Various Work Schedule Systems
At Astellas, evaluation is based on the roles and achievements of each employee, and we have introduced a working hour system that allows diverse work styles, such as a super flextime system and a discretionary labor system, depending on the job.
From April 2020, Astellas and our Group companies in Japan have abolished core time and switched from a flextime system to a super flextime system, and from November 2020, introduced a super flextime system for Medical Representative(MR) employees.
Child-Care Support Initiatives
Declining birthrate is a substantial issue in Japan, and it is essential to support families raising children and promote the creation of an environment with far fewer barriers. Companies, too, are required to take initiatives for a harmonious balance between work and child care.
Astellas was certified as a standard-compliant general company based on the Act on Promotion of Measures to Support Raising Next-Generation Children in 2007, 2012, 2014 and 2018, acquired the Kurumin mark, and acquired Platinum Kurumin in 2019.
Communication is a key component of our child-care and child-raising support endeavors. In an effort to facilitate the easy and smooth return to work after completing maternity or childcare leave, Astellas holds a variety of support events for the benefit of employees while still on leave. These events help provide up-to-date information concerning the Company, opportunities to undertake personal development and training as well as details and access to new programs.
In addition to support measures such as corporate contracts with babysitter dispatch companies, subsidies when using them, and subsidies for childcare costs when returning to work after childcare leave, the period of reduced working hours for childcare is extended, the Working at Home Program, and Introduction of work location limited system for MR employees. Astellas has introduced various childcare support systems.
Programs That Address Major Events in Employees' Lives
Promoting Opportunities for Woman to Excel (Japan)
Diversity of human resources has various perspectives such as race, nationality, gender, and age, and issues vary depending on the situation of each country or region. Recognizing that gender diversity is not sufficient in Japan, we started our activities with the promotion of "women's advancement" as a starting point. In 2007, the WIND (Women's Innovative Network for Diversity) project was launched as a project under the direct control of the president, and "change management" that promotes changes in the awareness and behavior of workplaces, bosses, and women, and the structure of business processes and personnel systems. We have promoted both "framework reforms" such as operations at the same time. In all position grades, all employees working at Astellas will work with enthusiasm and satisfaction, aiming to be active regardless of gender, and solving problems that will lead to the abilities of diverse human resources. We believe that this will lead to the strengthening of the competitiveness of Astellas as a whole, and we will continue to promote our efforts.
In fiscal 2013, our efforts were recognized and we were awarded the "Diversity Management Selection 100" by the Ministry of Economy, Trade and Industry (METI) for our initiatives to actively promote diversity among our employees.
In fiscal 2015 and 2018, Astellas was selected as a Nadeshiko Brand company by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE). This honor has been given for excellence in encouraging women’s success in the workplace as a listed company.
As of June 2022, the ratio of female in Board of Directors was 30%, the ratio of female employees in Japan was 31.3% and the ratio of female in managerial positions in Japan was 14.5%.
General business owner action plan based on the Act on the Promotion of Women's Advancement
We will formulate the following action plan in order to aim for all employees working at Astellas to work with enthusiasm and satisfaction in all position grades and to be active regardless of gender.
■Planning period: April 1, 2021 to March 31, 2026 (5 years)
■Goals and details of efforts / implementation time
Goal (1): Increase the percentage of female executives to 20% or more (aim for 30% by 2030)
- We will increase the percentage of female managers by strengthening career development and engagement through intrinsic motivation, strengthening the talent.
- Initiatives for 2025
Goal (2): Increase the rate of male employees taking childcare leave and leave to 100%
- Regardless of gender, by realizing a workplace where both work and family can be balanced and contribute to both, the lives of each employee will be enriched and lead to the sustainable growth of the company.
- Initiatives for 2025
Support for Keidanren’s “30% Challenge”
Astellas supports Keidanren’s “30% Challenge”.
This initiative is one of the drivers of Keidanren’s “New Growth Strategy” published in November 2020, to accelerate the “promotion of active participation in workforce by diverse people”. “30% Challenge” aims towards the aspirational target of “30% of Executives to be Women by 2030”.
In agreement with the “30% Challenge”, Astellas will continuously promote women’s empowerment initiatives to further enhance Diversity, Equity & Inclusion and our VALUE.
Keidanren “30% Challenge”
Green Supply Support Office
Astellas believes that one of its social responsibilities is to provide people with disabilities with work opportunities suitable to their skills and abilities, so that they can pursue independent lifestyles and actively participate in society. We have been striving to create appropriate work environments and programs in order to achieve this goal.
As a specific initiative, the Green Supply Support Office was established at the Tsukuba Research Center for the first time in April 2011, and established at the Yaizu Formulation Research Center in October 2014, and established at the head office as the third base in April 2016.
