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ONO's Approach to CSR

Materiality (Important CSR Issues)

ONO has striven in CSR by defining important areas of focus based on the ISO 26000. In fiscal 2018, in addition to responding to external requirements, we redefined our materiality (important CSR issues) to clarify CSR themes which we should emphasize. ONO actively engages in CSR according to the new materiality that we have established.

Step 1: Identify the Issues

We focused on the ISO 26000, the GRI Standards, the Ten Principles of the United Nations Global Compact and the evaluation items for ‎socially responsible investment to broadly grasp and organize CSR issues in the business activities of ONO PHARMACEUTICAL.

Step 2: Analyze Materiality

We analyze the CSR issues by importance from the point of view of ONO PHARMACEUTICAL and importance based on expectations of our stakeholders, and then map each of those CSR issues on a horizontal and a vertical axis.

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The importance from the point of view of ONO PHARMACEUTICAL was assessed by our directors, executive officers and CSR Committee Members based on our corporate policy, and priority and importance were evaluated for each issue.
The importance based on expectations of our stakeholders incorporates the feedback received from our shareholders and investors in addition to the evaluation items of institutions that practice responsible investment as the representatives of stakeholders outside of ONO in order to determine the importance of each CSR issue. When we review the items and importance of materiality in the future, we will further incorporate the opinions of even greater number of stakeholders.

The results of this materiality analysis were deliberated and determined by the CSR Committee before gaining approval at the management strategy meeting chaired by the CEO.

Step 3: Verify Validity

We engaged in a dialogue with external experts about the process of our materiality analysis, the themes that are set and future initiatives to verify the validity of each important issue.

Japan Representative, CSR Asia Makiko Akabane

Makiko AkabaneJapan Representative, CSR Asia

Materiality Unique to ONO PHARMACEUTICAL

I think the process and flow to define materiality is fantastic. On the other hand, the materiality is hard to see as anything inherent to the “creation of innovative drugs” as a pharmaceutical company to be a bit frank. I think people outside would like to know more about materiality that is unique to ONO PHARMACEUTICAL.
When revising the materiality, I hope ONO will incorporate ideas through communication with diverse stakeholders outside of the organization. In particular, by integrating ideas from health care providers, patients and employees who have the opportunity to interact with health care providers and patients, the materiality may become more unique to a pharmaceutical company—more unique to ONO PHARMACEUTICAL.
In the future, the importance of medical access, ethical treatment of animals and issues in the supply chain will grow with a mindset toward global expansion. In terms of medical access, effort is required for the treatment of diabetes and other non-communicable diseases. The level of commitment and effort to address medical access in low-income economies will also potentially become a very important issue as ONO PHARMACEUTICAL sets its sights on globalization.

Chief Executive Officer, Neural Inc. Kenji Fuma

Kenji FumaChief Executive Officer, Neural Inc.

Incorporating a Long-term Financial Perspective even in Materiality

ONO PHARMACEUTICAL is going in the right direction with the overall flow of defining its materiality. Specifically, carefully identifying social and environmental issues in the first step of defining materiality is a great choice. ONO PHARMACEUTICAL has picked up roughly 30 items from points of view that include the value chain and life cycle of its business. Problems I think will impact the pharmaceutical industry are included in the listed items, so I think ONO has taken the necessary steps.
I also do not see any major issues in the flow for defining materiality from social and environmental issues as a whole. However, I would like to see a stronger awareness from a financial perspective. The determination of materiality is a process to clarify the important issues for long-term business growth while taking the necessary steps toward the interests of specific stakeholders who are vital to ONO PHARMACEUTICAL. I suggest that there is a room to improve the communication so that non-pharmaceutical companies can also understand the fact that ONO PHARMACEUTICAL can foster its profitability and financial soundness by tackling with the material issues identifies in this occasion.
In the same way, indicating information about what financial impact can be expected, such as long-term business growth is key when setting KPI for the important issues that have been determined as well. I really hope ONO PHARMACEUTICAL will design its KPI with awareness from a financial perspective too.

Step 4: Review

We review our materiality every year to adapt to external as well as internal environmental changes.

