ESG Briefing~ Towards Enhancing Corporate Value ~March 28, 2022
/42

Cautionary Notes
Forecasts and other forward-looking statements included in this document are basedon information currently available and certain assumptions that the Company deems
reasonable.
Actual performance and other results may differ significantly due to various factors.
Such factors include, but are not limited to:(ⅰ) failures in new product development(ⅱ) changes in general economic conditions due to reform of medical insurance
system(ⅲ) failures in obtaining the expected results due to effects of competing products orgeneric drugs(ⅳ) infringements of the Company’s intellectual property rights by third parties(ⅴ) stagnation of product supply from the delay in production due to natural
disasters, fires and so on(ⅵ) onset of new side effect of post-licensure medical productand,( ⅶ ) currency exchange rate fluctuations and interest rate trend.

Information about pharmaceutical products (including products currently indevelopment) included in this document is not intended to constitute an advertisementof medical advice.

1 /42

Today's Program

1. Corporate Governance
2. Reduction in Strategic Cross-Shareholdings

3. Review of Materiality•

Global Environmental Protection•

Human Resource Development

2 /42Corporate Governance

3 /42

Efforts to Strengthen Governance
Chair of Executive Appointment Meeting/Executive Compensation Meeting(President ⇒Outside Board of Director, Jan 2022)
Three of 8 Board of Directors were Outside Board of Directors.
Two women are included in 12 Board of Directors/Auditors.
Person having management experience joined.
The number of Board of Directors increased from 7 to 8.
(3 Outside Board of Directors)

2018

Expansion of reporting by the
Board of Directors

Change in supervisionfunction of Board of Directors

2014
Development of
mission systems
Selection of Outside Boardof Directors
Introduction of Corporate Officer
system2017
2016

Evaluation of theeffectiveness of the Boardof Director Meetings

2015

2011

2020

Increase in number of
Outside Board of
Directors

Transfer of authority to
executive departments

2013

2022

Selection of female Board of
Directors

Raising of standards fordiscussion among the Board of
Directors

Evaluation by all Boardof Directors andAuditors (conductedannually)

Strengthening ofSupervisory
Function

Strengthening ofsupervision function

Established meetings of Executive
Appointment /Executive Compensation

Remuneration
system reform

Introduction of stock option system

Selection of female
Board Member

One female Outside Auditor (The number ofBoard of Directors decreased from 9 to 7)

Clarified the Company's Vision and Value based on thecorporate philosophy
The number of Board of Directors was changed from 8 to 9.
(2 Outside Board of Directors)

Separation of management supervision and execution, and clarification of roles
The number of Board of Directors was changed from 11 to 8.

4 /42

Outside Board of Directors

Three out of 8 Board of Directors are Outside Board of Directors with the aim ofstrengthening the supervising function of the Board of Director Meetings, maintaining andimproving management transparency and the accuracy of business execution.

Masao Nomura

Akiko Okuno

Shusaku Nagae
Special Corporate Advisor, Panasonic
Corporation

Senior Adviser to the Board, Iwatani
Corporation

Professor, Faculty of Business
Administration, Konan University

As an experienced president ofa listed company, he supervises
the company's management
based on his experience ofmaking many complex businessdecisions.

As an experienced president
She supervises the
management of our company and a chair of board of director
meetings of a listed company, hefrom the perspective of asupervises the company's
business scholar withexpertise in female labor and management based on his
personnel evaluation systems. experience leading corporate
management and governance.

5 /42

Skills Matrix for Board of Directors and Auditors

6 /42

Executive Appointment / Executive Compensation Meetings
In order to ensure management transparency and objectivity, the executive
appointment and executive compensation, both of which have governancerelated importance are discussed at the meetings composed of highly
independent Outside Board of Directors as key members.
Independent Outside Board of Directors

Internal Board of Directors

Masao
NomuraAkiko Okuno

ShusakuNagae

Gyo Sagara

Toshihiro
Tsujinaka

Executive Appointment
Meeting

Chairperson

〇

〇

〇

〇

Executive Compensation
Meeting

Chairperson

〇

〇

〇

ー

Executive Appointment Meeting

Executive Compensation Meeting● Selection of candidates for Board of Directors
and Auditors● Deliberation on successor plans● Evaluation regarding fixed and performancelinked compensation and deliberation ofcompensation amounts● Supervision to ensure the compensation
system function in a way that encourages
sound growth
7 /42

Supporting System for Outside Board of Directors

Understand the
new drugbusiness

Understandour company

Effectiveness ofdeliberations andsupervision

Lectures on pharmaceutical business・R & D activities for new drugs
・Trends in the ethical drug market, drug pricing system,
and commercial distribution
・ Intellectual property in the pharmaceutical business etc.

