to two days of leave for child-raising until the child reaches the age of 1. This system can be used in a wide range of situations such as regular health checkups and immunization.
Maternity protection leave
A female employee who is pregnant or within one year after childbirth can take leave up to the number of days specified according to the pregnancy period to receive health guidance or a health examination. Besides reasons such as health guidance and a health examination, this leave may be taken up to five days during the pregnancy period when work is not possible due to morning sickness, threatened premature delivery, etc.
Volunteer leave, and bone-marrow donor leave
To encourage employees to participate in volunteer activities, we have introduced a volunteer leave system, under which special paid leave of up to five days a year may be granted. We have also introduced a bone marrow donor leave system to grant special paid leave (necessary period for bone marrow donation) to employees who donate bone marrow.
Subsidies for day-care centers and babysitting
A subsidy is available upon application to eligible employees with preschool children whose spouse is also working when they use day-care centers or babysitting services. Even if the spouse is not working, a subsidy will be provided when such a facility or service is used due to the spouse’s illness.
Subsidies for sick child care
A subsidy is available upon application to eligible employees with children under the age of two whose spouse is also working when it becomes necessary to use a sick child care facility or service. Even if the spouse is not working, a subsidy will be provided when such a facility or service is used due to the spouse’s illness.
Support for medical checkup
At our company, employees over the age of 35 can receive medical checkup instead of a legal medical examination. Our company bears all the costs. There is also assistance with medical checkup of dependent spouses.

[Other systems and benefits]

Support for employees with cancer
Employees who are diagnosed with cancer will work in the midst of many challenges, including regular hospital visits, side effects from various treatments, and financial problems.To support employees who wish to continue working while receiving cancer treatment, we have established various systems, including a leave of absence extension system, an income guarantee system to eliminate non-earning periods, a system that allows employees to take their accumulated leave in half-day units, and a system that allows employees to work shorter hours for cancer treatment. Furthermore, we have established a workplace support system to ensure employees with cancer receive adequate support in their workplace. To disseminate this workplace support system widely to our employees, we have created a handbook and posted it on our intranet. We are also working to improve colleagues’ understanding and provide necessary work adjustments to enable employees with cancer to continue working while receiving treatment. Thus, we are implementing multifaceted initiatives to support employees with cancer.
Use of company cars to pick up and drop off children
MRs are allowed to use company cars for the purpose of drop-off and pickup of their children from day-care centers.
Day-care Center Concierge [day-care center enrollment support system]
As part of efforts to support smooth returning to work after childcare leave, we provide information through an external organization to employees on childcare leave to help them enroll their children in day-care centers.
Reemployment registration system
We provide an opportunity for former employees who left the company because of difficulty in balancing work and family life due to major life events, such as marriage, childbirth, childcare or family care, to return to the company when certain conditions are met.
Temporary reemployment system
Employees who have retired after reaching the mandatory retirement age of 60 may be reemployed as temporary employees up to the age of 65 when certain conditions are met.
Employee stock ownership association
When employees join the treasury stock investment association, they receive incentives from the company according to the number of reserves. We recommend it as part of employee asset management.
Using the Welfare Website (Fukuri Kosei Club)
Employees will be able to utilize a benefit package that includes international and local travel, hotel accommodations, leisure facility tickets, car services, interior accessories, shopping for items such as sundry goods, movie theater tickets, fitness, and restaurants at special prices and plans.
Use of contract recreation center
Contract recreational facilities such as Tokyu Harvest Club (31 facilities nationwide), Daiwa Royal Hotels (28 facilities nationwide), and Appi Kogen, etc. can be available.
Residential Support
A variety of residential supports for employees can be available including company dormitories for single employees, leased company dormitories, company housing for transferred employees, housing allowances, and housing subsidies.
Congratulation or condolence payment system
Payment supports for employees’ life events can be available, such as marriage congratulatory money, childbirth congratulatory money, and children's entrance congratulatory money. In case of illness and injury, these allowances, condolence money, and disaster condolence money, etc.

Efforts made regarding wages

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.

Safety and Health

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 Headquarters 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.

Number of lost-time injuries and lost-time injury frequency rate*3

  • Scope of data collection: Employees at all worksites in Japan (excluding business vehicle accidents before FY2016)
  • Lost-time injury frequency rate = (number of lost-time injuries / total number of actual working hours) × 1,000,000

Relationship with the Labor Unions

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 Plant (renamed Joto Pharmaceutical Product Development Center in FY2020). As of March 31, 2020, the ONO Pharmaceutical Labor Union had 1,984 members and the ONO Pharmaceutical Chemical & General Workers’ Union had 14 members. Both unions have good relationships with the company.

Composition of employees (non-consolidated)

The table below shows the number, average age, and average service years of our employeesas of March 31, 2020.

  Number of employees Average age Average service years
Total 3,287 41.9 15.0
Male 2,676 42.7 15.9
Female 611 37.9 11.1

Number of employees (Non-consolidated data)


As of March 31, 2020, the percentage of contract workers was 0.1% and that of temporary staff was 8.0%.
(Not included in the above number of employees)

Full-time employee turnover rate

The voluntary turnover rate (regardless of reason for leaving) for full-time employees in each FY year, as of the end of March, was as follows.

