DE&I (Diversity, Equity and Inclusion) │ Human Capital │ Sustainability │ NIPPON SHINYAKU CO., LTD.

Our approach to DE&I
Related Initiatives
Data
Recognition by external parties

Our approach to DE&I

Based on the idea that unique products are the product of unique people, Nippon Shinyaku respects diversity in terms of gender, age, nationality, and beliefs and provides opportunities for individuals to take on challenges and grow in a positive manner.
In order to create innovation and achieve sustainable growth, we are working to create an organizational climate in which employees with diverse values can be independent and thrive.

Related Initiatives

Starting in FY2022, we decided to hold DE&I DAY once a year with the aim of deepening our understanding of others with different backgrounds and further enhancing mutual understanding while focusing on the individuality of each person. The concept of DE&I DAY is “Everyone is different and everyone is good!”

Theme

FY2022: “Learning DE&I from supporting people with disabilities”
FY2023: “Learning DE&I from LGBTQ”

We will continue to hold DE&I DAY with various themes.

More Active Roles by Women

positions is growing every year. Having agreed to the Japan Business Federation (Keidanren)’s #Here We Go 203030” initiative—having females account for at least 30% of directors by 2030—we are aiming to create a workplace environment and organization that makes it possible for various types of human resources, including females, to improve their career.
To achieve various objectives, including increasing the motivation and skills of female employees, in fiscal 2021, we accepted applications from female employees who wanted to take part in training provided by an outside entity for females aiming to become future managers. We received various comments from training participants, including “I learned a lot through the training and discussions” and “it was stimulating.” We will continue to promote females to managerial and executive positions and then director positions, promote diversity, and work to create a company in which diverse human resources can thrive.

Since fiscal 2019, Nippon Shinyaku has touted the goal of having 15% or more of managerial positions held by females as part of its “General Employer Action Plan based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.” That goal was met in fiscal 2020, when 15.1% of female employees held management positions. In fiscal 2021, that number rose to 16.1%, indicating that the number of females in managerial and executive positions is growing every year. Having agreed to the Japan Business Federation (Keidanren)’s #Here We Go 203030” initiative—having females account for at least 30% of directors by 2030—we are aiming to create a workplace environment and organization that makes it possible for various types of human resources, including females, to improve their career.
To achieve various objectives, including increasing the motivation and skills of female employees, in fiscal 2021, we accepted applications from female employees who wanted to take part in training provided by an outside entity for females aiming to become future managers. We received various comments from training participants, including “I learned a lot through the training and discussions” and “it was stimulating.” We will continue to promote females to managerial and executive positions and then director positions, promote diversity, and work to create a company in which diverse human resources can thrive.

Initiatives launched so far for women’s advancement

Initiatives
Maru-N Supplement	Project launched to support women who want to improve themselves and move up
Employees opinion survey	Employees’ views of the degree of active participation by women, interest in career advancement, interest in the company’s growth, etc., analyzed to identify areas for improvement and draw up future measures
Messages from top management team	Interviews of Directors by Maru-N Supplement members on themes related to women’s advancement and messages from the company directors published in the in-house newsletter to broadly inform the key points and importance of initiatives launched to promote women’s advancement
Female executives’ get-together	Female executives’ networking forum for exchanging opinions, receiving and offering career-related advice, finding role models and mentorship
Inter-company networking forum “Team Spring!”	Forum for persons in charge of promoting women’s advancement in Kyoto-based companies
Job-specific activities	Study and discussion of approaches to enabling women to play active roles in respective job types that pose different challenges to women aspiring for more active roles
Informal gathering of female executives	Informal gathering of female executives with Ms. Sakurai, an external member of the Board of Directors

Initiatives
Maru-N Supplement
Project launched to support women who want to improve themselves and move up
Employees opinion survey
Employees’ views of the degree of active participation by women, interest in career advancement, interest in the company’s growth, etc., analyzed to identify areas for improvement and draw up future measures
Messages from top management team
Interviews of Directors by Maru-N Supplement members on themes related to women’s advancement and messages from the company directors published in the in-house newsletter to broadly inform the key points and importance of initiatives launched to promote women’s advancement
Female executives’ get-together
Female executives’ networking forum for exchanging opinions, receiving and offering career-related advice, finding role models and mentorship
Inter-company networking forum “Team Spring!”
Forum for persons in charge of promoting women’s advancement in Kyoto-based companies
Job-specific activities
Study and discussion of approaches to enabling women to play active roles in respective job types that pose different challenges to women aspiring for more active roles
Informal gathering of female executives
Informal gathering of female executives with Ms. Sakurai, an external member of the Board of Directors

Voluntary action plans relating to the appointment of female directors and executives

The Japan Business Federation (Keidanren) publishes on its website its corporate members’ voluntary action plans relating to the appointment of female directors and executives if so desired by the members.