Participate in All Divisional Meetings anddialogue with employees
・Participate in All Divisional Meetings
・Establish opportunities for dialogue with employees
upon requests
・Plan for facility tours and dialogue with employees(under planning)

Advance provision of materials for the Board of
Director Meetings
・Advance provision of explanatory materials for eachagenda item (Advance explanation, if necessary)・ Preparation and provision of supplementary materials
such as explanations of terms

8 /42Evaluation of Effectiveness in Board of Director Meetings

Effectiveness in Board of Director Meetings is evaluated every year by all of the Board of
Directors and Auditors
Self-evaluation is conducted through questionnaires and interviews to improve the board

Questionnaires

Questions highlighting
corporate governance code

Contributing to improvement ofeffectiveness of the Board of Director
Meetings[Changes/improvements from last year]● Composition of the Board of
Response toimprovement
proposalsIssues and improvement policy
sharedDirector Meeting

Interviews

Evaluation of operation, etc.
of board⇒ Increase the number of people withmanagement experience (outsideboard of directors)● Supervision function of Boardof Director Meetings⇒ Expand provision of information tooutside executives

Reviewby board

Aggregation/analysis⇒ Expand the discussions on
medium-to long-term management●Roles and functions of

Outside Board of Directors⇒ Chair the Executive Appointment
Meeting and Executive
Compensation Meeting

9 /42

Responses to the Issues Presented Last Year

Roles and functions of the Board of Director Meetings
・Deepening discussions focusing on globalization⇒ Enhance discussions on medium- and long-term
management issues looking at Opdivo Cliff
Role of Outside Board of Directors
・Role expansion in governance⇒ Chair the Executive Appointment/ Compensation Meeting
Remuneration system
・Incentives appropriate for short-term/medium-to-longterm management issues⇒ Started reviewing of compensation system

10 /42

Reduction in Strategic Cross-Shareholdings

11 /42

Results of Reduction of Cross-shareholdings(from Nov. 2018)
単位：百万円➢ Reduction plan（published on November 1, 2018）－Over the next 3 years, the company will reduce its cross-shareholdings
by about 30% as of the end of March 2018 (111 brands, 167.1 billion yen).

➢ Results of reduction
・ Number of listed brands : 40 brands (36.0%)
・ Amount (based on Market price at the end of March 2018) : ￥50.3bil (30.1%)
End of March2018

End of
September
2021

Reduction

Reduction
rate

Number of listed
brands

111

71

40

‐36.0 ％

Balance sheet
accounting amount¥ 167.1 bil¥ 141.8 bil¥ 25.3 bil-15.1 ％

Market price at theend of March 2018

¥ 167.1 bil¥ 116.8 bil¥ 50.3 bil-30.1 ％
12 /42

Future Plan for Reduction of Cross-shareholdings(from Oct. 2021)
単位：百万円➢ Next reduction plan
・Period: October 2021 to March 2025 (3 and a half years)
・Details of reduction plan:

30% reduction from the end of September 2021 (141.8 billion yen)
※The company plans to reduce its cross-shareholdings
to less than 20% of its net assets by the end of March 2022.
End ofPlan
Expected at the
September end of March
Reduction
Reduction
2025
2021
rate
Market price atthe end of
September 2021

¥ 141.8 bil¥ 99.3 bil¥ 42.5 bil-30.0%➢ Medium-to long-term plan
We aim for the ratio of strategic shareholdings
to net assets (on a balance sheet basis) to be less than 10%.
13 /42

Changes in Reduction of Cross-shareholdings➢ Reduce cross-shareholdings by less than 20% of net assets by the 単位：百万円
end ofMarch 2022
➢ As of March 23, 2022, the ratio to net assets was 18.6%➢ Results of reduction
¥ bil

180.0
170.0
160.0
150.0
140.0
130.0
120.0
110.0
100.0

31.6%

Changes at the end of each period
26.3%

FY2017FY2018

22.1%

21.4%

FY2019FY2020

18.6%

35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%

FY2021(As of Mar. 23)

Balance sheet accounting amount
Based on market price at the end of March 2018

Ratio to net assets
14 /42

Review of Materiality

15 /42

Sustainable Management Policy
For more than 300 years since our founding, we have walked hand in hand with society. To save people
who are suffering from disease, we have created a series of innovative new medicines that were thought tobe impossible.
We will continue to contribute to people’s health by practicing our Corporate Philosophy and taking on
the challenge of realizing a sustainable society through responsible business activities.

