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.
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.
Education and Training
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. We are also working to link our education and training programs with our personnel system so that all employees can maximize their individual abilities. In designing training programs, we select and construct them based on the human resources and organizational models we aim for: "Adapting to changes in the environment on one's own," "Promoting diversity & inclusion," "Taking on challenges," and "Acting reliably with high standards and pride.”
Specifically, in addition to mandatory Group-wide training and level-specific training, selective training will be conducted with a view to fostering next-generation management leaders, as well as training to foster awareness of the promotion of women's activities and to encourage practical implementation in the workplace. In addition, career design training will be provided for each age group (35, 45, and 55 years old) to support the formation of autonomous careers, with a view to lifelong career development. Aside from the existing self-development support through correspondence courses and external workshops, the latest e-learning system has been introduced throughout the Company to provide employees with a tool to promote autonomous growth by allowing them to freely take courses in IT skills, data utilization skills, business communication skills, and other areas.
Moreover, we have introduced the Fresher's Leader System and the Mentor System for the purpose of nurturing new employees and next-generation leaders. The Fresher's Leader System, a unique initiative of the Company, is intended to help new employees who have just joined the Company become independent members of society at an early stage by naturally acquiring the expected human resources figure and attitude toward work through participation in training and events planned by young senior employees and receiving various advice from them. At the same time, the program provides opportunities for the senior employees in charge of fresher's leaders to gain various insights and improve their ability to lead junior employees.
Education and Training Structure of ASKA Pharmaceutical Holdings
Personnel System
We have positioned our personnel system as "a system to support the achievement of our management vision" and are promoting the achievement of the Medium-Term Management Plan from the human capital of human resources.
Various Personnel Systems
We have introduced the following systems based on our belief that it is important to create an environment in which a diverse range of human resources can play an active role.
Internal job-posting system
The internal job-posting 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.
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
We have created an environment that allows a diverse workforce working autonomously to perform their duties flexibly, and have encouraged staggered work hours and accelerated telecommuting as a measure against COVID-19. We will continue to promote discussions on new work styles utilizing telecommuting.
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.
Occupational Safety and Health Initiatives
The Group promotes safety and health activities at each of its business sites in accordance with the Company-wide Basic Policy on Safety and Health. We are actively working to ensure employee safety, prevent occupational accidents, maintain and promote physical and mental health, and create a comfortable work environment.
ASKA Pharmaceutical, the core subsidiary of the Group, holds the Company-wide Safety and Health Committee meetings. At the meetings, we share information on health matters, health management initiatives, as well as issues discussed by the Safety and Health Committee at each business site, and exchange opinions, thus promoting unified efforts. Based on the basic policy established by the Committee, each business site holds a monthly Health and Safety Committee meeting to promote activities.
ASKA Pharmaceutical FY2024 Safety and Health Basic Policy
- We will thoroughly inspect the work environment and provide safety education to achieve zero work- and commuting-related accidents.
- We strengthen traffic safety education and information provision to ensure safe driving.
In particular, for sales department that uses company vehicles, promote the reduction of the number of traffic accidents through e-learning and practical driving safety instruction for newly graduated medical representatives, and safe driving courses at each business site.
- We focus on implementing measures to prevent mental disorders that may arise due to changes in the working environment. At the same time, we promote measures to prevent lifestyle-related diseases, follow-up measures for those with health checkup findings, and measures to maintain and promote good health.
- We share information on overtime work and other potential health risks with industrial physicians to ensure appropriate implementation of health management guidance, etc.
- As a safety measure for the increasing number of middle-aged and elderly employees, we promote awareness of the decline in physical and mental functions due to aging and implement workplace measures to prevent falls and back pain.
Efforts to prevent work-related and commuting disasters
We aim for a workplace with zero occupational accidents and zero accidents during commuting. To achieve this, we conduct regular safety inspections of the work environment and remind workers to be cautious while commuting to and from work. In case of any accident, we have a system in place to prevent its recurrence by identifying the cause.
Traffic safety initiatives
To prevent and reduce the number of accidents involving our company vehicles, we have taken several measures. Firstly, we have installed in-vehicle equipment that records both inside and outside videos. Secondly, we have switched to vehicles equipped with high safety features. Thirdly, we have held study sessions to review near-misses. Additionally, all company vehicles are equipped with disaster prevention bags in case employees are forced to remain in their vehicles due to natural disasters or traffic restrictions.
Reduction of long working hours
We believe that maintaining a work-life balance is crucial for improving productivity. Thus, we strive to prevent overwork and promote good physical and mental health. To achieve this, we introduced flexible working hours in 2019, except for some operations. In 2020, we went a step further and introduced super-flexible working hours with no core hours. As a result, we have renewed the attendance management system so that all employees can manage their working hours efficiently in an easy-to-understand way.
Countermeasures against Infectious Diseases
The Company recognizes that health problems caused by infectious diseases can be a workplace issue. When the COVID-19 was spreading, we quickly set up a task force to ensure the safety of all concerned, including employees and their families, as our top priority. We will continue to thoroughly implement basic measures to prevent the spread of infectious diseases while preventing the spread of infectious diseases in the workplace.
Health Management Initiatives
Under our corporate philosophy, we believe that human resources are the driving force that propels our corporate activities forward.
We have been implementing initiatives to maintain both physical and mental health, and in order to further enhance our commitment, we appointed a Health Promotion Manager and established the Health Management Declaration in 2018. In cooperation with our industrial health staff, health insurance union, and labor union, we will maintain and promote the mental and physical health of all employees.
Related Data
Please refer to the ESG Chart Databook for the latest information.
ESG Data Book
External Evaluations
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External Evaluations |
| FY2021 |
Kurumin Certification
(ASKA Pharmaceutical Co., Ltd.)
Based on the Act on Advancement of Measures to Support Raising Next-Generation Children, the Minister of Health, Labour and Welfare certifies companies that have formulated an action plan for general employers and meet certain standards as companies that support child rearing. |
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Top Hundred Telework Pioneers Certification
(ASKA Pharmaceutical Co., Ltd.)
The Ministry of Internal Affairs and Communications has been recognizing enterprises and organizations advancing the introduction and utilization of teleworking as Telework Pioneers and selecting and announcing companies with sufficient achievements as the top hundred telework pioneers since FY2015. |
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ASKA Pharmaceutical Co., Ltd. on a non-consolidated basis - As of each fiscal year end