Emphasis on the Exercise and Cultivation of Individual Abilities
Setting Vision of Desired Talent
The main actor of our CSR Management is every one of our employees.
The Company has portraited formurated "the vision of desired talent for Sumitomo Dainippon Phrama Employees" by setting forth the following three strengths as the most important factors. Through a variety of training programs and job rotations, the Company assists the employees to further develop their potentials.
An Environment in Which Employees Can Fully Exercise Their Abilities
As part of our management mission, we seek "to create an environment in which employees can fulfill their potential and increase their creativity." We therefore aim to foster a corporate climate where employees can independently pursue their own skills development, where the company actively supports employee growth, and where the corporate environment allows employees to demonstrate their full potential.
Personnel development primarily consists of on-the-job training (OJT) where employees learn through doing actual tasks and taking on challenges. As a supplement to this, a variety of off-the-job training (Off-JT) programs are offered in the form of strengthening/support programs, training sessions and more. By combining OJT and Off-JT with job rotation, we carry out effective personnel development in an environment that encourages employees to maximize their potential.
Sumitomo Dainippon Pharma has also introduced a self-reporting system to motivate employees to take the initiative in their work. The primary purpose of the self-reporting system is to help supervisors understand the circumstances, issues and hopes of each employee they manage, while considering their long-term growth and skills development.
Supervisors hold face-to-face meetings with individual employees based on their self-reports, providing them with the opportunity to focus on their future in the company and to reevaluate their resolve, interests and aspirations. Supervisors reflect on the company's training policies and day-to-day duties and, by linking this to OJT and Off-OJT, support the growth of individual employees.
Diagram showing Training System
Establishing the DSP Academy for Training Select Employees
We are building a stronger corporate culture and improving business results through human resources training. We have positioned fiscal 2016 as "Year one for investment in education/training" and have started rebuilding our personnel development system. One link in this process was establishing in July 2016 the DSP Academy, which is a career grade-specific training system.
The DSP Academy selects different grades of students, from young employees to mid-career employees and managers, who possess ambition and potential. These students are offered courses that include the Management Course, taught by President Masayo Tada and aimed at fostering future top-level managers.
We aim to develop professional employees able to produce results by continuing to promote the establishment of company-wide training programs for increasing individual skills, including training for improving employee capacities.
We are taking proactive steps to promote diversification.
Our employees have diverse attributes such as male/female, young/old, midcareer hire/straight from school, Japanese/non-Japanese, and permanent/fixed-term. We believe it is of primordial importance to eliminate obstacles which these attributes may pose to employees wanting to display their full capabilities and potential and thus offer fair and equitable opportunities to all employees.
Specific actions include reorientation of managers' focus on priorities and institutional programs to encourage choice of diverse ways of working. In recent years, programs as outlined below were introduced.
Introduction of a Paternity Leave (Dubbed "Good Daddy Leave") System (October 2015)
We established a new system to allow male employees to take leave during the period up until their child turns one in order to encourage men to participate in child care.
Extension of Eligible Parental Period for Shorter Working Hours and Flexible Arrival/Leave Hours (October 2015)
We made it possible for employees with a child who has a physical or mental disability who require the continuation of shorter working hours or staggered working hours to extend the period of applicability (until end of third year of elementary school until end of third year of junior high school)
MR area selection system (April 2016)
For the MRs who are raising children, we established a new system which enables them to select their responsible area on their request.
Working from home system (June 2016, October 2017)
In June 2016 for employees involved in child care or nursing care, we established a new system which enables them to work from home up to five times a month. Moreover, in October 2017 we expanded the system as to be generally applied to all employees.
- Supporting Women's Active Participation
Promotion of greater opportunities for female employees has been one of the focuses of our effort to enhance diversity at Sumitomo Dainippon Pharma.
Through an integrated approach encompassing awareness, institution and corporate culture, we are making necessary reforms so as to increase the number of female employees who continue to stay with us after marriage or childbirth and to otherwise encourage their career advancement. Ability and willingness, but by no means gender, have been the basis in the Company's decision for employee promotion to managerial positions. As of March 2017, women accounted for approximately 8% of managerial staff and approximately 13% of Director positions, or above, at Sumitomo Dainippon Pharma. In April 2017, we appointed an executive officer in charge of diversification.