Contributions to People’s Health• In addition to our own drug discovery, we will take on the challenge of drug research and development incollaboration with the world’s top scientists, and bring more hope to patients and their families around the world
by providing them with original and innovative medicines that are safe, secure, and appropriate.
• We will contribute to the realization of a society in which people can live healthier lives through our evidencebased, next-generation healthcare business.
Preserving a rich global environment for
future generations

Realization of a society where people canplay active roles

Establishment of highly transparent androbust management

We are deeply aware of our social
responsibility to the environment, andwill
activelyadopt
eco-friendly
technologies and work together with
our suppliers and partners to pass on
a prosperous global environment tofuture generations.

Through our business activities, wewill contribute to the realization of asociety where the human rights anddiversity of all people are respected,
playing an active role.

We will build a strong foundation
through corporate governance andconduct highly transparent businessactivities by strengthening complianceand risk management.

Materiality

16 /42

New Materiality

From CSR issues
to management issues•

We have promoted materiality as “important
CSR issues” so far.

•

We updated our materiality as“important management issues” tomanage financial and non-financial issues inmore integrated manner.

•

Prior to updating, we established oursustainable management policy, which is
the top policy for materiality.

【New】サステナブル経営方針【New】Sustainable management policy
これまでのマテリアリティ

Past materiality

統合的Integrated
管理へ
management⇒ Easier understanding of ESG disclosuresand dialogue

中期経営計画Medium-term
management plan

ERM
ERM
17 /42

New Materiality

Value Creation
Creation of innovative
drugs

Maximization of
product value

Pipeline expansion

Realizing of direct sales
in the US and Europe

Expansion of business domains

Foundation for Value creation
Corporate transformation through Digital & IT
Strengthening offinancial capitalIntellectual property
strategies

Value Preservation（Erosion risks）
Assurance of productreliability and safety
Stable supply of
products
Protection ofenvironment
Respect for humanrightsExpansion of humancapitalThorough complianceOpen innovation

Supply chain
management

Promoting Diverse Partnership

Strengthening of Corporate Governance18 /42

Global Environmental Protection

19 /42

Environmental VISION (Established in June 2019)
1

2

2

1

Greenhouse gas

3

Waste

3

Water consumption
Reduce water resource consumption (water
intake) by 15% per production volume unit
in FY2030 (compared to FY2017).

1.Maintain final disposal of industrial waste at 1% or lessevery year.
Our company's zero emissions standards are defined as a total percentage of waste
not recycled is 1% or less of the total amount of waste.

2.Reduce industrial waste emissions by 15% per production
volume unit in FY2030 (compared to FY2017).
3.Promote reductions in the environmental burden in businessactivities.

20 /42

Organaization for Environmental Promotion
Representative
Director

Executive
Committee

Fujiyama Plant

CSR Committee(Chairperson: Executive
Officer in charge of CSR)

Yamaguchi Plant
Environmental
Committee(Chairperson: Executive
Officer in charge ofEnvironment)

Joto Development Center

Minase ResearchInstitute

Subcommittee(Climate change, water
resources, and resource
circulation)

Fukui ResearchInstitute
Tsukuba ResearchInstitute
Head office,sales offices, etc

ISO 14001-compliant environmental management system (manufacturing sites)
Name of production site

Acquisition status

Fujiyama Plant

Acquired

Yamaguchi Plant

Acquired (FY2021)

21 /42

Realization of Decarbonized Society• Our medium- to long-term greenhouse gas emission reduction targets (in-houseemissions) are categorized to the most ambitious target "1.5ºC" by SBTi.
• We will increase the use of renewable energy in line with RE100* (joined in June2020) for electric power using in our business activities.

*RE100：the international initiative that aims to use 100% renewable energy to generate electricity for its business activities

22 /42Financial Disclosures Related to Climate Change•••

Announcement of supports for the recommendations of the Task Force on Climate-related
Financial Disclosures (TCFD*) recommendations in October 2019
Disclosure of responses to “Governance”, “Strategy”, “Management of Risks & Opportunities” and“Indications & Targets” proposed by TCFD
Promotion of integration of risks into Enterprise Risk Management and of annual updating*For more information on TCFD”,
see https://www.fsb-tcfd.org/

23 /42

Priority of GHG Emission Reduction Measures

Source: Prepared by ONO based on materials
from ENECHANGE Ltd.

