Sustainability Report
2022

This PDF was edited as Sustainability Report 2022 and includes the content disclosed on our Sustainability website as of December, 2022.
Environment
Environmental Management
Targets & Initiatives
Climate Change Initiatives
Water Resource Initiatives
Initiatives to Reduce Waste 
and Reuse Resources
Initiatives to Prevent Pollution
Biodiversity Initiatives
Environmental Accounting
Society
Together with Patients and Healthcare Professionals
　Research & Development
　Manufacturing and Supply Chain
　Manufacturing Pharmaceuticals that are Secure, 
　Safe, and Convenient to Use
　Information Provision
　Drug Safety / Quality Assurance
　Solving Issues Related to Improving Access 
　to Healthcare
Together with Employees
　Human Resources Development
　Promoting Diversity & Inclusion
　Work-Style Innovation
　Occupational Health and Safety
Together with Business Partners
　Promotion of CSR Procurement
Together with the Local Community
　Corporate Citizenship Policy
　Contributions to Medical Care and Welfare
　Development of Science and Technology
　Contributions to the Environment
　Promotion of Local Communities
　Activities Addressing Social Needs
Other Related Information
External Evaluations
Data
GRI Standard Comparative Table
Explanation of Terms
Management
Code of Conduct
Respect for Human Rights
R&D Ethics
Compliance
Risk Management
Promotion of Fair Operating Practices
Editorial Policies
Mitsubishi Tanabe Pharma's Sustainability
Materiality
Stakeholder Engagement
Sustainability Initiatives in the COVID-19 Pandemic
1
2
3
8
9
25
28
31
34
35
37
40
42
43
45
48
50
55
58
61
63
69
72
78
80
81
87
88
90
94
96
99
112
118
12
13
16
17
20
22
Contents
Sustainability Report 2022

Editorial Policies
This website is intended to provide the Group's stakeholders, including patients, healthcare professionals, local communities, and
employees, with information about major sustainability initiatives implemented by the Group in fiscal 2021. Specific initiatives implemented
in accordance with the Company's philosophy are presented in line with management, the environment, and society.
The Sustainability Report 2022 PDF version, which contains the same content as disclosed on this website, can be downloaded from 
.
 appearing in this report have been provided to foster a wider understanding of the
report's content.
Applied Guidelines
Period covered
April 1, 2021, to March 31, 2022
(The report includes examples of activities from April 2022 and thereafter)
Issue timing
September 2022
(Previous report: October 2021; next report: September 2023)
Scope of reporting
Mitsubishi Tanabe Pharma and consolidated subsidiaries in Japan and overseas.
(The scope of reporting could differ in accordance with the examples being reported.)
Contact information

HOME
Sustainability
Editorial Policies
the
Sustainability Report archive page
Explanations of medical and pharmaceutical terms
Global Reporting Initiative (GRI) Sustainability Reporting Standard;
Environmental Reporting Guidelines, 2018 version, published by the Ministry of the Environment of Japan
Contact Us
                                                          1

Mitsubishi Tanabe Pharma's Sustainability
Based on a history spanning more than 300 years, and our frontier spirit, the Mitsubishi Tanabe Pharma Group’s MISSION — “Creating hope
for all facing illness.” — reflects universal values, and the realization of that philosophy is our social mission.
In addition, there is a growing commitment around the world to working toward the resolution of environmental and social issues through
worldwide initiatives, such as the SDGs adopted at a United Nations summit, while the pursuit of sustainability is accelerating.
Under the concept of KAITEKI, the Group is pursuing businesses that solve a wide range of environmental and social issues. By providing
value to society through our business and contributing to the realization of a sustainable society, we seek to continuously raise our
corporate value.
To that end, it is vital that we understand the social issues and demands that change with time and respond to them. The Group has
identified the highest priority social issue as a materiality (important issues) that it needs to address. As people engaged in the activities of
a pharmaceutical company, all of our officers and employees have a strong sense of mission, a high level of ethical standards, and conduct
our business activities with fairness and integrity. Together, we will contribute to achieving our MISSON and a sustainable society.
KAITEKI
Mitsubishi Tanabe Pharma is a member of the Mitsubishi Chemical Group (the MCG Group) , which is working to realize KAITEKI by
providing solutions to environmental and social issues and contributing to the sustainable development of society and the planet. KAITEKI
means “the sustainable well-being of people, society and our planet Earth.”
The MCG Group calls the sum total of the value created from the three types of management, (1) management which focuses on capital
efficiency, (2) management which strives to create innovation for society, and (3) management aiming to improve sustainability, “KAITEKI
Value.” We practice “KAITEKI Management” to provide solutions and improve profitability, starting from environmental and social issues.
All MCG Group activities target enhancement of KAITEKI value. We believe that enhancing KAITEKI value will help the MCG Group develop
together with its stakeholders. We promote our corporate activities to create sustainably, which is the realization of KAITEKI.
For further information about KAITEKI, please see 
United Nations Global Compact
HOME
Sustainability
Mitsubishi Tanabe Pharma's Sustainability
the MCG website.
Since May 2006, MCG has participated in the United Nations Global Compact, which is being
advanced by the United Nations. As a member of the MCG Group, Mitsubishi Tanabe
Pharma respects the 10 principles of the United Nations Global Compact, which address
human rights, labor, the environment, and anticorruption, and upholds these principles in
its business activities as a responsible corporate citizen in line with its Corporate Behavior
Charter.
                                                          2

