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Employee Welfare

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Employee welfare
Our human resources system and welfare programs
As the driving force for putting Astellas’ business philosophy into practice, employees are the stakeholders most deeply involved in Company efforts. Therefore, Astellas positions “Employees” as one of the most important factors in CSR based-management. Along with showing respect for human rights, character and individual personality, the Company strives to provide workplaces that are safe and easy to work in. As a response to social issues such as the trend toward fewer children and an aging population, gender equality, and the employment of disabled persons, the Company views all Human Resources (HR) practices to attract, motivate and reward employees, as an inseparable part of its contribution to society.

Human resources vision
Our human resources and organizational structure are the driving forces of Astellas’ “Value Innovation Cycle.” Astellas views the maximum development and utilization of the capabilities and potential of the people it has brought together as essential to the realization of its Vision 2015 goals. Astellas has clarified for employees and its corporate organizations the desired talents and organizational features it envisages:

Astellas’ desired talent

“Speed” in outperforming competitors
We carry through our jobs with speed which always goes beyond competitors in our particular field.

“Innovations” responding to changes in the environment
We continuously display innovation, by anticipating changes, and taking necessary risks.

“Professionalism” to gain competitive advantages
We continuously demonstrate high performance with professionalism to overcome competitors.

“Networking” to further develop strength
We incorporate and make use of information and resources from both within and outside the company to contribute to improved business outcomes.

Astellas’ desired organization

Agile and highly productive organizational structure
Agility Efficiency
The organization makes constant structural changes to align with its business environment, vision and strategy. A lean organization which always has optimum organizational layers, and spans of control.

An organizational spirit committed to continued high performance
Clarity Objectives Responsibility Flexibility Fairness Teamwork
The organization has a clear vision, strategy and policy that are clearly communicated and understood by members. With clear standards and objectives, all members are proactively working towards their goals. The necessary authority is delegated to members to fulfill their roles using their own judgment and responsibility. Without being excessively bound by precedent or fearing risk, members are able to face challenges, and to think and act in flexible ways. The diversity of values among members is respected, and their roles and performance are fairly appraised and treated. Members are proud to belong to the organization, and work together in mutual trust.

Human resources policies
Human resources are indispensable for our achievement of the challenging goals contained in Vision 2015. The HR system at Astellas must properly motivate employees who continue to show an excellent performance in their own fields, and create a system for enabling our many talented staff members to tackle challenges. Each of the interrelated systems we are creating and implementing must be adjustable and consistent with the Company’s overall objectives. To realize our vision of HR management, the policies guiding the functions must be clarified.

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Policies & initiatives

Compliance initiatives

Our contribution to society

Employee welfare

Environmental initiatives

Human resources policies
Appraising and treating employees in a fair manner according to their roles and achievements. Realizing competitive compensation levels which adequately reflect corporate performance and are suitable for a global company.

Employee welfare

Employment based on equal opportunity and individual capability regardless of gender, nationality, race, age or disability. Ensuring the flexibility of human resources through diversification of the employment system and the use of external resources.

Recruitment and placement

Appraisals and compensation

Growth and careers

Creating a human resources management system to realize HR policies
Providing the highest level of development support for talented employees who show strong commitment to continuous improvement in performance. Offering career development opportunities to employees who show a willingness to take responsibility and possess the required skills.

Work environment Enabling employees to dedicate maximum effort
Based on the ideal of work-life balance, we create a work environment that enables employees to concentrate on their work.

Offering a workplace with a focus on health, safety and order
Astellas has established in-house rules, including labor and safety regulations, and employment guidelines to ensure that its employees are physically and mentally fit, and that they are motivated individuals who can devote themselves to their work. We are also taking steps to prevent the occurrence of gender biases, sexual harassment and power harassment, to provide a healthy working environment.

Providing a safety net for employees
Even the most results-producing employees may find themselves requiring extended leaves of absence due to injury or illness, or to care for family members. In such circumstances, we provide a safety net, so that they can take extended leaves of absence without having to worry about their jobs.

Relationship with the Labor Union
Astellas Pharma and members of the Astellas Group operating in Japan have signed a labor agreement with the Astellas Labor Union, comprising approximately 4,900 members. Through this agreement, the two sides acknowledge that the Company and the Union are on an equal footing, and they are working to build sound labor-management relations. The Company and the labor union jointly hold meetings with the Management Council, the Central Safety Council, the Personnel System Council, and the division management councils as required, to review and improve working conditions and ensure the sound conduct of operations.