Materiality Targets and Relevant Sustainable Development Goals (SDGs)

Sustainable Development Goals (SDGs) are composed of 17 goals adopted by the United Nations in 2015 to address the challenges faced by the international community. Each materiality and the relevant SDGs are as follows:
We report and manage the progress of each materiality target each year at the management strategy meeting.

Materiality Medium- to long-term targets Plan and KPI for Fiscal 2019 Relevant SDGs
Creation of innovative drugs Contribute to the health of people all over the world by satisfying unmet needs through the discovery and manufacture of innovative pharmaceutical products ① Speed the drug discovery process and shorten each phase of research and development
  • SDGs 3
  • SDGs 9
  • SDGs 17
② Use open innovation to expand the development pipeline focusing on key areas of research including cancer, immune diseases, central nervous system diseases and specialty domains
Intellectual property strategies

In addition to uncovering company-internal intellectual property, strengthen product lifecycle management from the standpoint of maximizing intellectual property value

Consider proactive utilization of intellectual property in order to improve healthcare access

① Spread awareness of the crucial nature of intellectual property, and hold talks and exchanges of views in every department in order to create opportunities to uncover company-internal intellectual property
  • SDGs 3
  • SDGs 17
② Establish specific lifecycle management strategies for each compound in order to maximize product value
③ Engage in external information exchange to build a foundation for intellectual property utilization in order to improve access to healthcare
Promotion of human resource development Develop human resources able to actively participate on the world stage so that each and every employee can take their own initiative in their duties and carrier and take action as passionate challengers to deliver better pharmaceutical products to patients. ① Engage in activities to raise awareness about our mission statement.

KPIPrepare and conduct awareness raising efforts at four overseas sites and for all employees in Japan who are mid-career employees

  • SDGs 4
  • SDGs 5
  • SDGs 9
② At company-hosted lectures, request that presenters provide information appropriately in keeping with company-internal rules that conform to guidelines

KPI100% acceptance rate.

③ Develop independent human resources by expanding elective training that employees can choose to participate in and enhance support for self-improvement by employees. Ono also nurtures a climate of growth where employees stimulate learning in one another.

KPIAt least 20% for the participation rate in self-improvement programs

④ Develop human resources and build an organization able to adapt to harsh environmental changes worldwide.

KPIProvide global development programs that include language education and future management candidate training

Assurance of product reliability and safety Raise awareness in each and every employee about the importance of the reliability and safety of products by properly promoting quality management and safety management operations. Accurately and reliability execute quality management and safety management operations.
  • SDGs 16
① Identify and eliminate the causes of problems as well as prevent recurrence in addition to strengthening Corrective and Preventative Actions (CAPA) that measure potential factors that cause those problems.

KPIReduce the number of incidents and recurrence of problems in quality management and safety management operations compared to fiscal 2018.

② Conduct internal training.

KPIConduct training at least once a year with a 100% attendance rate as follows:

Quality management training: CMC Production Division and Quality Assurance Department;
Safety Management Training: other programs to be undertaken by implementing departments in addition to employees companywide.

Implementation of responsible marketing and promotion activities Engage in activities that properly disseminate information in accordance with the guidelines for activities to disseminate marketing information about pharmaceutical products. ① Use materials reviewed and approved by the department auditing activities to disseminate marketing information for promotional purposes.

KPIAchieve a 100% usage rate of reviewed and approved materials

  • SDGs 12
  • SDGs 16
  • SDGs 17
② At company-hosted lectures, request that presenters provide information appropriately in keeping with company-internal rules that conform to guidelines.

KPIAcceptance rate: 100%.

③ Conduct internal training for all employees involved in sales activities.

KPIFour times a year

Provision of a stable supply of high-quality, easy-to-use products Create product designs able to ensure reliable quality and establish a stable supply system. Actively use frameworks to rapidly extract on-site medical demand as well as treatment needs to employ the medical needs that we discover in new products and product modifications.
  • SDGs 12
  • SDGs 17
Understand new medical needs and expand product designs.
Building a work environment that ensures and sustains employment as well as fosters motivation Instill pride in all of our employees about working in the pharmaceutical industry, help employees reach their full potential in diverse situations, and further establish a workplace environment where everyone can actively participate to aid in ensuring and sustaining employment. ① Work to promote diversity and improve work-life balance as well as build a workplace environment in which diverse human resources can actively participate with motivation by establishing and operating human resource policies as well as other programs.

