ONO is moving ahead to create workplaces where employees can work with a sense of security. 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 each and every person in our diverse workforce can bring energy to their work and demonstrate their full potential.
We consider that the shortening of work hours is an essential and fundamental challenge to be addressed for the development of a pleasant work environment. To this end, we focus on the review of working styles.
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. We have also improved the system by making use of IT and introduced a flexible time system and telecommuting system. Through the use of these systems, we achieved such positive results in fiscal 2018 as a 5.7% reduction in overtime work hours compared to fiscal 2014, the year before the system was put in place, as well as a 17.2% increase in the rate of paid holidays taken.
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 fiscal 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 fiscal 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 fiscal 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*||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.
ONO recognize that one of the issues that companies should address is to support child-rearing families throughout society and to create an environment where children can be born and raised. 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 work-life balance. 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) was acquired as a childcare support company.
In 2015, recognized the efforts over the years, ONO received the Osaka Labor Bureau Award for Excellence of the Equal Promotion Company Division and the Osaka Labor Bureau Director's Encouragement Award, which are in the field of “Equal Employment Promotion Award” of the 2015 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 November 2019, we received a special certification mark (Platinum Kurumin) for its support for balancing work and childcare and creating a work environment.
|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||
Employees diagnosed with cancer face various problems during work such as regular hospital visits, side effects of various treatment, and economic issues. To assist employees with cancer who wish to continue working while being treated, ONO provides a system to prolong the period of absence from work, an income security program to help them avoid a period with no income, a system to allow the use of accumulated holidays on a half-day basis, and a system to offer shortened working hours for the treatment of cancer.
We also provide support from other perspectives such as the promotion of understanding among other people in the workplace by establishing a system to encourage such people to support employees with cancer and enhancing the dissemination of it, as well as efforts to review their working styles.
ONO has in place various systems aimed at creating a pleasant working environment in addition to the programs required by law. We have listened to the voices of employees and developed systems that meet their actual needs. When introducing a program for which legal standards are specified, we set up the program in a way to exceed the standards. Thus, we continuously work to develop support systems so that employees have many options for working styles.
We also prepare and post a booklet on our intranet that summarizes the systems to inform employees about the contents and how to use 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 strictly comply with the Minimum Wage Act, safeguard the daily lives of our employees, and work hard to create a workplace environment that is easy to work in.
For safety and health, ONO holds the regular meetings of the safety and health committee to continuously improve the work environment. Our production sites and research institutes conduct safety and health inspections, report the problems identified during the inspections to the committee, and make proposals for improvement to disseminate information and take proper actions. The inspections are carried out in all ONO workplaces every year to check the items including measures and equipment for the prevention of fires and other disasters, safe handling of machinery, the level of safety in daily work, transport work, and the level of neatness, tidiness, and cleanliness in workplaces.
At the ONO Head Office and other company sites where a Health Committee is stablished, the Committee discusses health issues based on results of workplace environmental measurements. In addition, the Central Safety and Health Committee is held to provide opportunities for sharing information and exchanging opinions between all Safety and Health Committees and Health Committees and considering policies and measures that contribute to sanitation as a whole company.
Number of lost-time injuries and lost-time injury frequency rate
Scope of data collection: Employees at all worksites in Japan (excluding business vehicle accidents before 2016)
Lost-time injury frequency rate = (number of lost-time injuries / total number of actual working hours) × 1,000,000
A part of previous data has been revised after the detailed check of the data.
ONO has two labor unions, namely the nationwide union of ONO workers and the industrial union (chemical & general) of ONO workers in Joto Plant. As of March 31, 2019, the nationwide union of ONO workers has 2,129 members while the industrial union (chemical & general) of ONO workers has 14 members. Both unions have good relationships with the company.
The table below shows the number, average age, and average service years of employees in ONO as of March 31, 2019.
|No. of employees||Average age||Average service years|
No. of employees (Non-consolidated data)
As of the end of March 2019, the percentage of contract workers is 0.1%, and the percentage of temporary staff is 8.9%.
The voluntary turnover rate for full-time employees in each year, as of the end of March, is as follows.
|Voluntary resignation rate||1.3%||1.1%||1.0%||1.3%||1.5%|
|Mandatory retirement rate, etc.||1.0%||1.0%||0.9%||0.7%||0.6%|
|Total turnover rate||2.3%||2.1%||1.9%||2.0%||2.1%|
Retention rate for female employees (by fiscal year of entering the company)
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, and CEO
ONO PHARMACEUTICAL Co., Ltd.
|Medical examination rate||Target|
|Stomach cancer screening||97.3%||100%|
|Lung cancer screening||99.7%||100%|
|Colorectal cancer screening||93.6%||100%|
|Breast cancer screening||88.3%||100%|
|Cervical cancer screening||42.3%||70%|
Number of participants in walking campaign
In March 2020, Ono was 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. Ono was 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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