Synergy
Impact
Energy
Health
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 | |
|---|---|---|---|---|---|---|---|
| Total health score | Engagement (health)*1 | Non-consolidated | 65 | 66 | 69 | 72 | |
| Consolidated | 80 | 81 | 81 | 81 | |||
| Literacy development |
Wevox*2 (Overall health) |
Non-consolidated |
63.2 |
63.7 |
65.4 |
65.8 |
|
| Number of health-related events and seminars held | Non-consolidated | ー | 21 | 21 | 23 | ||
| Number of participants in health-related events and seminars | Non-consolidated | ー | 818 | 1,520 | 1,613 | ||
| Promotion and prevention activities | Regular health check-up percentage | (Employees themselves) | Non-consolidated | 99.90% | 100.00% | 100.00% | 100.00% |
| (Employees' family) | Non-consolidated | 71.10% | 75.20% | 76.90% | 77.10% | ||
|
Secondary check-up attendance rate*3 |
Non-consolidated |
72.90% |
89.60% |
88.80% |
89.50% |
||
| NOUKNOW® participants (total)*4 | Non-consolidated | 1,322 | 986 | ー | 1,164 | ||
| Stress check rate | Non-consolidated | 97.30% | 97.30% | 97.70% | 94.90% | ||
| Exercise habit ratio*5 | Non-consolidated | 27.60% | 27.90% | 29.90% | 29.74% | ||
| Maintaining and feeling condition | Presenteeism*6 | Non-consolidated | ー | 86.00% | 83.20% | 83.00% | |
| Absenteeism*7 | Non-consolidated | 1.18% | 1.17% | 1.09% | 0.98% | ||
|
Health management hours distribution*8 |
(Company-wide) |
Non-consolidated |
26.00 hours |
24.70 hours |
23.12 hours |
21.80 hours |
|
|
(Non-managerial employees) |
Non-consolidated |
23.78 hours |
21.78 hours |
20.78 hours |
19.42 hours |
||
|
(Managerial employees) |
Non-consolidated |
29.20 hours |
28.72 hours |
26.25 hours |
25.08 hours |
||
|
(Japan business) |
Non-consolidated |
27.77 hours |
28.54 hours |
27.25 hours |
25.06 hours |
||
|
(Research and development) |
Non-consolidated |
22.78 hours |
18.32 hours |
16.92 hours |
16.52 hours |
||
|
(Production/Quality) |
Non-consolidated |
28.78 hours |
27.65 hours |
27.73 hours |
24.84 hours |
||
|
(Corporate) |
Non-consolidated |
24.59 hours |
23.54 hours |
19.87 hours |
18.59 hours |
||
| High-stress individual rate | Non-consolidated | 8.30% | 9.40% | 9.40% | 8.60% | ||
| Overall health risk score | Non-consolidated | 83.0 | 84.0 | 83.0 | 82.0 | ||
| Smoking rate | Non-consolidated | 10.9% | 10.3% | 10.1% | 9.6% | ||
| Glycemic metabolic disorder rate | Non-consolidated | 0.7% | 0.8% | 1.1% | 0.6% | ||
| Blood pressure risk rate | Non-consolidated | 0.1% | 0.3% | 0.3% | 0.2% | ||
| Healthy weight maintenance rate | Non-consolidated | 69.6% | 68.1% | 69.0% | 68.5% | ||
| Rate of employees with satisfactory amounts of sleep | Non-consolidated | 73.1% | 70.4% | 70.9% | 70.2% | ||
| Medical cost (per person) | Non-consolidated | 175,000 Yen | 196,000 Yen | 210,000 Yen | 221,000 Yen | ||
| Cases of workplace accidents | Non-consolidated | 11 | 8 | 12 | 9 | ||
| Consolidated | 53 | 62 | 65 | 65 | |||
| Workplace accidents resulting in four days or more of work loss (frequency rate)*9 | Non-consolidated | 0.00 | 0.00 | 0.00 | 0.16 | ||
| Workplace accidents resulting in one day or more of work loss (frequency rate)*10 | Consolidated | 0.63 | 0.65 | 0.56 | 0.61 | ||
| Cases of workplace accidents resulting in death | Non-consolidated | 0 | 0 | 0 | 0 | ||
| Consolidated | 0 | 0 | 0 | 1 | |||
| Workplace accident deaths (fatal accident rate) | Non-consolidated | 0.0% | 0.0% | 0.0% | 0.0% | ||
| Consolidated | 0.0% | 0.0% | 0.0% | 1.5% | |||
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*1Average engagement score related to health
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*2Engagement platform operated by Atrae, Inc. Supports high-quality organizational management with data by visualizing the status of employees and organizations using its proprietary pulse survey. Conducted monthly, with the score from the March survey at the end of the fiscal year presented here. Scores represent the average of seven-point responses to each question ("Neither agree nor disagree" corresponds to 57 points).