Composition of the labor force
The different forms of employment can be seen in the chart at the right, which illustrates the composition of the Astellas workforce as of March 31, 2007. In view of the increasing diversification of employment situations, we have adopted a unified approach to compliance training as well as a safety and health activity program. All employees take part in the same type of activity regardless of the manner in which they are employed. For those engaged in production and research areas involving risks due to the use of potentially harmful chemicals, as well as physical dangers (including possible fires), thorough training is provided to avoid accidents and injuries. In this way, the Company is working to create an optimal labor force management system that corresponds to the diversification of employment situations.
FY2007 Employee Classifications Total Astellas Pharma Full-time employees Managerial positions New graduates Mid-career hires Other staff Contracted staff Total Domestic Group Full-time employees Companies Managerial positions Other staff Contracted staff Total Overseas Group Employees Companies 5,367 1,808 65 53 52 397 5,816 1,642 341 392 361 2,395 6,213 Male 4,557 1,774 31 47 33 32 4,622 991 320 86 50 1,127 — Female 810 34 34 6 19 365 1,194 651 21 306 311 1,268 —

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Employee welfare
Our human resources system and welfare programs
To make optimal use of their capabilities, employees require a safety net that will enable them to dedicate themselves to their work even when faced with such contingencies as pregnancy, injury or healthcare for family members. Such developments have a direct impact on an employee’s performance, and consequently it is necessary to find ways to enhance the employee’s productivity and strike a balance between work and private-life responsibilities. We have developed the following employee welfare system with these considerations in mind.

Work schedule systems
Flexible working hours system
This system gives employees the flexibility to choose when they start and finish work each day. From fiscal 2008, it will become possible for employees engaged in child raising or nursing care to work fewer hours on some days under this system.

Outside de facto working hours system
This is applicable for sales-related work performed outside the office. Under this system, employees are considered to have worked their scheduled number of working hours regardless of the actual number of hours worked.

Discretionary working system
This system applies to researchers and staff with a certain amount of responsibility. Under this system, an employee’s work performance is evaluated largely on the contribution they make to the company. Employees are compensated for a fixed number of hours regardless of the actual number of hours worked.

Note: Employees must meet specified criteria to be eligible for leave offered under these systems.

Vacation and leave Maternity and child-care leave
The employee is able to take the leave until the child is three years old. We have also introduced a system for reduced working hours for employees raising children. Employees qualify for this system until their child begins elementary school. In the event that an employee makes use of the child-care leave, that person may feel concern about the possibility of skill deterioration due to a lack of information while away from the workplace, or upon reentry back into the workplace. To prevent this anxiety, we lend employees taking child-care leave a PC, and have begun a system for providing updates with regard to company information, self-study, and communication with company staff. Separate from this, there is the “WIWIW” service offered by the Kyosaikai, an employees’ voluntary association. (“WIWIW,” which refers to the Women’s network connecting Woman and Woman over the Internet, is a program to support women returning to the workplace.)

Special leave
In the event that an employee’s child, spouse, or parent suffers injury or illness, the employee is allowed up to five days (per year) of special leave — separate from the normal annual leave allowance — to allow him/her to care for the indisposed family member.

Nursing care leave
Astellas has introduced a nursing leave system where employees can take time off (up to a year) to aid in the home care of family members. It is also possible to work one hour less a day without taking leave.

The WIWIW mechanism
Company Online education Information Community Employee on child-care leave Service use fees
Subsidies to ensure stability of employment during child-care and nursing care leave

Corporate support

Recovery leave
If continued hospitalization or home care is necessary after receiving one month of treatment for the same disease or injury, employees can take up to one extra month of leave for recovery.

Ministry of Health, Labor and Welfare Japan Institute of Workers’ Evolution

Usage of existing system
FY2005 52.1% 50 69 0 262 — 43 336 185 2 3 160 Usage FY2006 47.4% 50 79 1 395 2 46 352 219 3 6 72 0 13 0 FY2007 50.5% 58 67 1 204 365 31 151 391 3 0 0 0 47 1

Bone marrow donor special leave
Out of respect of an employee’s desire to donate bone marrow, a system has been created so that special leave can be taken to register and donate bone marrow.

