- > About Us
- > CSR (Corporate Social Responsibility)
- > Mutual Growth of Employees and the Company
Mutual Growth of Employees and the Company
The Daiichi Sankyo Group considers its people to be its most important asset, and pursues long-term growth by practicing innovation, integrity and accountability as described in its Core Values.
- Basic Policy
- Recruit and Develop Human Resources
- Efforts to Secure and Retain Human Resources
- Promotion of Diversity and Inclusion (D&I)
- Fostering of Our Corporate Culture
- Promotion of Occupational Health and Safety
- Initiatives for Fostering Mutual Growth with Employees at Overseas Group Companies
At Daiichi Sankyo, we believe that employees, through their embodiment of the Daiichi Sankyo Group’s Core Values and their diligent daily efforts to carry out our Commitments in and outside the Company, will be a strong driving force behind realizing our vision and fulfilling our mission.
The Daiichi Sankyo Human Resources Management Philosophy was designed to support the development, empowerment, and fair treatment of employees that, irrespective of their location in the world, share in the principles of innovation, integrity and accountability. At the same time, we expect employees to uphold the ethics and standards we have defined and to work toward the realization of our corporate vision.
To improve the speed and quality of the Daiichi Sankyo Group's global operations, it is essential that businesses in different regions coordinate and collaborate closely with one another. We are further expanding our global business by providing rotational opportunities for our employees among our locations in different countries and regions, thus enabling employees to experience different cultures and ways of thinking and creating an environment in which diversity is respected.
Directives for Initiatives
- Cultivate employees with highly competitive skills based on workforce strategies
- Promote diversity and inclusion (D&I) to foster creativity within the organization and increase success
- Develop a corporate culture and organizational atmosphere based on our Core Values
How we address CSR issues
Recruit and Develop Human Resources
•Recruitment and Human Resources Development Policies
We carry out the recruitment activities in the belief that people who can grow and define the Daiichi Sankyo Group’s future are strong-willed and passionate individuals who are willing to take on big challenges ahead of everyone else in order to create a safe and enriched world.
It is our fundamental practice to help our employees grow through their work by giving them opportunities to take on various kinds of challenges including personnel transfers with the aim of cultivating all employees with the professional mindset of doing what is best for the Company as a whole. We aim to develop the careers of our employees through OJT and a PDCA cycle of evaluations at each workplace, while linking these activities to dedicated self-study and different kinds of training.
•Development of Entry- and Mid-level Employees
We provide training for entry- and mid-level employees to help them take an independent stance regarding behavioral changes that accompany changes in roles as well as to take ownership of their own growth and career development.
At the same time, we select candidates for executive management and give them opportunities to develop through internal and external training, and to take on new challenges including personnel transfers or placements based on their abilities. In this way, we help these candidates acquire the practical knowledge and experience essential to grow as a leader in the organization.
•Cultivation of Line Managers (Organization Heads)
We cultivate line managers for a period of time after they have been appointed through a training program where they can engage in an ongoing cycle of exercising and improving their skills. The aim of these efforts is “to create a workplace that develops individuals capable of consistently providing results, while independently adapting to a changing environment.” We also provide opportunities for managers who need further improvement to acquire management skills according to their needs, thereby continually reinforcing the strength of the organization.
•Cultivation of Spirit of Self-Development among Employees
Daiichi Sankyo encourages employees to voluntary pursue skill development so that they can acquire necessary skills and undertake new challenges. Accordingly, we provide access to an assortment of programs to support the self-development of employees (including correspondence courses, internal and external seminars, and online language schools) in order to aid employees in enhancing their skills. As a prerequisite for this, we have created a system for employees to view the experience, knowledge and skills expected in various internal positions. By letting employees see the requirements needed for their desired careers, we are building an environment that motivates them to improve.
•Group Talent Management
Daiichi Sankyo promotes talent management with primary focus on leadership development, with the aim of continuously producing quality leaders in future generations.
•Shared Global Initiatives
We have identified global key positions that are vital for realizing our Vision/mid-term business plan (34 positions as of April 2018). By visualizing successor candidates and their development goals, Daiichi Sankyo effectively promotes leadership development measures tailored to employees’ individual challenges, and offers training programs, opportunities, and positions that allow for their further growth. We have also been actively carrying out international assignment and overseas study programs to allow future leaders to expand their horizons and comprehend global business. As of April 2018, around 100 individuals participate in these initiatives.