-
*3Those requiring further medical examination following a regular health check-up
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*4A product developed in Japan as a non-medical device for self-check of brain performance (the health of a brain) using the "Cogstate Brief Battery," a cognitive function test created by Cogstate Ltd.
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*5Exercise habit ratio = Number of employees who exercise over 30 minutes, over twice a week, and for over a year ÷ Average number of employees during the period
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*6Absolute presenteeism based on the University of Tokyo's Single-Item Presenteeism Question (SPQ)
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*7Percentage of employees taking leave
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*8From a health management perspective, this indicator shows the total difference between actual working hours and prescribed working hours (reflected only when the monthly total is positive), including employees under the deemed working hours system and discretionary working hours systems.
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*9Number of casualties resulting from workplace accidents causing four or more days of absence from work ÷ Total working hours × 1,000,000
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*10Number of casualties resulting from workplace accidents causing one or more days of absence from work ÷ Total working hours × 1,000,000
Workstyle
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 | |
|---|---|---|---|---|---|---|---|
| Total work style score | Engagement (workstyle)*1 | Non-consolidated | 60 | 61 | 62 | 64 | |
| Consolidated | 76 | 77 | 77 | 77 | |||
| WLB | Revenue per person | Non-consolidated | 118.3 mil. Yen | 123.1 mil. Yen | 125.6 mil. Yen | 129.7 mil. Yen | |
| Human relations at workplace |
Wevox (Relationships with colleagues) |
Non-consolidated |
76.3 |
76.9 |
77.4 |
77.8 |
|
|
Engagement (Good relationship with immediate manager) |
Non-consolidated |
79 |
80 |
81 |
81 |
||
|
Engagement (Good relationship with colleagues) |
Non-consolidated |
84 |
87 |
88 |
89 |
||
| Utilization of system | Average monthly overtime hours | Non-consolidated | 14.32 hours | 7.67 hours | 7.33 hours | 6.57 hours | |
|
Average monthly health management hours*2 |
Non-consolidated |
26.00 hours |
24.70 hours |
23.12 hours |
21.80 hours |
||
| Number of leave systems | Non-consolidated | ー | 9 | 9 | 9 | ||
| Number of work arrangement types | Non-consolidated | ー | 9 | 9 | 9 | ||
| Average number of annual paid leaves taken | Non-consolidated | 12.7 days | 12.1 days | 12.4 days | 13.1 days | ||
| Number of parental leave system users | (Total) | Non-consolidated | 130 | 137 | 126 | 161 | |
| (Male) | Non-consolidated | 38 | 50 | 46 | 68 | ||
| (Female) | Non-consolidated | 92 | 87 | 80 | 93 | ||
| Number of users of the shortened work hour system for parenting | (Total) | Non-consolidated | 54 | 52 | 49 | 49 | |
| (Male) | Non-consolidated | 0 | 0 | 0 | 1 | ||
| (Female) | Non-consolidated | 54 | 52 | 49 | 48 | ||
| Utilization of system | Number of caregiving leave system users | (Total) | Non-consolidated | 0 | 1 | 1 | 2 |
| (Male) | Non-consolidated | 0 | 0 | 0 | 0 | ||
| (Female) | Non-consolidated | 0 | 1 | 1 | 2 | ||
| Number of users who utilized the shortened work hour system for caregiving | (Total) | Non-consolidated | 1 | 1 | 1 | 0 | |
| (Male) | Non-consolidated | 1 | 1 | 1 | 0 | ||
| (Female) | Non-consolidated | 0 | 0 | 0 | 0 | ||
| Parental leave system uptake rate*3 | (Total) | Non-consolidated | 136.8% | 129.2% | 117.8% | 136.4% | |
| (Male) | Non-consolidated | 55.9% | 65.8% | 67.6% | 84.0% | ||
| (Female) | Non-consolidated | 340.7% | 290.0% | 205.1% | 251.4% | ||
| Return to work from parental leave rate*4 | (Total) | Non-consolidated | 98.6% | 97.7% | 100.0% | 100.0% | |
| (Male) | Non-consolidated | 100.0% | 100.0% | 100.0% | 100.0% | ||
| (Female) | Non-consolidated | 97.3% | 94.7% | 100.0% | 100.0% | ||
| Remote work rate*5 | Non-consolidated | 49.5% | 44.3% | 40.2% | 37.2% | ||
| Number of shared office users*6 | Non-consolidated | 595 | 693 | 740 | 784 | ||
| Paternity leave uptake rate*7 | Non-consolidated | 91.2% | 96.1% | 94.1% | 97.5% | ||