Percentage used Employees Women Men Average days used (Women) Average days used (Men) Reduced working hours to Employees raise children Average days used Special leave Employees Average days used Nursing care leave Employees Average days used Reduced working hours for nursing Employees Recovery leave Employees Bone marrow donor special leave Employees

Paid leave Maternity leave Child-care leave

Registration for reemployment
Medical Representatives who previously were forced to resign from their jobs due to responsibilities involving child raising, nursing care for family members or the transfer of a spouse to a new work location, can now register for reemployment. These individuals can be rehired as necessary, with preference given to seniority.

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Policies & initiatives

Compliance initiatives

Our contribution to society

Employee welfare

Environmental initiatives

Addressing social issues in employment
In Japan, social issues affecting employment include the declining birthrate and the growing elderly population, and the questions of how men and women can work cooperatively in a partnership format for the benefit of society, how to balance one’s work and one’s private life, how to provide employment opportunities for the disabled, and how to address the growing disparity in income levels between regular and non-regular employees. Against this backdrop, we are working to devise measures to accommodate non-full-time employees. Astellas recognizes this to be a matter of diversity in the broadest sense (i.e. the diversity of individuals). To this end, we are studying measures to accommodate non-full-time employees, and are preparing in-house systems.
Employee welfare

Launch of Our WIND Project
The diversity of human resources includes differences in race, nationality, gender, and age. In Japan, we are experiencing changes in the work environment. Changes in corporate culture and employee awareness enable women to make fuller use of their capabilities in the workplace. We believe that such changes will help Astellas to strengthen its overall competitiveness. With this in mind, we launched the WIND (Women’s Innovative Network for Diversity) Project in November 2007. This project is led by the President, and involves the staff of all the Company’s departments. The Wind Project, which aims to enhance the diversity of the Company’s corporate culture, is undertaking the following activities.

Creating a new corporate culture/change employees’ thinking
Foster a corporate culture that values diversity Encourage a corporate culture that recognizes the importance of providing support for dealing with life’s contingencies (child-raising, nursing care for the elderly) in balance with work responsibilities

Create various personnel systems
Expand measures for supporting employees with child-raising and nursing care responsibilities, etc.

Allow women to pursue a wider variety of career paths
Ensure that women are assigned to work in the Company’s various departments Increase the number of women in management positions (with responsibility for overseeing subordinates) Increase the number of women serving as role models
The letter “W” represents motivated employees, regardless of their gender, and also expresses the image of an invigorating wind.

Astellas Pharma’s action plan
As part of an initiative to support the next generation of employees, Astellas launched its new action plan on May 28, 2007, and received the approval of the Ministry of Health, Labor and Welfare of Japan. We have devised initiatives for our new action plan and are in the process of implementing them.

Action Plan
Implementation period
Targets During this period, reduce the number of annual predetermined work hours.

April 1, 2007 to March 31, 2012
Measures Take effective steps to achieve a real balance between work and private life by reducing the number of annual predetermined work hours, after careful examination of this topic. The management and the labor union will jointly investigate various work formats, with the twin aims of raising productivity and achieving a better balance between work and private life. Fiscal 2007 initiatives up to April 2008 The following measures, introduced in April 1, 2007 to support those employees returning from child-raising or nursing care leave, are being implemented under the program name “Child-Raising (Nursing Care) Returnees Support Program.” •Preparation of interviewing rules for before, during and after taking leave •Leasing of PCs for employees taking leave •Introduction of WIWIW support program for employees returning to the workplace after taking private leave for healthcare or child-raising purposes From April 1, 2008, employees engaged in child raising or nursing care, and who work fewer hours, are now given a choice between using this system and our ordinary flexible working hours system.

During this period, introduce a new work format that facilitates the fulfillment of both work and child-raising duties.

During this period, introduce measures to support reentry into the workplace.

Investigate reentry support measures, taking into account the characteristic features of job category.

Employment of disabled persons
In fiscal 2007, disabled employees accounted for 1.78% of our workforce, which is slightly below the statutory requirement of 1.8%. This is largely attributable to the impact of the introduction of early retirement incentives, which led to a reduction in the total number of employees. We are making efforts to create a workplace suitable for disabled persons, so as to achieve the statutory requirement. We are currently considering new policies that will enable us to raise the percentage of disabled employees in the workplace to 2.0%, which will be the statutory requirement in the future.
Percentage of disabled employees FY2005 FY2006 FY2007 1.86 1.81 1.78

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Employee welfare
Preparing a safe working environment
Because ensuring the health and safety of its employees is a fundamental component of business, Astellas makes every effort to provide a safe and comfortable working environment for all its employees and is establishing a system to prevent work-related injuries and improve employee health. In practice, our initiatives in the area of safety and health have much in common with our environmental protection efforts. Therefore our policies and management systems address these two areas of activity in a comprehensive manner. To learn more about our policies and organizational structures in the area of safety and health, please refer to the section on Environmental Initiatives starting on page 33.

