Well-being Declaration
In October 2021, Nippon Shinyaku issued its Well-being Declaration, which gives an overall picture of the company’s Health and Productivity Management.
In 2018, the company formulated the Nippon Shinyaku Health Declaration to express its commitment to promoting Health and Productivity Management through active involvement in maintaining and enhancing the health of its employees and their family members and serious efforts to improve the workplace environment and working conditions.
In 2020, the COVID-19 pandemic brought drastic changes to the way we work. In response to that new situation, we issued the updated Health Declaration 2020. In addition, Chairman Maekawa (then president) shared with employees his thoughts embodied by the Health Declaration and his way of keeping healthy to raise employees’ awareness of health maintenance.
Promoting Health and Productivity Management requires increasing the health literacy of every employee.
A change in their awareness will lead to a change in their behavior. With the belief that such changes will have a massive favorable impact on their family members and coworkers, we will work toward our Health and Productivity Management goal: the well-being of all employees.
Well-being Declaration 2021
― Co-creation of Well-being ―
To date, Nippon Shinyaku has been actively committed to maintaining and enhancing the health of its employees and their family members with the aim of advancing its Health and Productivity Management. In Health Declaration 2020, Chairman Maekawa declared that the “well-being” of all employees is “the very goal of the company’s Health and Productivity Management” and that the company aims to become “a company that goes beyond being an easy place to work, creating a healthy workplace that makes work more worthwhile and adds purposefulness in life.”
Do you find happiness in your days working at Nippon Shinyaku?
It is you who should play a leading role in ensuring your own well-being.
The company is your partner who co-creates your well-being with you.
Let’s co-create well-being together to become a company where everyone can demonstrate their talents fully and work cheerfully.
Only a company where everyone can work cheerfully can build “a healthier future,” which Nippon Shinyaku aims for.
We hereby declare that we will work toward the co-creation of the well-being of employees and their family members.
October 1, 2021
Toru Nakai
President
Nippon Shinyaku Co., Ltd.
Health and productivity management story
Objective
Following Nippon Shinyaku’s fundamental idea that “employees and their families who support them should enjoy good physical and mental health, creating a workplace that overflows with smiles and vitality,” we strive to provide a healthy and comfortable workplace environment as a step to realizing our Business Philosophy and Management Policy.
KGI
| Item | Target value (FY2028) |
|---|---|
| Happiness deviation value in stress checks | 60 or more |
| Positive response rate (well-being score) in the engagement survey | 75％ or more |
| Response rate for monthly happiness diagnosis | 70％ or more |
Health and productivity management issues
In order for each employee to work with peace of mind, be physically and mentally healthy, and maximize their performance, we promote health and productivity management with “presenteeism,” “absenteeism,” and “work engagement” as our KPIs.
The background to this is the Chairman’s thoughts on the health of employees and their families, which he expressed at the time of issuance of the Health Declaration 2020, and the Company’s serious commitment to co-creating well-being, which goes beyond health and productivity management, as stated in the Well-being Declaration 2021.
KPI
(1) Priority indicators
| Item | FY2022 | FY2023 | FY2024 | Target value (FY2028) |
|---|---|---|---|---|
| Presenteeism (%) | 76% | 74% | 77% | 80% |
| Absenteeism (person) | 6 persons |
8 persons | 10 persons | 5 persons or less |
| Work engagement (points) | 7.6 points | － | － | Cannot be set due to survey changes from the next fiscal year onwards |
- * Absenteeism: Number of employees on personal injury/sickness leave of 30 days or more
- * Presenteeism: Percentage of employees who answered that their performance was “higher than average” on a six-point scale as result of a survey and analysis using the stress check contractor’s original scale (partially modified from the University of Tokyo model) (The response rate is similar to the stress check participation rate.)
- * Work engagement: To clarify job satisfaction of employees and in workplaces using commitment theory, a state close to employee engagement is demonstrated through employees’ sense of belonging and sense of contribution, and how the company and superiors are involved in this is indicated on a scale of 10 as “recognition from the company.” (The response rate is similar to the stress check participation rate.)