| Average paternity leave days taken | Non-consolidated | 15.1 days | 39.5 days | 40.8 days | 62.7 days | ||
| Number of male employees taking spousal paternity leaves | Non-consolidated | 57 | 69 | 63 | 67 | ||
| Number of employees who have side jobs | Non-consolidated | ー | 54 | 57 | 56 | ||
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*1Average engagement score related to work style
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*2From a health management perspective, this indicator shows the total difference between actual working hours and prescribed working hours (reflected only when the monthly total is positive), including employees under the deemed working hours system and discretionary working hours systems.
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*3Number of employees using parental leave in the fiscal year ÷ Number of employees who gave birth or had a spouse gave birth in the fiscal year
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*4Percentage of employees who took parental leave and returned to work without quitting during the fiscal year
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*5Remote work rate = number of employees who use remote work at least one day a month ÷ Average number of employees during the period
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*6The figures differ from those published in HCR2024 and HCR2025 because the calculation method was changed to one that better reflects the intended meaning
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*7Parental leave system and spousal paternity leave system (persons who take leave multiple times are counted as one person)
Growth
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Total growth score | Engagement (growth)*1 | Non-consolidated | 64 | 63 | 65 | 66 |
| Consolidated | 74 | 74 | 74 | 76 | ||
| Preparation and provision of growth opportunities | Talent development/training total cost | Non-consolidated | 513 mil. Yen | 546 mil. Yen | 524 mil. Yen | 523 mil. Yen |
| Consolidated | 1,486 mil. Yen | 1,632 mil. Yen | 1,203 mil. Yen | 1,056 mil. Yen | ||
| Total cost of talent development/training as a percentage of revenue*2 | Non-consolidated | 0.14% | 0.15% | 0.14% | 0.14% | |
| Consolidated | 0.20% | 0.22% | 0.15% | 0.13% | ||
| Training cost per person*3 | Non-consolidated | 169,000 Yen | 183,000 Yen | 175,000 Yen | 176,000 Yen | |
| Consolidated | 97,000 Yen | 105,000 Yen | 107,000 Yen | 102,000 Yen | ||
| Training hours per person | Non-consolidated | ー | 15.0 hours | 15.8 hours | 19.4 hours | |
| Number of qualification holders | Non-consolidated | ー | ー | 1,626 | 1,355 | |
| Use of growth opportunities, proficiency |
Wevox (Growth opportunities) |
Non-consolidated |
69.5 |
70.0 |
70.4 |
70.6 |
| Number of transfers through the Job Challenge System*4 | Non-consolidated | 8 | 21 | 20 | 19 | |
| Number of participants in cross-border external experiences*5 | Non-consolidated | 20 | 29 | 35 | 21 | |
| Number of MBA sponsorship program users | Non-consolidated | 2 | 2 | 2 | 4 | |
| Feeling of growth, career prospects | Number of participants in Career Week | Non-consolidated | ー | 736 | 1,403 | 1,815 |
| Recognition | Engagement (Recognition) | Non-consolidated | 59 | 60 | 62 | 64 |
| Consolidated | 73 | 73 | 74 | 75 | ||
|
Wevox (Recognition of achievements) |
Non-consolidated |
65.7 |
65.9 |
66.5 |
66.2 |
|
|
Wevox (Satisfaction with evaluation) |
Non-consolidated |
68.1 |
68.2 |
69.0 |
69.4 |
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*1Average engagement score related to growth
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*2Overall cost of talent development/training divided by revenue
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*3Consolidated training cost per person was tabulated for all domestic and overseas network companies for which calculation is possible and divided by the number of employees within those companies. This covers approx. 98% of the Group's employees. Exchange rate: 1 USD = 150.77 JPY
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*4Number of people using the Job Challenge System. Job Challenge System = an internal job posting system that allows employees to apply to join the organization of their choice. A system that allows transfers to be made if the selection is passed.
