Systematic Nurturing of Next Generation Management

Chugai conducts talent management to quickly identify, develop and obtain leaders and highly competent specialists to accelerate strategy execution and innovation.
Specifically, we are working to strengthen our frameworks for the implementation of talent management and position management for promotion of the appointment of the right leaders in the right roles. We are also working on the development and acquisition of key specialists for strategy execution.

<Three Goals of the Talent Management>

Past:

Chugai has been promoting a talent management for developing individuals based on visualization of human resources and their capabilities since 2012. Each department held discussions on medium-to-long-term human resource development policies and formulated individual development plans. At the same time, we have created a talent pool (A group of candidates for the next generation of leaders) future management candidates.
In addition, based on the individual development plans, we conducted training aimed at strategic placement of human resources and strengthening leadership from a company- wide perspective. As for the Succession Plan, candidates for key positions in the Chugai group –head of division in Japan, head of basic organization in Japan, and key positions in overseas affiliates, were selected and clarified.

Present/Future:

To secure talent who can demonstrate leadership at a global level, we are currently implementing a training plan to foster broad-ranging perspectives and improve various skills. We will review our training systems to improve our ability to acquire, develop and deploy world-class human resources and, through our talent management system, strive to identify and train them more quickly.

1. Formulate and implement individual development plans according to the capabilities and aptitude of individual employees

To develop human resources who have the high level of expertise and ability required to lead diverse functions, we believe it is important to formulate and implement human resources development plans that are tailored to the capabilities and aptitude of individual employees. For this reason, we first identify each employee’s capabilities and aptitude and set their individual career goals. On that basis, we then formulate and implement human resources development plans and provide a range of support to build on the outcomes of those plans.

2. Build and manage a talent pool system

With the formation of a talent pool of future management candidates for the next generation of leaders, we are implementing systematic human resources development, including early promotion, strategic placement, and selective training of young talent.

3. Formulate and implement a succession plan

To develop and produce the next generation of leaders and core human resources steadily and systematically, we are implementing a framework prepared for evaluation, selection, development, and assignment. In formulating the succession plan, the Management Talent Development Meeting, consisting of the president, executive officers, and division heads, discusses the challenges and development approach for each candidate. The detailed nature of these discussions reflects the level of our commitment to our people.

<Talent management>

• Successor availability rate (availability of candidates who can be expected to perform as a successor to a key position within three years): Average of 3 persons per position
• We are also actively conducting educational programs for LCL, GPL, and BL.