24 /42

Emission Reduction Activities
Eliminate◆ “Green Sustainable
Chemistry”
Development of environment-friendly
manufacturing process for drug
substances

SubstituteEliminate◆Leveling electricity demand (peak shift of daytime
electricity use)
Large-capacity electricity storage system(Yamaguchi Plant)• Nighttime heat storage
system• Cogeneration system

Energy saving

Substitute◆Incorporate renewableenergy◆ Introducing carbon
neutral city gas

Photovoltaic system(Minase Research Institute)

Reduction of Scope1 (Tsukuba
Research Institute, Joto
Pharmaceutical Product Development
Center)Carbon Neutral LNG
buyers alliance◆Updating to energy saving
facilities
Updating heat source equipment(Minase Research Institute)

Module-type heat pump chillers

25 /42

Enhancement of Human Capital

26 /42

Management/Global Talent Development Training
PurposeDevelopment of the next-generation management candidates in the futureManagement
TalentTalents capable of taking on therole of the next leader

Talents capable of taking on therole of the next Department Head

Talents capable of taking on therole of the next Executive Director

Training

Selected General
Employee Training (LIP)

Selected Manager Training
I (MMD)

Selected Manager
Training II (MSIP)

Period1 year

2 years

2 years

Target

GSIP:Global Skill Improvement Program

1 yearGlobal Talent

GSIP aims to develop talents who can demonstrate leadership within a team and workwith others appropriately, in any field, whether domestic or global, and influence thecompany as a whole (*Training is not primarily aimed at improving language skills)
Intercultural communication
Ability to build trusting relationships even with different values andcultural backgrounds
27 /42

Talents who can Think and Act from Global and Company-wide
Perspectives
Three universally required abilities

Three abilities needed to be
globally competitive

Basic
Management
Management
Principles
SkillsConceptualThinking skills
SkillsAbility toengage others

Management Development
Training

EnglishskillsGlobalperspective

Cross-culturecommunication

Global Talent Development
Training

Strategic personnel transfers: positions contribute to cross-divisional development,
overseas assignments, etc.
28 /42

Open Recruitment System at ONO
To promote employees' career development and to enhance vitality and competitivenessthrough the exchange of Talents, we invite job offers from each department and match
applicants with positions to achieve transfers.
[1] Minimum of 3-year experience in the company
Selectionrequirements for [2] Minimum of 3-year experience in the same
application
organization

Job opening

One person / department

FY201912

FY202013

FY 2021
14

No. of applicants(over 3 years)

114 (49)

100 (48)

79 (37)

No. of successful candidates(transferred)

6

8

6

No. of departments with job offers

Interviews were conducted with all employees transferred by open recruitment and theiroffice managers (voices of the field)
・ All employees transferred by open recruitment carry out their duties with a sense of satisfaction andresponsibility.
・ Application requirements are too strict, and the number of job openings is too small (too competitive).
・ The job posting alone does not provide an in-depth understanding of the department's work, members,
etc.

29 /42

Key Points on FY2022 Revision of Open Recruitment
SystemExpansion[1] Abolished "Minimum of 3-year experience in the same organization" as anapplication requirement
 More than 80% of employees can apply (up to last year, about 30% of employees)[2] Abolished job opening criteria “One person per HQ; one person per directlysupervising department”
 34 departments/53 job offers (up to last year, max. of 14 departments/14 job offers)[3] Prepared introductory slides of the department offering job

Job Posting
Skills/personnel
requirements

Introductory slides on
departments with job offer
Slogan, members, training system, appeal, etc.

Expand opportunities for employees to take on challenges
30 /42

To beintroduced
from
April 2022

Internal Challenge Job System
Voices of employees•

I like to try a job in a different field but am concerned about my aptitude for it.

•

I am not considering a transfer right now, but would like to broaden my horizons by getting
to know other divisions.

•

I want to know about the operations in that department! I like to deepen exchanges further
with other divisions!

•

We seek opinions from different perspectives, but cannot increase staff right away
(receiving department)■ Image 80% of work is done in the current department; the remaining
20% in another department concurrently

Mon.

Tue.

Wed.

MR in Kyushu!

Thu.

Fri.
Head Office
HR Development
Section member

Work at the Head Office while
being in Kyushu

(80%)
(20%)

More feasible as online becomes mainstream!
31 /42

Talent Development Program for Global Management
Fostering talents contribute to Global Management

Experiences ≥ Knowledge, skills, etc.