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*5Combined number of participants in programs such as J-Win Participation, itteki, and Jammin', as well as the EMBA program (Executive MBA program: Master's Program at Keio University Graduate School of Business Administration)
Morale
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Total morale score | Engagement (morale)*1 | Non-consolidated | 79 | 81 | 82 | 82 |
| Consolidated | 89 | 89 | 89 | 89 | ||
| Empathy with philosophy and strategy | Engagement (Degree of Empathy with Philosophy and Strategy) | Non-consolidated | 79 | 80 | 81 | 81 |
| Consolidated | 87 | 88 | 88 | 88 | ||
| Engagement (Penetration of the hhc concept) | Consolidated | 96 | 96 | 95 | 95 | |
|
Wevox (Empathy with mission and vision) |
Non-consolidated |
75.4 |
76.4 |
76.6 |
77.2 |
|
|
Wevox (Satisfaction with company policies and business strategies) |
Non-consolidated |
70.8 |
72.0 |
72.4 |
73.3 |
|
|
Recognition of Energy, Synergy, and Impact (Measured using Wevox) |
Non-consolidated |
ー |
ー |
66.6% |
71.3% |
|
|
Recognition of Integrated Human Resource Strategy (Measured using Wevox) |
Non-consolidated |
ー |
55.4% |
74.2% |
72.0% |
|
| Job satisfaction | Engagement (Job satisfaction) | Non-consolidated | 79 | 81 | 82 | 83 |
| Consolidated | 87 | 88 | 88 | 88 | ||
| Career development opportunities |
Number of Job Challenge applicants |
Non-consolidated |
31 |
70 |
65 |
81 |
|
Number of transfers through job challenge |
Non-consolidated |
8 |
21 |
20 |
19 |
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*1Average engagement score related to morale
Synergy
Leadership
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Total leadership score | Engagement (leadership)*1 | Non-consolidated | 68 | 69 | 69 | 72 |
| Consolidated | 79 | 80 | 79 | 80 | ||
| Leadership development | Number of leadership development programs*2 | Non-consolidated | ー | 8 | 15 | 10 |
| Number of participants in leadership development programs | Non-consolidated | ー | 540 | 850 | 465 | |
| Cost of leadership development programs | Non-consolidated | ー | 27.0 mil. Yen | 41.6 mil. Yen | 31.1 mil. Yen | |
| Number of participants in the Organizational Head Management Dojo*3 | Non-consolidated | ー | ー | 439 | 191 | |
| Degree of leadership demonstrated |
Wevox (Job satisfaction of organizational head) |
Non-consolidated |
76.7 |
78.4 |
79.9 |
79.9 |
| Number of subordinates per manager*4 | Non-consolidated | 7.0 | 6.8 | 6.4 | 6.4 | |
| Consolidated | ー | 6.0 | 4.7 | 4.2 | ||
| Successor candidate preparation rate*5 | Consolidated | ー | 93.5% | 99.5% | 97.8% | |
| Number of Organizational Development Workshops held*6 | Non-consolidated | ー | 19 | 4 | 325 | |
| Number of participants in Organizational Development Workshops*6 | Non-consolidated | ー | 327 | 46 | 2,829 | |
| Compliance | Number of investigations conducted based on internal whistleblowing reports | Non-consolidated | 108 | 87 | 79 | 67 |
| Number of cases identified based on internal whistleblowing reports*7 | Non-consolidated | 13 | 15 | 18 | 15 | |
| Number of disciplinary actions based on internal whistleblowing reports*8 | Non-consolidated | 7 | 8 | 9 | 8 | |
| Number of compliance trainings held (total) | Consolidated | 111 | 140 | 132 | 132 | |
| Compliance training participants (total) | Non-consolidated | 8,300 | 10,600 | 9,844 | 9,062 | |
| Sign rate of Compliance Declaration | Non-consolidated | 100% | 100% | 100% | 100% | |
| Consultation/whistleblowing cases (received by parent company) | Non-consolidated | 344 | 340 | 343 | 513 |
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*1Average engagement score related to leadership
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*2Training program for visionary leaders, newly appointed organizational heads, newly appointed directors, leadership training, second year training, third year training, E-LEAD, E-Win
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*3A 30-day training program for domestic organizational heads, spending a full day on each session to reflect on people management (methods for engaging with individual motivations and values to maximize growth)
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*4Total number of employees ÷ Total number of managers
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*5Number of people in the successor pool ÷ Number of leadership positions
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*6Wevox workshops, dialogues on building individuals and organizations, etc. Dialogues on building individuals and organizations started in FY2025.