In response to a call by the Keidanren (Japan Business Federation), we have formulated a Voluntary Action Plan on Promotion of Women to Managerial and Board Position. We have formulated a General Business Owner Action Plan as required under the Act on Promotion Women's Participation and Advancement in the Workplace which came into force in April 2016 and have set a goal of at least 10% for the percentage of female managerial staff in 2020. In 2017, we received the highest grade of "Eruboshi (L Star: L stands for Lady, Labour and Lead)" certification (three stars) for our excellent performance in promoting women's participation and advancement in the workplace.
< Details of Specific Initiatives >
- Provision of training for managerial staff on the retention and development of female employees
- Provision of training for female employees aimed at the development of managerial staff
- Creation of environment in which both men and women can achieve work-life balance and job satisfaction
- Implementation of measures to support return to work and career development after child care leave
Check here for
"Keidanren, Japan Business Federation, Action Plan on Women's Active Participation in the Workforce"
Achieving Work-Life Balance
With the aim of achieving work-life balance, Sumitomo Dainippon Pharma rigorously enforces no overtime days and has a policy ofencouraging employees to take their paid leave. In addition, we have held the DSP WLB Labour-Management Meeting since FY 2014 for labour and management to cooperate in considering systems and promoting understanding. Based on the shared labour-management philosophy that a fulfilling life is achievable through balance rather than conflict between work and life, we encourage individual employees to review their own work style and promote rationalization in operations in order to realize a virtuous cycle of work enhancement and lifestyle enhancement.
For the company's efforts to promote child support, we received "Kurumin" Certification twice in 2010 and 2013, and "Platinum Kurumin" in 2017. In each workplace, we promote a mindset of understanding and assistance for employees facing diverse life events who require flexible work styles.
Check here for "Management of Work-time (Prevention of Overwork)"
Promoting Dialogue between Management and Employees
We believe that, in order for employees to fully demonstrate their potential, it is important that all employees subscribe to the business policies of the companies to which they belong and that they discharge their duties while gaining a solid sense of personal development.
Every year, we conduct an opinion poll called "DSP OPINION" for all employees. Its purpose is to gauge employees' understanding of and comfort with our business policies and HR systems, their satisfaction with their supervisors and workplace environments, and their satisfaction with their own personal development. The overall response rate was 97% in the survey conducted in July 2017.
To the question "Do you feel it is worthwhile working with Sumitomo Dainippon Pharma?" over 70% of employees responded that they feel it is worthwhile working with the company, with 15% of all employees answering "Strongly agree" and 61% "Agree."
In this survey, we also collected opinions on management and daily work in open-ended questions; we received 2,608 comments in 2017. Executives read the survey results and every single comment. Based on these, they work with the relevant departments to improve situations and give feedback to employees regarding the measures as necessary.
We also make it a rule to share the findings of "DSP OPINION" among management, including outside directors and audits, as part of our efforts to ensure appropriate corporate governance.
Promoting Employment of Persons with Disabilities
We recognize that it is the common responsibility of society to enhance social welfare through the employment of persons with disabilities.
As part of our efforts to create a comfortable work environment, we provide sign language interpretation at internal sessions for hearing-impaired employees. We will continue our commitment to employing persons with disabilities and to job development for persons with disabilities.
Training for Medical Representatives
Self-development and OJT serve as the basis of our approach to training for medical representatives (MR). We train MRs to learn and think proactively. Those who with less than three years of experience are considered new and go through a training program entitled "Sumitomo Dainippon Pharma--MR Basic Program." MRs gradually attain, from various perspectives, the knowledge, mind-set and skills needed to do their jobs with excellence.
Furthermore, to meet needs arising on the medical frontlines, all MRs participates in continuing training to ensure they acquire the latest medical information. We are also building an online training system replete with self-study tools and other useful content. At Sumitomo Dainippon Pharma, we are developing human resources into professional MRs who can contribute meaningfully to the medical community.