In October 2014, Nippon Shinyaku’s voluntary action plan was published.
Official Keidanren website

Supporting Keidanren’s Challenge Initiatives for 30% of Executives to be Women by 2030

Nippon Shinyaku has identified promoting diversity and inclusion as one of its material issues and is striving to create a workplace environment that enables every employee to flourish by fully utilizing their diverse individuality.
In June 2021, the company announced its support for the Japan Business Federation (Keidanren)’s Challenge Initiatives for 30% of Executives to be Women by 2030
We will further strengthen our commitment to leveraging the perspectives of diverse talent, including women, for the sustainable growth of the company.
Keidanren Special site：Challenge Initiatives for 30% of Executives to be Women by 2030

Action Plan of Nippon Shinyaku Co., Ltd.

Period

Act on Promotion of Women’s Participation and Advancement in the Workplace: April 1, 2019 – March 31, 2024

Act on Advancement of Measures to Support Raising Next-Generation Children: April 1, 2019 – March 31, 2024

In order to enable our employees to enrich both their professional and family lives and to enable all employees to fully demonstrate their abilities, we will make some changes to our action plan as follows.

[Act on Promotion of Women’s Participation and Advancement in the Workplace]

By promoting the active participation of female employees, we will foster a corporate culture where both male and female employees can play an active role.

Goal: Increase the ratio of female employees in executive positions to 15% or more

<Measures>: ・Transmitting messages from female executives to employees; ・Providing opportunities for growth, such as those to attend external seminars and training sessions

[Act on Advancement of Measures to Support Raising Next-Generation Children]

In addition to realizing highly productive work styles, we will promote the creation of an environment where employees can find job satisfaction and purpose in life by improving the quality of both their work and life.

Goal 1: Expand the number of employees eligible for systems that lead to flexible working styles

<Measures>: ・Introducing telework; ・Holding briefing sessions for the introduction of a flextime system; ・Introducing a flextime system (3Q of FY2019); ・Introducing how to use various systems

Goal 2: Promote awareness of work-life balance support

<Measures>: ・Investigating various systems based on laws and regulations; ・Introducing systems with the use of the in-house intranet; ・Informing male employees of the childcare leave system

Goal 3: Expand systems related to work-life balance support

<Measures>: ・Making up to 14 days of childcare leave paid; ・Reviewing the re-employment system for retired employees; ・Subsidizing the cost of using a babysitter dispatch service

Employees with Disabilities

Nippon Shinyaku promotes the employment of persons with disabilities within the company. In addition, the company also offers them opportunities for work experience on a provisional basis in collaboration with governmental agencies and several facilities supporting disabled persons’ employment. Furthermore, Nippon Shinyaku is actively advocating the employment of persons with disabilities in society at large through the organization of workplace tours and participation in public lectures wherein the company’s accessibility initiatives are presented.

Initiatives launched so far for more active social participation by persons with disabilities