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*7Number of investigations conducted that found violations of laws, regulations, company rules, etc. (number of violations identified, including both major and minor incidents)
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*8Number of identified cases that resulted in some kind of disciplinary action
DE&I
Our DE&I initiatives, KPIs, and goals reflect the values and practices of Eisai Co., Ltd. as implemented in Japan and in other jurisdictions where these approaches are appropriate and permissible.
These descriptions and activities are not intended to apply, and should not be construed as applying, to the operations of Eisai Co., Ltd. or its subsidiaries in the United States or other jurisdictions where different legal standards may apply to such practices or activities.
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 | |
|---|---|---|---|---|---|---|---|
| Total DE&I score | Engagement (DE&I)*1 | Non-consolidated | 59 | 61 | 66 | 69 | |
| Creation of diverse organization | Number of people hired | (Total) | Non-consolidated | 111 | 70 | 105 | 142 |
| Consolidated | 1,340 | 1,194 | 989 | 932 | |||
| (Male) | Non-consolidated | 75 | 43 | 72 | 77 | ||
| (Female) | Non-consolidated | 36 | 27 | 33 | 65 | ||
| New graduate hire | (Total) | Non-consolidated | 66 | 51 | 63 | 113 | |
| (Male) | Non-consolidated | 37 | 30 | 39 | 52 | ||
| (Female) | Non-consolidated | 29 | 21 | 24 | 61 | ||
| Experienced hire | (Total) | Non-consolidated | 45 | 19 | 42 | 29 | |
| (Male) | Non-consolidated | 38 | 13 | 33 | 25 | ||
| (Female) | Non-consolidated | 7 | 6 | 9 | 4 | ||
| Ratio of female hires | Non-consolidated | 32.4% | 38.6% | 31.4% | 45.8% | ||
| Ratio of experienced hires | Non-consolidated | 40.5% | 27.1% | 40.0% | 20.4% | ||
| Creation of diverse organization | Ratio of female new graduate hires | Non-consolidated | 43.9% | 41.2% | 38.1% | 54.0% | |
| Ratio of female experienced hires | Non-consolidated | 15.6% | 31.6% | 21.4% | 13.8% | ||
| Number of female leadership development programs*2 | Non-consolidated | 3 | 4 | 6 | 4 | ||
| Number of participants in female leadership development programs | Non-consolidated | 19 | 115 | 163 | 24 | ||
| Improvement of psychological safety throughout organization | Wevox (Recognition of speaking up and opinions) | Non-consolidated | 75.9 | 76.3 | 76.2 | 76.6 | |
| Wevox (Implementation rate of 1-on-1 meetings)*3 | Non-consolidated | ー | ー | 38.3% | 34.6% | ||
| Wevox (Freedom in 1-on-1 meetings)*4 | Non-consolidated | ー | ー | 73.0% | 72.7% | ||
| Provision of equal opportunities | Employee number*5 | (Total) | Non-consolidated | 3,043 | 2,984 | 2,998 | 2,979 |
| Consolidated | 11,076 | 11,067 | 10,917 | 10,543 | |||
| (Male) | Non-consolidated | 2,202 | 2,152 | 2,146 | 2,112 | ||
| (Female) | Non-consolidated | 841 | 832 | 852 | 867 | ||
| Employee number by region | (Americas) | Consolidated | 1,755 | 1,915 | 1,866 | 1,669 | |
| (EMEA) | Consolidated | 1,234 | 1,305 | 1,351 | 1,159 | ||
| (China) | Consolidated | 2,002 | 1,950 | 1,862 | 1,827 | ||
| (East Asia Global South) | Consolidated | 1,595 | 1,583 | 1,508 | 1,456 | ||
| Average employee age | (Total) | Non-consolidated | 43.6 | 44.2 | 44.6 | 44.5 | |
| Average length of employment*6 | (Total) | Non-consolidated | 17.9 years | 18.5 years | 18.5 years | 18.5 years | |
| (Male) | Non-consolidated | 19.7 years | 20.3 years | 20.3 years | 20.6 years | ||
| (Female) | Non-consolidated | 13.1 years | 13.8 years | 14.0 years | 14.1 years | ||
| Application rate for the manager promotion exam*7 | (Total) | Non-consolidated | 27.2% | 27.2% | 29.6% | 27.1% | |
| (Male) | Non-consolidated | 32.1% | 31.2% | 29.3% | 30.6% | ||
| (Female) | Non-consolidated | 15.7% | 18.3% | 21.0% | 20.3% | ||