  FY2015 FY2016 FY2017 FY2018 FY2019
Voluntary turnover rate 1.1% 1.0% 1.3% 1.5% 1.6%
Mandatory retirement rate, etc. 1.0% 0.9% 0.7% 0.6% 0.2%
Total turnover rate 2.1% 1.9% 2.0% 2.1% 1.8%

Efforts made to promote employees’ health

Health Up Declaration 2018

Based on our corporate philosophy, Dedicated to Man's Fight against Disease and Pain, we desire to contribute to society through the creation of innovative medicines. 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.

April 2018
Gyo Sagara
President, Representative Director

Basic policy
  1. We will promote the maintenance and improvement of the health of employees and their families through the Health Up Committee, consisting of representatives from the company, labor unions, occupational health staff, and health insurance society.
  2. Employees will actively engage in health management for themselves and their families.
Major efforts being made:
  1. To realize completely non-smoking premises according to passive smoking countermeasures.
  2. To proactively support measures from disease prevention and early detection and treatment to reinstatement.
  3. To promote supports for the prevention of mental disorders, early detection, and prompt responses, to reinstatement and the prevention of recurrence.
  4. To develop an environment where employees proactively work on health maintenance/improvement.

Organizational structure to promote health management

Support for Disease Prevention, Early Detection and Early Treatment

  • All our employees are required to receive an annual health checkup once a year, of whom those aged 35 years and older are required to undergo a thorough medical checkup, instead of a statutory health checkup. The thorough medical checkup receipt rate was 99.7% in FY2019, up from 99.4% in FY2018, excluding those who had unavoidable reasons, such as leave of absence.
  • We hold contracts with medical facilities nationwide for thorough medical checkups. The number of contract facilities as of April 2020 was 184. We work to make it easier for our employees and their family members to receive thorough medical checkups.
  • We assist with expenses for cancer screenings. Many employees receive optional cancer-related screenings at the time of a thorough medical checkup. We provide mail-in cervical cancer screening kits to female employees under 35 years old.
  Medical examination rate Target
Stomach cancer screening 97.7% 100%
Lung cancer screening 99.9% 100%
Colorectal cancer screening 95.8% 100%
Breast cancer screening 86.7% 100%
Cervical cancer screening 47.3% 70%
  • After health checkups, industrial health staff provide health guidance and recommend seeking medical attention, as required. They also advise employees with a high risk of lifestyle-related disease and their families to participate in specific health guidance sessions.

Mental Health Measures

  • To promote prevention, early detection and early treatment of mental health problems, we conduct in-house training on mental health and individual consultations by industrial health staff. We also work in cooperation with industrial physicians to promote employees’ mental well-being.
  • We conduct stress checks once a year for all employees. The ratio of employees who received stress checks was 99.6% in FY2018, and 99.8% in FY2019, approaching the target of 100%. After the checks, we conduct a stress check group analysis and work to continuously improve each workplace based on the analysis results.
  • We have also established a free consulting service counter operated by an external company, and we have developed systems where employees can consult with mental health professionals either face-to-face or by telephone or email.

Measures against Passive Smoking and Promotion of Health

  • Since April 2019, we have completely banned smoking on its premises. We also conduct in-house questionnaire surveys on tobacco and publicize the results to raise awareness and motivate employees to quit smoking. We are promoting awareness-raising activities systematically, including producing and displaying original posters that use illustrations written by employees.
  • Also, to support employees who try to quit smoking, we provide subsidies for outpatient smoking cessation treatment and an online smoking cessation program. We are taking various anti-smoking measures to promote and maintain our employees’ health. The percentage of our employees who were smokers in FY2019 was 18.2%, down from 20.0% in FY2018. We aim to achieve 17.0% or lower in FY2020.
  • We conduct a company-wide walking campaign every year. The campaign targets not only regular employees but also temporary and subcontract workers. The event is designed to encourage voluntary participation by allowing participants to participate individually or as a team with their family. Participants who achieve certain targets will receive a local specialty of a disaster-hit area as a prize of achievement. The number of participants is increasing year by year. The campaign leads employees to make a habit of walking.
    The participation rate in FY2019 was 44%, up from 35% in FY2018. We aim to achieve a participation rate of 50% in FY2020.
  • Sessions to measure body composition, blood vessel age, bone density, etc. are held each year at major business sites. Participants can check the conditions of muscles and bones that are not made clear by health checkups alone, and they can also receive individual advice on diet and exercise from medical staff members. The number of participants is increasing year by year.

Number of participants in walking campaign


Health Management Support

  • We have opened a portal site where employees can check the results of their thorough medical checkups and periodic health checkups at any time with their terminals. The contents of the portal site include information to help employees accurately understand checkup results and improve their lifestyle habits and personalized advice on lifestyle according to individual health conditions. We work to enhance the contents of the portal site to raise employee awareness of health.

Health Management Efforts

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.

  • The Nippon Kenko Kaigi is an organization aiming to encourage workplaces and communities to achieve specific measures to overcome health-related challenges under collaboration among private organizations, e.g., economic associations, medical-care associations and insurers, and municipalitie.