Compensation for Corporate Executives

❶Determination of Compensation, etc.

Compensation paid to directors and corporate officers is determined by the Compensation Committee. All 3 members of the Company’s Compensation Committee, including the chair, are outside directors, and the Compensation Committee places emphasis on an objective perspective and transparency. The Compensation Committee has the authority to determine the content of compensation of individual directors and corporate officers of the Company. It determines (1) policy concerning decisions on the content of compensation of individual directors and corporate officers, (2) the content of compensation of individual directors and corporate officers, and (3) the evaluation of the degree of attainment of Company-wide performance targets and the individual performance targets of each corporate officer for the performance-based compensation of corporate officers.

The Compensation Committee examines various issues concerning the compensation paid to directors and corporate officers, confirms the level of compensation each year, and determines the compensation system for the following year. At the Compensation Committee meeting held in March 2023, the Committee resolved a compensation system for directors and corporate officers to be effective from FY2023.The basic policy and overview concerning the new compensation system paid to directors and corporate officers shall be as follows.

In addition, in regard to consideration of issues related to compensation, etc., and the level of compensation, etc., the Committee proactively incorporates and utilizes data, etc., from outside specialized organizations.

❷Compensation System

Compensation System for Directors

  • 1)
    Basic policy concerning compensation, etc., paid to directors
    The basic policy concerning compensation, etc., paid to directors shall be as follows.
    Set the compensation, etc., of directors so that the contents are suitable to motivate them to fully carry out their management oversight function, which is their duty, in order to improve the common interests of stakeholders and increase long-term corporate value. Pay compensation, etc., to directors with a portion of it consisting of stock, from the perspective of sharing profit-consciousness that is the same as shareholders.
  • 2)
    Overview of the compensation system for directors
    • (1)
      Although it is only a fixed amount base compensation, pay compensation, etc., to directors in the form of cash for 90% of the base compensation and 10% as stock (granted at the time of resignation).

Compensation System for Corporate Officers

  • 1)
    Basic policy concerning compensation, etc., paid to directors
    The basic policy concerning compensation, etc., paid to corporate officers shall be as follows.
    • 1.
      Set the contents of the compensation, etc., of corporate officers to be competitive, with the importance and heaviness of the duties assigned to the corporate officer sufficiently reflected. This will make it possible to contribute to achievement of the hhc concept, attract excellent human resources that can play an active role globally, and improve the morale of corporate officers regarding execution of business.
    • 2.
      Determine the compensation, etc., of corporate officers with weight placed on performance/outcomes obtained as a result of fulfilling the Company’s Charter of Business Conduct as an hhceco company as stipulated in the Articles of Incorporation. This will increase the convincingness of the compensation of members of the management team.
    • 3.
      Set the contents of the compensation, etc., of corporate officers so that they are strongly motivated to contribute not only to short-term performance based on the results of each fiscal year, but also to improvement of the Company’s medium- to long-term corporate value, achievement of social good, and the sustainability of society. This will respond broadly to the expectations of stakeholders and contribute to achievement of the Corporate Concept.
    • 4.
      Determine compensation, etc., of corporate officers using objective and suitable evaluation criteria and a fair and transparent process, after setting appropriate performance targets and incentives that strike a balance between “risk, return, and impact.”* Through this, set fair and convincing contents of compensation and motivate corporate officers to take on challenges, while being accountable to stakeholders.
    • Risk (aggressive investment of resources, etc., in research and development, etc.), return (Company-wide financial performance indicators), and impact (the social impact of business activities)
  • 2)
    Overview of the new compensation system for corporate officers
      • (1)
        Compose the compensation, etc., of corporate officers with base compensation (fixed amount), performance-based compensation (variable amount) in the form of bonuses, and stock-based compensation.
      • (2)
        Set the contents of the compensation, etc., of corporate officers by global job grade*1 and at a level intended to be in the upper middle range for the industry, in order to make the contents of compensation, etc., competitive, with the importance of corporate officers’ duties and the size of their responsibilities reflected.
        • *1
          An indicator of the size of the required duties and the standard for determining compensation, etc.
      • (3)
        Performance-based compensation is set to be a higher ratio of total compensation in proportion to the height of the job grade.

