Chugai Pharmaceutical positions "RED shift" as a central driver of its growth strategy. Three members of the Early Clinical Development Department, which serves as a hub for RED (Research and Early Development) functions—Nakano, Ikeda, and Fujii—discuss the company's unique appeal, the "patient-centric, frontier spirit, and integrity" values, and the culture that encourages challenges.

 

*Reprinted from Chugai's official talentbook (https://www.talent-book.jp/chugai-pharm). The descriptions and affiliations are current as of August 2023.

Pursuing All Possibilities for Patients: Innovative Drug Discovery Approaches

Nakano, Ikeda, and Fujii belong to the Early Clinical Development Department within the Translational Research Division.

"Translational research" aims to bridge results from basic research and non-clinical trials to clinical trials. At Chugai Pharmaceutical, the "early clinical development function," which specializes in early-phase clinical trials up to Proof of Concept (PoC), works closely with the "drug discovery function." This collaboration allows for the seamless promotion of translational research from drug discovery to PoC acquisition, which is the source of value creation.

The three highlight Chugai's unique strength in its creative drug discovery approach.

Nakano　"I serve as a Clinical Science Leader, responsible for developing strategies and clinical trial plans for new drug candidates in non-cancer disease areas. Typically, companies focus first on specific diseases and develop products based on their mechanisms. At Chugai Pharmaceutical, however, we develop research and development strategies using our unique and diverse drug discovery technologies, without setting specific targets. We then explore and select diseases that could benefit from the created molecules. I believe this approach increases the potential for creating innovative new drugs. By analyzing non-clinical data and thinking beyond the boundaries of disease areas, we can identify development opportunities for diseases with high unmet medical needs [UMNs], those that lack effective treatments."

Ikeda　"The counterpart to the Clinical Science Leader is the 'Study Leader.' As a Study Leader in the oncology area, I oversee global trials by planning and executing early clinical trials in a clinically feasible manner based on the developed strategies. To supplement Nakano's explanation, while researchers may have some hypotheses about which diseases their products might target, we do not limit ourselves to specific diseases. We first explore clinical application possibilities across disease areas and solidify development plans. It's essentially a challenge for innovative new drug development driven by drug discovery technology. For us in development, we sometimes have to venture into unfamiliar areas, which is challenging but also highly rewarding."

Fujii　"I manage a group developing treatments for intractable diseases with high UMNs, such as hemophilia and celiac disease [an autoimmune disorder]. I also serve as the clinical development leader for a novel anticancer drug created using Chugai's proprietary mid-size molecule technology. I lead a diverse clinical team to ensure that both the clinical science function, led by Clinical Science Leaders, and the study management function, led by Study Leaders, work in tandem. At the core of Chugai's drug discovery approach is the value of 'patient-centricity,' prioritizing patients who have limited or no treatment options. The approach of first developing technology and then applying it to pharmaceuticals exemplifies our commitment to exploring all possibilities for patients."

Corporate Culture that Encourages "Challenges": Becoming a Global Top Innovator by 2030

Although the three have followed different career paths, they all emphasize a common keyword when describing the appeal of working at Chugai Pharmaceutical: "challenge."

"At Chugai, there is a corporate culture that not only encourages a company-wide vision but also supports individual challenges."

Nakano　"I studied pharmacy at university and initially aspired to be a researcher. However, I found that clinical development, which is closer to patients, was more suitable for me. I joined Chugai Pharmaceutical because I believed I could gain diverse experience, especially with Roche's extensive development pipeline [via drug candidates]. In practice, I have found that our directors themselves initiate new challenges, such as 'Can we create more innovative clinical development plans?' or 'How can we utilize digital technology in trials?' or 'Can we incorporate more patient voices?' This fosters a culture where all employees maintain a frontier spirit and feel empowered to express their ideas and challenges."

Fujii　"I became interested in the pharmaceutical industry because I wanted to 'do work that helps people.' Chugai Pharmaceutical was appealing because, while it holds the rights to develop and sell drugs globally marketed by Roche and Genentech [world-leading healthcare companies], it also has independent research and development functions, both domestically and internationally, enabling it to expand its proprietary products globally from Japan. Here, I feel that all employees share the aspiration to 'create innovative drugs that have never existed before' and the value of 'pursuing innovation through new ideas.' With the 'patient-centric' approach mentioned earlier, we sometimes listen directly to patients' voices and design clinical trials based on their needs. If there is no existing metric to measure what patients want, we create one. If external collaboration is needed, we seek experts from around the world. In every project, we engage in rigorous discussions and continue to challenge ourselves for the benefit of patients."

Ikeda　"I joined as a mid-career hire in 2021 because I wanted to lead global clinical trials and nurture seeds of Japanese innovation to deliver them as innovative treatments to patients worldwide. I chose Chugai Pharmaceutical because I believed it was the ideal environment for such ambitions. The company has set forth the 'TOP I 2030' growth strategy, with a vision to become a global top innovator by 2030. The vision itself is compelling, but what attracted me most was the company's capability to execute such challenges, with clear and concrete policies for digital utilization and strengthening drug discovery foundations, all under the commitment of top management. The genuine enthusiasm I felt during the selection process is something I continue to experience, even two years after joining, confirming that my intuition was correct."

