Enhancing human capital

Basic stance

Reflecting our founder’s idea that “a business is as good as its people” and believing that human resources growth is the driving force that underpins strengthening the business, we are working to enhance our human capital.

We believe it is important for employees to respect the human rights of all people and to act with high ethical standards. We are therefore working to create workplace environments where each employee’s diversity, character, and individuality are respected, where employees’ health is taken into account, and where employees can work comfortably and safely.

Respect for human rights

The Kyorin Group is managed with respect for the human rights of all people, and our Compliance Guidelines clearly state, “Along with understanding international norms regarding universally recognized human rights, we will respect the values and character of each individual, and will not engage in any form of discrimination in any situation, regarding each individual as being equal with all others, regardless of position or function.”

The Company also respects the individuality of each employee and has formulated guidelines to prevent harassment, to create a comfortable workplace environment where employees feel at ease.

These guidelines cover sexual and power harassment, as well as harassment related to pregnancy, childbirth, and childcare and nursing care leave.

Human resources management

As we enhance human capital, we recognize that to achieve our business strategies it is important to place importance on employees and energize people and organizations.

The Kyorin Group’s basic policy underlying our human resources management system views the Company and its employees as partners who, by continuously fulfilling the responsibilities expected of each other over the long term, realize mutual benefits (with employees contributing to the Company’s development, and the Company enriching employees’ lives and contributing to their self-fulfillment).

We are creating frameworks (systems, standards, guidelines, etc.) for hiring, position assignments, growth (training), evaluations, transfers, compensation, welfare, and other benefits, and promoting their appropriate operation based on this policy.

In the Survey on Employee Satisfaction carried out annually at each Group company, we aim for higher scores in major areas while incorporating the opinions of the human resources management system that surface in the survey to review and improve the system.

Image: Partners for mutual benefits over the long term

Promoting work-style reforms with respect for diverse values

In accordance with the Act on the Arrangement of Related Acts to Promote Work Style Reform, we are making efforts to rectify long working hours and accommodate diverse work styles.

As part of these efforts, we seek to create workplace environments that make it easy to balance work and family life by supporting employees throughout their various life stages including times they need to provide childcare or nursing care, while creating environments that provide employees with full lives backed by a healthy family life.

Support for employees’ childcare and nursing care

We have in place a system for employees who need to provide childcare or nursing care. In recognition of these efforts, in 2021, we received Kurumin Certification as a “company that supports child rearing” under the Act on Advancement of Measures to Support Raising Next-Generation Children.

We are also aiming to have at least 50% of male employees take childcare leave (by fiscal 2025).

  • Percentage of employees taking childcare leave (consolidated basis, fiscal 2022)
    Women: 107.4%, Men: 32.3%

Note: Calculated as number of employees taking childcare leave (including employees and employees whose spouses gave birth in fiscal 2021 and previous years) divided by number of employees and employees whose spouses gave birth in fiscal 2022

Image: Kurumin Certification FY2021

Image: Support for Employees’ Childcare and Nursing Care

* Hourly based paid leave and the job return system are also available for nursing care support

Promoting the use of paid leave

The Kryoin Group proactively encourages the taking of paid leave, going beyond our legal obligations for paid leave under the Related Acts to Promote Work Style Reform (which requires companies to allow employees entitled to at least 10 days of annual paid leave to take five days, with the timing selected by the employee).

We regularly promote taking vacation and consecutive days off to enable employees to maintain a good work-life balance to maximize their capabilities.

  • Percentage of allotted paid leaven taken (consolidated basis, fiscal 2022) 74.2%

Job return system

The Company has created a job return system that provides opportunities for employees who still have a strong desire to work and are seen as vital by their colleagues to come back to their jobs.

This system covers employees who have left the company due to various major life events such as marriage, the job transfer of a partner, pregnancy, childbirth, child-rearing, nursing care, volunteer activities, and overseas study.

Mid-career hiring

In addition to hiring new graduates, we hire mid-career people with advanced skills and extensive experience to create more diverse and flexible work styles. We work to eliminate concerns about things like unequal opportunities for promotion and strive to assign the right person to the right position.

  • Percentage of full-time employees who are mid-career hires (consolidated basis, fiscal 2022) 42%
  • Percentage of managers who are mid-career hires (consolidated basis, fiscal 2022) 26.1%

Initiatives on disability hiring

To provide suitable work environments for employees with disabilities to enable them to give full play to their abilities and live independent lives like able-bodied people. We also endeavor to create work spaces that are easy for employees with disabilities to operate in, such as by using apps for employees with impaired hearing.

  • Percentage of employees with disabilities (Kyorin Pharmaceuticals, fiscal 2022) 2.43%

Human resources development

The Company supports the growth of its employees by creating structured and systematic educational programs that provide opportunities for both solo learning (autonomous improvement of one’s personality and abilities) and joint learning (mutual growth and support).

The structure and mechanisms for solo learning include correspondence courses, referrals for business magazine subscriptions, support for language learning, individual overseas study, support for the acquisition of qualifications, and subsidized external seminars. In joint learning, we offer 12 different types of tiered programs ranging from new employee training to training for managers. Functional training is provided by each department to give employees the knowledge and skills required in their roles.

  • Amount spent on training per employee (Kyorin Pharmaceuticals, fiscal 2022) ¥60,000
Overall structure of solo learning/joint learning

Image: Overall structure of solo learning/joint learning

Mental health

The Company provides mental health education for managers and employees. Our manager training includes prevention and early detection of mental illness by encouraging managers to pay attention to their subordinates and promoting understanding of the specific symptoms of mental disorders.

We also encourage employees to gain knowledge about maintaining mental health via our intranet and other means, and have created a system for employees and their families to feel free to ask for help.

When a mental health issue arises, the employee’s department, industrial psychiatrists, public health nurses, and Human Resources work together to help the employee recover, return to work, and prevent a relapse.

  • Percentage of employees taking leave for mental health 0.75%
  • Percentage of those returning to work 52.9%

(consolidated basis, fiscal 2022)

Promoting women’s active participation

Through initiatives related to promoting women’s active participation, we are creating workplace environments in which female employees can fully use their capabilities and play active roles. Our goal is to have women fill 15% of management positions by 2030.

  • Percentage of women in management positions (consolidated basis, fiscal 2022) 8.5%
  • Pay difference between male and female employees (KYORIN Pharmaceutical, fiscal 2022)
  • All employees: 68.4%
  • Full-time employees: 72.4%
  • Part-time and contract employees: 46.7%

Usage rate of children leave

A graph of Usage rate of children leave

* The denominator is the number of employees who gave birth to a child or whose spouses gave birth during the fiscal year. The numerator is the number of employees who took childcare leave (including those who had given birth or whose spouses had given birth in the previous fiscal year).

Usage rate of annual paid leave

A graph of Usage rate of annual paid leave

Employment rate of persons with disabilities

A graph of Employment rate of persons with disabilities

Number of employees, Percentage of female employees, Percentage of female managers

Number of employees (Consolidated)

A graph of Number of employees (Consolidated)

Percentage of female employees, Percentage of female managers

A graph of Percentage of female employees, Percentage of female managers

Employee turnover rate (Consolidated)

A graph of Employee turnover rate (Consolidated)

* The percentage of employees who left for personal reasons as of April 1.