Strategy

Based on ourhhcconcept, Eisai is committed to effectively realizing social good by relieving anxiety over health and reducing health disparities, thereby increasing the satisfaction of patients and the people in the daily living domain and empowering them to realize their fullest lives

For us to continue fulfilling this mission for decades to come, we formulated Eisai’s Future Creation Strategy as our sustainability strategy in March 2025. By placing this strategy at the core of management, we aim to contribute to patients and the people in the daily living domain through the Group’s pharmaceutical business and other operations. At the same time, to serve as the foundations underpinning our Group, we will work on supporting this with strengthening our corporate governance and addressing broader social issues such as environmental conservation over the medium to long term. In this way, we strive to achieve continuous corporate growth and contribute to the sustainable development of society.

Our Future Creation Strategy consists of four elements: one business element and three foundational elements that support it. In our medium-term business plans, we define targets for priority issues (material topics) identified through materiality analyses, along with other relevant social issues, and promote initiatives to sustainably enhance our corporate value.

Such initiatives may not always yield immediate or dramatic results—similar to the processes of drug development, manufacturing, and access to medicine. Just as we have taken on countless challenges in the past, we will continue to boldly take on challenges so that the future Eisai creates will be one filled with hope and smiling faces for generations to come.

Eisai's Future Creation Strategy is built on four factors: 1. Time for patients and the people in the daily living domain to live their authentic lives (patients and the people in the daily living domain); 2. A global environment in which everyone can lead healthy lives (global environment); 3. A society in which everyone can stay true to themselves (society); and 4. To remain as a company that everyone can trust (governance). These four factors are mutually interactive and complementary.
In our medium-term business plans, we define targets for the priority issues (material topics) identified through materiality analyses, as well as other relevant social issues, and promote initiatives to sustainably enhance our corporate value over the coming decades.

At Eisai, to clearly identify priority issues that must be addressed within 5 to 10 years to maximize corporate value over the medium to long term through the realization of our corporate concept, we identified material topics in fiscal 2023 in order to effectively realize social good in accordance with our Articles of Incorporation, amended in June of 2022. In recent years, statutory disclosure requirements have been expanded to provide information necessary for corporate value evaluation. In light of this development, Eisai recognized the importance of identifying materiality based on a more objective and quantitative analysis. Accordingly, materiality were reassessed using two axes: “Impact on society” on the vertical axis and “Impact on Eisai’s financial value” on the horizontal axis.

“Impact on Eisai’s financial value,” the horizontal axis, was assessed based on four criteria: financial impact, strategic objectives, reputation, and business continuity.

“Impact on society,” the vertical axis, was assessed based on three criteria: scale and severity, scope, and potential for remediation.

Through these two axes, we identified 15 material topics. Among them, five topics with particularly significant impacts on both social and financial value were designated as priority material topics. We believe that accelerated initiatives in these areas will enhance our intrinsic corporate value. Long-term objectives, KPIs, and risks were identified for these topics in alignment with our Three Year Growth & Operating Plan through fiscal 2028. The material topics and their long-term goals, KPIs, and risks were decided after deliberation and approval by the GOC*1 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 changes in 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.