Initiatives
Introduction of a dual-track system () in collaboration with special needs schools in Kyoto City () Educational program combining school-based special needs education with vocational training within a company	In FY 2007, Nippon Shinyaku commenced the employment of persons with intellectual disabilities through the introduction of a dual-track system in collaboration with general special needs schools in Kyoto City. This system enables disabled persons to prepare themselves for an active life in society at their own pace as the host company can discern their traits more carefully to assign them to positions and tasks according to their abilities. In fiscal 2021, as the COVID-19 pandemic spread, we actively worked to create new job opportunities through various efforts, including holding seminars on employing people with disabilities that experts were invited to teach and offering shortterm practical training by multiple departments. In addition, we are focusing on creating a workplace environment that anyone can easily work in by assigning multiple consultants who provide advice on work and living for people with disabilities.
In-house work share program covering routine tasks	In this program, various types of routine tasks have been reviewed, simplified, and standardized so that they may be assigned to persons with disabilities, thereby expanding the scope of their responsibilities. The workplace environment is constantly improved in various manners so that all employees, regardless of the presence or absence of disabilities, can work comfortably side by side in the same space and stay with the company for a long time.
Prevention of job-matching mistakes through multiple practice sessions	Multiple practice sessions are carried out before the formal employment of persons with disabilities to grasp their patterns of daily habits, the characteristics of their disabilities, and so on, with short-term practice sessions gradually replaced by long-term practical training. The adoption of this method has reduced the number of persons leaving the company due to ill-matched assignment to zero.
In-house support	Upon employment at the company, persons with disabilities receive adapted assistance in adjusting to the workplace from professionally trained in-house job coaches and personnel in charge of in-house instruction who have undergone training in collaboration with teachers and instructors from local special needs schools and placement support agencies.
Rational consideration	To remove obstacles to the employment of persons with disabilities in actual workplaces, Nippon Shinyaku commenced in FY 2016 a system of rational consideration that makes it possible for disabled employees to use various systems supporting reconciliation between employment and developmental support.

Initiatives
Introduction of a dual-track system () in collaboration with special needs schools in Kyoto City () Educational program combining school-based special needs education with vocational training within a company
In FY 2007, Nippon Shinyaku commenced the employment of persons with intellectual disabilities through the introduction of a dual-track system in collaboration with general special needs schools in Kyoto City. This system enables disabled persons to prepare themselves for an active life in society at their own pace as the host company can discern their traits more carefully to assign them to positions and tasks according to their abilities. In FY 2019, some trainees in the system joined the cheering party when the company’s baseball team participated in the all-Japan championship tournament. It proved a precious opportunity for the trainees to observe and experience firsthand enthusiastic baseball matches, the cheering party and others’ excited cries of support, and the general atmosphere of the stadium.
In-house work share program covering routine tasks
In this program, various types of routine tasks have been reviewed, simplified, and standardized so that they may be assigned to persons with disabilities, thereby expanding the scope of their responsibilities. The workplace environment is constantly improved in various manners so that all employees, regardless of the presence or absence of disabilities, can work comfortably side by side in the same space and stay with the company for a long time.
Prevention of job-matching mistakes through multiple practice sessions
Multiple practice sessions are carried out before the formal employment of persons with disabilities to grasp their patterns of daily habits, the characteristics of their disabilities, and so on, with short-term practice sessions gradually replaced by long-term practical training. The adoption of this method has reduced the number of persons leaving the company due to ill-matched assignment to zero.
In-house support
Upon employment at the company, persons with disabilities receive adapted assistance in adjusting to the workplace from professionally trained in-house job coaches and personnel in charge of in-house instruction who have undergone training in collaboration with teachers and instructors from local special needs schools and placement support agencies.
Rational consideration
To remove obstacles to the employment of persons with disabilities in actual workplaces, Nippon Shinyaku commenced in FY 2016 a system of rational consideration that makes it possible for disabled employees to use various systems supporting reconciliation between employment and developmental support.

LGBTQ

Starting in FY2023, we have conducted a variety of activities both inside and outside the company with the aim of creating an environment in which all employees, both LGBTQ and non-LGBTQ, can work actively. We are working to promote understanding of LGBTQ issues by disseminating information, using our in-house pro bono system, planning DE&I DAY events, sponsoring external events (PRIDE IN KYOTO 2023), and providing training to management department staff.

Mid-career Recruitment

Corporate competition is intensifying due to ongoing globalization and other factors. For companies’ lasting growth, responsiveness to change, speedy execution, fresh viewpoints, and new ways of thinking are becoming ever more important. To obtain such qualities together with high levels of expertise, leadership skills, broad perspectives, and a breath of fresh air, Nippon Shinyaku actively turns to mid-career hires in the hope that they will lead to organizational cultural reform and corporate value enhancement. The company’s number of mid-career hires has been increasing year after year, with positive results in all job types and fields.