Selection

Internal

Expansion

Management
talentdevelopment

Global Talent
Development

Open
Recruitment
SystemExternal

Introducedin AprilInternal
Challenge
Job System

ONO
Innovation Platform
Seconded to venture companies
New business projects

Challenges

Voluntary Participatory Training: Approx. 20 plans annually

Support System for self-education
32 /42

Ono Innovation Platform
Place of learning

Innovation Café
(Know, touch,and learn)
Top commitment
Reason to do

Field of experience

Transferred toventure company

Accelerator
program(Experience in venture) (Touch and co-create)

Think of innovation as your own

Progress of employee challenges

Community of challengers

Place to challenge

Business contest(Employee challenges
and company support)
Ono’s History
What is my innovation?

Discussion

Ono Innovation Platform
A community of challengers, in which each employee
has a strong will to achieve, and can change thepresently "impossible" into "possible."
33 /42

Have the weapons to challenge

Innovation Cafe
WILL

Customerorientation

Viewpoint

June 23, 2021 “Touch”

June 7, 2021 “Know”

November 29, 2021 “Know”

July to October, 2021
“Experience”
69 people

211 people

235 people

An opportunity to hear lecturesand interviews on challenges
by healthcare area
entrepreneurs (ex-surgeon, expharmacist)

An opportunity to hear a
discussion by capitalists who haveseen the success and failure ofmany ventures and an interview
with Executive Director Takino

Lecture by Professor
Schumpeter Tamada (Kwansei
Gakuin University, author of“Innovator’s Dilemma inJapan’”)

A workshop to learn design
thinking and formulate andverify hypotheses on customer
issues (half day x 5 times)

September 16, 2021 “Touch”

February 15, 2021 “Know”

September 8, 2021 “Know”

March 1 / 15, 2022
Limited to HOPE

76 people

An opportunity to hear the storyof the business contest
challenge started by a nurse at
Kansai Electric Power Hospitalto sell cutlery for cancer patients

119 people

Trend analysis and innovation
exploration of the latest
technology and 34
digital health194 people

90 people

An opportunity to hear about
the value of working on a newinternal business, the mindset
that a challenger should have,and how to proceed withbusiness development

Interview skills course essential
for new business: In order toascertain painful issues

34 /42

Secondment to venture companies (V2V)
Have the weapons to challenge
Leave Ono and think andact independently in anenvironment without
correct answers⚫ Dig deep into WILL and go on secondment to amatching venture company⚫ Experience an overwhelming amount of decisionmaking and action, and elevate your viewpoint⚫ Face up to customers thoroughly, staking the life anddeath of the company

ONC Sales Department,
Metropolitan Region→ Children’s Cafeteria Center
Musubie (resolution of poverty
and inequality throughchildren’s cafeterias)

Corporate Planning,
Corporate Strategy &Planning

DRA, Research Center ofOncology, Discovery &Research→ K-three Inc.
(resolution of the problems of
local municipalities)→ Platform for Sustainable
Education and Community(cross-border decision-making
for regional high schools)

Clinical Pharmacology,
Clinical Development→ Lightblue Technology Co.,Ltd (human sensing-related AI
technology development)

Corporate Development &Strategy
Business Development→ Camelove, Inc.
(subscription business forcamera equipment andexperiences)

35 /42

Business Contest

Creation of an environment
where taking on challenges isrewarding

HOPE Challenger

83

Past primary screening

peopleThe WILL of each andevery employee
Issue awareness is thestarting point

9

peopleInterim Review
Board
Final Review Board

Discuss
the future
President,
Representative Director,
and CEO Sagara(Only final review)

Full-time
consideration ofcommercialization

What kinds of issues does Ono
Pharmaceutical face?
What kind of hope should we provide
customers?

Executive Director
Tsujinaka, Corporate
Strategy & Planning

Psychological safety: Able to take on the challenge of realizing WILL while belonging to the company

36 /42

Opinions of OIP participants

Elevation of
viewpoint

Increased
sense ofownership

Stimulationby colleagues“Now I want to try to change the world.”“It was a trigger for me to want to help somebody.”“I realized that my real job is to think and do things by myself.”“I was able to experience thinking desperately and making
all decisions on my own.”“I was stimulated by people who had the spirit of taking ona challenge.”“I was able to connect with positive people. ”
Do not know

Q. Have you come to take on new
challenges that led to changes
and improvement in your work?

Yes
58%
No
(OIP participant questionnaire)

