Labor Practices Occupational Health and Safety

Occupational Health and Safety Management

To prevent occupational accidents in the workplace, and promote employee health and a comfortable work environment, the Group operates management systems in accordance with Guidelines on Occupational Safety and Health Management Systems (OSHMS) presented by the Ministry of Health, Labour and Welfare.
We have created a plan for achieving health and safety goals at each worksite and we identify potential risks in the workplace through regular health and safety activities (hazard prediction training, Hiyari-Hatto [near-miss training], workplace inspection, etc.) and risk assessments, and implement risk reduction measures. We also invite outside instructors to give lectures and hold exercise classes to promote employee health.

Occupational Health and Safety Promotion System

At Group worksites, we have established the Health and Safety Committee, which meets once a month, as a structure for ensuring employee safety and health and creating a comfortable work environment. The committee consists of general health and safety managers (office managers and plant managers), safety managers, health supervisors, industrial physicians, and members selected by the Company and labor union.
The committee reports on health and safety activities and discusses important policies for preventing occupational accidents and health disorders of employees, and health promotion. The matters reported and discussed by the committee are communicated to all employees through the health and safety meetings held by each division.

Occupational Health and Safety Initiatives

Aiming to promote environmentally friendly activities and to realize workplaces where employees can work in a healthy, enthusiastic, safety, and comfortable manner, the Group is strengthening its initiatives in the areas of Environment, Health, and Safety (EHS).
In particular, securing the safety of employees in business activities is our highest priority. Our objective for fiscal 2018 was a lost time injury frequency rate at all domestic Group worksites of less than 0.30%, and we implemented a range of initiatives.
To prevent accidents, it is important to continually strengthen Environmental & Safety management and to raise everyone's risk awareness in regard to safety in operations. Our safety training initiatives include legal and worker compliance obligations, safety obligations, hazard prediction training, human error countermeasure seminars, experience-based training, and classes on static electricity as well as the sharing of information regarding such issues as occupational accidents and Hiyari-Hatto (near misses) that have arisen at worksites in Japan and overseas. In these ways, we are working to strengthen our front-line capabilities (autonomous solutions capabilities). In addition, we are also aggressively implementing activities in such areas as implementing countermeasures for vehicular accidents in sales and marketing activities and preventing damage from falls occurring in offices or while employees are on business trips or commuting.
In fiscal 2018, there was one accident requiring absence from work at a sales unit in Japan and one at a worksite overseas. The lost time injury frequency rate at all domestic worksites was 0.10. Domestic contractors also manage occupational accidents, and in fiscal 2018, the lost time injury frequency rate at our domestic contractors was 0.00. To eliminate workplace accidents, we will continue to implement highly effective training and activities to reduce risks related to facilities and operations. We will work to realize KAITEKI, which is being advanced by the entire Mitsubishi Chemical Holdings Group.

Experience-based training
Experience-based training:
By raising our sensitivity to danger through simulated occupational accidents (physical entanglement), we will acquire the habit of always keeping safety in mind.

Lost Time Injury Frequency Rate

Lost Time Injury Frequency Rate

Lost time injury frequency rate:
Number of casualties due to accidents that require time off of work to one million actual work hours (excluding commuting injuries). Calculation period:
For the Group, April to March the next year; for pharmaceutical industry averages and manufacturing industry averages, January to December. Scope: Fiscal 2014 to fiscal 2015:
domestic Group plants and laboratories; fiscal 2016 and thereafter: all domestic Group worksites Total working hours:
For fiscal 2015 and previous fiscal years, scope includes permanent employees, contract employees, temporary employees, and part-time employees. For employees working in plants, principally actual work hours. (For certain bases, calculated as work hours per day x number of business days x number of employees + overtime hours). For employees working in research facilities, calculated as work hours per day x number of business days x number of employees.
For fiscal 2016, for plants and research facilities, scope includes permanent employees, contract employees, temporary employees, and part-time employees. For employees working in plants, principally calculated as actual work hours. (For certain bases, calculated as work hours per day x number of business days x number of employees + overtime hours). For employees working in research facilities, calculated as work hours per day x number of business days x number of employees. For the Head Office, the Tokyo Head Office, and sales offices, which were added to the scope from fiscal 2016, includes permanent employees, contract employees, and temporary employees. Calculated as actual work hours.
For fiscal 2017 and after, scope includes permanent employees, contract employees, and temporary employees. Excluding certain bases, for permanent employees and part-time employees, calculated as actual work hours; for temporary employees dispatched by personnel agencies, calculated as work hours per day x number of business days x number of employees. For certain bases, calculated as work hours per day x number of business days x number of employees + overtime hours). For the Group's results in fiscal 2018, the relevant indicators in the PDF version of CSR Activities Report 2019 have received third-party assurance from KPMG AZSA Sustainability Co., Ltd.Click here for the PDF version.