Supporting Senior Employees Remaining Active

Nippon Shinyaku has adopted a continued employment (rehiring) system that enables employees past the legally prescribed retirement age to continue working at the company up to the age of 65. The system allows senior employees to always keep mobilizing at Nippon Shinyaku their skills, abilities, and experiences accumulated at the company. They can also design their modes of working as they wish, according to their health, family situation, and their lifestyles. Passing one’s experience and expertise to younger generations of employees and instructing them are also important tasks required of rehired senior employees. Their treatment for the following year is determined based on fair appraisal of the execution of daily duties and the achievement of personal goals set in function of workplace goals. Rehired senior employees thus keep their motivations high to continue working.

Support for work-life balance

With the revisions to the Childcare and Caregiver Leave Act in April 2022, Nippon Shinyaku’s president released an internal message encouraging the utilization of childcare leave so that all who desired could make use of such leave with peace of mind. In addition, Nippon Shinyaku now provides paid leave for a portion of childcare leave (up to 14 days total paid leave when taking childcare leave for five consecutive business days or more). As a result, the childcare leave uptake rate was 76.1% in FY2022. In addition to a 100% uptake rate among eligible women, the uptake rate among eligible men rose to 69.3%, up from 50% in FY2021.
A workplace where employees trust and understand each other and can take childcare leave with peace of mind is a workplace that is comfortable not only for employees raising children but all employees who may have personal circumstances necessitating leave-taking. In order to realize such a workplace, Nippon Shinyaku will create a culture of mutual acceptance of each other’s situations and circumstances, and of helping each other.

Data

Employees & Promoting Women in the Workplace

Classification		Units	FY2019	FY2020	FY2021	FY2022	FY2023
Management	Total number of managers	persons	329	331	343	301	314
	Number of female managers	persons	32	34	38	40	42
	Ratio of female managers	%	9.7	10.3	11.1	13.3	13.4
Executives	Total number of executives	persons	554	555	571	596	614
	Number of female executives	persons	78	84	92	100	110
	Ratio of female executives	%	14.1	15.1	16.1	16.8	17.9
Number of employees	Total number of employees	persons	1,793	1,806	1,827	1,857	1,865
	Number of female employees	persons	516	529	552	565	582
	Ratio of female employees	%	28.8	29.3	30.2	30.4	31.2
Number of recruits	Total number of recruits	persons	92	85	68	84	75
	Number of recruits	persons	79	76	57	62	68
	Number of female recruits	persons	28	33	28	20	27
	Ratio of female recruits	%	35.4	43.4	49.1	32.3	40
	Number of mid-career hires	persons	13	9	11	22	7
	Number of female mid-career hires	persons	1	2	1	2	1
	Ratio of female mid-career hires	%	7.7	22.2	9.1	9.1	14
Average years of service	Average years of service	years	17.8	17.3	17.4	17.5	17.4
	Number of female employees	years	18.1	16.7	16.5	16.6	16.4
	Number of male employees	years	17.7	17.6	17.8	17.8	17.9
	Difference in average length of service for female and male employees	years	0.4	0.9	1.3	1.2	1.5
Number of employees taking parental leave for childcare	Number of employees taking parental leave for childcare　male	persons	7	14	30	61	51
	Rate of uptake of parental leave for childcare　male	%	9.72	20.28	50	69.3	70.8
	Number of employees taking parental leave for childcare　Female	persons	22	19	19	25	29
	Rate of uptake of parental leave for childcare　Female	%	100	100	100	100	100

Employees by type^*1

Classification	Units	FY2020	FY2021	FY2022	FY2023
1. Employees who retired voluntarily within the year	%	-	1.73	2.51	2.3
2. Non-regular employees	%	-	13.38	13.76	14.2
3. Employees with disabilities	%	-	1.67	1.76	1.8
4. Female employees	%	-	33.75	34.52	35.3

*1：Percentages throughout the Nippon Shinyaku Group

Recognition by external parties

Eruboshi Certification

In FY2024, we received the highest three-star Eruboshi certification from the Ministry of Health, Labour and Welfare as an outstanding company that promotes women’s empowerment in the workforce.

Kurumin Certification

In 2007 and 2012, we were granted Kurumin certification by the Ministry of Health, Labour and Welfare as a childcare support company.

DE&I