KPIAcquire the Platinum Kurumin Certification and improve employee use of annual paid leave.

  • SDGs 4
  • SDGs 5
  • SDGs 8
② Promote awareness and engage in health management initiatives.

KPIConsistently earn recognition as a Certified Health & Productivity Management Outstanding Organization (Health and Productivity Management 500), encourage employees to stop smoking during work hours as well as achieve at least a 95% rate of employees undergoing physical examinations and stress checks

Response to climate change Reduce CO2 emissions by 55% by 2030 (compared to FY2017 figures) Establish goals that integrate scientific knowledge, and undertake CO2 emissions reductions toward meeting those goals

KPIObtain approval of the SBT target set A 4% reduction in CO2 emissions compared to the previous year

  • SDGs 3
  • SDGs 7
  • SDGs 9
  • SDGs 13
  • SDGs 17
Promotion of CSR procurement in supply chain management Promote CSR activities together with our suppliers to build a sound and robust (resilient) supply chain. Conduct surveys for our business partners about CSR procurement.

KPIConduct surveys of business partners that make up 70% of purchases

  • SDGs 8
  • SDGs 12
  • SDGs 16
  • SDGs 17
Thorough Compliance Improve awareness about organizational compliance and strengthen auditing systems in an effort to eliminate any regulatory or compliance violations. ① Conduct compliance training.

KPIAchieve a 100% attendance rate of all employees

  • SDGs 16
② Work through the companywide compliance PDCA cycle with a compliance committee in which members of company management participate.

KPIAt least four times a year

ONO PHARMACEUTICAL CO.,LTD., ONO PHARMACEUTICAL CO.,LTD., system

CSR Promotion Structure

To promote CSR activities, we have the CSR Committee in place, chaired by the Corporate Executive Officer / Head of Corporate Communications. The Committee, which mainly consists of managers from various divisions, deliberates and makes decisions on important issues and subjects in the six priority areas for CSR activities. The activities of the Committee are regularly reported to the management.

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Participation in the United Nations Global Compact

In November 2017, we participated in the United Nations Global Compact (UNGC), which is composed of 10 principles advocated by the UN concerning human rights, labour, environment, and anti-corruption. We will comply with relevant laws and disseminate the Ten Principles of the Global Compact through our daily activities to ensure that all employees follow them.

The Ten Principles of
the UNGC
《Human Rights》
  • Principle 1: Businesses should support and respect the protection of internationally proclaimed human rights; and
  • Principle 2: make sure that they are not complicit in human rights abuses.
《Labour》
  • Principle 3: Businesses should uphold the freedom of association and the effective recognition of the right to collective bargaining;
  • Principle 4: the elimination of all forms of forced and compulsory labour;
  • Principle 5: the effective abolition of child labour; and
  • Principle 6: the elimination of discrimination in respect of employment and occupation.
《Environment》
  • Principle 7: Businesses should support a precautionary approach to environmental challenges;
  • Principle 8: undertake initiatives to promote greater environmental responsibility; and
  • Principle 9: encourage the development and diffusion of environmentally friendly technologies.
《Anti-Corruption》
  • Principle 10: Businesses should work against corruption in all its forms, including extortion and bribery.
ONO PHARMACEUTICAL CO.,LTD., ONO PHARMACEUTICAL CO.,LTD., system

Our Contribution to the SDGs

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Contribution by ONO PHARMACEUTICAL to the SDGs

