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 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.
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.
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)|
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.
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.
※2 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||
|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||
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.
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 strictly comply with the Minimum Wages Law and strive to protect the lives of our employees and create a workplace environment where they can work comfortably and 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 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)
※3 Lost-time injury frequency rate = (number of lost-time injuries / total number of actual working hours) × 1,000,000
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.
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|
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)
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.
|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%|
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.
President, Representative Director
ONO PHARMACEUTICAL Co., Ltd.
|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%|
Number of participants in walking campaign
In March 2020, We were selected for the inclusion in a “2020 Health & Productivity Stock” for the first time by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE), who jointly select enterprises strategically engaged in their employees’ health management from a management perspective. We were also certified by the METI and the Nippon Kenko Kaigi, for 2 consecutive years, as a “2020 Certified Health & Productivity Management Outstanding Organization in the large enterprise category (White 500)”.
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