Employees with disabilities, called “green staff”, who work here, collect and process confidential documents, maintain greenery,
grow flowers, and grow employee uniforms and shoes according to their disability characteristics and workplace characteristics. We conduct daily activities such as cleaning, cleaning work, and promoting the use of reusable products. While developing and providing duties according to these characteristics, we have created an environment where the “green staff” can play an active role, and are making efforts toward the independence of each individual.
In addition, from fiscal 2013,we participated in general incorporated association Accessibility Consortium of Enterprises（ACE）, and aims to "Establish a new employment model of people with disabilities with society which contribute to the growth of the company."
People with disabilities employed
|FY 2015||FY 2016||FY 2017||FY 2018||FY 2019||FY
|People with disabilities employed as a percentage of workforce||2.15%||2.18%||2.31%||2.30%||2.11%||2.37%||2.49%|
Relationship with the Labor Union
The Astellas Labor Union comprises employees from Astellas Pharma Inc. As of March 31, 2022, the number of union members stood at 3,013. The Astellas Labor Union accedes to Japanese Federation of Pharmaceutical and Cosmetic Industry Workers' Unions, one of the domestic federation of industrial unions. The Management Council, the Workplace Council and the Health and Safety Committee serve as labor-management negotiation bodies that provide advice, exchange opinions based on their unique perspectives and share a mutual understanding and recognition of labor and management themes.
In addition to legally required health checkups and special health examinations, Astellas offers voluntary examinations and biosafety health examinations for those who handle pathogens or clinical materials.
Follow-ups after a health examination are a key component of its health management program, and the Company encourages employees to take a second health examination if a more precise diagnosis or retesting is deemed necessary.
As a result of health examinations, 21.3% of Astellas Group employees in Japan required retesting or a more precise checkup in fiscal 2021. Of these, 9.3％ have not been retested.
We will enhance our follow-ups on employees with health risks, and encourage them to proactively managing their own health, through such methods as early retesting. Health Insurance Association recommends walking more, dieting, and making changes in lifestyle as ways to improve health, ideas embodied in its health enhancement program. In fiscal 2021, 983 employees participated in this program.
Mental Health Care
Mental health problems can arise due to a variety of factors, such as stress from work or daily life. Astellas has a system in place for employees to seek counseling with psychiatrists or help through the independent Employee Assistance Program (EAP)*1.
Since 2008, we also offer mental health checkups based on "The Brief Job Stress Questionnaire" published by the Ministry of Health, Labour and Welfare.
From fiscal 2016, we conduct a stress check test based on the regulation and adjust work environment by considering results.
*1 A part of the Employee Assistance Program, which helps employees with mental health issues.
Prevention of Overwork
Long working hours is said to lead to physical, mental health disorders. As prevention of overwork measures in Astellas, we use time management system to grasp properly. From fiscal year 2015, we undertook "Work Style Reform". The purpose of the project is to enable the coordination of an enhanced life with a highly productive and creative work style for each individual.
Supporting Volunteer Activities
In Japan, we have introduced systems for supporting employees who engage in volunteer work.
Our Volunteer Leave Program allows for up to five days of leave to be taken each year, to support participation in activities in social welfare, environmental protection, disaster relief, and international cooperation, and for the acquisition of knowledge and technical skills necessary for volunteer activities.
The Volunteer Leave of Absence System also supports an employee' volunteer activities over the long term, and allows leaves of absence of up to three years.
The Bone-Marrow Registration Leave Program reflects our respect of employees' wishes to donate their bone marrow. The system lets employees take special leave to register and donate.
The Changing Tomorrow Day*¹ , which was launched in fiscal 2010, is our effort to encourage all employees to participate in volunteer activities. It has led to a higher awareness of volunteering among our employees.
*1 For details, please visit the following website:
Employee Contributions to the Local Community
Sickness and Injury Leave
An unexpected illness or injury can be a life-changing event. While employees often recover from using paid annual leave over a brief period, a system is needed to support employees during a longer period recuperation from an illness or injury.
In fiscal 2021, 28 employees at Astellas Pharma Inc. participated in the Short-Term Disability Leave. The Short-Term Disability Leave of up to 30 business days shall be granted when an employee requires additional or continued hospitalization and/or recuperation at home after receiving medical treatment for one month or more. This leave shall commence immediately after one month.
If more time is needed than allowed under the Short-Term Disability Leave, Astellas offers support systems including medical treatment benefits provided by Kyosaikai (a mutual aid association for regular employees), sickness and injury benefits from Health Insurance Association and income indemnity insurance for employees with long-term disabilities-a group insurance benefit.
In addition, to support the balancing of medical treatment and work, we introduced special medical leave in installments and a shortened work hours system in 2018, creating an environment in which employees can flexibly balance medical treatment and work without any concerns.