ONO PHARMACEUTICAL believes that “People make the company,” and actively supports the development of individual abilities and positive action taken without fear of failure. We promote efforts to improve safety and health conditions, and to create a working environment where the company and its employees can live in harmony and individual abilities blossom to their full extent.
We also respect everyone’s human rights in all business activities and aim to establish a company with no discrimination either inside or outside the company due to race, nationality, ethnicity, gender, age, religion, belief or philosophy, academic background, disability or illness.
We aim to develop human resources who become source for us to grow to be a global R&D oriented pharmaceutical enterprise as well as act in an ethical manner with a strong sense of responsibility as a member of a pharmaceutical enterprise involved in pharmaceutical products, which are closely related to the lives of people.
Having over 300 years of history since our foundation, we desire human resources who will be the fountainhead for us to continue to make bold efforts for the future.
There are three key elements of personal growth: "practice/experience in the workplace", "support from the supervisor (colleagues)," and "training/self-development." We believe that these three elements are also important to develop individuals with our desired attributes; i.e. those who are motivated, proactive, self-disciplined, independent and make confident choices. By strategically combining these elements, we provide an environment where employees can learn from each other, and seek to promote the autonomous growth and career development of individual employees.
We value "teamwork." This attitude is based on our values such as “ONO aims to be a world-changing team.” When setting work goals, our employees set not only personal goals, but also the goals of the team. By encouraging employees to maintain close communication with other members of the team and help each other, we create an environment where employees are motivated and find it easy to challenge higher goals.
To develop individuals who can demonstrate their abilities in the team, in addition to promoting individual development and self-learning and encouraging employees to accumulate various experiences, whether large or small, by working together with various members in the workplace, it is extremely important to allow employees to have one-on-one communication with their immediate supervisor, with whom they liaise and work closely in their daily work. In one-on-one communication, employees can not only consult about issues they are facing in their work, but also discuss in depth their job satisfaction, strengths and future career aspirations. Such opportunities not only enable employees to learn how to proceed with their work, but also help them maintain a high level of motivation toward their work, improving teamwork throughout the entire company.
Click here for more information on development support from the supervisor (Link: monitoring by objectives (MBO) meeting)
In order for the company to continue taking on challenges into the future, it is essential that each individual member thinks, learns, and grows. We seek to develop individuals who embody our vision, “Be passionate challengers” by providing our employees not only with places for team collaboration, but also the opportunity to reflect on and train themselves.
Click here for more information on training programs (Link: Common education and training programs for all divisions)
Click here for more information on self-development learning (Link: Self-development programs)
We organize a wide range of training programs to provide employees with growth opportunities. For example, collective training is given in each phase of their career growth, we have introduced company-wide joint training for new employees along with all divisions, departmental introductory training, and annual training for young employees. We also organize training programs to cultivate global human resources who can work actively under any circumstances, and send employees to overseas affiliates. For management staff, we provide training focusing on management skills required for their respective roles and managerial positions and for the growth of the organization, and we continuously enhance the training programs. Furthermore, to develop individuals with our desired attributes, i.e., “those who are self-disciplined, independent and make confident choices,” we work to expand voluntary training programs in which employees can choose to participate according to the interests and skills they want to develop. Also, to encourage the self-development of employees, we have introduced a subsidy program for employees who take classes for self-enrichment.
In addition, to provide growth opportunities for our employees, mainly medical representatives (MRs), we conduct on-site training at medical institutions. This training enables our staff to listen firsthand to the opinions of patients and medical professionals and deeply understand the needs of those working at the medical frontlines.Thus, by providing broad-ranging opportunities to learn, we provide opportunities for growth through mutual stimulation.
Summary of common education and training programs for all divisions in FY 2018
This workshop aims to ensure that all employees embrace and act based on the ONO mission statement. At the workshop, by listening to the background to mission statement, the history of bold efforts and experiences of the top management and managers, participants enrich their understanding to the mission statement so they are able to practice the idea voluntarily.
The orientation for newly hired employees is a two-week course provided for all newly hired employees to get together, learn basic business manners and rules, along with roles, responsibilities, and cooperation in a team, and learn about the mission statements (corporate philosophy, ourvision, and our values), information security, the personnel system, mental healthcare, the Act on the Protection of Personal Information, regulations on insider trading, and CSR activities to acquire consciousness as members of society. We also incorporate global training and diversity training in order to broaden the vision of employees, after which they undergo education specialized for the divisions they are separately assigned to. In addition, after 10 months of being employees, follow-up training for newly hired employees is provided for them to take time to review events in the first year as members of society, to refresh their minds for the second year.
