Basic Idea
At Nippon Shinyaku, we believe that human resources are the driving force for sustainable growth. As one of the principles of our Business Philosophy, “Employees: Develop Each Employee”, each and every Nippon Shinyaku employee is treasured for his or her personality and given the opportunity to grow as a person and mobilize his or her potential to the fullest.
Nippon Shinyaku is reinforcing its support and training to foster global human resources as it expands throughout the world. Our support for acquiring language skills consists of both Foreign Language Learning Support courses for all who apply and the Business English Practical Training Program for employees who possess a certain level of English ability so that they can make practical use of their English. Based on the idea of shifting from “learning English” to “using English,” the Business English Practical Training Program offers participants the opportunity to improve their English through activities such as English meetings and discussions. Between December 2016 and December 2021, 310 employees took Foreign Language Learning Support courses and 60 employees took part in the Business English Practical Training Program.
We also offer support for overseas study so that employees, who are responsible for the future of the Company, can study at overseas universities, laboratories, or other entities in order to learn about global business and expand their knowledge. The goal of the support is not only to allow participants to acquire knowledge and build networks in specialized fields but also to help them experience life in other countries and culture as part of the development of a globally capable workforce equipped to meet modern business challenges. The system provides support for two types of study—for the employeeselected type, support is provided for employees studying abroad at research institutions that they choose themselves, and for the Company-selected type, employees who want to study at a research institute selected by the Company apply for the program. Between April 2016 and December 2021, five employees used this system.
Strength of human resources that creates competitiveness
At Nippon Shinyaku, we believe that individual employees can achieve personal development while contributing to the company’s growth when they think and act proactively, taking up new challenges. A LIFO diagnosis,* which analyzes the behavioral traits of people, revealed that 32% of all Nippon Shinyaku employees possess an adapting/dealing (AD) behavioral style in regular times, but that figure grows to 50% in stress times. This is characteristic of many people skilled at working closely in teams and adapting when facing some sort of change. This trait of our human resources is a strength of Nippon Shinyaku, and a unique aspect of the Company. In addition, 31.5% of all employees hold a doctorate or master’s degree, in fiscal 2021, and we are increasing the number of R&D employees through new graduate and mid-career recruits.
- * LIFO diagnosis, a self-diagnosis based on the LIFO® survey, is a program to focus on and leverage people’s strengths. It deepens people’s understanding of themselves and others and promotes changes in the behavior of individuals. The name LIFO comes from “Life Orientations.
System
Education and training system “CASA” (Career Support Academy)
At Nippon Shinyaku, we believe that individual employees can achieve personal development while contributing to the company’s growth when they think and act proactively, taking up new challenges. This is the basic idea behind our education and training system called “Career Support Academy”, or “CASA” for short, structured in three levels: “Basic”, “Skill Up” and “Challenge.”
Rather than having every employee participate in the same program, we encourage employees to reflect upon their own strengths and weaknesses, and select their own subjects accordingly from a broad curriculum. In fiscal 2021, a total of 13,070 hours was spent on this training.
Related Initiatives
Next-Generation Leader Training
Nippon Shinyaku’s in-house education and training were reformed based on the President’s policy that the company should actively support individual employees who think positively and constantly strive for personal development. In FY 2007, the company inaugurated a New-Generation Leader Training Program for employees in managerial positions around the age of 40 slated to join the management team in the near future. The program offers a range of opportunities to acquire basic management knowledge and skills through
collective training sessions, external educational programs, two-way interactions with top management, and more. In FY 2012, a Next-Generation Leader Challenge Program was launched for employees around the age of 30. By creating a venue for employees to learn and gain experience that is difficult to do when conducting routine work, we are fostering leadership to move the organization.Between April 2007 and March 2022, 95 employees took part in the Next-Generation Leader Development Program and 69 employees took part in the Next-Generation Leader Challenge Program.
Nippon Shinyaku’s in-house education and training were reformed based on the President’s policy that the company should actively support individual employees who think positively and constantly strive for personal development. In FY 2007, the company inaugurated a New-Generation Leader Training Program for employees in managerial positions around the age of 40 slated to join the management team in the near future. The program offers a range of opportunities to acquire basic management knowledge and skills through collective training sessions, external educational programs, two-way interactions with top management, and more. In FY 2012, a Next-Generation Leader Challenge Program was launched for employees around the age of 30. By creating a venue for employees to learn and gain experience that is difficult to do when conducting routine work, we are fostering leadership to move the organization.Between April 2007 and March 2022, 95 employees took part in the Next-Generation Leader Development Program and 69 employees took part in the Next-Generation Leader Challenge Program.
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
Human Resources Development
Classification
Units
FY2018
FY2019
FY2020
FY2021
Training for new employees
times
1
1
1
1
Training for newly appointed supervisors
times
2
2
2
2
Compliance training
times
12
12
12
12
| 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 | ||
| Classification | Units | FY2018 | FY2019 | FY2020 | FY2021 |
|---|---|---|---|---|---|
| Training for new employees | times | 1 | 1 | 1 | 1 |
| Training for newly appointed supervisors | times | 2 | 2 | 2 | 2 |
| Compliance training | times | 12 | 12 | 12 | 12 |