Human Resource Strategy

Eisai's Corporate Concept is "to give first thought to patients and people in the daily living domain, and to increase the benefits that health care provides." Under this Concept (also known as human health care (hhc) Concept), we aim to effectively achieve social good in the form of relieving anxiety over health and reducing health disparities. “Maximizing Human Capital” has been identified as an important materiality toward the realization of this mission. Eisai regards its employees as the exclusive stakeholders that can directly contribute to the realization of our hhc concept through the creation of innovations, positioning them as invaluable assets we call “human talent”.

 To efficiently achieve social good, we believe that it is important that the concept of “efficiency” in our human resource strategy encompasses not only cost-effectiveness and the utilization of new technologies for operational efficiency, but also having an environment in which excellent talents who want to solve social issues can come together and maximize their respective values, as well as fostering a corporate culture where diverse talents with various perspectives can thrive.

Furthermore, as human capital management continues to garner increasing attention, approaches to maximize the value of talent are becoming more important instead of the traditional HR viewpoint of managing, nurturing, and evaluating. We believe that disclosing the Key Performance Indicators (KPIs) for achieving our human resource strategy and continually working towards improvements will contribute to efficiently realizing social good in the future.

Integrated HR Strategy

Eisai made a partial amendment to the Articles of Incorporation at an Ordinary General Meeting of Shareholders in 2022, adding “respecting human rights and diversity”, “providing full opportunities for growth to support self-fulfillment”, and “creating an employee-friendly environment” to “Ensuring stable employment”, which was previously stipulated. The “Integrated HR Strategy” is thus composed of four quadrants: “health,” “workstyles,” “growth,” and “business/organization,” each of which is organically aligned with each other to continuously pursue a better corporate image. We believe that if Eisai’s employees are healthy and able to pursue the optimal work processes, our performance will be maximized through accelerated talent development with employees’ activities such as proactive exploration of in-depth knowledge, leading to an exponential growth of our business and organization”.

We seek to achieve the hhc concept by maximizing our corporate value through the creation of innovations. For this purpose, we promote initiatives in four quadrants of “health,” “workstyles,” “growth,” and “business/organization”, as well as exert our efforts to improve value of non-financial capital, including mid- to long-term human capital*, through success of talents from diverse backgrounds and collaboration with other industries based on continuous evolution into a company where diverse talents continue to thrive (DE&I) and advancement of data utilization through integration of HR strategy, human capital disclosure, and analytics (Data Driven HR).

The six types of capital that comprise Eisai’s corporate value

*Please refer to page 65 of the Eisai Value Creation Report 2023 for details on the quantification of the value of non-financial capital

Employee Impact Accounting

Employee Impact Accounting takes the total salary amount of Eisai as its starting point and adjusts for factors such as the "quality of wages" (marginal utility based on annual income, gender pay gap), "employee opportunities" (gender disparities in promotions and salary increases), " diversity" (gender ratio in the workforce of Japan and Eisai), and "contribution to the local community" (multiplied by the difference between the local unemployment rate and Eisai's employee base, and the gap between Eisai's average annual salary and safety nets such as unemployment insurance and public assistance). This calculation yields a measure of social impact. In the fiscal year 2019 it was estimated that a value of 26.9 billion yen was generated (see table* below).

Furthermore, the results for the fiscal year 2019 suggest that diversity is an area of concern. Through investments in human capital, efforts toward diversity, and other initiatives, our company continues to strive for the improvement of societal impact visualized through Employee Impact Accounting.

*Ryohei Yanagi, “Monthly Capital Market” September, 2021 issue, “Disclosure in the integrated Report of Employee Impact Accounting”

Message from the Chief HR Officer

Teruyuki Masaka
Vice President
Chief HR Officer

Eisai defines the main object of its hhc Concept as “the people in the daily living and medical domain,” and our goal is to evolve into a company that supports people throughout their lives (empowering them to live their lives to the fullest), and to establish an ecosystem model (hhceco) through collaboration with other industries to further contribute to the patients and the people in the daily living domain. The key to achieving this is the “employees.”
The Articles of Incorporation clearly list employees as a principal stakeholder group, ensuring “stable employment,” “respecting human rights and diversity,” “providing full opportunities for growth in support of self-fulfillment,” and “creating an employee-friendly environment.”
In today’s era of accelerating diversity of human resources in terms of nationality, age and gender, we will foster a workplace culture in which employees can recognize, utilize and learn from one another’s aspirations and values, as well as pursue better results through the successes and failures that arise from new challenges.
Further, we are actively working to introduce a talent management policy that will enable our employees, who are the driving force behind the realization of hhceco, to each lead fulfilling lives - to live their lives to the fullest - in good physical and mental health.
We will also proactively disclose information about our efforts to build hhceco and the HR strategies that will contribute to a sustainable growth story, for the understanding of our stakeholders both in and outside the company.
We would like to realize hhceco, which solves social issues such as dementia, by providing employees who are trying to realize their dreams with work they feel is meaningful, growth opportunities that support self-realization, and a comfortable working environment.


Human Capital ROI 34.7% 32.3% 22.3%
Productivity per Person Sales per employee
57.5 Mil. Yen 66.8 Mil. Yen 67.2 Mil. Yen
Operation profit per employee
4.6 Mil. Yen 4.7 Mil. Yen 3.6 Mil. Yen