With the vision of becoming “an organization where employees can build their careers by their own will,” Chugai Pharmaceutical has implemented a talent management strategy centered on three aspects of individuality: envisioning, refining, and shining. By prioritizing individual growth and encouraging employees to embrace challenges, the company seeks to drive personal transformation, organizational change, and ultimately, the overall growth of Chugai. Takada, Director of Human Resources, outlines the goals, initiatives, and talent profiles underpinning this strategy.

*Reprinted from Chugai's official talentbook (https://www.talent-book.jp/chugai-pharm). The descriptions and affiliations are current as of June 2025.

Striving to Become a Global Top Innovator Through Continuous Innovation in Drug Development

Chugai Pharmaceutical aspires to become a global leader in healthcare innovation. With approximately 8,000 employees, the company conducts pharmaceutical research and development to deliver innovative therapies to patients worldwide.

 

“Our company aims to create new value across the healthcare field without limiting ourselves to specific diseases or areas. What is essential is recruiting and developing talent who resonate with our philosophy and can contribute to this strategy,” states Takada, Director of Human Resources.

 

In the 2020s, amid significant disruptions such as the COVID-19 pandemic and rapid advancements in artificial intelligence, talent management approaches have evolved.

 

“Until the 2010s, the emphasis was on collaboration and cooperation. However, today, individuals must strengthen themselves and interact with other strong individuals. We must lead ourselves through transformation.

As children, we are often asked, ‘What do you want to be when you grow up?’ But as adults, especially after entering the workforce, these questions fade. There was a time when being a good member of society meant prioritizing the organization over personal aspirations.”

 

In response, since 2023, Chugai has focused on personal growth and challenge by advancing a talent management strategy based on three dimensions of individuality: envisioning, refining, and shining. The company has implemented systems to help employees identify their strengths and values, align them with organizational goals, embrace challenges, and pursue personal development.

 

“At its core, it is important to understand who you are, reflect on how you want to live, and make your own decisions. Though self-understanding may seem like a detour, it is actually the most direct route.

Employees who clearly understand their strengths, weaknesses, and work-related values can better align with the company’s direction. When this alignment is achieved, individuals and the organization grow together in an equitable relationship, creating an environment in which individuals shine and find a sense of purpose.”

Cultivating Individual Initiative: The Three Elements of Talent Management

To foster employee initiative, the HR department has implemented a strategy based on three elements: envisioning individuality, refining individuality, and shining individuality. Takada explains:

 

“‘Envisioning individuality’ means each person concretely envisions their career goals based on their own values. In fact, I believe this is the most important and difficult initiative among the three stages.
Those who can clearly envision their career vision progress smoothly in their subsequent growth process, but for those who haven't yet been able to envision it, I often hear that this task is particularly difficult.”

 

To support this process, the company has developed systems that encourage employees to take ownership of their careers and envision their future.

 

“At our company, we promote autonomous career development based on the idea of ‘valuing opportunities for each person to recognize and nurture their own value for autonomy and mutual growth.’
We have established various systems, including a job posting system that supports career design, a career declaration system that allows employees to express their aspirations, tools such as lifeline charts to deepen self-understanding, regular one-on-one Check-ins with supervisors, and a career consultation office.
Through these initiatives, employees gain insights into what they value, what motivates them, and what they’re attuned to, which informs their career decisions.”

 

The second element, “refining individuality,” involves supporting self-directed learning and expertise development in alignment with individual goals.

 

“Once career goals and next objectives are set, the motivation to refine oneself toward them increases. Without missing this timing, we offer e-learning that allows unlimited access to courses in business skills, specialized knowledge, languages, and other areas essential to career development.
We also provide department-specific training programs, such as digital talent development.
In addition, we have introduced an in-house internship program and a side job system that allows employees to work in another department for six months, enabling cross-functional experience.
Further opportunities include overseas programs addressing social issues, secondments to external organizations, and talent exchange initiatives with Roche.”

 

A distinctive feature of this phase is the creation of peer-driven learning opportunities.

 

“In an initiative called ‘Chugai Academia,’ employees voluntarily select topics of interest, form groups of four to five, and study together. They then present their findings to one another. Learning that might be difficult to sustain alone becomes enjoyable when shared with colleagues. We value an environment where people grow through mutual stimulation.”

