DE&I

(Diversity, Equity and Inclusion)


(Diversity, Equity and Inclusion)

Basic Idea

Today there is general concern in Japan that the declining birth rate and population aging will eventually lead to a serious labor shortage. Under such circumstances, whether or not corporations can enjoy lasting growth largely depends on their ability to secure and train highly capable people regardless of their age, gender, nationality, and other personal attributes. For this reason, companies are required and are becoming more keen to provide systems that meet the expectations of employees with diverse backgrounds. Nippon Shinyaku embraces the idea that distinctive products of high quality come from persons with rich originality. The company therefore offers its employees the opportunity to work in a positively challenging environment conducive to personal growth with their differences in terms of age, creed, nationality, and so on respected. This is how we pursue the goal of cultivating an organizational culture that enables individual employees to fully develop their potential, as stated in the Sixth Five-year Medium-term Management Plan.

Related Initiatives

More Active Roles by Women

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

More Active Roles by Women Initiatives

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.

More Active Roles by Women Initiatives

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

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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.

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 establishing a life-work balance

In fiscal 2021, we provided all managers with training titled “Creating a Mutually Supportive Organization” following revisions to the “Childcare and Caregiver Leave Act” as an opportunity for them to consider how to think about and whether a response is necessary for workplaces where employees work under workstyle constraints due to childcare, caregiving, medical treatment, etc. During the training, participants not only came to recognize the importance of showing understanding for various perspectives and being cooperative but also examined “creating a mutually supportive organization.” Participants commented that they discovered various things, including the importance of maintaining routine communication to support each other as a team and understanding the various perspectives of employees. In addition to expanding measures that support efforts to improve the quality of both life and work, we will move forward with creating a corporate culture in which each and every employee can achieve well-being.

Data

Employees & Promoting Women in the Workplace

Classification Units FY2018 FY2019 FY2020 FY2021
Management Total number of managers persons 321 329 331 343
Number of female managers persons 25 32 34 38
Ratio of female managers % 7.8 9.7 10.3 11.1
Executives Total number of executives persons 555 554 555 571
Number of female executives persons 72 78 84 92
Ratio of female executives % 13.0 14.1 15.1 16.1
Number of employees Total number of employees persons 1,761 1,793 1,806 1,827
Number of female employees persons 494 516 529 552
Ratio of female employees % 28.1 28.8 29.3 30.2
Number of recruits Total number of recruits persons 72 79 76 57
Number of female recruits persons 25 28 33 28
Ratio of female recruits % 34.7 35.4 43.4 49.1
Average years of service Average years of service years 17.5 17.8 17.3 17.4
Number of female employees years 17.3 18.1 16.7 16.5
Number of male employees years 17.5 17.7 17.6 17.8
Difference in average length of service for female and male employees years -0.2 0.4 -0.9 1.3
Number of employees taking parental leave for childcare Number of employees taking parental leave for childcare male persons 0 7 14 30
Rate of uptake of parental leave for childcare male % 0 9.72 20.28 50
Number of employees taking parental leave for childcare Female persons 18 22 19 19
Rate of uptake of parental leave for childcare Female % 100 100 100 100
Paid annual leave acquisition rate % 70.6 71.3 63.5 63.5
Total annual working hours hours 1804.22 1791.6 1821.96 1819.89
Employee turnover % 1.49 1.68 1.97 1.66

Employees by type

Classification Percentage among all employees
1. Employees who retired voluntarily within the year 1.73%
2. Non-regular employees 13.38%
3. Employees with disabilities 1.67%
4. Female employees 33.75%