Talent Management

Diversity, equity, and inclusion
Human capital development
Employee well-being

Basic Approach

The source of innovation is, without a doubt, people

We have defined our vision for ourselves in 2030 as “the image of a top innovator in the healthcare industry” and formulated a 10-year strategy called TOP I 2030. The driving force to achieve these lofty goals is human resources and the initiative of our employees. We want to be a company where each and every one of our employees can identify with our values, envision what they want to become, think of their own path to achieve their goals, and take on new challenges. With this in mind, we are strengthening various measures and establishing systems that enable employees to exercise their own initiative.
Steady implementation of these measures will lead to the success of each and every employee, which in turn will lead to continuous innovation, providing new value to patients and increasing our corporate value.

Growth strategy “TOP I 2030”

Representative Director,
President & CEO
Dr. Osamu Okuda

Equal Opportunity and Fairness in Recruiting

Based on the equal opportunity and other principles, Chugai respects individual dignity and human rights whether in or outside the company, and never engages in discriminatory or stereotyped personnel practices or treatment, whether based on race, ethnicity, gender, sexual orientation, sexual identity, age, nationality, country of origin, religion, creed or thought, education, disability, disease, social standing, lineage or birth. In accordance with this policy, we actively seek persons with disabilities and non-Japanese when hiring new university graduates and mid-career professionals. Moreover, we maintain fair and impartial hiring practices by using a diverse team of interviewers to evaluate candidates’ abilities, skills and experience.

Targeting the realization and growth of the “Three Approaches to Individuals” (Envision, Enhance, Enable)

Chugai has established three “approaches to individuals” (Envision, Enhance, Enable) as its human resources management policy, and by strengthening each of these, we aim to increase the number of employees who continue to take on challenges with ambition, develop a framework to support employees, and foster a culture that encourages challenge and growth.
We believe that this will lead to the generation of continuous innovation and ultimately to the achievement of TOP I 2030, and we have therefore defined an “equation” for continuous innovation.
More than ever, we will focus on the growth and challenges of “individuality,” and through the realization of the “Three Approaches to Individuals” (Envision, Enhance Enable), we aim to transform individuals (increase the number of Shining Employees*), transform the company, and ultimately lead to the growth of Chugai as a whole.

^* Employees who act independently toward furthering the company's goals

TOP INNOVATION

TOP I 2030

Double R&D output

Launch global in-house products every year

Creation continuous innovation

Increasing human resources
who continuously and
ambitiously take on challenges

Each employee envision their careers and attune their future self-realization to TOP I 2030.
Establishing a human resources
support system

Respect employees’ autonomy,and encourage them to take on challenges,learn independently, and increase their expertise.
Cultivating a culture
that encourages
facing challenges
and personal growth

Provide an environment where employees can maximize their potential and grow through facing challenges

Envisioning individuals

Increasing the number of employees who continuously and ambitiously take on challenges

Under the theme of “individual employees envisioning their careers and synchronizing their future self-realization with TOP I 2030,” we focus on the identification, recruitment, and development of highly specialized talent.* Through these initiatives, our goal is to increase the number of individuals who consistently pursue challenges with purpose. This includes “diverse and highly specialized talent, personnel who embody our Core Values, and proactive individuals.”
We are promoting initiatives to become a more attractive employer, including rolling out a job-based HR policy that clarifies job responsibilities, making it easier to attract talent, and diversifying recruitment channels.

Furthermore, we are promoting the integration of the “Chugai Leadership Principles,” which summarize the behaviors we expect all leaders at Chugai to demonstrate daily. We are also working to promote career autonomy for our employees through internships within the company and career design training programs.

^*Science specialists, digital specialists, medical doctors

Ensure that each employee will map out their career path and synchronize their future self-realization with “TOP I 2030”
- Identification, recruitment, and training of highly specialized employees
- Penetration and improvement of job-based personnel system
- Promotion of career autonomy
- Instilling mission and leadership principles
Increase the number of employees pursuing growth with ambition
1. Diverse, highly specialized employees
2. Employees who embody our values
3. Employees with initiative

Monitoring indicators for “Envisioning individuals”

