Society ＞ Together with Employees 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 contribute to protecting the global environment and realize workplaces where employees can work in a healthy, enthusiastic, safe, 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. To prevent occupational accidents, it is important to continually strengthen Environmental and Safety management and raise everyone's risk awareness regarding operations in the workplace, and we are working to strengthen our front-line capabilities (autonomous solutions capabilities).
In fiscal 2019, we worked on a range of measures to reduce the lost time injury frequency rate at all domestic Group worksites to 0.30 or less. However, there were four accidents requiring absence from work at sales units in Japan and three at worksites overseas. The lost time injury frequency rate at all domestic worksites was 0.45. As there were many accidents last year caused by people due to a lack of attention and poor safety management, we will strengthen the safety awareness of our employees. Domestic contractors also manage occupational accidents, and in fiscal 2019, 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.
Safety training initiatives
- Legal and worker compliance obligation classes
- Health and safety training
- Hazard prediction training
- Human error countermeasure seminars
- Experience-based training
- Classes on static electricity
- Sharing of information regarding such issues as occupational accidents and Hiyari-Hatto (near misses), and measure to prevent recurrence at worksites in Japan and overseas
Initiatives to prevent recurrence of work-related injuries
- Disseminate internally safety information (including past in-house cases) connected to national events
- Implement stronger countermeasures for vehicular accidents in the sales unit
- Sharing of cases and measures to prevent accidents from falls occurring in offices or while employees are on business trips or commuting.
Hazard prediction training: Leads to the prevention of occupational accidents through training to predict hazards (latent risks) lurking in various types of work.
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 2015:
Domestic Group plants and laboratories; fiscal 2016 and thereafter: all domestic Group worksites
- *Total working hours:
For fiscal 2015 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 2018, scope includes permanent employees, contract employees, and temporary employees. Excluding certain bases, for permanent employees and contract 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 fiscal 2019, scope includes permanent employees, contract employees (including some part-time employees), and temporary employees. For permanent employees and contract 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 temporary employees.
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. These guidelines also specify measures to prevent or mitigate environmental pollution, accidents, damage to health, fire and explosions caused by hazardous materials under the entry Environmental and Safety Risk Management. 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.
Safety and Accident Prevention
The Group is working to prevent safety-related accidents at each worksite. After extracting and identifying risks, prioritizing them, and examining measures for their removal or reduction, they are reflected in the capital investment plan for the next fiscal year to improve unsafe facilities and equipment.
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. We effectively and appropriately promote activities concerning employee health in accordance with this policy.
The Group has been promoting an internal ban on smoking since fiscal 2017, but has implemented an internal ban on smoking during all working hours and on Company premises since fiscal 2019. It has specified in the rules of employment the arrangement concerning smoking during working hours. Moving forward, the Company, health insurance association, and labor union will work together to further reduce the smoking rate and improve employee health.
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.
*Abbreviation of Mitsubishi Tanabe Pharma Corporation
- MTPC Group Health Policy
- 1We will strive to maintain our own health so that we can contribute to the health of people around the world.
- 2We will leverage our own capabilities and advance the establishment of an environment in which we can work energetically.
In fiscal 2019, we were certified by the Ministry of Economy, Trade and Industry's "Outstanding Enterprise in Health and Productivity Management – White 500" (large enterprise category) for the fourth consecutive year. We received the highest evaluation in the industry in the areas of “Indicators for understanding health examination results” and “Indicators for understanding working hours and leaves of absence.”
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 and productivity management.
In fiscal 2020, we will continue to implement the TM Campaign under the “3 TMs” theme throughout MTPC's domestic Group.
Fiscal 2020 TM Campaign - 3 TMs-
*MTPC's domestic Group, including management supervisors
- (1)Reduce long working hours (Time Management)
We seek to reduce the number of workers performing overtime work of more than 360 hours a year by 30% from the previous year by establishing a fixed day for all employees to leave work at the same time, strictly adhering to a work-shift interval system, following up individually with those who put in long working hours, and checking overtime working conditions with labor and management at each location.
- (2)Ensure proper rest (Time Making)
As in fiscal 2019, in order to promote a usage rate of paid vacation days of 70% or more, measures will be 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 (five days a year), to encourage managers to take five consecutive vacation days (or three consecutive vacation days twice a year), and to individually follow-up with employees who have not taken vacation days.
- (3)Promote a flexible working style (Telework Mixed)
To help employees achieve a work-life balance, we will set a new target of 10% telework from fiscal 2020, and take measures such as raising the limit on the number of times telework can be performed and implementing a Telework Week.
Fiscal 2019 TM Campaign Results
We achieved a usage rate of paid vacation days of more than 70% or more (71.9%). In addition, overtime work of more than 360 hours a year and over 75 hours a month (including supervisors) was significantly reduced compared to fiscal 2016 (more than 360 hours a year decreased by about 75%, and more than 75 hours a month decreased by about 76%).
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 and to domestic affiliated companies, 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, in 2017, we introduced the “i2 Healthcare Support Program,” a health support program 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. In cooperation with the health insurance association, we have held a walking campaign that utilizes wearable devices, and every year we convert a part of the total number of steps walked into money to be donated to social contribution organizations.
In addition, we called for an increase in the cancer screening rate, and recommended using the comprehensive medical exam as a regular health check. We also introduced a system to support a balance between medical treatment and one's work in fiscal 2018 so that employees with cancer can continue to work with peace of mind without having to leave the Company.
In March 2020, our company's system of supporting a balance between medical treatment and one's work was highly acclaimed for its ability to flexibly respond to individual cases, and we received the Award for Companies Promoting Cancer Control(in the Treatment and Work Balance category)” in the Action Plan for Promotion of Cancer Control, a project commissioned by the Ministry of Health, Labour and Welfare.
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 2019, we established "sustainable engagement" as an indicator for understanding employees' feelings and expanded its scope to overseas Group companies. As a result, we maintained a good work environment and employee vitality, indicating high “sustainable engagement.” Based on some of the issues that have been found to increase engagement, we are promoting dialogue between management and employees, and career-building measures focusing on professionals.
Strengthening Measures to Prevent Infectious Diseases
Regarding our COVID-19-related measures, we will make sure that each employee is fully aware of infection control measures, and also clearly show them what to do when they suspect an infection and criteria for deciding whether they should go to work or stay home to prevent the spread of infection. We have also created a manual on how to respond when an infection is confirmed in the workplace, and we are disseminating this so that relevant parties can take appropriate action quickly and efficiently.