We have been organizing structures to develop future leaders in Japan, the U.S., Europe and ASCA. For example, in the ASCA*1 region, we select candidates for next generation leaders from each country, and hold joint training sessions at our Headquarters in Japan. Participants boost/develop their leadership capabilities while debating/exchanging opinions on expansion and growth in emerging markets.
To ensure these initiatives are carried out, HR representatives from Japan, the U.S., Europe and ASCA region meet regularly to exchange information on the progress of shared global initiatives as well as regional initiatives.
- *1 Asia, South & Central America
Efforts to Secure and Retain Human Resources
Daiichi Sankyo identifies positions that are key to the accomplishment of its corporate vision and the goals of its medium-term management plan on a global basis. We clearly designate the individuals that are potential successors to these key positions and provide them with opportunities and roles that allow them to tackle new challenges in order to further their growth. We thereby seek to secure and retain human resources.
The Daiichi Sankyo Group offers a variety of benefits in order to enhance employees' independence and motivate them. We also enhance productivity by building a working environment and workplaces that help employees work with peace of mind. Specific examples from these benefits include a corporate housing system and housing benefit system to assist with housing; employee stock ownership of Daiichi Sankyo Group and asset accumulation savings to assist with asset formation; and group long-term disability insurance (GLTD) and general welfare group fixed-term insurance to assist in emergencies. Additionally, welfare agency services offering self-selection welfare options including self-enlightenment and recreation are also available through collaboration with the Daiichi Sankyo Group Mutual Aid Association.
Promotion of Diversity and Inclusion (D&I)
The Daiichi Sankyo Group believes that the most important factor behind its ability to develop its global business and foster innovation is the diversity of its employees. The Group must employ a diverse population of individuals in terms of nationality, gender, age, ways of thinking and lifestyles. All employees must be accepted and able to fully exercise their talents. For this reason, we continue to cultivate environments in which employees respect one another.
Additionally, we are conducting Diversity Management Training aimed at individuals who wish to become a line manager at the Daiichi Sankyo Group. This training was conducted twice in fiscal 2017 with a total of 31 attendees. We are working to change the work styles so that each individual is able to work in a way that suits their circumstances. To achieve this goal, it is crucial from the perspective of diversity to have a management team that can strive to improve the capability of the organization by understanding the differences of all individuals that make up the organization and by utilizing their strengths. This training provides the opportunity to develop line managers with such a mindset and skills.
•Signing of Statement of Support for the Women's Empowerment Principles (WEPs)
In December 2016, Daiichi Sankyo CEO George Nakayama signed a Statement of Support for the Women's Empowerment Principles (WEPs). Established through a joint effort between the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) and the United Nations Global Compact (UNGC), the WEPs are a set of principles for guiding companies in implementing voluntary measures for empowering female employees. The decision to endorse the WEPs is a testament to Nakayama's commitment to helping realize the necessary workplace environment and social climate to empower women in the workplace, marketplace, and community. We will proceed to follow the seven principles to enhance our initiatives for promoting the active participation of women in corporate activities.
WEPs logo mark
- Principle 1: Establish high-level corporate leadership for gender equality
- Principle 2: Treat all women and men fairly at work – respect and support human rights and nondiscrimination
- Principle 3: Ensure the health, safety and well-being of all women and men workers
- Principle 4: Promote education, training and professional development for women
- Principle 5: Implement enterprise development, supply chain and marketing practices that empower women
- Principle 6: Promote equality through community initiatives and advocacy
- Principle 7: Measure and publicly report on progress to achieve gender equality
•Participation in IkuBoss Alliance
In February 2017, President and COO Sunao Manabe, then Executive Vice President and Head of General Affairs & Human Resources Division, led the Group to join the IkuBoss*2 Alliance with the aim of enhancing the Group's D&I initiatives.
Going forward, by increasing the number of IkuBoss within the company, we aim to foster a corporate culture in which individuals can balance their work and private life according to their values, and they are highly motivated to exercise their full potential.
