KPI and Objectives

Long-term Objectives, KPI and Risks

”Value Creation Initiative”

At Eisai, we have identified 15 material topics according to our materiality identification process. Among them, five topics with particularly significant impact on both social and financial value were designated as priority material topics through which we can enhance our intrinsic corporate value by accelerating related initiatives. Accordingly, we have identified long-term objectives and KPIs, and identified key risks for these priority material topics. Furthermore, every year we analyze our material topics in light of changes in the business environment and social issues. We review progress against action plans, and revise our material topics and KPIs as necessary.

The material topics and long-term goals, KPIs, and risks were finalized after deliberation and approval by the GOC^*1 and confirmation by the Board of Directors. Each year, we review the progress of these activities and ensure their promotion through the PDCA cycle.

^{^*1}Growth & Operating Committee, the decision-making body for business execution.

Realization of Social Good in the Dementia Area

FY2025 Progress	*Early establishment and maximization of value for the LEQEMBI^®1 business** Approved and launched LEQEMBI in all five regions: Japan, Americas^2, China, EMEA^3 and EAGS^*4 (FY2024) Contributed to approx. 39,000 people living with AD globally through expanded access to LEQEMBI and generated social impact of approx. 150 billion yen in the U.S. Obtained approval for the subcutaneous formulation for maintenance treatment in the U.S. and completed submissions for approval of initiation treatment in the U.S., Japan and China.
FY2026 targets and KPIs	Early establishment of LEQEMBI business and its value maximization Realization of a society where AD progression can be slowed. Contribute to approx. 87,000 people living with AD globally through expanded access to LEQEMBI and generate social impact of approx. 240 billion yen in the U.S. Obtain approval for the subcutaneous formulation for initiation treatment to maximize the value of LEQEMBI. Steadily advance the Phase Ⅱ/Ⅲ trial of anti-MTBR tau antibody etalanetug (E2814)^*5 in dominantly inherited AD and the Phase Ⅱ trial in sporadic AD, aiming to develop next-generation dementia treatments following LEQEMBI. Steadily advance the Phase Ib trial of E2511 toward recovery of neural function. Provide new solutions that contribute to health and disease prevention through collaboration with other industries, supporting the daily lives of approximately 2.3 million people globally who are affected by the disease each year.
FY2028 targets and KPIs	Realization of a society where AD progression can be slowed Contribute to approx. 200,000 people living with AD globally through expanded access to LEQEMBI and generate social impact of approx. 440 billion yen in the U.S. Obtain topline data from the AHEAD3-45 trial of LEQEMBI in preclinical AD. Initiate late-stage clinical trials of anti-MTBR tau antibody etalanetug and initiate and advance early-stage clinical trials of follow-on projects, aiming to develop next-generation dementia treatments following LEQEMBI. Achieve POM^*6 for E2511 toward recovery of neural function. Provide new solutions that contribute to health and disease prevention through collaboration with other industries, supporting the daily lives of approx. 3.8 million people globally who are affected by the disease each year.
Goal	Establish a dementia ecosystem that supports the People throughout their entire life from healthy to high risk, onset/treatment, follow-up and prognosis, while working to control brain pathology and maintain function to support brain health in an era of healthy 100-year lifespans
Major risks	Risk that market penetration of LEQEMBI may not be achieved as expected due to limitation of healthcare infrastructure and increased market competition Risk of failing to achieve expected profits due to discontinuation or delay in development of next-generation dementia treatments Risk of delays or inefficiencies in R&D, manufacturing, and commercialization activities due to disagreements with partners

*1

Antibody for Alzheimer’s disease produced as the result of a strategic research alliance between Eisai and BioArctic. Collaboration with Biogen. Generic name: lecanemab
*2

North America
*3

Europe, Middle East, Africa, Russia, Oceania
*4

East Asia Global South, South Korea, Taiwan, India, ASEAN, Central and South America, South Africa.
*5

Investigational. Discovered as part of research collaboration between Eisai and University College London
*6

