Basic Policy on Personnel Systems
In order to achieve our management vision, we believe it is essential for all personnel, including internal personnel, professional personnel, and senior personnel, to acquire new skills. The acquisition of new skills, in addition to the acquisition of short-term results, also has the purpose of improving the quality of training for young employees, and we believe that it will lead to faster development.
Moreover, in accordance with the rules for appointing core personnel to management positions based on the personnel system, we have decided to appoint appropriate candidates regardless of nationality, race, gender, age, or career experience, and we are actively and continuously recruiting and appointing diverse personnel.
We actively and continuously hire and appoint a diverse human resources with various work histories regardless of nationality, race, ethnicity, gender, age, color, religion, creed, sexual orientation, gender identity, social status or disability. In accordance with the Equal Pay for Equal Work guidelines, we determine compensation based on the basic role of the employee in the workplace, regardless of whether the employee is a regular or non-regular employee, and we do not provide any unreasonable differences in benefits or other forms of compensation.
Human Resources Development Policy
One of the strategies in the Medium-Term Management Plan is "Develop Human Resources to Realize Growth Strategies," and the Group is working to develop human resources with the goals of "developing and acquiring human resources capable of responding to new businesses and changes in the environment" and "creating an environment in which a diverse range of human resources, including women, professionals and seniors, can play an active role." Going forward, we will continue to implement human resource policies by promoting initiatives such as the development of a workplace environment and education and training programs that allow each employee to make the most of his or her characteristics and abilities.
Furthermore, we set a target for the ratio of female managers based on the recognition that it is important to ensure diversity in the management level, which plays a central role in management.
Education and Training
The Group promotes the development of an environment that responds to the individual's desire for autonomous learning and supports their growth. We have established an education and training system for the creation of new value, aiming to create an organization in which each individual has a diverse career aspiration, desires to grow, and acquires knowledge and skills on their own, and in which diverse human resources, regardless of age or attributes, can play an active role.
We work to ensure that all employees can maximize their individual abilities by linking education and training with the human resource system. In designing training programs, we select and construct them based on the following human resource and organizational models: "Respond to change on one's own," "Promote diversity and inclusion," "Take on challenges," and "Act with integrity.
Specifically, in addition to mandatory Group-wide training and level-specific training to flexibly respond to the changing needs of departments and individuals, we actively introduce selective training (business skill selective training, external training courses, the latest e-learning, and correspondence courses) to provide IT skills, data utilization skills, business communication skills, business communication skills, language skills, etc.) as tools to support employees' autonomous growth and career development. In addition, we have incorporated career training by age group, selective training for female employees, and pre-transition training for older employees to promote the success of a diverse workforce.
In FY2023, we launched the APPLE Program*, a selective training program conducted throughout the fiscal year to develop the next generation of management leaders who will carry the future of our Group. In FY2024, we launched the GRAPE Program**, a global human resources development program aimed at fostering human resources who can lead globalization at an early stage.
* ASKA Pharma-HD Premium Leadership-skill Education Program
** Global Representative of ASKA Pharma-HD Education Program
We have also introduced a " fresher's leader system" and a "mentor system" for the purpose of training new employees and fostering next-generation leaders. The fresher's leader system, a unique initiative of the Company, allows new employees who have just joined the Company to participate in training and events planned by young senior employees and receive a variety of advice, thereby naturally acquiring the "expected image of human resources" and "attitude toward work" and becoming independent members of society at an early stage. At the same time, the program provides opportunities for young senior employees in charge of fresher's leader system to gain many insights, leading to improved coaching skills for them.
Education and Training Structure of ASKA Pharmaceutical Holdings
Personnel System
ASKA Pharmaceutical, which forms the core of the Group, positions its human resource system as a system to encourage the achievement of our management vision. The three pillars of the personnel system, the grading system, the remuneration system, and the evaluation system, are closely linked to each other, and we will maintain consistency among them while constantly working to optimize their operation in order to maximize human capital.
In April 2021, we introduced a personnel system aimed at maximizing human capital in order to realize the growth strategy set forth in our Medium-Term Management Plan, which started in FY2021.
Under this personnel system, as measures to strongly promote the achievement of the Medium-Term Management Plan, we have introduced a role grading system, role transition rules, a single rate system for all grades, and the establishment of evaluation meetings, etc., and we are operating the system while constantly working to optimize it.
We also create opportunities for autonomous learning, aiming to see employees themselves desire to grow and acquire knowledge and skills.
Various Personnel Systems
Based on the belief that it is essential to create an environment in which diverse human resources can play an active role, we have introduced the following various systems. We promote the proactive career challenges of our employees, and through career self-assessment, an internal recruitment system, and strategic job rotation measures, we are working to revitalize the organization by fostering career awareness and strengthening cross-departmental collaboration among human resources.
Internal job-posting (career challenge) system and career self-assessment system
The internal job-posting (career challenge) system, which began in 2017, is a measure to respect employees' ideas on career development and to promote in-house job matching, the results of which are reflected in personnel changes. The number of applicants is increasing every year, and many employees are taking up the challenge.
In addition, in order to respond to the diverse career aspirations of our employees, we have introduced a career self-assessment system whereby once a year, employees consider their own future career plans and report them to the Human Resources Department and their superiors.
Job rotations
We implement strategic job rotations that contribute to human resources development in order to develop the skills of our employees as well as their broad knowledge and perspective on all aspects of corporate activities. By strengthening cross-divisional cooperation among human resources, we are able to promptly respond to various challenges we face.
Flex-time System
In FY2019, we introduced a flex-time system* that allows employees to work efficiently while maintaining a good work-life balance by deciding their own daily start and finish times and working hours.
*Excluding discretionary workers and Iwaki Factory workers
Telecommuting System
Our telecommuting system enables a diverse workforce to work autonomously and perform their duties flexibly. This shift was accelerated by the COVID-19 pandemic. We will continue to explore new work styles utilizing telecommuting.
Remote Work System
After promoting the telecommuting system, we have identified cases in which employees can fulfill their job responsibilities from remote locations without commuting to the office. As a result, we have introduced this system with the aim of creating a flexible working environment that allows employees to work under certain conditions.
Work Location Limited System for Medical Representatives and Four-day Workweek System
We have introduced these systems to support the balancing of work and childcare/nursing care.
Reemployment system for employees reaching retirement age
In this era of 100-year life expectancy, we provide training for employees to understand their roles, working conditions, and changes in the working environment, and to foster a mindset of contributing to the organization by supporting and training younger employees, as well as their own job satisfaction, so that they can continue to work for us even after reaching the age of retirement.
In addition, as a system, we ensure equal and balanced treatment with regular employees by clarifying their roles and setting rational remuneration, while taking into consideration the realization of diverse work styles and health aspects.
Reemployment Registration System for Retirees (Welcome Back System)
We have introduced this system for those who have retired from our company owing to life or career plans, etc., to enable them to return to work and play an active role in our company.
Work support grant system
We have implemented a system to offer work support grants to employees who cover their colleagues' duties when they are forced to leave the workplace or take a leave of absence due to various life events. Our goal with this system is to promote a positive corporate culture that embraces and supports the life events experienced by colleagues in the workplace.
Support for balancing both work and private life to enhance work-life balance
We provide a work environment where employees can balance their work and life so that they can demonstrate their skills and abilities.
- For more details, please see the other page "Support for balancing both work and private life to enhance work-life balance"
Support for balancing both work and private life to enhance work-life balance