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Engagement with Employees

We are stepping up efforts to augment our human capital to become a top Japanese pharmaceutical company.

People are an invaluable asset in generating a company’s growth and development. Based on that fundamental principle, Chugai is restructuring its human resource management system based on three pillars – diversity, talent management, and personnel systems – to ensure achievement of its goal of becoming a top Japanese pharmaceutical company, as expressed in its Mission Statement.

Human Resource Strategy to Become a Top Japanese Pharmaceutical Company
Chart: Human Resource Strategy to Become a Top Japanese Pharmaceutical Company

Talent Management According to Each Person’s Capabilities and Aptitude

Chugai conducts talent management to secure and nurture the leaders and core human resources who will carry out its management strategies to become a top pharmaceutical company. Specifically, in April 2016, each organization held discussions on medium-to-long-term human resource development policy, drafted a human resource development plan, and created a talent pool.* Based on the development plans, the organizations carried out strategic employee placement and training designed to strengthen leadership from a Company-wide perspective. In addition, we clarified our succession plan by selecting successor candidates for general manager and department manager positions in Japan, as well as successor candidates for key positions overseas. We are currently implementing development plans for these candidates to help them hone a variety of skills and cultivate a wide-ranging perspective to ensure that they can display leadership on a global level. This talent management system will enable Chugai to systematically and continuously develop and turn out the next generation of leaders and core employees while strengthening human resources and boosting motivation throughout the Company.

*A group of candidates for the next generation of leaders

Three Goals of the Talent Management System
Three Goals of the Talent Management System

Personnel Systems That Help Our Diverse People to Succeed

Having already revised its personnel systems and introduced diversity management and talent management systems, Chugai revamped its career development framework in 2012.

Career Development That Supports Self-Directed Careers

Our career policy is to “Support employee autonomy and mutual growth by placing importance on providing employees with opportunities to realize and nurture their own value.” With the career declaration system as the basic cycle, we focus on workplace dialogue and management, centering on the awareness of the employee concerned and the support and advice of his or her superior to facilitate self-directed career development. We also supplement the basic cycle with various measures to promote further autonomy and mutual growth.

Overview of Career Development
Chart: Overview of Career Development

Basic Cycle of Career Development

Chugai’s basic career development cycle is a repetitive cycle of self-recognition, practice and reflection through the career declaration system.

Career Declaration System
A system in which Chugai employees can declare to the Company their desired jobs, future career plans and so on. These declarations are the basis for career dialogues between employees and their superiors.

Career policy 1: Create Forums to Build Awareness, Think and Talk

We provide various training programs and gatherings that help employees to recognize their own value and think about and discuss their careers.

Career Development Training
Career development training and level-specific training are designed to get employees to think about their careers and deepen their understanding of their career direction while confirming their expected roles.
Career Design Seminar
A career design seminar for 54-year-old employees helps them to think about their career and life plans going forward so that they can continue to work with enthusiasm. Support is provided to help them select their work style from age 55.

Career Policy 2: Opportunities for Further Growth

We promote further growth through various opportunities.

Self-Improvement support Program (SIP)
This program introduces correspondence courses to employees and supports attendance at outside programs to facilitate self-directed skill development.
Leave for education and qualification acquisition
This system provides permanent employees with the opportunity for personal career development by granting them up to three years of leave to obtain a degree or professional qualification.
Employment status change program
Contract employees meeting certain prerequisites who apply and pass an examination may change to permanent employee status.

Career Policy 3: Support Functions

We provide individual career support through career consultation, and post relevant information on our website.

Career Consultation Office
Established with the objective of helping employees build satisfying careers, the Career Consultation Office provides personalized information on career planning, tips on skill development, and support in using the various systems available within the company.
As of the end of September 2015, a total of 595 people had come to the office for consultation since it opened in 2007.
Career Web
A website designed to support employees in building their careers by providing resources such as points to consider in career planning, and information on the skills and knowledge necessary for specific careers.

Career Policy 4: Systems and Frameworks to Accommodate Life Events

Chugai has a full lineup of systems and frameworks for life events that are significantly related to career development.

Career Change Support System
This system allows permanent employees of a specific age or with a specific number of years of employment to opt for voluntary retirement before the mandatory retirement age, and provides them with support for a smooth transition into a new career.
Senior Employee System
This system allows permanent employees aged 55 or older to voluntarily choose to continue working as senior employees up to age 65.

