Menu

Eisai’s Materiality (Material Topics)

Identifying Our Materiality

At Eisai, in order to clearly identify priority issues to be addressed to maximize corporate value over the medium to long term through the realization of our corporate concept, we are identifying materiality to effectively realize social good in accordance with our Articles of Incorporation, amended in June of 2022.

 

The horizontal axis for materiality is “Eisai’s Intrinsic Corporate Value (social impact + financial value)”, as we understand the importance of creating social impact and creating financial value by working toward the effective realization of social good.

The vertical axis is “Stakeholders’ Interests”. Based on the concept that it is efficient to focus on long-term investors, who are the beneficiaries of residual income, in order to sustainably maximize corporate value in a way that satisfies all stakeholders*1, we have adopted a method of identifying and prioritizing the interests of long-term investors. At the same time, for this materiality, we have set the vertical axis so that it can be correctly understood that it is intended to create long-term benefits not only for long-term investors, but also for a wide range of stakeholders.

 

In accordance with the above two axes, we have identified 15 material topics. Among them, we have identified five topics of great interest to our stakeholders, especially long-term investors, that have a positive social impact and correlation with PBR, which we believe will enhance our intrinsic corporate value through our accelerated efforts, and we have established long-term objectives, KPIs, and risks for fiscal 2030. The new materialities and long-term goals, KPIs, and risks were set after deliberation and approval by the Executive Board (as of fiscal 2023*2) and with confirmation by the Board of Directors. Every year, we conduct reviews on the progress of these activities and aim to ensure their promotion through the PDCA cycle.

 

Furthermore, every year we conduct an analysis of our material topics in light of the business environment and social issues. We review progress in our efforts in accordance with our action plans, and revise our material topics and KPIs as needed.

 

*1 Value Maximization, Stakeholder Theory, and the Corporate Objective Function (Michael C. Jensen, 2001)

  • *2 Changed name to Growth & Operating Committee (GOC)

Process of Identifying New Material Topics to Effectively Realize Social Good

*3 Sustainability disclosure standards provided by the Value Reporting Foundation that identify material topics by industry

*4 Indicators that concretely visualize the abstract concept of sustainability by the NPO Global Reporting Initiative, whose mission is to set international standards for sustainability

*5 Global framework launched in 2000 to realize sustainable growth

*6 Private sector-initiated Task Force on Climate-related Financial Disclosures (TCFD)

*7 International indicators chosen by the United Nations in September 2015, and set forth in the 2030 Agenda for Sustainable Development

*8 ESG indexes of U.S. company S&P Global to evaluate the sustainability of companies

*9 Toward realizing our corporate concept, spending time with patients and the people in the daily living domain or sharing experiences with them such as eating or working together in order to learn how they feel

*10 An initiative to conclude collaborative agreements with local governments and groups to create projects to identify and relieve the anxieties of local residents regarding people affected by dementia

Materiality Toward Effective Realization of Social Good through the hhc Ecosystem

*1 Stakeholders: Long-term investors (shareholders), patients and their families, employees, and the community

*2 For the material topics other than 1 to 5, the importance of the material topics within the same quadrant are equal

Related pages

1. Realization of Social Good in the Dementia Area
Long-term objectives, KPIs, and risks

*You can scroll to the left or right here

FY2023 Progress

Early establishment of LEQEMBI®*1 business and its value maximization
• Approved in Japan, the U.S., and China, and launched in Japan and
the U.S.
• Generated social impact of approx. 9 billion yen in the U.S.
• Achieved regulatory submission in the U.S. for maintenance dosing
regimen
FY2025 targets and KPIs
Early establishment of LEQEMBI® business and its value maximization
• Early realization of approval and launch in all five regions*2 
• Contribute to approx. 100,000 people living with AD a year globally and
generate social impact of approx. 260 billion yen in the U.S.
• Approval of subcutaneous formulations and maintenance dosing regimen
• Collaborate with partners to quickly realize the use and dissemination of blood-based biomarkers as the definitive diagnostic tool for AD
    FY2030 targets and KPIs
    Realization of a society where people can live with peace of mind when they are diagnosed with AD 
    • Expand access to LEQEMBI® to contribute to approx. 900,000 people living with AD a year globally. Generate social impact of approx. 1.8 trillion yen in the U.S.
    • Create next-generation dementia treatments following LEQEMBI®, initiate late-stage clinical trials, and submit for multiple projects including the anti-MTBR tau antibody E2814*3
    • Provide new solutions that contribute to health and prevention that support the daily lives of people affected by the disease to 10 million people a year globally, in collaboration with other industries
    Goal