- *2 The term “IkuBoss” is a portmanteau of the Japanese word “iku,” or “cultivate,” and the English word “boss.” This term refers to bosses that are able to “cultivate” their subordinates and organization as well as society and themselves. Remaining ever mindful of the professional and private lives of their subordinates and other staff at their workplace, an IkuBoss (a manager at any level of the organization) supports individuals in developing their careers and enriching their lives while also generating results for their company and enjoying their own professional and private lives. (Source: Fathering Japan)
•Support for the Career Development and Work Styles of Diverse Employees
In Japan, when it comes to the career development of our employees, we have put in place an evaluation system that contributes to their growth, while at the same time providing opportunities for placement and development based on their individual aptitudes and capabilities, regardless of nationality, age, gender, disability, or other personal characteristics. In addition, we have offered a system (Self-Growth Reporting System) for many years that allows employees to design their own future career and adjust their goals and direction by discussing with their supervisors. Moreover, instead of having to leave their job, we endeavor to ensure that employees can continue to do meaningful work during or after a major life event, such as getting married, having and raising a child, or caring for a family member. To this end, we have established flexible work and leave systems, hold seminars on balancing child-rearing or care provision with one's work, and are implementing other measures on an ongoing basis to build a workplace environment where a diverse range of employees can readily work.
•Transportation of Children Using Company Vehicles to Help Employees Balance their Work with Childrearing
In Japan, to help employees balance their work with childrearing, Daiichi Sankyo allows medical representatives with pre-school children to take their children to preschool in Company vehicles after submitting an application.
This provision makes it easier for medical representatives to secure time to visit customers, thereby contributing to improved efficiency, while reducing physical and mental stress through shortened work hours. In this manner, medical representatives are able to carry out their work in a more conducive manner. In addition to female medical representatives, an increasing number of male medical representatives are becoming involved in childrearing and utilizing this system.
Going forward, Daiichi Sankyo will continue developing a workplace environment that enables employees to balance their work with childbirth, parenting, nursing care of family members, and other life events.
•Support for the Career Development of Female Employees in Japan
In general, women are more prone to get affected by life events than men. In Japan, we continually implement initiatives that facilitate more flexible work styles and reduce the impact of major life events to support the career development of our female employees. These initiatives include enacting conditions that prevent women from being placed at a disadvantage for promotion after taking maternity leave, and rehiring individuals that temporarily leave the Company for personal reasons (“Re-Member” system).
Additionally, we believe that in order to foster a corporate culture that advances women in the workplace, it is essential to not only have a good work environment, but also ensure the work is meaningful. Accordingly, we provide ongoing support measures to help employees balance their work with childcare needs, such as in-house child daycare centers (four in total), and training geared towards facilitating a smooth return to work after taking childcare leave.
•Initiatives Based on Action Plan for Empowering Women
The Daiichi Sankyo Group seeks to address three main tasks: (1) supporting work-life balance, (2) encouraging the professional development of women employees, and (3) fostering a positive workplace culture. We are implementing a wide range of initiatives to address these tasks including providing various training programs and enhancing systems for supporting work-life balance. We already have a variety of systems in place to support work-life balance, and in light of this, we introduced a program in fiscal 2017 called Leader Development Training. This program emphasizes the inclusion of the point of view of female leaders who are candidates for executive and managerial roles in the future.
We have implemented Diversity Management Training for willing managers to foster a positive workplace culture. Additionally, by appreciating the differences in each team member including women, and by viewing these differences as strengths, we have striven to promote understanding in the management of the organization, which then leads to improvements in the capability of the organization.
Going forward, Daiichi Sankyo will continue to take initiatives based on its action plan to create a workplace environment in which female employees can develop their career over the long term and contribute in managerial positions or in roles as line managers.
Discussion forum between members of senior management and women managers
- 【Voice】Creation of a Company Where All Women Can Shine
Head of Kobe Branch, Sales & Marketing Division
Daiichi Sankyo Co., Ltd.
Japan has long been criticized for being behind the times when it comes to empowering women in the workplace, and the pharmaceuticals industry is no exception. However, the government of Japan has been active in recent years, laying out policies to promote the empowerment of women. Amid these positive steps, I was named as Daiichi Sankyo’s first woman branch head in April 2017. Seeing the opportunities created by these trends, we were able to establish the SWAN women’s network with the support of many individuals. The goal of our various initiatives for empowering women employees is to make Daiichi Sankyo into a company where all women can shine. In the future, I aim to create a network that is not just for women line managers, but rather will allow for networking between women of all generations, from new employees to division heads. I hope that, through such a network, we can further the development of the empowered and capable women employees that will drive the future development of Daiichi Sankyo.