Materiality
The Mitsubishi Tanabe Pharma Group believes that using our business to provide value to society and contribute to a sustainable society is
integral to our corporate survival and growth. To clarify this belief and strengthen our efforts along those lines, in fiscal 2018, following the
process outlined below, we identified material issues that our Company is positioned to actively address. Since then, however, the social and
environmental issues have become more pressing, and the demands of society have accordingly changed.
Recognizing the changes, we looked back at our achievements and forward to the future of healthcare, and reevaluated the role that
Mitsubishi Tanabe Pharma should play in the society of the future. This reevaluation led us to recast our corporate philosophy into our
MISSION and our vision into VISION 30. We then formulated the Medium-Term Management Plan 21–25 for executing the steps we need to
take in the years 2021–2025 to position us to fulfill the MISSION and VISION 30. When forming the plan and our new objectives, we also
thoroughly reviewed our material issues.
As we reviewed our materiality, we discussed what is important to achieve the goals set out in the Medium-Term Management Plan 21–25
in order to contribute to the realization of a sustainable society, and added and revised some of the materiality items identified in 2018 as
was necessary.
The outcome was management approving the following eight items as our new material issues.
Process of Designating Material Issues
In designating material issues, the Group considered not only international guidelines and GRI standards but also SASB
 pharmaceutical
industry evaluation standards, ATM index
 evaluation items, and others. In this way, social issues that need to be considered were
identified in a comprehensive manner.
HOME
Sustainability
Materiality
Step 1: Identify social issues that need to be considered
*1
*2
Sustainability Accounting Standards Board. An NPO based in the U.S. that sets and discloses sustainability evaluation standards by industry. In 2021, it was integrated with the IIRC to establish
the Value Reporting Foundation (VRF).
*1
Access to Medicine Index. An index that analyzes and ranks 20 of the world’s top pharmaceutical companies on how they make medicines more accessible. Implemented by the Access to
Medicine Foundation, an NPO based in the Netherlands.
*2
                                                          3

We designated the material issues after the validity of the materiality map was confirmed through consultation with experts from inside and
outside the Company. For the material issues, we organized and confirmed their relevance in regard to major initiatives, the SDGs, the
Group’s Code of Conduct, and the MOS indices of KAITEKI upheld by the Mitsubishi Chemical Group (the MCG Group) , of which Mitsubishi
Tanabe Pharma is a member.
New Materiality and Monitoring Indicators
The Group has established monitoring indicators to track the status of materiality initiatives and bring about further improvements.
Following a review of materiality, we have established the monitoring indicators shown below. The results of the new monitoring indicators
are disclosed beginning with the fiscal 2021 results.
Please click the link to see initiative examples.
Main Initiatives and Results
FY2021
Scope of data collection
Creating new drugs, adding indications,
changing dosage and administration, adding
formulations, and providing around the pill
solutions
Number of approvals (Medium-Term
Management Plan 21-25, cumulative)
13
(Global)
Number of solutions provided to patients
(Medium-Term Management Plan 21-25,
cumulative)
0
(Global)
Number of development pipelines
27
(Global)
Awards received for drug discovery (total
since 2007 merger)
21
(Global)
Number of partnering projects
6
(Global)
Medium-Term Management Plan 21-25 new
product sales volume by year
123 packs
(Therapeutic drugs for
neuromyelitis optica
spectrum disorders)
(Global)
Step 2: Prioritize social issues
For the social issues identified in step 1, their importance for the Group was evaluated with
consideration for such factors as the Group’s values and major policies, strategies and specific activity
objectives, and risk-related information.
In addition, to evaluate the importance of these issues for stakeholders, we analyzed and organized
items that are considered to be important by evaluation institutions that work to promote responsible
investing on behalf of external stakeholders. From these two perspectives, we created a materiality
map and narrowed down the issues to those with high priority.
Step 3: Confirm appropriateness and designate material issues
① Innovative pharmaceuticals and healthcare services