Creating Supportive Work Environments

Facilitating Work/Life Balance

“Kurumin” mark

Based on the desire to retain employees and support family life, Chugai provides a full range of programs to help employees raise children, create a supportive work environment, and reduce long working hours so that employees can continue working, for example during child-rearing years.
Since 2013, labor and management have worked to bring together a vision for Chugai Group’s work/life balance goals under the theme of pursuing work/life synergies, and the entire organization is engaged in creating a rewarding, inclusive workplace.

Occupational Safety and Health, Health Maintenance and Mental Healthcare Initiatives

In December 2011, Chugai established basic rules on occupational safety and health. Based on our policy of placing priority on ensuring employee safety in all operations, we are taking proactive measures to upgrade our safety and health system, ensure safety, prevent occupational injuries, promote health maintenance and create comfortable work environments. In creating a framework to give individualized attention to employees’ issues, we have set up physical and mental health counseling services in which specialists including occupational health physicians, nurses and psychologists cooperate with managers and supervisors. Employees at all facilities can freely access these services.

Initiatives to Support Working with Cancer

Chugai has further enhanced supportive working conditions for employees undergoing cancer treatment, to ensure they can focus on their treatment while enjoying peace of mind as they continue to work. These initiatives include a consultative structure that enables support to be tailored to actual treatment conditions, and a program that balances work with outpatient treatment, including drug and radiation therapy. We have also created a “Working Support Handbook for Cancer Patients,” which has been made available to all employees.

Help lines

In recent years, incidents of harassment and bullying in the workplace have been increasing as people working in the difficult social environment become less considerate of others, and there seems to be a lack of communication. Insensitive words and actions not only hurt the feelings of individuals, but can adversely affect the work environment as a whole.
The Chugai Group provides confidential channels for employees to consult about their worries without fear of reprisal: the BCG Hotline and internal and external help lines for sexual harassment issues. Chugai resolves such issues in a fair manner to ensure that employees enjoy a working environment where they can perform at their full potential in an atmosphere of mutual respect for personality, individuality, and values.

Sound labor-management relations

Regular meetings are held at various levels between the Company and the Chugai Pharmaceutical Workers’ Union to improve communication and to build cooperative, sound labor-management relations based on trust. The workers’ union, which operates democratically, had 3,501 members as of December 1, 2015.
The Chugai Pharma Manufacturing Workers’ Union was established in 2009. In the same year, it joined with the Chugai Pharmaceutical Workers’ Union to form the Federation of Chugai Workers’ Unions. Since 2010, the Chugai Group has been conducting labor-management consultations under a collective labor agreement.

Putting the Chugai BCG into Practice at a Personal Level

BCG and Human Rights Training

Chugai conducts annual training for all employees. In the first half of the year, the content focuses on corporate ethics, and in the second, on respect for human rights.
The two themes for the first half of 2016 were “Thinking Through Chugai BCG Revisions” and “Preventing Sexual Harassment.” The former involved a review of examples intended to provoke thinking about the Chugai Group’s approach to compliance, given the societal changes and globalization of business activities behind the revisions to the Chugai BCG. It emphasized that compliance goes beyond adherence to laws and internal regulations, that it also means responding to the expectations and needs of society by understanding what society considers good, common sense, and by making decisions and acting in ways that reflect a strong ethical viewpoint and sense of fairness. To promote more self-directed compliance, the training also discussed the importance of independent thought and action by each employee, based on establishing compliance at the individual and organizational level. It also reaffirmed the goal of working to establish a culture that respects diversity and encourages people to bring compliance issues into the open. Meanwhile, the latter sessions on preventing sexual harassment focused on examples that encouraged participants to think about how to prevent anyone from becoming either a victim or a perpetrator, and what can be from either point of view. This reaffirmed the importance of communication that values both parties in an interaction.

The two themes in the second half of the year were “Learning From Drug Disasters” and “Thinking Through the Rights of People with Disabilities.” The first theme encouraged participants to think about the causes of drug disasters, and reaffirmed the importance of the responsibilities individuals have as employees of pharmaceutical companies. Participants learned through interviews with drug disaster victims of the actual circumstances behind such events and the thoughts of those involved. The second theme provided insight into the basic ideas behind the Convention on the Rights of Persons with Disabilities, including the concept of disability, social models, equality, and reasonable accommodation. Through videos of interviews with supporters of para-sports and those with disabilities who participate in them, it also addressed how first removing barriers such as stereotypes and misconceptions, and then engaging in face-to-face dialogue, can lead to true, mutual understanding. Participants also learned the importance of not setting limits on one’s capabilities, taking an approach that instead focuses on putting into practice what is possible. The sessions also confirmed the importance of this thinking and approach in achieving a company and workplace in which everyone recognizes and respects the individuality of those around them.