Proof of Mechanism

Realization of Social Good in the Sleep Area

FY2025 Progress	Realization of a society where sleep disorders can be improved. Achieved annual global product sales of DAYVIGO® of 64.5 billion yen. Obtained approval for DAYVIGO for insomnia in China. Initiated the Phase Ⅱ trial of ledasorexton (E2086)^*1 for narcolepsy, aiming to establish precise control of sleep and wakefulness.
FY2026 targets and KPIs	Realization of a society where sleep disorders can be improved. Achieve annual global product sales of DAYVIGO of approx. 73 billion yen. Submit DAYVIGO for approval for insomnia in Europe. Steadily advance the Phase Ⅱ trial of ledasorexton for narcolepsy, aiming to establish precise control of sleep and wakefulness.
FY2028 targets and KPIs	Realization of a society where sleep disorders can be improved. Achieve annual global product sales of DAYVIGO of a 100 billion yen level. Obtain approval for DAYVIGO for insomnia in Europe Submit Ledasorexton for approval for narcolepsy, aiming to establish precise control of sleep and wakefulness. Achieve early clinical introduction of new projects leveraging the Orexin platform.
Goal	Support brain health in an era of healthy 100-year lifespans by treating brain pathology and maintaining function through the orexin pathway platform with the potential to control neural states
Major risks	Risk of not achieving expected profits due to the discontinuation or delay in development of new projects Risk that DAYVIGO's market penetration may not be achieved as expected due to increased market competition.

*1

Orexin receptor agonist

Realization of Social Good in the Oncology Area

FY2025 Progress	Value maximization of Lenvima® Completed regulatory submissions in Japan and the U.S. for approval for second line (2L) renal cell carcinoma (RCC) indication in combination therapy with WELIREG®^1 Contributed to approx. 84,000 people globally and achieved global sales revenue of 342.5 billion yen Contribute to patients with refractory cancer through new projects following LENVIMA. Executed in-licensing of taletrectinib^2 and serplulimab^*3 to maintain and expand the oncology franchise.
FY2026 targets and KPIs	Value maximization of Lenvima Contribute to approx. 80,000 people globally and maintain annual product sales at the 340 billion yen level Contribute to patients with refractory cancer through new projects following LENVIMA. Achieve topline data results from the Phase Ⅱ study of E7386*4. Initiate new projects through in-house discovery and collaborative research. Acquire products or pursue co-development and co-commercialization opportunities with partner companies to strengthen the pipeline and maximize value.
FY2028 targets and KPIs	Value maximization of LENVIMA Contribute to approx. 70,000 people globally and maintain annual product sales at the 250 billion yen level. Contribution to patients with refractory cancers through new projects following LENVIMA. Obtain approval for taletrectinib for non-small cell lung cancer in Europe. Obtain approval for serplulimab for small cell lung cancer and colorectal cancer in Japan. Achieve early clinical introduction of assets from in-house discovery and collaborative research. Acquire products or pursue co-development and co-commercialization opportunities with partner companies to strengthen the pipeline and maximize value.
Goal	Realize healthcare that spans the entire patient journey, from cancer onset through progression and recurrence to prevention.
Major risks	Risk of not achieving the expected profits due to discontinuation or delay of the development of new indications for LENVIMA or the development plan of new projects. Risk of delays or inefficiencies in R&D, manufacturing, and commercialization activities due to disagreements with partners.

^*1WELIREG® is a registered trademark of Merck Sharp & Dohme Corp., a subsidiary of Merck & Co., Inc., Rahway, NJ, USA.

^*2A ROS1 inhibitor in-licensed from Nuvation Bio Inc.

^*3An anti-PD-1 antibody in-licensed from Shanghai Henlius Biotech, Inc.

^*4Collaboration with PRISM BioLab Co., Ltd.