| Number of managerial employees | Non-consolidated | 1,216 | 1,235 | 1,252 | 1,226 | ||
| Number of female managerial employees | Non-consolidated | 145 | 158 | 170 | 175 | ||
| Ratio of female managerial employees*8 | Non-consolidated | 11.9% | 12.8% | 13.6% | 14.3% | ||
| Ratio of newly appointed female managerial employees | Non-consolidated | 21.6% | 25.4% | 30.4% | 26.1% | ||
| Ratio of experienced hires in managerial positions*9 | Non-consolidated | 14.3% | 14.6% | 15.1% | 15.6% | ||
| Ratio of org. heads in the age of 30's and younger*10 | Non-consolidated | 11.5% | 8.2% | 7.5% | 7.1% | ||
| Ratio of women among all Board of Director members | Non-consolidated | 9.1% | 18.2% | 18.2% | 18.2% | ||
| Ratio of independent outside directors among all directors | Non-consolidated | 63.6% | 63.6% | 63.6% | 63.6% | ||
| Ratio of women among all Corporate Officers*11 | Non-consolidated | 18.2% | 14.3% | 14.3% | 16.7% | ||
| Employment rate of person with disabilities calculated on statutory criteria*12 | Non-consolidated | 2.45% | 2.51% | 2.54% | 2.56% | ||
| Number of temporary workers | Non-consolidated | 243 | 279 | 317 | 294 | ||
| Ratio of temporary workers | Non-consolidated | 7.1% | 8.3% | 9.3% | 8.7% | ||
| Turnover rate*13 | (Total) | Non-consolidated | 4.4% | 4.4% | 5.3% | 4.7% | |
| Consolidated | 13.6% | 10.4% | 9.9% | 12.0% | |||
| (Male) | Non-consolidated | 4.9% | 4.6% | 5.7% | 5.1% | ||
| (Female) | Non-consolidated | 3.3% | 3.9% | 4.2% | 4.9% | ||
| Voluntary resignation rate*14 | (Total) | Non-consolidated | 3.5% | 3.2% | 3.7% | 3.5% | |
| Consolidated | 9.2% | 7.3% | 6.9% | 7.8% | |||
| (Male) | Non-consolidated | 3.6% | 3.1% | 3.7% | 3.4% | ||
| (Female) | Non-consolidated | 3.1% | 3.6% | 3.7% | 3.5% | ||
| Provision of equal opportunities | Ratio of employee age groups | (-29) | Non-consolidated | 17.8% | 16.9% | 16.5% | 17.3% |
| Consolidated | 13.8% | 17.4% | 12.1% | 11.8% | |||
| (30-39) | Non-consolidated | 25.3% | 23.5% | 21.7% | 20.7% | ||
| Consolidated | 31.7% | 33.2% | 28.0% | 28.8% | |||
| (40-49) | Non-consolidated | 23.3% | 25.0% | 26.3% | 26.8% | ||
| Consolidated | 27.4% | 25.5% | 29.9% | 30.6% | |||
| (50-59) | Non-consolidated | 27.2% | 28.1% | 28.2% | 26.7% | ||
| Consolidated | 22.1% | 20.1% | 23.6% | 22.0% | |||
| (60-) | Non-consolidated | 6.3% | 6.5% | 7.3% | 8.5% | ||
| Consolidated | 5.0% | 3.9% | 6.4% | 6.8% | |||
| Yearly average wage*15 | Non-consolidated | 10,502,730 Yen | 10,538,622 Yen | 10,556,563 Yen | 11,233,821 Yen | ||
| Gender pay gap*16 | (All employees) | Non-consolidated | 70.2% | 72.9% | 72.9% | 74.1% | |
| (Fulltime employees) | Non-consolidated | 71.6% | 74.4% | 74.4% | 75.7% | ||
| (Part-time/contract employees) | Non-consolidated | 62.1% | 65.8% | 65.7% | 76.7% | ||
| Retention rate of new graduate hires after three years | (Total) | Non-consolidated | 90.8% （118/130） |
91.4% （180/197） |
95.5% （63/66） |
92.2% （47/51） |
|
| (Male) | Non-consolidated | 88.1% （59/67） |
92.5% （86/93） |
97.3% （36/37） |
96.7% （29/30） |
||
| (Female) | Non-consolidated | 93.7% （59/63） |
90.4% （94/104） |
93.1% （27/29） |
85.7% （18/21） |
||
| Retention rate of new graduate hires after five years | (Total) | Non-consolidated | 71.2% （42/59） |
79.4% （77/97） |
83.1% （108/130） |
82.7% （163/197） |
|
| (Male) | Non-consolidated | 75.0% （24/32） |
80.0% （40/50） |
83.6% （56/67） |
81.7% （76/93） |
||
| (Female) | Non-consolidated | 66.7% （18/27） |
78.7% （37/47） |
82.5% （52/63） |
83.7% （87/104） |
||
| Retention rate of new graduate hires after ten years | (Total) | Non-consolidated | 53.9% （41/76） |
66.7% （2/3） |
69.0% （69/100） |
69.2% （27/39） |
|
| (Male) | Non-consolidated | 58.7% （27/46） |
50.0% （1/2） |
71.2% （47/66） |
75.0% （15/20） |
||
| (Female) | Non-consolidated | 46.7% （14/30） |
100.0% （1/1） |
64.7% （22/34） |
63.2% （12/19） |
||