Health improvement measures Initiatives to prevent overwork
We have put programs in place to prevent health problems caused by overwork, which are designed to reduce excessive overtime, encourage employees to take annual paid vacations, and in general, maintain their health. As a means of managing working hours, we have created and implemented a system designed to prevent overwork. The system is designed to track the hours of work reported by the employee against the employee’s officially recorded in/out times triggered by the employee’s ID card. We can tell from this data the hours an employee is working and how long he or she has been with the Company (and in our health management system). The manager in charge of the work unit is informed when an employee is working too many hours, and the employee’s hours of work are adjusted as needed. When the managed hours of work exceed internal standards, the Company responds with health management measures such as having the employee meet with an industry doctor. Planned paid vacations are input to our paid vacation registry every three months and employees are encouraged to schedule and take paid vacations.

Mental health care initiatives
Because mental health problems can be caused by occupational stress, a planned, ongoing effort is required to alleviate stress in the workplace. For this reason, the Company implements various measures in collaboration with the labor and health insurance unions. We promote self-care and care from others on the line, provide care from the health staff at the place of work, and help with care from institutions outside the Company. We also strive to make the workplace as pleasant as possible and provide long range planning for each level of need.
Category Concrete efforts
• Provide employees with mental health education during their training period after joining the Company •Enable employees to seek counseling, and provide access to consultations inside and outside the Company • Distribute the “Communications from the Heart” pamphlet on self-management using the Overwork Control System •Teach self-management for preventing overwork conditions •Conduct mental health training as part of training offered to new employees •Make available (in-house and externally) consultation services for employees, enabling them to speak with mental health professionals •Assigned three industry doctors (psychiatrists) to Eastern Japan, Western Japan, and Tsukuba areas • Work with mental health practitioners assigned to provide for internal needs; Care from institutions outside Company •Contract with Employee Assistance Program for external counseling services

Self-care

Care from the line

Care from corporate health staff, others at workplace Care from institutions outside the Company

Medical consultations
Encouraging employees to manage their own health is important because it helps them stay in good health and helps prevent adverse effects on business operations. To comply with legal requirements for general health examinations, Astellas provides regular checkups for employees up to the age of 35, and in association with the Company’s health insurance union, it provides a complete series of examinations designed for the middleaged to verify that those 35 and older are in the best of health. Along with checkups at the time of employment and checkups for employees being assigned overseas, we offer voluntary examinations that are not legally required. These are conducted six months after the regular checkup or the examination for middle-aged employees. Legally required checkups include special health
FY2005 97.4 97.7 99.6 39.1 94.9 99.9

examinations for employees who handle organic solvents or other hazardous materials or are exposed to ionized radiation. In addition, he Company provides special biosafety health examinations for persons handling pathogens, clinical materials, or test animals, as checkups are not legally required in such cases.

Medical checkup

Initial checkup Regular checkups Checkups for middle-aged employees Voluntary checkups Checkups for employees assigned overseas Special checkups

rate (%) FY2006 100.0 98.7 99.7 46.4 97.6 100.0

FY2007 98.6 97.9 99.8 48.9 100.0 100.0

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Policies & initiatives

Compliance initiatives

Our contribution to society

Employee welfare

Environmental initiatives

Safety Action Plan
Astellas drafts a Safety Action Plan annually, incorporating measures primarily aimed at preventing work-related injuries and accidents. The details of this plan are reflected in the measures adopted by the individual plants and research facilities operated in Japan by Astellas Group members, and activities are being taken systematically for the prevention of worked-related injuries.
Employee welfare

Results in fiscal 2007 Safety management system
Action Plan Prepare and begin to implement a concrete risk assessment action plan concerning safety, hygiene, and disaster prevention by fiscal 2007

It is important to maintain a high level of awareness of issues concerning occupational safety and hygiene, especially at production and research facilities where employees are exposed to potential danger. Difficulty in seeing the benefits of safety activities, and employee complacency, can lead to a drop in awareness and sensitivity to dangers and risks. This is viewed as one factor in major accidents. Accordingly, we continually make improvements to our safety management systems, and conduct identification and assessment of any latent safety and health risks relating to either equipment or work operations, so as to minimize risk. In fiscal 2007, the manufacturing departments and the research departments conducted risk assessments, and drafted measures to reduce risk. In the future, we will review our methods for conducting risk assessments, enlarge the scope of our assessments, and continue making further improvements.