      •   *2
        The ratio of the base compensation and performance-based compensation of corporate officers from overseas subsidiaries is set in accordance with the market data for each country, so actual amounts may differ from those given in the figure.
    • Aim for performance-based compensation that constitutes at least 50% of total compensation, using a mechanism that sufficiently reflects company-wide performance as management team compensation. In the case of performance-based compensation, we will adopt a concept in which the results of the performance of duties by corporate officers are evaluated from the perspectives of risk, return, and impact.
    • (4)
      Bonuses, which are performance-based compensation, consist of bonuses that are determined based on the degree of attainment of Company-wide performance targets (Bonus A) and bonuses that are calculated based on the degree of attainment of individual performance targets (Bonus B). The ratio of the base amount for calculation of Bonus A and Bonus B shall be 5:5.

    •   a.
      The degree of attainment of Company-wide performance targets for Bonus A is determined based on an evaluation of risk, return, and impact, and the bonus is paid in a range of 0% to 250%.
    •   b.
      The degree of attainment of individual performance targets for Bonus B is determined based on an evaluation of the individual performance targets, including targets related to achievement of the corporate image stipulated in the Articles of Incorporation, as represented by the achievement of social good, and the bonus is paid in the range of 0% to 150%.
    •   c.
      In accordance with the above, bonuses will be paid to corporate officers in the range of 0% to 200%.

      • (5)
        We will implement a stock-based compensation system (performance-based compensation) in which stock-based compensation consists of a portion that is linked to medium- to long-term performance and paid during the individual’s term of office and a portion that is paid at the time of the individual’s resignation. The ratio of the portion of the base number of shares to be delivered that are granted during the term of office and the portion granted at the time of resignation shall be 7:3.

      •  
        The number of shares in the portion granted during the term of office shall be determined based on ESG EBIT*3, relative PBR, and non-financial Company-wide performance targets, and will be paid in the range of 0% to 150%.
        • *3
          An important indicator for measuring corporate value, which incorporates ESG value (non-financial capital)

❸Total Amount of Compensation Paid to Directors and Corporate Officers

The Compensation Committee deliberated on and determined the performance evaluations of corporate officers and the amount and number of shares granted to each person as performance-based compensation (bonuses and stock-based compensation) for FY2022. The bonuses of corporate officers were calculated in accordance with the degree of attainment of Company-wide performance targets (financial)*1 and the degree of attainment of the performance targets of each corporate officer, and stock-based compensation was determined in accordance with the degree of attainment of Company-wide performance targets (non-financial)*2.

  • *1
    Calculated in accordance with the degree of attainment of the targets for consolidated revenue, consolidated operating profit, consolidated profit for the year (attributable to the parent company), and consolidated ROE.
  • *2
    Calculated in accordance with the degree of attainment of targets for relative PBR, R&D metrics, access to medicines, and employee engagement.

The degree of attainment of Company-wide performance targets (financial) used in calculation of bonuses was determined in accordance with an evaluation of consolidated revenue, consolidated operating profit, consolidated profit for the year (attributable to the parent company), and consolidated ROE. For FY2022, the Compensation Committee evaluated the degree of attainment of Company-wide performance targets in a range of 0% to 300%, based on the degree of attainment of each item. The Company decided to adopt these 4 evaluation indicators because first of all, they represent management indicators to share with shareholders as published numerical targets for achieving the business plan for the corresponding fiscal year, and because the Company considers consolidated ROE an important indicator of the sustained creation of value for shareholders.

The targets and performance of the Company-wide performance targets (non-financial) are listed in the table below. The degree of attainment was evaluated as 135% at the Compensation Committee meeting held on May 22, 2023, based on the criteria decided when the targets were set.

(billions of yen)

Evaluation IndicatorsTargetsPerformance
Consolidated revenue 700 744.4
Consolidated operating profit 55.0 40.0
Consolidated profit for the year (attributable to the parent company) 45.0 55.4
Consolidated ROE 6.1% 7.2%

As for the degree of attainment of individual performance targets, the Compensation Committee examines the individual evaluations proposed by the Representative Corporate Officer and CEO, in accordance with the degree of attainment of the individual performance targets of each corporate officer, and evaluates the degree of attainment in a range of 0% to 150%. Further, each corporate officer sets concrete performance targets and weighted points are assigned to the targets in accordance with their priority, and after deliberation with the Representative Corporate Officer and CEO, the individual performance targets are proposed to the Compensation Committee. The targets are determined by the Compensation Committee after evaluation of their suitability. The average attainment of the individual performance targets of all corporate officers for FY2022 was evaluated as 93% based on the results of individual deliberation for each corporate officer at the Compensation Committee meeting held on May 15, 2023. Bonuses consist of bonuses that are determined based on the degree of attainment of Company-wide performance objectives and bonuses that are calculated based on the degree of attainment of individual performance targets. The ratio of the base amount for calculation of the 2 types of bonus shall be 5:5.