Chemical Substance Safety Management

The Group handles a wide range of chemical substances, including pharmaceuticals, and implements appropriate handling of those substances in accordance with a variety of regulations, such as its chemical substance handling guidelines. The key point is to evaluate potential risks from the perspectives of both "dangerous/hazardous" and "exposure of people/the environment" (risk evaluation of chemical substances). The "Chemical Substances Handling Guidelines" stipulate that risk management and reduction measures be implemented systematically from acquisition to storage, transport, use and disposal of chemical substances in all stages and we are taking steps to prevent accidents and disasters related to chemical substances. Among these, specific activities include Environmental and Safety Risk Management (measures to prevent or mitigate environmental pollution, accidents, damage to health, fire and explosions caused by hazardous materials) and all employees at all worksites continue to spread and establish these as guidelines for their ongoing efforts in safety, health, and disaster prevention. Furthermore, moving forward, we will spread and establish these, comply with laws and regulations, and enhance appropriate chemical substance management through the implementation of ongoing training and education as well as safety audits.

Employee Health Management

Health and Productivity Management Initiatives

In April 2016, the Group established the MTPC Group Health Policy based on its corporate philosophy, vision, and Corporate Behavior Charter and is promoting activities related to employee health effectively and appropriately. In fiscal 2018, we were recognized for the second consecutive year under the "Outstanding Enterprise in Health and Productivity Management White 500" (large enterprise category), a recognition system that is promoted by the Ministry of Economy, Trade and Industry.

The Company's evaluations in the categories of "systems/policy implementation" and "evaluation/improvement" improved from the previous year, and it has received the highest evaluation in the industry, particularly in the category of "measures and policies not limited to risk holders."
In fiscal 2019, the Group will begin an internal ban on smoking during all working hours as an initiative for the final year of its quit smoking program. We will reinforce our efforts to eliminate exposure to passive smoke in the Company and to prevent disease caused by smoking.
In addition, through the i2 Healthcare Support Program, a health support program utilizing ICT that was introduced in 2017, we will further promote health management to support health promotion and maintenance for each and every employee, raise health awareness, and foster a healthy workplace culture.

2019 Outstanding Enterprise in Health and Productivity Management White 500
MTPC* Group Health Policy
  1. 1We will strive to maintain our own health so that we can contribute to the health of people around the world.
  2. 2We will leverage our own capabilities and advance the establishment of an environment in which we can work energetically.

*Abbreviation of Mitsubishi Tanabe Pharma Corporation

Working-Style Reforms

To maintain the mental and physical health of our employees and live a fulfilling life with a good work-life balance, the Company views the prevention of excessively long work hours and promoting the use of paid vacation days as important issues for the realization of health management for the entire Group.
To advance these measures, in fiscal 2019 we will continue to promote the TM (Time Making) initiative.

FY2019 TM Campaign Annual Goal*

*MTPC's Domestic Group including management supervisors

FY2019 TM Campaign Annual Goal

*For employees with seven continuous years or more of service. For those with no more than seven years of service, the goal is a rate of 70% taking paid vacation days.