We contribute to Goal 3, Goal 9 and Goal 17 in the SDGs through the creation of innovative drugs.
We strive to realize Goal 3: Ensure healthy lives and promote well-being at all ages as a research and development company specializing in prescription drugs based on our corporate philosophy to be dedicated to man’s fight against disease and pain. In response to the mortality rate of non-communicable diseases raised as a goal of the SDGs, we began to concentrate our research area into diseases such as cancers, immunological diseases and central nervous system disorders to contribute to the creation of original and innovative therapeutic medications for diseases for which medical needs have still not yet been satisfied. Furthermore, in addition to aid for diphtheria, whooping cough, diphtheria toxoid and tetanus toxoid vaccines as well as the hepatitis B vaccine to address infectious diseases, ONO PHARMACEUTICAL contributes to therapeutic medications with low marketability, such as malaria, tuberculosis, neglected tropical diseases, as well as new development, such as vaccines and diagnostic pharmaceuticals, through participation in the Global Health Innovative Technology Fund.
In terms of Goal 9: Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation, ONO PHARMACEUTICAL contributes to encouraging innovation and building research and development infrastructure. To vitalize research and development in order to create new drugs, we will of course not only invest in internal research and development but also provide grants, such as those for investigator-initiated clinical trials. Furthermore, the ONO Medical Research Foundation and ONO Pharma Foundation promote research to help build a bedrock for innovation through research grants to researchers overseas.
Moreover, we cannot separate ourselves from the duty to promote innovation or from Goal 17: Strengthen the means of implementation and revitalize the global partnership for sustainable development. We will not only provide innovative drugs independently but also seek out and achieve a wide range of partnerships. Before “open innovation” became a commonly used phrase, ONO PHARMACEUTICAL advanced the development of new drugs through the use of state-of-the-art technology and expertise from various fields worldwide. At the same time, we have been actively working to introduce and draw on new candidate compounds for pharmaceuticals. In addition to alliances with venture companies and other pharmaceutical companies, we form partnerships with a wide range of stakeholders from universities and research institutes to government agencies, local communities and NPOs in an effort to resolve problems via open innovation. A list of our main partnerships can be found here.

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Stakeholder engagement

We have to ensure legal compliance, corporate governance, and transparency. However, we believe we also have to build and continue strengthening relationships with all stakeholders through business activities respecting their interests and dialogues with them, to attain sustained growth toward becoming a Global Specialty Pharma.
We adhere to the policy of disclosing necessary information accurately, fairly, impartially, and promptly to all stakeholders including patients, healthcare professionals, shareholders, investors, suppliers, local communities, employees, relevant governmental agencies, and industrial associations to promote communication/constructive dialogues with them.

Stakeholder Opportunity to Build/Strengthen Relationship
Patients and healthcare professionals Discovery of pharmaceutical products that bring true benefit to patients
Stable supply of high-quality pharmaceutical products
Information collecting and provision for proper drug usage
Shareholders and investors Stable return on investment through sustained growth
Information disclosure and dialogues to promote understanding
Suppliers Offering fair and transparent competitive opportunities
Promoting CSR procurement
Local communities Contributing to economic development
Activities for environmental conservation and for local communities
Employees Provision of opportunities for personal growth
Creating an environment where employees work with peace of mind

As an R&D-based pharmaceutical company, we would like to fulfill the expectations of stakeholders. We will continue to meet various challenges that face us to become a company undergoing growth in middle and long term.

ONO PHARMACEUTICAL CO.,LTD., ONO PHARMACEUTICAL CO.,LTD., system
ONO's Approach to CSR
ONO's Approach to CSR

アンカーリンク用

Materiality (Important CSR Issues) CSR Promotion Structure Parti...

ONO's Approach to CSR
ONO's Approach to CSR

Materiality (Important CSR Issues)

ONO has striven in CSR by defining important areas of focus based on the IS...

ONO's Approach to CSR
ONO's Approach to CSR

CSR Promotion Structure

To promote CSR activities, we have the CSR Committee in place, chaired by t...

ONO's Approach to CSR
ONO's Approach to CSR

Participation in the United Nations Global Compact

In November 2017, we participated in the United Nations Global Compact (UNG...

ONO's Approach to CSR
ONO's Approach to CSR

Our Contribution to the SDGs

Contribution by ONO PHARMACEUTICAL to the SDGs We contribute to ...

ONO's Approach to CSR
ONO's Approach to CSR

Stakeholder engagement

We have to ensure legal compliance, corporate governance, and transparency....