The bonuses of corporate officers for FY2022 were decided with the bonuses determined based on the degree of attainment of Company-wide performance objectives (financial) and the bonuses determined based on the degree of attainment of individual performance targets at the Compensation Committee meeting held on May 15, 2023.

The degree of attainment of the Company-wide performance targets (non-financial) used for the calculation of stock-based compensation was determined in accordance with the evaluation of relative PBR, R&D metrics, access to medicines, and employee engagement. For FY2022, the Compensation Committee evaluated the attainment of Company-wide performance targets (non-financial) in a range of 0% to 150%, in accordance with the degree of attainment of each item. The reason that Company-wide performance targets (non-financial) were adopted for calculation of stock-based compensation is that relative PBR is an indicator of the improvement of the interests of shareholders, R&D metrics and access to medicines are directly connected to the social good of the Company. As for employee engagement, each employee is a major stakeholder as stipulated in the Articles of Incorporation and enhancement of human capital leads to the creation of corporate value., accordingly, it is viewed as an important indicator related to medium- to long-term improvement of corporate value.

Indicators and methods for evaluating the degree of attainment of the Company-wide performance targets (non-financial) are listed below. The degree of attainment was evaluated as 88% at the Compensation Committee meeting held on May 15, 2023, based on the criteria decided when the targets were set.

Evaluation IndicatorsEvaluation Methods
Relative PBR Evaluated with the growth rate of relative PBR compared to other Japanese pharmaceutical companies
R&D Metrics Evaluated the degree of attainment of qualitative targets on key R&D milestones
Access to Medicines Evaluated the degree of attainment of qualitative targets regarding access to medicines
Employee Engagement Evaluated based on the results of Global Engagement Survey on employees

Figures for FY2022 stock-based compensation paid to each corporate officers were determined based on the degree of attainment of Company-wide performance targets (non-financial) listed in the table above at the Compensation Committee meeting held on May 22, 2023

The grand total of compensation paid to directors and corporate officers in FY2022 (from April 1, 2022, to March 31, 2023) was as indicated below.

  • (Notes) 1
    As the compensation of directors also serving as corporate officers is only the compensation for corporate officers, the compensation of the Director, Representative Corporate Officer and CEO is included in the amount for corporate officers.
  •     2
    Figures for base compensation are the total figures for base compensation paid to each applicable director and corporate officer for the respective terms in FY2022.
  •     3
    Figures for bonus payments to corporate officers are the total figures representing the total value of planned accrued bonuses to be paid in July 2023 to eligible corporate officers for the period from April 2022 to March 2023, together with the total value of bonus payments paid in July 2022 to eligible corporate officers for the period from April 2021 to March 2022, less the value of the reserve for bonus payments disclosed in the business report for FY2021.
  •     4
    Figures for stock-based compensation paid to corporate officers are the total figures representing the total value of planned stock-based compensation payments to be paid in July 2023 to eligible corporate officers for the period from April 2022 to March 2023, together with the total value of stock-based compensation and other amounts paid in July 2022 for the period from April 2021 to March 2022, less the value of the reserve for stock-based compensation disclosed in the business report for FY2021. The stock-based compensation of corporate officers indicated is based on the total amount obtained by multiplying the total number of the Company’s common stock granted or scheduled to be granted to the relevant corporate officer by the unit price of the Company’s shares held by a trust.
  •     5
    Stock options have been abolished since the transition to the stock-based compensation system in June 2013, and no necessary expenses for accounting were recorded beginning in FY2015, and are therefore not shown in the table.
  •     6
    A total of 8,666 shares of the Company’s stock were granted during the fiscal year to 22 corporate officers as compensation for the execution of duties during the period from April 2021 to March 2022, in accordance with the decision of the Compensation Committee. In regard to the stock-based compensation of corporate officers, half of the shares granted based on the decision of the Compensation Committee according to the degree of attainment of Company-wide performance targets (non-financial) is granted as stock, and half is converted within the trust then paid as a monetary amount equivalent to the shares converted to cash.
  •     7
    See the tables on page 110 and page 111 of the digital version for the performance indicators (consolidated revenue, consolidated operating profit, consolidated profit for the year (attributable to the parent company), and consolidated ROE) used to calculate performance-based compensation during this fiscal year.
  •     8
    Three outside directors who are members of the Compensation Committee examined and reviewed the contents of the individual compensation, etc., for directors and corporate officers related to the current fiscal year and confirmed that they conform to the basic policy for compensation, etc., determined by the Committee.