Theme	Indicators	2021 results	2022 results	2023 results	2030 target value
Diverse and highly specialized human resources	Job-fill rate for highly specialized human resources^*1 (Job-fill rate for science specialists/digital specialists/medical doctors)	70% (75%/65%/75%)	42% (42%/41%/50%)	66% (67%/76%/38%)	90%
Diverse and highly specialized human resources	Job-fill rate for global human resources in key positions	Division head:89% Department head:44%	Division head:84% Department head:49%	Division head:84% Department head:51%	100%
Human resources who embody our values	Shared understanding of our Core Values	Awareness survey not conducted	81%	Awareness survey not conducted	100%
Human resources who embody our values	Patient-centric awareness	Awareness survey not conducted	87%	Awareness survey not conducted	-
Human resources with initiative	Excellent employee ratio and engagement score^*2	Awareness survey not conducted	Percentage of “Excellent employees”:89 Engagemena Score:100	Awareness survey not conducted	100
Human resources with initiative	Number of participants in Career Design Training and Career Fair	787	852	828	-

_*1 Calculation based on the number of new hires
_*2 When the score of companies with strong global performance is deemed as 100

Initiatives for “Envisioning individuals”

Autonomous career development

We are taking steps such as introducing a job posting system to enable each employee to choose their own career independently based on their own aspirations
Career Support

We support our employees in proactively planning their careers, maximizing their capabilities, and continuing to grow through challenges

Enhancing individuals

Establishing a human resources support system

We have set the theme of respecting employees’ autonomy and supporting their challenges, autonomous learning, and strengthening of expertise, with an emphasis on initiatives that support employees who embrace challenges. This theme’s initiatives aim to strengthen a systematic approach that enables “human resource development that promotes a sense of growth, creation of external networking opportunities, and systematically developing next-generation management.”
We are focused on strengthening mutual learning using The Learning Management System known as “I Learning” and creating opportunities both inside and outside of the Company that will support talent who take on challenges and learn autonomously, and continue to hone their expertise. Among these initiatives, the forum hosted by our strategic alliance partner, Roche, provides a valuable opportunity for networking and acquiring global insights.
In addition to what we can learn from Roche, we will continue to invest in employee education. This will allow us to utilize Chugai's unique insights to further develop our global and digital talent.

Respecting employee autonomy, encouraging them to take on challenges, and strengthening independent learning and professionalism
- Mutual learning to enhance I Learning and skill sets
- Development of digital human resources through CHUGAI DIGITAL ACADEMY
- Personnel exchanges with Roche
- Systematic nurturing of the next generation of management personnel
Developing a system to support employees
1. Employee development to promote a sense of growth
2. Creation of external networking opportunities
3. Systematic development of the next generation of management personnel

Monitoring indicators for “Enhancing individuals”

Theme	Indicators	2021 results	2022 results	2023 results	2030 target value
Human resource development that promotes a sense of growth	Human resource development investment(per person)	Investment amount:￥195,000	Investment amount:￥216,000	Investment amount:￥256,000	Investment amount:￥300,000
Human resource development that promotes a sense of growth	Number of employees participating in the Roche Human Resources Exchange Program(cumulative)	235	245	261	Approximately 10% of employees
Creation of external network opportunities	Number of employees sent to external specialist organizations	22	32	30	100
Systematic nurturing of next generation management	Successor preparation rate^*1	2.27	2.24	2.56	3.00 (3 people/number of positions)
Systematic nurturing of next generation management	Number of educational programs for LCL,GPL,and BL^*2	7	7	8	-

_*1 Calculated by dividing the total number of candidates within three years by the number of key positions
_*2 Life Cycle Leader(LCL),Global Project Leader(GPL),Business Leader(BL)

Initiatives for “Enhancing individuals”

Employee Development to Promote a Sense of Growth

We support our employees who continue to improve themselves by proactively taking on challenges and strengthening their independent learning and expertise to achieve autonomous career development
Creating external networking opportunities

We cultivate employees with high levels of expertise and leadership by strengthening specialized skills through experience at Roche and outside the company and acquisition of broad perspectives, high standards, and diverse values
Systematically nurturing the next generation of management talent

We are formulating and implementing a talent management succession plan to achieve the early identification and development of next-generation leaders and highly specialized personnel

Enabling excellence of individuals

Cultivating a culture that encourages facing challenges and personal growth

We are committed to creating an environment under the theme of “providing an environment where employees can demonstrate their own abilities and achieve personal growth through undertaking challenges.” Through initiatives aligned with this theme, we aim to cultivate an organizational culture that values facing challenges, managers who encourage autonomy, and promotion of D&I that capitalizes on diversity, thereby reinforcing these elements. To realize an organization where all employees can thrive, we are promoting diversity and inclusion (D&I) to enhance health and productivity management, fostering management that supports autonomy, and introducing new HR policies starting in January 2025. The new HR policies will expand the job-based hiring previously implemented for managers to general employees. This will empower them to actively shape their careers and pursue their professional goals. The company will support each and every employee in the challenges that they take and their aspirations for personal growth.