Appeal of Leading Global Clinical Trials from Japan from Scratch

Chugai Pharmaceutical, where employees support each other's challenges, also fosters a challenging attitude in development work.

Nakano　"For example, 'reverse translation' in clinical trials is a method that distinguishes us from other companies. In conventional drug discovery, clinical trials are conducted on new drug candidates that have passed non-clinical tests in research laboratories, following a one-way flow. However, our company also conducts reverse translation, bringing data obtained from clinical trials back to the laboratory, leading to new non-clinical research. By cycling data between clinical and non-clinical studies, we can accelerate patient-centric clinical development through a deeper understanding of diseases and safety evaluations of development products. Furthermore, being able to lead global clinical trials from scratch as a Headquarter, participating in joint development with the Roche Group (Roche, Genentech, and Chugai), and gaining development experience in a global environment are also attractive aspects."

Ikeda　"I am in a position to execute global clinical trials, and my specific duties include considering timelines, budgets, and countries for trials, serving as a communication hub within the study team, and acting as a point of contact with CROs [Contract Research Organizations], which are our outsourcing partners for clinical development work. We rarely conduct development solely in Japan; we often perform clinical trials in multiple countries. While facing barriers such as language, cultural, regulatory, and healthcare system differences with stakeholders from each country, I always try to trust and respect them as regional experts. At the same time, I do not hesitate to engage in direct discussions when necessary and ensure meticulous communication."

Fujii　"Chugai Pharmaceutical independently plans and conducts initial clinical trials to demonstrate that drugs created in our research laboratories are safe for humans and show signs of efficacy or pharmacological effects, separate from Roche and Genentech. After proving drug value, we follow a unique business model where we conduct joint global development, leveraging Roche and Genentech's infrastructure and expertise. Roche and Genentech, with their excellent research and development capabilities, are home to many top-level scientists and medical doctors. It is a unique strength of Chugai that we can be exposed to global-level thinking by forming project teams with such colleagues and advancing projects. Furthermore, I feel that Chugai's early clinical development function is evolving into an organization with global top-tier capabilities through a virtuous cycle of applying what we've learned from joint development with Roche and Genentech to our own early clinical development initiatives."

Sustainable Growth and Work-Friendliness Created by an Environment Where Employees Proactively Refine and Continue Learning

In an environment where globally active talent is needed, Ikeda, who joined as a mid-career hire not long ago, notes the company's culture of "everyone teaching each other."

Ikeda　"After joining, I received training for mid-career hires and was assigned a mentor, which was helpful because I could immediately ask questions when I didn't understand something. However, even those who aren't mentors are willing to teach, and I feel it's an environment where it is easy to ask anyone questions. Many new mid-career hires have joined after me, and I believe the environment for mid-career hires has improved even further compared to two years ago. Additionally, I feel that the organization is committed to talent development, including mid-career hires, with significant investments such as being selected for the CHUGAI DIGITAL ACADEMY training program, a mechanism for developing internal digital talent."

Fujii　"Regarding OJT, for new employee development, an OJT coach is assigned to each person for the first three years after joining. However, our company does not adhere to the idea that a single OJT coach teaches everything; rather, there is a pervasive concept that all members of the team or group to which the new employee is assigned contribute to development. For new employees, receiving various stimuli from team members with diverse ideas and experiences likely facilitates growth more effectively."

Ikeda　"Along with 'patient-centricity,' one of our company's core values is 'integrity,' and I have the impression that many people genuinely embody this integrity. The organization nurtures these values with regular seminars on psychological safety and job satisfaction."

In addition to the OJT system, Nakano mentioned OFF-JT programs. Support for learning outside of work helps improve individual skills.

Nakano　"Previously, there was only a system to select appropriate training according to skills and roles, but now, in addition to that, a system called 'I Learning' has been introduced, where you can learn as much as you want about subjects that interest you. I find this a very positive support system, as thinking about your career and proactively gaining knowledge is crucial for individual skill improvement, rather than simply being given training."

All three also unanimously mention the benefits of systems supporting diverse work styles, such as flextime and telework systems.

Nakano　"In our work, we sometimes have meetings with overseas colleagues late at night. On such days, I 'leave' in the evening to finish housework and childcare before attending the night meeting. If I can't attend a meeting because I'm putting my child to sleep, I catch up with the recording the following day. Thanks to the team's backup system, female leaders who are raising children are actively engaged. It has also become normal for men to take childcare leave."

Ikeda　"In my case too, I can work energetically while managing housework and childcare because flexible work styles are allowed, such as adjusting lunch times or taking breaks at my discretion, including refreshing at the gym."

Fujii　"As the company encourages and supports autonomous career development, some employees use the flextime system and career development support programs, where the company subsidizes part of the tuition, to attend university for doctoral degrees or MBAs. I don’t think there are many environments where you can work flexibly while using time not only for family but also for self-learning."

Chugai Pharmaceutical aims to become a global top innovator by 2030. Supporting this vision are the thoughts of each employee, who continues to focus on patients with integrity and embraces challenges. As a company that continues to contribute to global healthcare and individuals' health, Chugai will maintain significant growth.