Initiative examples: Together with Patients and Healthcare Professionals＞Research & Development
Together with Patients and Healthcare Professionals＞Manufacturing and Supply Chain
Development Pipeline
Table of Material Issues, Major Initiatives, and FY2021 Results ［PDF：177 KB］
                                                          4

Main Initiatives and Results
FY2021
Scope of data collection
Building systems for the stable supply of
reliable pharmaceuticals, and appropriate
responses to questions about quality
Number of product recalls (class I, II, and
III)
Class I 0
Class II 1
Class III 0
(Japan)
Customer satisfaction with questions about
quality
92.4%
(Japan)
Main Initiatives and Results
FY2021
Scope of data collection
Establishing a drug consultation center,
collecting safety information, and providing
information related to the appropriate use of
products
Number of external presentations on clinical
research (papers/academic conferences,
etc.)
77
(Global)
Instances of safety information collected
Domestic：14,600
Overseas：54,100
(Global)
Main Initiatives and Results
FY2021
Scope of data collection
Supporting patients, developing therapeutic
drugs for intractable and rare diseases,
promoting project for infectious diseases
that are prevalent in (common to?)
developing countries
Number of subsidized patient organizations
(cumulative, total)
167
(Global)
Number of health support website visitors
31.44 million
(Global)
Number of pipelines for intractable and rare
diseases
9
(Global)
Number of approvals for intractable and
rare diseases (Medium-Term Management
Plan 21-25)
1
(Global)
Number and stage of infectious disease
treatment projects for developing countries
2(Non-clinical)
(Global)
Number of health support programs in
developing countries
Vaccine: 34,633 doses
(Global)
② Quality assurance and stable supply

Initiative examples: Together with Patients and Healthcare Professionals＞Drug Safety / Quality Assurance
Together with Patients and Healthcare Professionals＞Manufacturing and Supply Chain
③ Appropriate use of products
Initiative example:
Together with Patients and Healthcare Professionals＞Information Provision
④ Access to healthcare



Initiative example:
Together with Patients and Healthcare Professionals＞Solving Issues Related to
Improving Access to Healthcare
Development Pipeline
Together with Patients and Healthcare Professionals＞Information Provision
Together with the Local Community＞Contributions to Medical Care and Welfare
                                                          5

Main Initiatives and Results
FY2021
Scope of data collection
Disseminating information and dialoging
with stakeholders including customers, the
general public, and employees
Employee awareness survey results
(Sympathy/understanding of management
philosophy, rewarding/motivation)
79%
(total favorable)
(Global)
Customer satisfaction survey results
(7-point scale)
Overall satisfaction：5.05
Sympathy：5.09
Necessity：5.56
(Japan)
Main Initiatives and Results
FY2021
Scope of data collection
Promoting health management and
improving work environment where all
employees can play an active role
Employee survey results (Wellness item)
85%
(total favorable)
(Global)
Employee survey results (Diversity and
respect for individuals)
81%
(total favorable)
(Global)
Diversity of management
20.8%
(Global)
Main Initiatives and Results
FY2021
Scope of data collection
Reducing environmental impact in corporate
activities and educating employees to raise
environmental awareness
GHG emissions (vs. fiscal 2019)
17.6% reduction
(Global)
Amount of water withdrawal (vs. fiscal
2019)
30.7% reduction
(Global)
Amount of final waste disposed (vs. fiscal
2019)
0.82% reduction
(Japan)
⑤ Stakeholder engagement
*1


Initiative examples: Stakeholder Engagement
Together with the Local Community＞Activities Addressing Social Needs
Together with Employees＞Occupational Health and Safety＞Employee Survey
⑥ Employee health, diversity and inclusion
*1
*1

Initiative examples: Together with Employees＞Occupational Health and Safety
Together with Employees＞Promoting Diversity & Inclusion
⑦ Environment-friendly business



Initiative examples: Environment＞Targets ＆ Initiatives
Environment＞Climate Change Initiatives
Environment＞Water Resource Initiatives
Environment＞Initiatives to Reduce Waste and Reuse Resources
                                                          6