 

The third element, “shining individuality,” focuses on fostering an inclusive organizational culture where employees can maximize their potential and proactively engage in new challenges.

 

“As a company, we practice two approaches. One is establishing a foundation where employees with diverse backgrounds can work with peace of mind, including health management and support for balancing childcare and eldercare responsibilities.
The other is promoting diversity, equity, and inclusion, which are essential for generating innovation. We emphasize cultivating a culture where diverse opinions can clash constructively and produce new ideas.”

 

Work style reform is also a central aspect of "shining individuality."

 

“Based on an output-focused approach, we flexibly accommodate individual work styles. We promote working methods that are not constrained by time or location, such as workations and overseas remote work.* Of course, we have established minimum guidelines to ensure proper implementation of these systems.
Our aim is to make Chugai a rich, fulfilling, and rewarding place to work. Under the shared belief that ‘innovation is generated from diverse values and expertise,’ we are implementing various initiatives to ensure that everyone can continue working with a sense of fulfillment.”

 

*Conditions apply for using the system.

Shifting Toward Self-Directed Careers: Transforming Systems and Culture to Support Employee Initiative

Chugai Pharmaceutical is shifting from a traditional model, where employees complete assigned tasks within established frameworks, to a work style in which individuals proactively shape their own careers. A key initiative symbolizing this change is the internal job posting system.

 

“We are moving from company-directed transfers to a model in which employees choose their own roles and grow accordingly. This is the way of working required in the new era. At Chugai, we have clarified and internally disclosed the skills and responsibilities associated with over 3,000 positions, enabling employees to design their own career paths.”

 

The company offers multiple career options, including both management and professional tracks, allowing employees to deepen their expertise in fields such as research and development, digital transformation, sales, and corporate functions. Hundreds of professional roles have been established to support this flexibility.

 

“Expertise-focused roles are just as important as management tracks. Employees can move flexibly between the two, enabling them to combine their skills and experiences to achieve their goals.”

 

In addition to system development, Chugai emphasizes cultivating a culture that encourages employees to take on challenges.

 

“In 2022, we introduced the ‘Chugai Leadership Principles,’ which articulate the values and behaviors expected of our leaders. These principles highlight the importance of future-oriented thinking, engaging others, and acting autonomously and proactively.

We also stress that leadership must be communicated in the leaders’ own words at each business site and must be practiced consistently. When management leads by example and commits to building a strong culture, it becomes a source of innovation.”

 

Takada emphasizes that fostering a broader perspective is essential to promoting autonomous employee growth.

 

“Especially in Japanese organizations, the behaviors of peers greatly influence individual mindset changes. Therefore, we are strategically implementing systems that encourage a critical mass of employees to take initiative.

Through training programs and open dialogue, we share stories of colleagues who have pursued new roles through job postings. These shared experiences create a positive chain reaction, prompting others to think, ‘I want to challenge myself too.’”

Creating New Value with Colleagues: A Shared Determination to Shape the Future

Takada articulates a clear vision of the type of talent Chugai seeks.

 

“To those considering joining us, I encourage you to decide what you want to achieve and assess whether it can be realized at Chugai. It’s essential that your goals align with the company’s direction. This should be an equal relationship.

The company provides the environment, and employees leverage these opportunities to grow. When both the company and the individual grow together, it fosters a mutually empowering relationship. We want to work with people who choose this path because they are motivated to do so, not because they are instructed to.”

 

When asked about the appeal of working at Chugai, Takada reflects on the company’s 100-year legacy and its defining characteristics.

 

“What every employee consistently mentions is the phrase ‘serious and sincere.’ I believe this mindset is deeply embedded in our corporate DNA. Chugai has endured challenging periods in its history, including interruptions in drug development.

Even during economically difficult times, our leadership maintained a strong belief that ‘drugs must contribute to society, and the humanity of those who develop them is crucial.’ Our generation learned from observing the dedication and integrity of our predecessors during those years.”

 

These values continue to shape the company’s culture today.

 

“Even in the face of adversity, we work sincerely for the benefit of society and to support patients suffering from illness. Our organization comprises individuals who share this commitment. This foundation supports the development of our technologies, knowledge, and skills.

Regardless of their area of expertise, we want employees to possess this core sincerity. We welcome individuals who proactively consider what they want to accomplish, are committed to building their careers, and can align those ambitions with our mission. Let us grow together and create new value for society.”