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*1Average engagement score related to DE&I
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*2E-Win For Fresher, E-Win, E-Win Farm, external dispatch program (J-Win participation, EMBA Program, Knowledge Forum)
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*3In Wevox, the percentage of respondents who answered "Once a month or more" to the question "How often do you have 1-on-1 meetings with your supervisor?"
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*4In Wevox, the percentage of favorable responses to the question "In your 1-on-1 meetings, are you able to freely discuss the topics you wish to discuss?"
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*5Based on the number of employees disclosed in the Annual Securities Report (Eisai Co., Ltd. employees include those dispatched from other entities and exclude those dispatched to other entities)
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*6Years of service during the period ÷ Average number of employees during the period
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*7Ratio of first-stage examination takers (including those exempted from the first-round examination in FY2024) to eligible candidates
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*8Number of female managerial employees ÷ Total number of managers
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*9Percentage of experienced hires (including those who became managerial employees after joining the company) among managerial employees
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*10Org. heads in the age of 30's and younger ÷ All org. heads
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*11Number of female Corporate Officers ÷ Total number of Corporate Officers
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*12Number of employees with disabilities ÷ Total number of employees
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*13Number of employees who left the company by gender during the period ÷ Average number of employees during the period
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*14Percentage of employees who resigned for personal reasons
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*15Calculation of standard wages, nonstandard wages and bonuses based on the number of employees disclosed in the Annual Securities Report
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*16Based on the number of employees disclosed in the Annual Securities Report and regular part-time and contract employees directly employed by the company, the ratio of the average wage of women to the average wage of men set at 100
Innovative culture
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Bold: Key metrics
| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Total innovative culture score | Engagement (innovative culture)*1 | Non-consolidated | 54 | 55 | 57 | 60 |
| Consolidated | 71 | 72 | 72 | 74 | ||
| Forming networks within and outside the company | Building external networks/number of training programs*2 | Non-consolidated | ー | 4 | 3 | 4 |
| Building external networks/number of participants in training programs | Non-consolidated | ー | 29 | 34 | 39 | |
| Number of participants in Project Aka-Chochin*3 | Non-consolidated | ー | 261 | 336 | 301 | |
| Culture of taking on challenges | Number of hhc activities*4 | Consolidated | Over 500 | Over 500 | Over 500 | Over 500 |
| Opportunities for in-person dialogue | Opportunities for face-to-face interaction (Measured using Wevox)*5 | Non-consolidated | ー | ー | 59.0% | 53.3% |
| Effects of face-to-face interaction (Measured using Wevox)*6 | Non-consolidated | ー | ー | 74.1% | 77.3% |
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*1Average engagement score related to innovative culture