37 /42

Promotion of Women's Involvement
April 1, 2016, to March 31, 2021 (5 years)

Goal(1) Targeting 40% employment rate for women among newly graduated employees
from FY 2017

Female rate

2017
35.1%

2018
48.8%

2019
33.8%

2020
40.3%

Goal notachieved

2021
40.2%

(2) Targeting a female retention rate of at least 90% compared with the male retention rate
among newly graduated employees who joined in the past 5 years

Genderdifference inretention rate

2017

2018

2019

2020

2021

95.1%

95.6%

98.9%

96.7%

97.7%

Goal
achieved

38 /42

Plan for Promotion of Women's Involvement
April 1, 2021, to March 31, 2023

(1) The proportions of female managers and percentage of female incandidates for manager are low.
Goal: At least 15% female candidates for management• Provide opportunities to consider careers, including management,
regardless of gender, so that the employees can develop a concrete
image of their future careers• Provide a system for supporting the careers of subordinates to create a
corporate culture for fostering the next generation of managers(2) Creating an employment environment that contributes to balancing
work life and family life
Goal: Increase the percentage of male employees taking
childcare leave to at least 75%• After childbirth, send an e-mail to supervisors and employees
recommending that they take childcare leave and childcare participationencouragement leave.
• Increase opportunities to disseminate the system• Disseminate the existing system for balancing childcare

39 /42

Promotion of Women's Involvement (Results of FY2021)(1) The proportions of female managers and percentage of female incandidates for manager are low.
Goal: At least 15% female candidates for management
14% (as of the end of March 2022 )➢ Provide opportunities to consider careers, including management, regardless of gender, so thatthe employees can develop a concrete image of their future careers• Started the career education for employees• Released 8 career- related educational video materials, and implemented voluntary training• (5 times)➢ Provide a system for supporting the careers of subordinates to create a corporate culture for
fostering the next generation of managers• Conducted pilot one-on-one career interviews between supervisors and subordinates(108 general employees in 16 departments)(2) Creating an employment environment that contributes to balancing
work life and family life
Goal: Increase the percentage of male employees taking
childcare leave to at least 75%
79% (as of the end of March 2022 )➢ After childbirth, send an e-mail to supervisors and employees recommending that they takechildcare leave and childcare participation encouragement leave• A recommendation email has been sent to the individual since July 2021. Confirming theintention to take childcare leave ahead of the revision of the law➢ Increase opportunities to disseminate the system• Have been notified using an in-house magazine. (Write about the childcare leave system and around-table discussion on childcare leave among men)
➢ Disseminate the existing system for balancing childcare• Holding seminars “ Support Balancing Work and Child-raising for Supervisors andSubordinates after Returning from Childcare Leave” in May and November since 2021
40 /42External ESG Evaluation
Evaluation

FY2017FY2018FY2019FY2020

FY2021

CDP

ClimateChange:AWater:B

ClimateChange:A
Water:B

ClimateChange: A
Water: A-

ClimateChange: A
Water: A-

ClimateChange: A
Water: A

FTSE

Score:2.8/5.0

Score:3.2/5.0

Score:3.4/5.0

Score:4.1/5.0

Score:4.2/5.0

MSCI

Score:BBB

Score:BBB

Score:A

Score:A

Score:A

DJSI

Score:16/100

Score:19/100

Score:60/100

World Index

World Index(Industry Mover)(Bronze Class)Toyo Keizai
CSR Ranking

Rank:254/1413
companies

Rank:180/1501
companies

Rank121/1593
companies

Rank126/1614
companies

Rank107/1631
companies

Nikkei Smart
Work survey

ー

★★★

★★★★☆

★★★★☆

★★★★☆

Nikkei SDGs

ー

ー

★★★★

★★★★☆

★★★★☆

Survey on Healthand Productivity
Management

Top 60~70%/1239 companies

White 500
(Top1～50)

White 500
(Top1～50)☆

White 500

2020 Health &Productivity StockWhite 500/42

ESG-related Awards
Headquarters received Special Prize, Osaka
Climate Change Award in FY2021
Bronze Class which is given to the top 51 to 100
companies in the "Comprehensive Categories"of SUSTAINA ESG AWARDS in 2021.

3R

Reduce, Reuse, Recycle (3R) Promotion Council
Chairman's Award in FY2020
Environment Minister's Award for Global Warming
Prevention Activity in the "Implementation and
Dissemination of Countermeasures" Category
in FY201942 /42

Dedicated to the Fight against Disease and Pain