Preparedness and response to accidents and emergencies
Action Plan Periodically review the risk management system, incorporating organizations, emergency communication networks, and the appropriate methods for responding to all conceivable accidents and emergency situations

As well as preventing accidents, we must also minimize the damage caused by any accident or disaster that might occur. For this reason, each major facility has established organizations and internal and external communications networks to prepare for response to emergencies. We are also conducting fire and earthquake drills and other training exercises to be prepared for all conceivable disasters. In fiscal 2007, we set as goals periodic reviews of and improvements to our communication networks and emergency procedures. Instead, we confirmed that the network would fail to function effectively in the case of an emergency, and that communication duties should be reassigned. In the future, we will continue working to create a risk management system to ensure that there will be no oversights in the notification of an emergency situation, and no failures to implement the proper procedures.

Severity rate of work-related injuries
Action Plan Prevent the occurrence of major work-related accidents and continue to achieve a frequency rate of work-related injuries of 0.005 or lower

To prevent accidents in the workplace, it is necessary to confirm that continuous improvements are being made to ensure the effectiveness of the safety management system, and that progress is being made in the reduction of work-related accidents and injuries. At Astellas, we have set a numerical target for the severity rate of work-related injuries*1 as represented by the number of days of absence from work due to injuries, and are implementing measures to prevent injuries. In fiscal 2007, the severity rate of work-related injuries*2 was 0.001, which is below our target of 0.005. Although we have achieved our targets, there have been cases which could have led to major accidents, as well as examples of near-misses (steps were taken just in time to prevent an accident from happening). Thus, we are encouraging plants to share information about accidents and continuing efforts to improve risk assessments.
Work-related injuries FY2005 Number of work-related injuries Frequency of work-related injuries Severity of work-related injuries 45 0.44 0.011 FY2006 41 0.35 0.003 FY2007 34 0.25 0.001

*1 Frequency rate of work-related injuries This rate shows the number of employee deaths or injuries resulting from work-related accidents per million hours of work. The larger the number, the more frequently work-related injuries occur. In 2007, the frequency rate of work-related injuries occurring in the manufacture of pharmaceuticals was 1.41.

*2 Severity rate of work-related injuries This rate shows the number of days absent from work due to work-related injuries per thousand hours worked. The higher the number, the greater the severity of the injury. The indicator of the frequency of work-related injuries is the frequency rate. The severity rate for work-related injuries in fiscal 2007 was 0.02.

Cooperation with local communities
Action Plan Release information related to safety and health for each principal facility by fiscal 2007

In fiscal 2007, our major facilities in Japan have published environmental reports and disclosed their safety and health information, and thus this target has been achieved. 30

Employee welfare
Safety Action Plan
Other initiatives Preparedness and response to accidents and emergencies
Along with preventing accidents, we must also minimize the damage caused by any accident or disaster that might occur. For this reason, each major facility has established organizations and internal and external communications networks to prepare for responding to emergencies. We are also conducting fire and earthquake drills and other training exercises to be prepared for all conceivable disasters. Although each principal facility completed setting up an emergency communications network, in some cases messages were not appropriately communicated in a timely manner, and procedures were not executed in the proper order. For these reasons, from fiscal 2007 on, regular reviews of procedures and emergency communications networks, and plans for improvements in maintenance will be part of our safety action plan. In addition, it has long been necessary to develop and install standard procedures for responses to fires, earthquakes and other disasters. This has to be done to ensure that proper actions will be taken, according to set procedures, in the event a disaster occurs. For this reason, each of our facilities conducts evacuation and firefighting drills.