•Acquisition of the Highest Level of Eruboshi Certification for Promoting Women’s Participation and Advancement in the Workplace
In May 2018, Daiichi Sankyo obtained the highest level (Grade 3) of “Eruboshi” certification for promoting women’s participation and advancement in the workplace. Under the Act on Promotion of Women’s Participation and Advancement in the Workplace which went into effect in April 2016, the Japanese Minister of Health, Labour and Welfare grants “Eruboshi” certifications to companies with outstanding efforts in implementing initiatives to empower the women in its workplace. We have provided opportunities for development based on each individual’s potential and aptitude for a job, and will continue to improve the environment that helps realize growth in every individual through work. Going forward, we aim to become a company where a diverse range of people can maintain their physical and mental health while playing active roles in the business.
The Eruboshi Certificate Mark
•“Kurumin” Mark Certification
The Daiichi Sankyo Group has in place childcare support systems that help to both smooth the process of returning to work from childcare leave as well as assist in balancing work with childcare upon return. At the same time, we are actively building a workplace environment that is conducive to using these systems. As a result, Daiichi Sankyo, Daiichi Sankyo Business Association Co., Ltd., Daiichi Sankyo Propharma Co., Ltd., Daiichi Sankyo Chemical Pharma Co., Ltd., Daiichi Sankyo RD Novare Co., Ltd., and Daiichi Sankyo Healthcare Co., Ltd., have all obtained the “Kurumin” next-generation authorization mark certification.*3 Going forward, we will further pursue activities to create a work environment that supports both male and female employees in balancing work and childcare responsibilities. Through these efforts we aim to acquire “Platinum Kurumin*4” mark certification in all our Group companies in Japan.
- *3 Mark signifying that a company is supportive of child-rearing bestowed by the Ministry of Health, Labour and Welfare. “Kurumin”: Certification mark for companies that have child-rearing support and other systems meeting certain standards
- *4 “Platinum Kurumin”: Certification mark for companies that have implemented even higher level initiatives after receiving “Kurumin” mark certification
“kurumin” Certificate Mark
•Employment of Senior Citizens
With respect to the employment of senior citizens in Japan, we re-hire employees whose retirement age is 60 and wish to continue working after reaching the mandatory retirement age up to the age of 65. We strive to verify continuously and comprehensively employment conditions, placement, treatment, and overall workplace environment for employees who are senior citizens from the perspective of utilizing these individuals to an even greater degree.
It is important that senior employees actively and independently consider future life career events and start preparing now in order to enjoy a fulfilling life career.
To this end, the Daiichi Sankyo Group provides ideas and information required for such preparations through the Life Plan Training and the Next Stage Guidance. With lifespans currently said to extend to 90 years, we support individuals in striving to work with vitality throughout their lives.
•Promotion of the Employment of Individuals with Disabilities
In Japan, throughout the Group companies including Daiichi Sankyo Happiness Co., Ltd.―a special subsidiary company that meets the terms of the Act on the Promotion of the Employment of Disabled Persons―we determine a mid-term policy and promote the employment of individuals with disabilities. The ratio of employing individuals with disabilities as prescribed by the law was recently raised to 2.2% in April 2018, and as of March 31, 2018, the Daiichi Sankyo Group employs individuals with disabilities at a ratio of 2.45%. Additionally, we continue to make efforts in building a comfortable working environment for disabilities by setting up a complaint hotline as well as enabling consultations with regard to concerns over working.
•Systems and Measures to Support Diverse Work Styles in Japan
|Work Hour Adjustment Systems||
In addition to endeavoring to prevent excessive work hours, Daiichi Sankyo has created systems that allow for flexible work hours based on the characteristics of each individual's work to promote a diverse range of working styles for improving productivity and respecting employee autonomy.