Main Initiatives and Results
FY2021
Scope of data collection
Working to cultivate an awareness of
compliance issues, establishing and
observing a variety of policies, and
establishing hotlines
Surveying employee awareness on
compliance (Employee awareness survey /
5 points is a perfect score)
4.51 points
(Japan)
Customer satisfaction survey results
(7-point scale)
Compliance: 5.14
Confidence：5.29
(Japan)
*1: Total favorable is the total score of the top two response choices (Agree/Tend to Agree).
⑧ Ethics, fairness and integrity
Initiative examples: Management＞Compliance
                                                          7

Stakeholder Engagement
Basic Approach
The Group’s corporate activities are conducted in relationship to a wide range of stakeholders including patients. We will promote better
communication and appropriate information disclosure to gain stakeholder trust. We seek to raise corporate value and achieve a sustainable
society by reflecting everyone’s views and society’s needs as issues and goals in our corporate activities.
Below are presented the main methods and opportunities for communicating with stakeholders that we have determined are most
important for the Company.
Stakeholders
Main Communication Methods and Opportunities
Patients and Their
Families
Healthcare Professionals
Employees
Business Partners
Local Communities
HOME
Sustainability
Stakeholder Engagement
Holding various seminars
Interacting with patient organizations and support groups
Providing information through the Medical Information Center
(Inquiries)
https://www.mt-pharma.co.jp/e/inquiry/
Providing health support information through our website
Discussions about diseases (Japanese language only)
https://www.mt-pharma.co.jp/general/
Health support website (Japanese language only)
https://di.mt-pharma.co.jp/health-support/
JourneyMate Support Program (provides support to ALS patients of the US)
https://www.radicava.com/patient/journeymate-support-program/
Providing and collecting pharmaceutical information through medical representatives (MRs)
Holding various seminars and exchanging views with specialists
Creating website for healthcare professionals
(Japanese language only)
https://medical.mt-pharma.co.jp/index.shtml
Creating OTC medicine distributor website
(Japanese language only)
https://cps-net.jp/
Various training, career interviews, etc.
Dialoguing with management
Providing information utilizing in-house magazine and Company intranet
Providing labor-management councils
Internal and external hotlines
Employee survey
Interacting through procurement activities
Dialoguing through CSR procurement (conducting surveys, etc.)
Conducting visiting lectures at schools
Accepting company visits
Holding local events
Mitsubishi Tanabe Historical Museum
Volunteering activities in local communities
Greening and beautification activities around business sites
                                                          8

Sustainability Initiatives in the COVID-19 Pandemic
The spread of COVID-19 has had a tremendous impact on our lives and economic activities. The Group, focusing on the functions required
for a stable supply of pharmaceuticals, will maintain its business and fulfill its mission of providing a “stable supply of pharmaceuticals” while
ensuring employee safety, revising the BCP to take into account a response to infectious diseases such as corona pneumonia, reviewing the
personnel system, improving the network environment, promoting workstyle reforms, and reviewing research, development, and sales
style. Moreover, we are pursuing initiatives that leverage Group strengths and providing various support in response to changing
circumstances.
below to view details of these initiatives.
(Japanese language only)
Stable Supply of Pharmaceuticals
We believe that providing a sustainable supply of reliable pharmaceuticals is our vital mission. While we closely cooperate with affiliates and
business partners in the production, procurement, and distribution of pharmaceuticals, we strive to maintain a sustainable supply by taking
care to prevent the spread of COVID-19 as a business that must maintain continuity. At this time, the stable supply of our products has not
been affected by the COVID-19 pandemic. We will work to maintain a sustainable supply while paying close attention to the COVID-19
situation in Japan and abroad.
Support Activities
We are making various efforts to prevent the spread of COVID-19 in areas where business is expanding. Below are some examples.
Domestic efforts
HOME
Sustainability
Sustainability Initiatives in the COVID-19 Pandemic
Click the link
Activity Continuity Support for Intractable Disease Patient Organizations and 17 Support
Groups
With online access rapidly increasing in many places, patients and families are finding that
in-person activities are difficult due to the risk of becoming severely ill by infection, and that
anxiety and isolation are further increasing. We helped intractable disease patient
organizations and 17 support groups to pay for the purchase of information devices (PCs,
tablets, etc.) and peripheral equipment (cameras, speakers, etc.) to conduct business with
the aim of enhancing their online environment so they can continue their business activities
even in the pandemic. Each of the groups was incredibly pleased and used the tools to
promote their online activities.
Conducting an online event using the purchased
equipment
Activities to Prevent the Spread of COVID-19
Mitsubishi Tanabe Pharma Corporation, Tianjin Tanabe Seiyaku, and Mitsubishi Tanabe Pharma
Development (Beijing) donated one million yuan (approximately 16 million Japanese yen) through the
Chinese Red Cross Foundation to support measures against COVID-19 in China. We also collected
donations from employees, provided matching gifts in which the company and labor union donated a
matching amount, and donated a total of 2.5 million yen through Save the Children Japan.
Support activities (donations)
Contribution Commendation Badge
(Chinese Red Cross Society)
                                                          9