    Establishment of a dementia ecosystem that supports and encompasses the people’s entire life from healthy to high-risk state, onset/treatment of disease, follow-up/prognosis by playing the role of a producer
    Major risks

    • Risk that LEQEMBI®’s market penetration would not be achieved as expected due to limitation of healthcare system infrastructure and increased competition in the market
    • Risk of not achieving expected profits due to discontinuation or delay in development of nextgeneration 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 Japan, Americas, EMEA, China, Asia and Latin America
    *3 Investigational. Discovered as part of research collaboration between Eisai and University College London

    2. Realization of Social Good in the Oncology Area
    Long-term objectives, KPIs, and risks

    *You can scroll to the left or right here

    FY2023 Progress

    Value maximization of Lenvima®
    • Contributed to approx. 87,000 people a year globally
    • Global sales revenue of 297.6 billion yen
    FY2025 targets and KPIs

    Value maximization of Lenvima®
    • Obtain new indications for KEYTRUDA®*1 and other treatment combination therapies
    • Contribute to approx. 90,000 people a year globally and aim for annual product sales at 300 billion yen level, in addition to the upside expected from new indications
      FY2030 targets and KPIs

      Contribution to patients with refractory cancers through new projects subsequent to Lenvima®
      • Early submission for MORAb-202*2, E7386*3, and BB-1701*4
      • Early clinical introduction of new projects based on efficient drug discovery approach, utilizing Deep Human Biology Learning (DHBL), to submit for early approval
      • Acquire products or co-develop and co-commercialize with partner companies to enhance pipeline and maximize its value
      Goal

      Cure of refractory cancers by creating innovative treatments, expansion of access, and realization of prevention based on a predictive model of cancer onset
      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


      *1 KEYTRUDA® is a registered trademark of Merck Sharp & Dohme Corp., a subsidiary of Merck & Co., Inc., Rahway, NJ, USA. Projects for Lenvima® are under joint development with Merck & Co., Inc., Rahway, NJ, USA
      *2 Investigational. Generic name: farletuzumab ecteribulin (FZEC)
      *3 Investigational. Collaboration with PRISM BioLab
      *4 Entered into a joint development agreement with Bliss Biopharmaceutical (Hangzhou) Co., Ltd. with option rights for a strategic collaboration

      3. Realizing Social Good in the Global Health Area
      Long-term objectives, KPIs, and risks

      *You can scroll to the left or right here

      Progress until FY2023 

      Lymphatic filariasis (LF)
      • Provided a total of 2.28 billion diethylcarbamazine (DEC) tablets for LF elimination
      • Expanded and strengthened support for elimination activities through free provision of DEC tablets, holistic initiatives and completed mass drug administration (MDA) in 10 countries
      • The provision of DEC tablets has benefited about 22 million people since 2014, creating a social impact of approximately 388 billion yen (3.4 billion USD)*1 per year.
      FY2025 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 24 other countries*2
      • Generate approx. 520 billion yen (4.5 billion USD) / year*1 in social impact by contributing to approx. 29 million people through the provision of DEC tablets

      Mycetoma
      • Complete submission for E1224*3 in Sudan. Conduct epidemiological surveys to establish journey for patients with Mycetoma, a disease with immature understanding

      Malaria
      • Initiate clinical studies of a new drug candidate
        FY2030 targets and KPIs

        LF
        • Complete MDA in a total of 30 countries*2, including India, through provision of a total of 3.9 billion DEC tablets
        • Create approx. 560 billion yen (4.9 billion USD) / year*1 in social impact by contributing to approx. 31 million people with the provision of DEC tablets

        Mycetoma
        • Facilitate cross-sectoral collaboration to establish a journey for patients with mycetoma
        • Obtain approval of E1224 in Sudan and establish a sustainable delivery method
        • Contribute to people living in endemic countries other than Sudan by providing E1224

        Malaria
        • Submit for new treatments and achieve clinical proof of concept (POC) of one other drug candidate
        Goal
        Elimination of diseases by creating treatments and expanding access, and contribution to reducing health disparities
        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, review processes due to new infectious disease pandemics or conflicts
        • Risk that duration of clinical trials would be longer than planned due to inadequacies in the clinical trial environment characteristic of neglected tropical diseases and malaria

        A fixed exchange rate of US$1 = 115 yen is used to avoid overestimating/underestimating the social impact due to exchange rate fluctuations.
         