Prevention of Excessive Work Hours
・Implementing Work Hour Management Committee Meetings
・Initiatives to Prevent Excessive Work Hours
Building a Diverse Work System
・Flex Time System
・System for Working Hours Deemed as Off-Site
・Discretionary Work System (For Specialized Work and for Planning Work)
The Group companies in Japan are developing a workplace environment that enables both male and female employees to exercise their full potential and advance their careers, even while raising children.
Shortened Work Hours for Childcare (Choice of Fixed-Time System or Flex Time System)
Leave for Caring for Children
In-House Nursery School (KIDS GARDEN, located in Nihombashi, Shinagawa, Kasai, and Hiratsuka)
Support for Using Babysitting Services
|Support for Providing Nursing Care||
Daiichi Sankyo is creating an environment that enables employees to continue working with peace of mind even as they provide nursing care to family members without fear of having to leave their jobs. As one facet of these efforts, we hold seminars at operating sites through which interested employees can learn basic knowledge pertaining to nursing care and obtain information on the Company's support. We also hold individual consulting sessions managed by external experts at operating sites for employees who need to provide nursing care and those who have concerns on nursing care in the future.
Extended Nursing Care Leave
Shortened Work Hours for Nursing Care (Choice of Fixed-Time System or Flex Time System)
Nursing Care Leave
Support for Using Nursing Care Consultation and Agency Services
Fostering of Our Corporate Culture
•Policies Regarding Human Rights
Article 4 of the Daiichi Sankyo Group Corporate Conduct Charter states that we will operate by being respectful to human rights. In addition, Article 5 of the charter declares our intent to respect the diversity of employees and to create a comfortable workplace environment. Article 9 declares the commitment of Group management to set a positive example by adhering to the charter and ensuring that these principles are understood and observed within the Group while encouraging supply chains to do the same. We adhere to the Universal Declaration of Human Rights and the core labor standards of the International Labor Organization (ILO), which are representative of the rights of working employees, as well as the United Nations Guiding Principles on Business and Human Rights, which call on us to protect, respect and remedy human rights. In addition, we stringently manage personal information when conducting human genome and gene analysis research, obtain informed consent and observe good clinical practices of the coalition of Japan, the United States, and Europe that is known as the International Conference on Harmonization of Technical Requirements for Registration of Pharmaceuticals for Human Use (ICH-GCP), which are based on the spirit of the World Medical Association's Declaration of Helsinki, a statement of ethical principles for medical research involving human subjects. We believe that adhering to these standards is an important task to be addressed in protecting human rights as a life science-oriented company. Training is thus provided with this regard.
Daiichi Sankyo also seeks to ensure freedom of association and collective bargaining, prevent forced labor, eliminate child labor, and prevent discrimination in hiring and work, each of which is a task described in the Ten Principles of the United Nations Global Compact. We also request that business and other partners from across the supply chain respect and observe international norms related to human rights and other matters. Periodic CSR surveys are instituted to confirm the status of compliance with such standards by partners.
Additionally, we take into consideration the human rights of children when conducting research, development and clinical trials of pharmaceutical preparations and vaccines for children based on the United Nations Guiding Principles on Business and Human Rights and the Ten Principles of the United Nations Global Compact.
•Initiatives Promoting Respect for Human Rights
The Daiichi Sankyo Group is promoting the development of an employee-friendly working environment in which employee diversity is respected and their health and safety are taken into consideration.
In Japan, we conduct ongoing training related to human rights for all employee groups–from newly hired employees to management. In addition to implementing daily awareness raising activities, we have implemented training that uses case studies and is designed to improve the counseling skills of the Harassment Call Center staff. This staff is stationed at each work location within Japan and at the labor union. Each and every alleged violation is treated seriously; we emphasize appropriate behavior and seek the opinions of external individuals, including legal counsel, and put necessary preventative measures in place to avoid a recurrence. In addition, we have made hotlines available on an individual country and global basis as venues for consultation and reports on human rights and labor issues. These hotlines can be accessed 24 hours a day and are available to individuals both inside and outside of the various member companies of the Daiichi Sankyo Group, and assistance is provided as needed. We have also created tools to help facilitate understanding with regard to the Ten Principles in four areas including human rights within the United Nations Global Compact, and these tools are deployed at domestic and overseas Group companies.