Given that Osaka Prefecture, the location of our headquarters, is securing medical supplies in preparation for the spread of the virus, we donated 2,000
protective N95 masks from our stockpile, and donated protective N95 masks and surgical masks to the government and various organizations.
Providing masks
Providing masks to the town of Yoshitomi, the site of
our Yoshitomi Plant (Fukuoka Prefecture)
Providing masks to Osaka Prefecture
We donated goods such as masks and hand sanitizer to prevent infection to 337 households nearby.
The Onoda Plant manufactures slightly acidic electrolyzed water in the drug substance building and
uses it for disinfection. Sanyo Onoda City, where the factory is located, asked that we provide its City
Hall with slightly acidic electrolyzed water of about 13,900 L (March to October 2020) for use in
disinfection and cleaning by local residents.
The Mitsubishi Tanabe Pharma Factory (Onoda Plant)
Slightly acidic electrolyzed water provided to Sanyo
Onoda City Hall (Onoda Plant)
Leveraging the Tenohira (palm of the hand), a symbol of Mitsubishi Tanabe Pharma, we have
developed an advertisement to prevent the spread of the virus entitled “What you can do with your
hands right now” that calls for straightforward, user-friendly hand washing. The hand illustrations on
the company website are designed to be posted in your bathroom at home. We respect and support
medical staff who treat infectious diseases on the front lines and will communicate the social mission
of our pharmaceutical company and call for the prevention of infectious diseases at home.
Initiative to prevent each and every person from spreading the virus
Advertisement to prevent the spread of COVID-
19 (Japanese language only)
                                                          10

Overseas efforts
Our overseas subsidiaries also provide donations, protective clothing, masks, and volunteers to meet each country's needs. Below are some
examples.
We provided donations, masks, gloves, protective clothing, and infrared thermometers to healthcare professionals and nearby residents, as well as
medicines to hospitals upon request.
We supported the volunteer work of employees who performed administrative support for the UK’s National Health Service (NHS).
Mitsubishi Tanabe Pharma Indonesia
Donation of masks and other items to medical
institutions
Donation to a nearby educational facility
During the extremely cold winter, we provided down jackets to healthcare professionals and others
engaged in COVID-19 prevention work to protect them against the cold.
Tianjin Tanabe Seiyaku
Mitsubishi Tanabe Pharma Europe
                                                          11

Management
Code of Conduct
HOME
Sustainability
Management
Code of Conduct
Targeting the realization of MISSION and VISION 30, we have formulated the Code of
Conduct as a guide to behavior based on the Corporate Behavior Charter and the
Declaration of Compliance.
This code demonstrates fundamental approaches and detailed action guidelines for each
business activity, and accordingly, in addition to Japanese we have also prepared English
and Chinese versions and made them available on the corporate web site.
Code of Conduct
                                                          12

Management
Respect for Human Rights
Basic Stance on Human Rights
Mitsubishi Chemical Group Corporation (MCG) has established the 
 in accordance with the following international norms.
＜International norms to which we comply＞
The Mitsubishi Tanabe Pharma Group has established the Charter of Corporate Behavior and the 
 based on this global
policy on which it conducts its business activities.
The Group’s Code of Conduct stipulates that we support and respect the protection of internationally declared human rights. It also
stipulates that we support the abolition of forced labor in all forms and the effective abolition of child labor. We ensure that we are not
involved in any human rights violations ourselves. We do not treat people in a discriminatory or unfair manner regarding such matters as
gender, age, nationality, race, ideology, religion, social status, educational background, birthplace, health status, disability status, sexual
orientation, or gender identity (including LGBT*).
The Code of Conduct applies to overseas Group companies as well. In each country, we comply with all laws and regulations concerning
wages and labor standards (including the guarantee of at least a minimum wage).
In Japan, the compliance guidebook that we distribute to employees includes such content as respect for human rights, and states that we
seek to create a safe and comfortable work environment where each other’s human rights are respected. 
In addition, we ask suppliers to share 
 and also conduct surveys to deepen their understanding of human rights.