Health and Productivity Management Strategy Map
Awareness/behavioral change indicators
| Item | Judgment criteria | FY2022 | FY2023 | FY2024 | Target value (FY2028) |
|---|---|---|---|---|---|
| Percentage of those with high stress | Standards from the Ministry of Health, Labour and Welfare used | 5.1% | 6.3% | 5.5% | 5.0% or less |
| Smoking rate | － | 8.5% | 7.1% | 6.3% | 6.0% (Target 0% in FY2035) |
| Have a habit of exercising | Percentage of those doing light exercise for over 30 minutes two or more days a week for one year or more | 33.7% | 34.4% | 32.4% | 35.0% or more |
| Skip breakfast (Persons not subject to risks) |
Percentage of those who answered “no” to the question “I skip breakfast three or more times a week” |
78.9% | 79.4% | 80.2% | 80.0% or more |
| Sleep indicator (Persons not subject to risks) |
「Percentage of those who answered “yes” to the question “I get enough rest through sleep”」 | 73.3% | 73.5% | 72.1% | 80.0% or more |
| Those who have undergone follow-up checkups | － | 66.0% | 67.7% | 65.9% | 100% |
| Health guidance implementation rate after periodical medical checkups (including follow-up measures) |
* Excluding those excluded by industrial physicians, such as those with low lipids, from persons who require a detailed examination according to the criteria of the Japan Society of Ningen Dock | 56.2% | 98.0% | 99.4% | 100% |
| Thorough medical examination rate | － | 35.4% | 37.4% | 38.3% | － |
Structure/system
In addition to discussions with management about the promotion of health and productivity management, the health insurance association, the labor union, and the Well-being Promotion Section of the Personnel Department work together to plan and operate overall health and productivity management measures. With the aim of disseminating health and productivity management throughout the Company and listening to the opinions of employees at each business site, we have assigned well-being supporters to consider health and productivity management and well-being in organizations unrelated to occupational health and safety.
Related Initiatives
1. Exercise-related measures
Walking event “arukatsu”
This is a walking event jointly held with the health portal site “kencom.” Participants form teams on the app and compete for the number of step counts, and the team that achieves the goal (team average step count of 8,000 or more) will receive a prize.
“Minna-de-arukatsu” participants/teams
Health Fair
As part of the Health Fair hosted by the Nippon Shinyaku Health Insurance Association, an INBODY measurement session is held each year, in which various physical measurements are performed, including bone density, and instructors provide advice based on the measurement results. The number of participants in the 2024 measurement session was 157. We have also distributed body composition monitors to all business locations to promote health awareness among employees.
2. Dietary measures
We are implementing various initiatives to improve the dietary habits of employees. Such initiatives include the following: introducing “smart meals” at the Head Office canteen and offering a “glycation reduction menu” to provide nutritionally balanced meals that help promote good health; conducting a “glycation level check,” which measures the degree of glycation (Head Office, Odawara Central Factory); and conducting a “vege-check,” which measures the amount of vegetable intake (Head Office, Odawara Central Factory, Tokyo Business Office, Tokyo Branch Office, Discovery Research Laboratories in Tsukuba).
We also offer menus featuring the golden ratio of the three major nutrients at the Head Office canteen to help solve nutritional problems of employees and promote their health.
3. Anti-smoking measures
Nippon Shinyaku’s anti-smoking measures began in 2004, with the complete separation of smoking and non-smoking areas on the company’s premises. In October 2020, the smoking areas were entirely abolished to prevent passive smoking. The Company now prohibits smoking throughout working hours, with the aim of achieving an employee smoking rate of 0%. Thanks to our efforts so far, the smoking rate has been decreasing year by year, reaching 6.9% in FY2024.
Since October 2021, we have launched a company-wide initiative named “Suwan Cup 2021,” with the aim of raising smokers’ awareness of the need to stop smoking and helping them quit smoking with the support of non-smokers. Company-wide initiatives have included presenting mementos, holding round-table talks, supporting medical treatment for smoking cessation through the health insurance association (providing financial support to cover the cost of receiving outpatient or online treatment for smoking cessation), and providing smoking cessation consultations by public health nurses. We will continue to work to achieve a zero smoking rate.