•Promoting the “Work-Life Cycle”
In Japan, our work-life balance initiatives do not simply consist of the option for flexible or reduced work hours or providing a robust benefits plan; our initiatives create new values based on the concept of continuously developing both employees and the Company.
Furthermore, instead of initiatives aimed to balance work and personal life, we advocate an idea we call the “Work-Life Cycle,” which entails both work and personal life influencing one another and creating a cycle of positive synergy. We deepen awareness of this concept through training programs and the development of related materials, which have been created in collaboration with labor and management.
•Communication with Labor Unions
In Japan, we value trusting relationships with labor unions, and we protect the rights of our employees by engaging in dialogue between labor and management, through which we constructively discuss resolutions to problems and disclose information in a highly transparent manner. Discussion is seen as the fundamental method to be used for matters regarding working conditions. Discussions and reports take place at the Group level, at individual companies, and at individual workplaces in response to views, discussions, and reports shared within the Group.
Daiichi Sankyo has entered into an agreement with the labor union. In this agreement, organizational changes, for example, are clearly indicated as a matter to be reported by management to employees. Notification is provided prior to conducting any such changes accordingly. In addition, employees are supplied with information such as the goal of organizational changes via the Company's intranet. We have established the Labor Management Committee to handle matters related to occupational health and safety and work-hour management in Japan. Matters discussed at this committee are shared with all employees through the Company intranet, and we are faithfully implementing labor management practices based on a plan-do-check-act (PDCA) cycle.
•Building of a Dynamic Corporate Culture
In Japan, we have line managers convey to their team members, in their own words, their organization's vision as well as communicate their intent and align everyone in the same direction. In addition, we are providing continued opportunities for communication so as to improve relationships among employees in the workplace in Japan.
In fiscal 2016, Daiichi Sankyo implemented workplace conversation programs as well as the Management Caravan program at all domestic Group companies and organizations. These programs were focused on line managers and were designed to link the commitment among management to the passion of frontline employees. We have continued this caravan program in fiscal 2017, offering opportunities to communicate directly with employees oversees in addition to peers within Japan. In this program, information on initiatives as well as specific results and issues was shared within each workplace in order to achieve the 5-year business plan, as opposed to a one-directional message from the management.
Promotion of Occupational Health and Safety
The Daiichi Sankyo Group determines and implements measures for each fiscal year based on the mid-term policy of occupational health and safety management which the senior management and trade union have agreed.
(Mid-term policy of occupational health and safety management)
1. Promote employee health
2. Bolster mental health care
3. Execute measures toward safety management and comfortable workplace/working environment
4. Enhance occupational health and safety system
Based on the Human Resources Management Philosophy, which gives maximum consideration on employees’ mental and physical health, we strive to maintain and improve employees’ health in collaboration with the Daiichi Sankyo Group Health Insurance Association and labor union.
In fiscal 2017, we established a corporate structure with a CHO (Chief Health Officer) as the head toward maintaining and improving employees’ health. A Declaration of Health has also been issued by the CHO.
<Employee Health Declaration>
We at the Daiichi Sankyo Group realize that the physical and mental health of employees is indispensable to our quest to fulfill our mission and realize our vision through the mutual growth of the Group and its employees. We therefore declare our commitment to proactively create a workplace environment that is conducive to all employees improving their health.
At the moment, Daiichi Sankyo is working with the Health Insurance Association and labor union to enhance the environment where employees can actively maintain/improve their health by accurately understanding their own physical condition. We have set performance indicators and goals to reinforce health guidance and employee awareness. (See “Voice” below)
|Evaluation Index||Fiscal 2016 Actual||Fiscal 2018 Target||Fiscal 2020 Target|
|Ratio of Smokers||19.9%||18%||15%|
|Ratio of Implementing Health-Related Events at Each Workplace||16.1%||30%||50%|
|Self-Care Initiative Rate *5||49.9%||60%||80%|
|Ratio of Medical Checkups||50.7%||60%||80%|
|Ratio of Conducting Specific Health Guidance||22.7%||40%||50%|
|Ratio of Individuals With Abnormal Findings Receiving Checkups at a Medical Institution*6||86.0%||100%||100%|
- *5 The rate of self-care initiatives taken by people designated as having high levels of stress as a result of stress checks
- *6 The ratio of employees that have received checkups at a medical institution after being instructed to do so in regular checkups
- 【Voice】Establishing Performance Indicators Related to Employee Health Maintenance and Improvement
Employee Relations Group, Human Resources Department, Corporate Affairs Division Daiichi Sankyo Co., Ltd
Daiichi Sankyo has established an environment in which employees can proactively maintain their health. We believe this will promote behavioral changes that will result in preventing health problems in the future. We promote the PDCA based on performance indicators and goals r elated to maintenance and improvement of employees’ health to encourage their behavioral changes. To meet such goals, for fiscal 2018, we will develop and execute various measures to improve employee’s health awareness and literacy, through discussion and collaboration with the labor union.