Realizing Social Good in the Global Health Area

Progress until FY2025	Lymphatic filariasis (LF) Provided a cumulative 2.81 billion DEC tablets free of charge, and expanded and strengthened support for elimination activities through holistic initiatives, and completed mass drug administration (MDA) in a total of 14 countries Generated approx. 585 billion yen1 of annual social impact by contributing to approx. 31 million people (estimated) through free provision of DEC tablets Mycetoma* Advanced epidemiological surveys to establish the patient journey of patients with mycetoma, a disease that remains poorly understood
FY2026 targets and KPIs	LF Expand and enhance support for elimination activities in India, the world’s largest LF-endemic country, through the free provision of DEC tablets and holistic efforts. Complete MDA in a total 25 countries2 through free provision of a cumulative total of 3.4 billion DEC tablets. Generate approx. 520 billion yen1,3 of annual social impact by contributing to approx. 26 million people through free provision of DEC tablets Malaria Facilitate and strengthen cross-sector collaboration to establish the patient journey of patients with mycetoma. Submit E1224 for approval in Sudan and conduct an access study to support continued treatment. Initiate clinical trials to expand access to endemic countries beyond Sudan. Malaria Initiate new clinical trials.
FY2028 targets and KPIs	LF Complete MDA in a total of 30 countries^2 including India through the free provision of a cumulative total of 3.9 billion DEC tablets Generate approx. 560 billion yen^1,3 of annual social impact by contributing to approx. 31 million people through free provision of the DEC tablets Mycetoma Promote and strengthen cross-sectoral collaboration to establish the patient journey Obtain approval for E1224 in Sudan and accelerate the establishment of a sustainable supply system for E1224. Continue clinical trials to expand access to endemic countries beyond Sudan Malaria Achieve clinical POC^*4 of one investigational candidate
Goal	Contribute to disease eradication and reduction of health disparities through the development of new treatments and expanded access to those treatments
Major risks	Risk of delays in elimination activities due to the deprioritization of LF countermeasures in endemic countries Risk of delays in elimination activities, drug development, and regulatory review processes due to new infectious disease pandemics or armed conflicts Risk that clinical trial duration may exceed planned timeline due to limitation in the clinical trial environment characteristic of neglected tropical diseases and malaria

- *1
  
  In the Value Creation Report 2024, we showed the social impact from MDA implementation as impact from DEC tablets proportionally distributed under the assumption of administration of two drugs, in light of the addition of new treatments (three-drug administration) to the WHO treatment guidelines, the combined drugs in achieving LF elimination, and the importance of the various partnerships, we have made the change to show the whole social impact from MDA implementation, and not just the social impact from DEC tablets
- *2
  
  Based on the WHO LF elimination target by 2030
- *3
  
  As the actual social impact results for FY2025 have already achieved the targets set for FY2026 and FY2028, we are currently reviewing and refining the targets and KPIs.
- *4
  
  Proof of Concept

Maximization of Human Resources Value

FY 2025 Progress^*1	Penetration of the corporate concept hhc 95% penetration of corporate concept Increased employee engagement Percentage of employees who are highly engaged with the company in the Global Engagement Survey: 85% Enhancing women’s participation to promote diversity^*2Ratio of female managers at Eisai Co, Ltd. (Japan): 14.3%
FY2026 targets and KPIs^*1	Penetration of the corporate concept hhc 96% penetration of corporate concept Increased employee engagement Percentage of employees who are highly engaged with the company in the Global Engagement Survey: 85% Enhancing women’s participation to promote diversity^*2Ratio of female managers at Eisai Co, Ltd. (Japan): 16%
FY2028 targets and KPIs^*1	Penetration of the corporate concept hhc 96% penetration of corporate concept Increased employee engagement Percentage of employees who are highly engaged with the company in the Global Engagement Survey: 86% Enhancing women’s participation to promote diversity^*2Ratio of female managers at Eisai Co, Ltd. (Japan): 21%
Goal	Enhancement of corporate value through solutions and innovation that maximize the strengths and unique characteristics of diverse human capital
Major risks	Risk of difficulty in identifying successors for key global positions Risk of difficulty in attracting, retaining and developing human resources aligned with the Company’s management directions

Relationship with Our Employees
- *1
  
  The KPI for “Employee Impact (Human Capital Investment Efficiency),” which had been disclosed through the Value Creation Report 2025, has been removed because promoting the advancement of women at Eisai Co., Ltd. in Japan is essential to improving this metric, resulting in overlap with another KPI.
- *2
  
  Where such initiatives are permitted by local regulations

Long-term Objectives, KPI and Risks

Five Main Material Topics

Realization of Social Good in the Dementia Area

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Realization of Social Good in the Sleep Area

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Realization of Social Good in the Oncology Area

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Realizing Social Good in the Global Health Area

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Maximization of Human Resources Value

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