Drill on handling a defibrillator at Nihonbashi Facilities

Emergency response drills using a rescue carrier mat at the Tokodai Research Center

Fire drills at Kiyosu Research Office

Drills for responding to a leakage of organic solvent at the Takaoka Plant

Harmful chemical substances management
Astellas has devised measures to prevent workers from being exposed to the harmful chemical substances they handle. These include providing information on harmful substances and ensuring that employees are aware of the dangers involved; providing employees with protective equipment; improving work procedures; and taking steps such as closing off facilities. A management system to enable a quick and appropriate response to accidents has been set up. This includes a system for remote monitoring of work sites to allow immediate response to accidents and emergency situations. In the event of an accident during the transportation of chemicals, delays in initial responses and incomplete information on the material being transported could delay containment efforts and cause major problems. To prevent this, drivers and other related parties must take appropriate steps, which include providing information to the authorities, such as fire departments. Our guidelines require that emergency contact cards, which contain environmental and safety information as well as contact information, be provided when outsourcing transportation of chemicals and waste material. In fiscal 2007, all of our research laboratories surveyed the management status of harmful chemical substances, such as test drugs and bulk pharmaceuticals, stored on their premises, and studies were commenced on identifying ways to improve their chemical management systems.

Education and training
Safety and health education and training is conducted as part of the group training programs offered by the CSR Office, together with environment-related education. This training is supplemented by training sessions carried out at each of our plants. The group training programs focus on daily safety and health initiatives, and training is offered to the individuals in charge of health initiatives and their supervisors. Participants are informed of our policies on health and hygiene initiatives, to fully understand our environmental plans and all kinds of guidelines with regard to these topics. In addition, participants share information on the pressing issues facing each facility and the specific countermeasures being implemented. At each facility, we notify the employees about our action plan on a regular basis, and raise awareness about safety, health and environmental considerations. In this way, we work to undertake periodic and systematic training of our staff. In addition, via the Company’s intranet, we make available an environmental newsletter, and each factory operates its own notice board as a means of providing information concerning safety, health and hygiene, and environmental issues.
Education on the plant’s policies and management system operations Study session on safety management systems Training on the proper handling of chemical substances Specialist training and the cultivation of certified personnel

New employee training at the Kashima R&D Center

Hosting explanatory sessions covering the emergency communication network, emergency response procedures and our basic policy. Sessions are held for permanent plant staff and construction-related staff, the staff that deliver bulk pharmaceuticals, and workers entrusted with waste processing duties.

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Policies & initiatives

Compliance initiatives

Our contribution to society

Employee welfare

Environmental initiatives

Network-wide notification of emergencies and accidents
To prevent accidents and emergencies in the workplace, each facility has created its own safety management system, and continuously makes improvements, following the PDCA (Plan-Do-Check-Act) cycle. Each facility is then responsible for notifying the other facilities about the cause of a particular accident, and must simultaneously undertake an investigation of the work procedures and equipment, as well as inform them of previously devised measures thought useful in preventing the occurrence of similar accidents. At Astellas, information regarding accidents that occur at any of our facilities or near-misses is collected, entered into a database, and shared among our other facilities. The information is reflected in the activities of our various plants and research laboratories. At each facility, the accident reports are analyzed and investigations conducted to enable reviews of work procedures and modifications of production equipment. Below is the flowchart showing the flow of information in the event of an accident at one of the Group’s factories. Employee welfare

R&D headquarters

Technology headquarters

Share information, prevent similar accidents

Astellas head office
Share information Collect data, make database Order countermeasures

Report accidents and submit follow-up reports

Safety Action Plan (for fiscal 2008)
Following on the achievements under our Fiscal 2007 Safety Action Plan and the occurrence of new issues, we have devised the items below for inclusion in our Fiscal 2008 Safety Action Plan.

Workplace Safety and Occupational Hygiene Management
Review safety management system at regular intervals for maintenance and improvement. Identify all risks at each business site concerning workplace safety, occupational hygiene, security and disaster prevention, and establish objectives and targets with the aim of reducing the likelihood of materialization of risks by the end of fiscal 2009.

Response to Accidents and Emergencies
Continuously work to effect improvements in the risk management system, including organizations, communications networks, and methods of responding to all conceivable accidents and emergency situations.

Severity rate of work-related injuries
Continually work to keep the severity rate of work-related injuries at 0.005 or lower.

Chemical substance management
Establish a comprehensive and effective system for managing hazardous chemical substances from procurement through disposal by the end of fiscal 2009.

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    CHAPTER – I INTRODUCTION 1.1 OUTLINE OF THE PROJECT: A job analysis is a step-by-step specification of an employment position 's requirements, functions, and procedures. Just as a seed cannot blossom into a flower unless the ground is properly prepared, many human resource management (HRM) practices cannot blossom into competitive advantage unless grounded on an adequate job analysis. Successful HRM practices can lead to outcomes that create competitive advantage. Job analyses…

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