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*2Projects that involved external collaboration excluding group companies, or training programs implemented in collaboration with external parties
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*3Number of participants in the project where participants discuss organizational development and exchange opinions with the management team while also enjoying drinks (since FY2025, Synergy has been expanded to include external parties, and this figure includes participants in family events and the Synergy Forum)
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*4Number of hhc activity projects implemented within the Eisai Group in the fiscal year and disclosed to the entire company
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*5In Wevox, the percentage of favorable responses to the question "Do you feel that opportunities for face-to-face interaction with members or managers have increased recently?"
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*6In Wevox, the percentage of favorable responses to the question "Do you think face-to-face communication is more effective than online communication?"
Impact
Human capital
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| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Employee impact | Employee impact*1 | Non-consolidated | 27,067 mil. Yen | 27,094 mil. Yen | 27,216 mil. Yen | 29,486 mil. Yen |
| Human resource investment efficiency*2 | Non-consolidated | 80% | 81% | 82% | 82% | |
| Human capital ROI*3 | Consolidated | 22.3% | 26.7% | 25.5% | 20.8% | |
| Engagement (Sustainable Engagement) | Non-consolidated | 73 | 75 | 76 | 77 | |
| Consolidated | 85 | 85 | 85 | 85 | ||
| Engagement (response rate) | Non-consolidated | 76% | 84% | 95% | 93% | |
| Consolidated | 83% | 90% | 94% | 94% |
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*1Employee impact according to the IWAI method (internal estimate)
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*2Employee impact ÷ Total salary amount
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*3Indicator that shows efficiency of the contribution of invested human capital to profitability. (Revenue - (Total cost - Labor cost)) ÷ Labor cost - 1
Value creation
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| Category | Indicator name | Scope of aggregation | FY2022 | FY2023 | FY2024 | FY2025 |
|---|---|---|---|---|---|---|
| Creation of new drugs | Research and development expenses | Consolidated | 173.0 bil. Yen | 169.0 bil. Yen | 171.6 bil. Yen | 158.7 bil. Yen |
| Maximizing the value of new drugs | Revenue from 3L sales*4 | Consolidated | 249.6 bil. Yen | 297.6 bil. Yen | 328.5 bil. Yen | 494.8 bil. Yen |
| Product impact | Number of DEC tablets supplied in a single year | Consolidated | 80 million tablets | 150 million tablets | 230 million tablets | 320 million tablets |
| Cumulative number of DEC tablets supplied | Consolidated | 2.13 billion tablets | 2.28 billion tablets | 2.51 billion tablets | 2.84 billion tablets | |
| Revenue per person | Consolidated | 67.2 mil. Yen | 67.0 mil. Yen | 72.3 mil. Yen | 78.3 mil. Yen | |
| Operating profit per person | Consolidated | 3.6 mil. Yen | 4.8 mil. Yen | 5.0 mil. Yen | 4.2 mil. Yen | |
| Human capital management achievement rate that contributes to creating efficient social impact | E-HCI*5 | Consolidated | 75% | 79% | 79% | 75% |
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*4Consolidated revenue from Leqembi (LEQEMBI), Dayvigo (generic name: Lemborexant), and Lenvima (LENVIMA)
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*5Eisai-Human Capital Index = (Engagement achievement rate × 0.4) + (Human capital ROI achievement rate* × 0.3) + (Human resource investment efficiency achievement rate × 0.3) *A Human capital ROI of 40% is considered a 100% achievement