        *1 In the 2024 Value Creation Report, the impact of DEC tablets used for two-drug regimen was calculated as half of the overall social impact of MDA implementation. However, the calculation method was revised to reflect the overall social impact of MDA implementation, rather than solely the impact of DEC tablets. This adjustment was made in consideration of the adoption of a new treatment regimen (triple-drug regimen) in the WHO treatment guidelines, as well as the importance of concomitant treatments and collaborative efforts with various partners in LF elimination. Accordingly, we have updated our social impact targets for FY2025 and FY2030.
        *2 Based on the WHO LF elimination target by 2030
        *3 Antifungal agent developed by Eisai
         

        For details, please visit here.

        4. Maximization of Value of Human Resources
        Long-term objectives, KPIs, and risks

        *You can scroll to the left or right here

        Fiscal 2023 Progress

        Penetration of the corporate concept hhc
        • 96% penetration of corporate concept

        Increased employee engagement
        • Percentage of employees who are highly engaged to the company in the Global Engagement Survey: 85%

        Enhancement of women’s participation to incorporate diversity
        • Ratio of female managers in Japan 12.8%

        Employee Impact
        • Human resource investment efficiency 81%
        FY2025 targets and KPIs

        Penetration of the corporate concept hhc
        • 100% penetration of corporate concept

        Increased employee engagement
        • Percentage of employees who are highly engaged to the company in the Global Engagement Survey: More than 90%

        Enhancement of women’s participation to incorporate diversity
        • Ratio of female managers in Japan 15%

        Employee Impact
        • Human resource investment efficiency 82%
          FY2030 targets and KPIs

          Penetration of the corporate concept hhc
          • 100% penetration of corporate concept

          Increased employee engagement
          • Percentage of employees who are highly engaged to the company in the Global Engagement Survey: More than 90%

          Enhancement of women’s participation to incorporate diversity
          • Ratio of female managers in Japan 15%

          Employee Impact
          • Human resource investment efficiency 82%
          Goal

          Enhancement of corporate value through solutions and innovation brought by maximizing the strengths and characteristics of diverse human capitals
          Major risks

          • Risk of difficulty in succession for important global positions
          • Risk of difficulty in securing and developing human resources that match company management directions

          5. Financial Strategies
          Long-term objectives, KPIs, and risks

          *You can scroll to the left or right here

          Fiscal 2023 Progress

          Optimal capital structure and financial soundness
          • Ratio of equity attributable to owners of the parent 62.8%, Net DER -0.19, Credit rating*1 AA-

          Achieve both stable dividends and investment for growth
          • Investment in growth of LEQEMBI® and maintain dividend of 160 yen
          FY2025 targets and KPIs

          Expansion of intrinsic corporate value (social impact + financial value) by expansion of contribution through LEQEMBI® and DEC tablets
          • Impact on equity*2: 0.65 times level

          Pursue an optimal capital structure while ensuring financial soundness
          • Ratio of equity attributable to owners of the parent: 60% level, Net DER: - 0.3 – 0.3, Credit rating: single A level

          Achieve both stable dividends and investment for growth
          • In principle pay dividends within the range of free cash flow on a multi-year level and aim to maintain a dividend of 160 yen
            FY2030 targets and KPIs

            Maximization of intrinsic corporate value while the company is in rapid growth
            • ROE: 25% level, DOE: 15% level
            • Impact on equity: 2 times level

            Increase financial robustness and secure growth investment capacity
            • Equity attributable to owners of the parent: more than 1 trillion yen, ratio of equity attributable to owners of the parent: 70% level, Net DER: - 0.3 – 0.3
            Goal
            Maximize mid- to long-term intrinsic corporate value
            Major risks

            • Risk of not earning the expected revenue from LEQEMBI® and Lenvima®
            • Risk of not earning the expected revenue due to discontinuation or delay of development plans for the subsequent products
            • Risk of impairment of goodwill and intangible assets acquired

            *1 Rating by Rating and Investment Information, Inc. (R&I) (as of May 27, 2024)
            *2 An indicator to evaluate whether the company is efficiently generating social impact; the sum of the social impact of LEQEMBI® and DEC tablets was divided by equity. Calculation was based on those two important products in which the estimation of social impact was completed

            This website uses cookies to enhance your browsing experience. By using this site, you agree to our use of cookies. If you do not wish to accept cookies in connection with your use of this website, you may change your browser settings to block the acceptance of cookies. Please refer to the “External Data Transmission” section for further information.