In order to promote the taking of paid vacation days in response to the mandatory taking of five or more days of paid vacation stipulated in the Revised Labor Standards Act, in the TM initiative, measures have been taken to establish an annual paid vacation taken simultaneously by all employees (two days a year), to set aside a day to encourage the taking of paid vacations (two days a year), to encourage manager to take five consecutive vacation days, and to individually following-up with employees who have not taken vacation days.
As a result of these efforts, we have achieved a usage rate of paid vacation days of more than 65% (67.8%), which is the annual TM initiative target for fiscal 2018. In addition, employees who took less than five paid vacation days decreased sharply compared to two years ago.
In order to reduce overtime work and ensure rest time for all employees, including those who work outside of normal working hours, we operate an interval system between working hours. At the same time, we are taking measures such as following up individually with those who put in long working hours, and checking overtime working conditions with labor and management at each location. As a result of these efforts, overtime work of more than 360 hours a year and over 75 hours a month (including supervisors) were significantly reduced compared to two years ago (more than 360 hours a year decreased by about 70%, and more than 75 hours decreased by about 50%).

Strengthening Measures to Address Mental Health

We are working to support the prevention and early discovery of mental health issues. For self-care initiatives, we conduct e-learning for all Group employees in Japan and promote an awareness of stress and how to cope with it. For supervisor-led initiatives, mental health guidebooks are distributed to promote managerial understanding so that those who have taken mental health-related leave can return to the workforce in a smooth manner. In addition, to create workplaces in which employees can work with enthusiasm, we are trying to understand the essential issues by verifying the stress analysis results by conducting multifaceted analyses of the stress check organizational analysis results against various survey results. In addition, these issues are fed back to the human resource departments in each division of domestic affiliates, and by sharing our ideas with each other we are able to strengthen the initiatives in each workplace.

Strengthening Measures to Prevent Lifestyle-Related Diseases

As one part of health management initiatives, from September 2017 we introduced a health support system utilizing ICT, and we are distributing wearable devices to employees (including outside Japan) who request them. Through the wearable devices, this system collects and accumulates a variety of data, such as number of steps, distance, calories consumed, heart rate, and sleep quality. In this way, we have established a framework that helps employees to use their own activities in managing their health.
From January 2019, working together with the health insurance association, we held an event for employees in Japan who are utilizing wearable devices. Teams were formed by departments to participate in the Charity Walk, and donations were made to social contribution organizations based on the cumulative total number of steps taken during the walk. With the idea of supporting reconstruction after the Kumamoto earthquake, rice from Kumamoto Prefecture was provided to employees and introducers who participated in the campaign. Based on the idea of walking for those with health and support needs, new participants joined the walk along with those who participated previously.
Also, as a health program, we held the "Tanita Luncheon Seminar" during lunchtime of its opening meeting, for salespeople who tend to have irregular eating habits and get little exercise because they spend their time in cars, and the RIZAP Seminar, customized for MTPC corporate employees who mainly perform desk work and are therefore at risk of incurring muscular and skeletal pain such as stiff shoulders and lower back pain. These seminars, where participants reflected on their lifestyle habits and learned a simplified version of the RIZAP method, fostered an awareness of health in those with little interest in exercise and health. In addition, a health booth was set up at the laboratory's summer party and a health server was installed in collaboration with Daido Drinko Co., Ltd., a vending machine subcontractor of our office. With its ability to measure ones' health condition and provide necessary nutritional supplements all in one stop, the health server was very well received.

Strengthening Measures to Prevent Lifestyle-Related Diseases

Surveying Employee Attitudes

Since fiscal 2011, the Mitsubishi Tanabe Pharma Group has implemented employee surveys at domestic Group companies to provide a comprehensive understanding of employee attitudes toward their jobs and of the Company's workplace environments in order to improve management initiatives. In fiscal 2018, many items recorded year-on-year gains. Especially, items concerning the "working environment for those raising children and providing care," "diversity," and "working hours" have improved with the creation of a workplace where diverse human resources can work healthily and enthusiastically and play an active role. At the same time, based on some of the issues seen, we are seeking to rejuvenate management and promote career-building measures focusing on professionals.