•2018 Certified Health and Productivity Management Organization Recognition Program (Large Enterprise Category)—White 500
In February 2018, Daiichi Sankyo has been selected for the 2018 Certified Health and Productivity Management Organization (White 500) by the Japanese Ministry of Economy, Trade and Industry. We received this recognition based on our continuous efforts to date, and on enhanced initiatives including the appointment of a CHO.
Logo given to certified Health and Productivity Management Organization (white 500)
•Systems and initiatives for supporting occupational health and safety in Japan
|Details Regarding Systems||Initiatives|
|Regular Health Examinations||All employees at Group companies in Japan undergo regular health examinations based on uniform standards. We cooperate with the Daiichi Sankyo Group Health Insurance Association to provide individuals suffering from or at risk of metabolic syndrome with nutrition and other guidance for improving their lifestyles from a health standpoint.|
|Excessive Overtime Countermeasures||Consultations with physicians are provided for employees working extra hours. Those requiring additional care are offered personalized guidance that is coordinated between their supervisor and an occupational physician.|
|Medical Checkup Program||For the purpose of encouraging all employees to receive medical checkups, we cooperate with the Daiichi Sankyo Group Health Insurance Association and offer time-off for employees undergoing checkups. Dependents of employees are also encouraged to receive checkups.|
|Mental Health Support||We conduct stress checks, and individually conduct follow-up on employees and organizations with high stress levels. Training is conducted regarding self-care*7 and line-care*8, among other initiatives to prevent mental health issues among employees. Contracts are concluded with external mental health counseling firms that enable employees to receive counseling at any time.|
|Return-to-Work Assistance||We operate a return-to-work assistance program with the aim of achieving a smooth return to work after medical leave following injury or illness, as well as with the aim of preventing recurrence of illness. Based on this program, we assess whether individuals in poor health are ready to return to work and conduct follow-up during and after their return to work while working with occupational physicians and occupational healthcare staff.|
|Dealing with Cancer||With the objective of helping employees balance work and treatment, we have introduced a medical recovery leave system for those undergoing out-patient cancer treatment through which leave can be acquired in half- or full-day increments. We also have constructed guidebooks on living with cancer that are offered to employees to provide them with basic knowledge regarding cancer and information on the Company's support systems for helping them work with peace of mind as they battle cancer.|
|Health Databank||The Health Databank is equipped with centralized data management functions for medical checkup results. Employees can access their individual results, along with self-care functions, including stress checks and fatigue assessment tests.|
|Health Improvement Support||We are working with the Daiichi Sankyo Group Health Insurance Association to offer programs to help employees adjust their lifestyles to realize healthier living, such as by walking for exercise, quitting smoking, or cutting back on alcohol. We also provide access to the KenCoM health management Internet service. We also plan and organize health-related events independently within each workplace.|
|Group Long-Term Disability Insurance System||To help mitigate the risk of losing one's livelihood, the Group Long-Term Disability Insurance System guarantees a fixed portion of income, possibly paid up to the retirement age, for employees rendered incapable of working due to sickness or injury.|
- *7 Activities are aimed at endowing employees with a better understanding of stress and mental health to enable them to appropriately handle their own stress.
- *8 Activities spearheaded by supervisors, who interact with their subordinates on a daily basis, include improving workplace environments to support good mental health and responding to consultations from subordinates.
Initiatives for Fostering Mutual Growth with Employees at Overseas Group Companies
Overseas Daiichi Sankyo Group companies are also advancing various initiatives for fostering mutual growth with their employees. The initiatives of overseas Group companies can be viewed through the following links.