Respecting employee autonomy, encouraging them to take on challenges, and strengthening independent learning and professionalism
- Promotion of job satisfaction reforms and DE&I
- Implementation of self-supporting management
- “Check-in” sessions to support an awareness of personal growth
- Promotion of health and productivity management
Cultivating a culture that encourages facing challenges and personal growth
1. A culture that encourages facing challenges
2. Self-supporting management
3. Promoting DE&I that capitalizes on diversity

Monitoring indicators for “Enabling excellence of individuals”

Theme	Indicators	2021 results	2022 results	2023 results	2030 target value
A culture that encourages challenges	Challenge climate index	Awareness survey not conducted	76%	Awareness survey not conducted	100%
A culture that encourages challenges	Application rate for higher positions	12%(appointment ratio)	29%(appointment ratio)	33%(appointment ratio)	50%(application rate)
Self-supporting manegement	“Check in” session completion rate	-	78%	-	100%
Promoting D&I that capitalizes on diversity	Employee enablement score^*1	Awareness survey not conducted	89	Awareness survey not conducted	100
	Percentage of femal managers	15.0%	15.9%	17.2%	Equal to the percentage of female employees(Estimate 38%)
	Inclusion is put into practice	Awareness survey not conducted	60%	Awareness survey not conducted	75% or more

_*1 When the score of companies with strong global performance is deemed as 100

Initiatives for “Enabling excellence of individuals”

Job satisfaction reform

Aiming for the self-actualization of each and every one of our diverse employees, we are promoting “job satisfaction reforms” that support autonomous and flexible work styles and the demonstration of ability through voluntary and proactive actions
Diversity, Equity, & Inclusion (DE&I)

With the common understanding that “innovation comes from diverse values and expertise,” we are working to create an environment that allows employees to take on challenges and thrive, and to foster an inclusive organizational culture
Health management

Through “autonomous health and productivity management by employees” and “active company support,” we are taking various measures to ensure that everyone can continue to work in a fulfilling manner

Initiatives

“Empowering our talent” Various measures aimed toward fostering the autonomy and growth of all employees.

At Chugai, we have consistently pursued a human resource strategy integrated with our business growth strategy, based on the belief that “innovation is created from diverse values and expertise.” We place value on pursuing innovation and creativity in order to deliver innovative pharmaceuticals to patients worldwide.
To achieve the ambitious goals set in “TOP I 2030,” we have introduced various measures aimed toward fostering autonomy and growth of all employees based on the “Three Approaches to Individuals” to further enhance the individual capabilities of our employees, who are the source of innovation creation.

People & Culture Report 2024

Envision individuals

Autonomous Career Planning

We are implementing initiatives such as the job posting system to help employees make autonomous career choices based on their own aspiration.
Career Support

We support employees in envisioning their careers independently, realizing their full potential, and growing through undertaking challenges.

Enhance individuals

Development to foster growth

We empower professionals who thrive on self-driven growth, embracing challenges and continuously honing skills to shape their own career paths.
External networking opportunities

We provide opportunities at Roche and in external organizations to develop highly skilled leaders with a focus on strategic thinking and embracing diversity.
Talent Management System

We develop and execute a talent management program and succession plan to quickly identify and develop next-generation leaders and highly competent specialists.

Enable excellence of individuals

Work Satisfaction Reform

Aiming for self-realization of each and every diverse employee, we are promoting "Work Satisfaction Reform" to support autonomous and flexible working styles and voluntary and active demonstration of capabilities.
Diversity Equity & Inclusion (DEI)

Based on the common recognition that "Innovation is born of diverse values and expertise," we are developing an environment that enables employees to take on challenges and achieve active roles on a voluntary basis and to foster an inclusive organizational culture.
KENKO Investment for Health

Through autonomous employee health promotion and an active approach from the company, we are implementing a range of initiatives for the purpose of enabling all employees to continue working with fulfillment and well-being.

External Evaluations

Below is a summary of the evaluations and awards received from external organizations for Employee Empowerment Initiatives

For more details on external evaluations, please click here.

People and Activities