The basis of the development of human resources is to understand the true needs of patients through “socialization.”
Eisai regards its employees as an important stakeholder and asset for the realization of its corporate philosophy, namely hhc.
From our perspective, the basis of the development of human resources lies in socialization. In other words, it involves each employee to spend time with patients to understand their true needs. Socialization also motivates our employees to deliver innovations that will fulfill patients' needs. Launched in April 2016, the medium-term business plan ‘EWAY 2025’ is constituted on this basis and incorporates the “socialization with patients” into training programs throughout the regions in an effort to strengthen the development of our human resources.
The Global Talent Management Policy was formulated along with the launch of ‘EWAY 2025.’ This defines the aspiration of Eisai employees, trainings, promotion and recruitment and our workplace climate based on the philosophy of hhc. Socialization is also set as the basis of the development of human resources in the Policy.
Eisai Global Talent Management Policy
- Eisai's employee understands patients' true needs through socialization, gains strong driving force for innovation; s/he then thinks where/how to convert the knowledge into innovation to fulfill the needs not only in science but also in wider scope and make it happen
- Eisai endeavors to provide meaningful work for innovation and development opportunities
- Foster corporate culture without discrimination or harassment, which embraces diversity & inclusion, and encourage challenge and “trial and error” for success
- Attract and acquire great talent who feel for hhc to maximize the satisfaction of patients
- Find and develop talent who can observe the current real world (trend, publication in academic conference, etc.) and interpret (ability to decode time and opportunities) new business opportunities (“Ricchi”*) without adhering to the status quo
- *Areas where real patient needs are still unmet, and where Eisai can become a frontrunner
Efforts to Develop Human Resources to Lead Our Business on a Global Scale
Globalization at Eisai is rapidly expanding. In fact, more than half of the 10,000-plus employees at Eisai, work overseas. Local employees are assigned to top management positions at most of its overseas subsidiaries. Seven of our 27 corporate officers are from outside Japan. The Executive Committee Meeting, the highest decision-making body at Eisai, has been conducted in English for over a decade now.
In order to further expand contribution to patients around the world, the development of leaders who run the business on a global scale beyond national borders is imperative. Eisai regards management candidates who to lead Eisai in the future as “global leaders.” Our young employees in their early stage of career, who demonstrate the ability to decode time and opportunities are regarded as “next-generation talent.” Our human resources are systematically developed through various assignments and training programs.
Eisai Global Opportunity for Leadership Development (E-GOLD) and Eisai Agile Change for Excellence (E-ACE) are important training programs led by the CEO and CTO, respectively. The former is designed for global leaders while the latter is for next-generation talent. Nine out of the 111 E-GOLD graduates are now playing active roles in management as corporate officers.
As for the overseas transfers and long-term business trips, we have global systems which actively offer opportunities for employees to go beyond national borders and pursue their careers or develop their skills (global mobility). In the last four years, more than 60 employees have participated in this program. In addition, we have programs to offer opportunity for employees to study abroad to acquire an MBA or study at law school. Nearly 120 employees have studied abroad under this system.