4. Women’s health issues
We hold a seminar for all employees on the theme of women’s health issues every year.
| Theme | Overview | Number of participants |
Level of satisfaction | Level of understanding | |
|---|---|---|---|---|---|
| FY2022 | Health seminar for men and women | Learn about mental and physical changes brought about by hormonal changes and self-care that both men and women need to know | 106 | 78.0% | ー |
| FY2023 | Seminar on anemia | Learn about anemia in women in connection with our anemia treatment drug “MonoVer” | 197 | 97.8% | ー |
| Health fair for women | DAY 1: Learn about potential health challenges that may arise as women progress through their life stages from a “femtech” perspective | 121 | 98.1% | ー | |
| DAY 2: Gain knowledge about cancer screenings and vaccines to prevent cervical cancer, and learn about the health and well-being of those around you, such as your children and partner | 85 | 100.0% | ー | ||
| FY2024 | Health fair for women and men | DAY 1: Think about health issues specific to women through a seminar and roundtable discussion on the theme of menstrual pain | 107 | 93.0% | 93.0% |
| DAY 2: Learn about “male menopause,” a condition middle-aged men unknowingly fall into | 166 | 100.0% | 99.0% |
- * The level of satisfaction is based on the percentage of those who answered 3 or higher on a 5-point scale in the questionnaire after the seminar.
5. Enhancement of communication
In FY2020, we introduced an app with a praise function and established a mechanism for facilitating active communication between employees with the aim of creating a corporate climate of mutual respect.
In FY2020, we introduced an app with a praise function and established a mechanism for facilitating active communication between employees with the aim of creating a corporate climate of mutual respect.
Since July 2021, we have held one-on-one meetings throughout the company to facilitate active communication between superiors and their subordinates.
The implementation rate for one-on-one meetings in FY2024 was 72.5%. Starting in FY2024, we have also implemented “shuffle one-on-ones” at the section/team level across departments to promote communication with other departments.
Since July 2021, we have held one-on-one meetings throughout the company to facilitate active communication between superiors and their subordinates.
The implementation rate for one-on-one meetings in FY2024 was 72.5%. Starting in FY2024, we have also implemented “shuffle one-on-ones” at the section/team level across departments to promote communication with other departments.
6. Others
In FY2024, we introduced the online program “Smart Action” to support employee health maintenance and improvement. Featuring content across a wide range of topics, it allows employees to access information tailored to their individual needs anytime and anywhere, thereby helping enhance employees’ awareness of health.
Various seminars to improve employees’ health literacy
| FY2024 | Theme | Number of participants | Level of satisfaction | Level of understanding |
|---|---|---|---|---|
| Health literacy improvement seminar |
Sleep | 225 persons | 97.3% | 94.7% |
| Improvement of drinking habits | 41 persons | 100.0% | 100.0% | |
| Self-Care Seminar | 92 persons | 100.0% | 100.0% |
- * The level of satisfaction is based on the percentage of those who answered 3 or higher on a 5-point scale in the questionnaire after the seminar.
Initiatives at the Odawara Central Factory
The Odawara Central Factory has organized the “Health Up NS Association” to plan and run various events for health promotion and creation of a comfortable workplace, and it held various events such as sports days, boccia tournaments, e-sports tournaments, and bowling tournaments. We are also implementing various initiatives to create an age-friendly workplace. For older employees, including re-hired staff, we have introduced “power suits and assistive suits” and “standing desks” to reduce physical strain from lifting heavy objects and prolonged desk work, and we hold the “After-Hours IT Club” to provide IT learning support after work hours to compensate for insufficient IT skills.
Measures against diseases
We encourage employees whose medical checkup results include abnormalities to undergo follow-up checkups. At business locations where industrial physicians are stationed, the physicians interview those employees in person to strongly recommend follow-up checkups after periodical checkups. The health insurance association provides financial support to cover the cost of thorough medical examinations with no age limit, which are recommended as an alternative to follow-up checkups.
The follow-up checkup rate in FY2022 was 66.4%, which was the same level as the previous fiscal year, and we have begun a company-wide initiative to further increase the checkup rate.
Health support for business partners
As part of our health and productivity management initiatives, we actively exchange information with competitors regarding challenges and measures, using strategic maps. In addition, we provide business partners with information about our internal health seminars through our procurement department and local companies.
Appreciation by External Parties
Health and productivity ― White 500 ―
Nippon Shinyaku has been certified as one of the 2025 “White 500” Enterprises Outstanding in Health & Productivity Management jointly by the Japanese Ministry of Economy, Trade and Industry and Nippon Kenko Kaigi. The Company has obtained this certification for the fifth consecutive year (for the 6th time), after FY2021.
Smart Meal
Nippon Shinyaku has been consecutively certified as a Smart Meal provider for employees by the Consortium for Healthy Meals and Dietary Environments since 2019.
Sports Yell Company
Since 2021, Nippon Shinyaku has been certified as a Sports Yell Company by the Japan Sports Agency.
