Strategy

Based on our hhc concept, 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 identify materiality in order 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 such as patients and their families, investors, and employees^*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.

Through these two axes, we identified 15 material topics. Among them, five topics of great interest to our stakeholders, especially long-term investors, that have a positive social impact and correlation with PBR, were selected. We believe that accelerated initiatives in these areas will enhance our intrinsic corporate value and for these topics, we established long-term objectives, KPIs, and risks through 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 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.

Eisai launched “EWAY Future & Beyond”, our medium-term business plan, in April 2021.

For details about the medium-term business plan “EWAY Future & Beyond,” please refer here.