The third-year employee training is designed to help third-year employees realize the necessity of changing their mentality―more specifically, moving one step forward from being independent to being autonomous― and to promote their voluntary actions and proposals as well as more active involvement in training junior colleagues. This training focuses on improving communication skills and other abilities necessary to perform their assigned job functions. The goal of the five-year employee training is to further raise motivation for work by having employees view their work in a multifaceted manner and review it from creative perspectives. The training includes experiential learning cycles for them to grow themselves while achieving outcomes, and contents that help the participants digest tacit knowledge to establish their cherished opinions, leading to effective practices and outward development.
In the training for the newly hired employees of the sales department, which takes half a year after they enter the company, they acquire knowledge of medicine, pharmacology, and the medical system and knowledge on diseases that have to do with our products, all of which are necessary for MRs (persons in charge of medical information), and take practical output-focused training. In addition, we allocate a certain time period for on-the-job training, during which newly-hired MRs accompany senior MRs on their hospital visits to learn about the work of MRs and rules at the medical frontlines. Also, to develop competent MRs who are highly sought after by frontline medical workers, we provide the opportunity to listen directly to doctors and wholesalers. As for the MR accreditation test, aiming to have all our examinees pass, we support them with a carefully operated backup system not only during the training period but also after assignment to a specific post, which allows us to keep a top-class pass rate for the industry.
The highest level individual contributors training makes participants understand the roles required for a manager, and develop awareness and attitudes concerning proactive team management. In addition, the training helps participants acquire the skills to identify problems and understand what is necessary to become an influencer. The training for new management staff is provided to understand the personnel evaluation system, and to acquire the management skills required for being the next candidates for managers, which improves their abilities to build relationships of trust with others and to get things done.
In the training for new managers who are appointed from among core employees, participants review the personnel evaluation system, deepen their understanding of labor management, and learn the roles that managers are expected to play, as well as team building, and team management.
The manager training provides a program that incorporates understanding and practicing the mission statement and human resource development. Various kinds of training are held every year. For example, management skill training at which managers from all departments get together for the purpose of intensifying interactions between departments, training for evaluators aiming to effectively use a goal-setting interview system and evaluate employees in a fair and accurate manner, and training regarding compliance and efforts for mental health care conducted by managers for employees, aiming to establish a working environment where it is easier to work.
In coaching training, trainees take training through online classes once a week with other trainees from different industries, in addition to receiving directions every two to three weeks from a professional coach for managers to learn about coaching. In parallel, coaching for the subordinates and employees is carried out over the course of about a year.
The executive candidate development training targets senior managers nominated by officers, and it takes two to four years to develop the next generation of executives. Trainees re-acquire the theory and principles of management and develop self-awareness and self-discipline as managers by having deep discussions on future visions and changes in organizations/businesses with other trainees. The next-generation leader development training targets employees who are nominated as future global leaders by department managers. The purpose of the training is to develop human resources that will influence the entire company while demonstrating leadership within the team at all sites, whether in Japan or overseas, in cooperation with others in an appropriate manner. Trainees spend about a year acquiring environmental adaptability, leadership, logical thinking, and global business skills.
This is training to acquire English skills essential for global business. With the purpose to strengthen the capability of performing English-related work, we have three programs: a one-week camp-style English conversation training program in Japan, a three-month study abroad language training program, and weekly lectures by dispatched English instructors (two-year course). Also, in order to accelerate our organizational globalization, we conduct English conversation training for our managers.
We are always pursuing innovation to continuously create the inovative pharmaceuticals. As a source of ideas leading to creation of innovation, broad diversity regardless of specialized fields, gender, and nationality is increasingly required in the future. In this seminar, we not only understand the significance of diversity, but also improve the skills of interviewing to make better use of it, and acquire management capabilities. For this purpose, the training is conducted for all of our management positions.
We provide voluntary training for employees who desire to proactively learn and can make their own choices of the training that they need. This includes training to develop managers’ perspectives in the early stages of their careers, using tools such as management simulation games that allow participants to learn accounting and finance, we also provide training for leadership and team building that prepares employees to lead others. These training programs gather employees across rank and departmental boundaries, constituting those who work at different departments, and training to also help participants raise awareness on cooperation between departments.
We provide opportunities for employees to review their individual careers and think positively about career afterwards as a form of training. They learn various career theories and participate in a group work format for them to develop their future career plans, leading to better results by discovering their unnoticed qualities and strengths, along with values that personally feels rewarding to them.
We provide employees who desire to proactively learn with opportunities for self-development learning. Through correspondence education, we have over 500 courses such as leadership and management, accounting, finance, and English conversation, and we arrange an environment on a steady basis for those proactive learners with wide range of fields. In addition, we promote self-development learning by aiding online English conversation classes and qualification tests.
|Workshop for understanding/spreading our mission statement||317||56|
|Orientation for newly hired employees
Follow-up training for newly hired employees
|Third-year employee training
Fifth-year employee training
|Training for individual contributors promoted to the highest level
Training for new managers
Training for new core employees
|Training for selected employees||5,471||94|
|Diversity management training||1,529||734|
|Career planning training||426||142|
|Training for volunteers
(Correspondence courses / on-line English conversation classes)
In addition to this training, we have implemented department-specific training, for a per-employee total of 35.5 training hours during fiscal 2018.
Besides the training courses listed above, each division conducts its own training for specialized skills required at the division. E-learning is used for basic training such as phytotoxicity education, which is essential for employees of pharmaceutical companies, collecting safety information, handling personal information, and the prevention of bribery.
We offer an internship program for undergraduate and graduate students looking to gain work experience. In addition to providing an introduction to the pharmaceutical industry, our internship program provides students with various opportunities such as simulating the activities of a medical representative (MR) and interacting with employees, to allow them to gain firsthand experience working at a pharmaceutical company. We hope that by participating in the internship program, students will understand the mission that pharmaceutical companies should fulfill and feel the significance and value of working at a pharmaceutical company. We also hope that the internship experience will help interns shape their future career decisions.
We respect everyone’s human rights in all business activities.
We do not accept discrimination internally or externally due to race, nationality, ethnicity, gender, age, religion, belief / philosophy, academic background, disability, or illness.
We also prohibit any forms of harassment and provide compliance training.
Furthermore, ONO supports international norms and codes regarding human rights, including the Universal Declaration of Human Rights, the core labor standards of the ILO (International Labor Organization), and the Voluntary Principles on Security and Human Rights.
ONO considers that it is important to diversify the characteristics, values, and behavioral features of the members of the organization and accept their individuality for prompt and flexible responses to environmental changes and improvement of the corporate value. In line with this idea, we promote various initiatives.
A priority in this area is a commitment to the development of a system under which women can realize their full potential. As a result of our efforts to aggressively hire women and discourage female workers from quitting after major life events, the number of female employees has been steadily increasing, and the employment rate of female employees as of March 2019 rose by 4.0% compared that as of March 2013. Other initiatives to create an environment in which women can play more active roles include the introduction of programs aimed at improving diversity and inclusion into management staff training and seniority-/hierarchy- based training.
We have participated in the "Diversity Western Japan Study Group," which is operated voluntarily by about 60 companies from western Japan and other parts of the country since 2015 to share information on know-how and initiatives for the improvement of diversity through participation in seminars held beyond the boundaries of companies and other activities. We continuously work to increase the number of female employees and build a system that helps them develop their career in line with our five-year action plan (from April 1, 2016 to March 31, 2021) formulated in response to the Japanese government’s enactment in FY2015 of a law to promote women’s roles in the workplace (Act on Promotion of Women’s Participation and Advancement in the Workplace).
The male-to-female ratio of new employees
|Have women account for 40% of newly hired university graduates in career-track positions starting in fiscal 2017||
|Have the retention rate of women in career-track positions who joined ONO in the last five years be at least 90% that of men||
As part of its commitment to improving diversity, ONO has been actively recruiting persons with disabilities, who account for an employment rate of 2.28% as of March 31, 2019. This exceeds the legally stipulated rate (2.2%). Approximately 50 employees with disabilities are currently playing an active role in their respective divisions.
We have also been expanding mid-career employment to quickly obtain human resources with the skills, knowledge, and experiences that are needed immediately. Especially since FY2014, when we started to actively promote such employment in consideration of the business environment, the number of mid-career employees has been increasing substantially in broad range of jobs such as MRs, development personnel, staff in the safety information management department, and administration staff. A total of about 60 new employees joined ONO in FY2018. Many mid-career employees are working to play their respective parts using their experience and expertise.
Employment rate of persons with disabilities
Mid-career employment results
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