Human Rights Awareness Promotion Structure
Based on “Respect for Human Rights” written in our Code of Conduct, the Group has instituted the Regulations for Promoting Awareness of
Human Rights to establish a system for promoting human rights awareness activities as well as basic points for human rights training in the
domestic Group.
Based on these regulations, we have established the Human Rights Awareness Promotion Committee, chaired by the Representative
Director, as a deliberative body for the planning and promotion of companywide human rights awareness policies. Furthermore,
headquarters committee members, department committee members, and regional committee members play a key role in holding in-house
training for officers and employees, and promoting awareness of human rights and diversity.
HOME
Sustainability
Management
Respect for Human Rights
Global Policy on Respecting Human Rights, Employment and Labor
［PDF：140KB］
Universal Declaration of Human Rights
United Nations Global Compact
Guiding Principles on Business and Human Rights
ISO26000, etc.
Code of Conduct
“Developing Cooperative Business Practices with Suppliers and Business Partners -
Guidebook,”［PDF：342KB］
Establishing a Sustainable Supply Chain
LGBT is an acronym for sexual minorities based on the words Lesbian, Gay, Bisexual, and Transgender. Recently, LGBT has expanded to
include LGBTQ (with Q standing for “Questioning” or “Queer”) and LGBTs (with “s” a generic term for sexual minorities not covered by
LGBT). In this report, LGBT is one of the acronyms used for social minorities.
*
                                                          13

The Human Rights Awareness Promotion Committee Secretariat formulates the annual plan for human rights awareness training, the
Chairman of the Human Rights Awareness Promotion Committee and headquarters committee members approve the plan, which is then
carried out. In fiscal 2021, we held a lecture on human rights awareness entitled “Violation of Human Rights on the Internet, and the
Reality of Discrimination" for officers and management given by an outside speaker. We also conducted e-learning courses on “Harassment
prevention,” “LGBT,” “Discrimination,” and “Unconscious bias*.”
In addition to the above training, “the compliance and risk management check” for officers and employees, which is overseen by the
Internal Control Office, also raised issues related to “Human rights issues in Japan” and “Harassment prevention.”
Regional members systematically participated in external training courses organized by outside human rights-related organizations of which
the Company is a member.
In anticipation of Human Rights Week in December each year, the Group encourages employees to submit diversity and human rights
slogans. In this way, the Group is working to enhance human rights awareness. In consideration of the globalization of our business
activities, from fiscal 2018 we have also encouraged employees at overseas Group companies to submit slogans.
In fiscal 2021, employees at 16 Group companies in North America, Europe, Asia, the Middle East, and Japan submitted 568 slogans. The
members of the Human Rights Awareness Promotion Committee selected Global Best Award slogans from among the Local Best Award
slogans chosen by each Group company based on originality, ease of understanding, and educational effects under the theme of “Diversity
and Human Rights.”
The award-wining slogan will be used at various MTPC Group-organized events.
The Group conducts its business activities in accordance with the laws and regulations of each country and region, and the rules of each
company. In this way, we are working to ensure that we do not engage in or participate in violations of human rights. In the unlikely event
that a human rights violation is discovered, we work to quickly resolve the problem.
In fiscal 2021, we conducted a self-assessment of human rights, targeting the Group (including our overseas offices). The purpose of
conducting this assessment was to track human rights risks at each company and to confirm that the human rights risks identified in the
previous self-assessment have been improved. We collected responses from each company and compared and evaluated the results with
reference to those obtained in the previous assessment, which confirmed that our efforts are improving.
Human Rights Awareness Training
Unconscious bias is a “distorted or biased way of seeing or perceiving things” that you are not aware of.
*
Diversity & Human Rights Slogan Contest
Global Best Award-winning slogan: “Cultivate Diversity, Motivate Equity, Stimulate Inclusivity.”
Slogan Thoughts
The value of Diversity, Equity, and Inclusion (DE&I) has unconsciously become the most important part of our lives as a driver for
the ESG movement. In hindsight, it was quite prone to lose sight of this principle that brings together people and ideas to generate
stronger bonds among individuals and stronger organizations to the table. Thus, I’ve suggested ‘Cultivate Diversity, Motivate Equity,
Stimulate Inclusivity’ in the hope that MTPC would keep values in mind to reach an advanced diversity and human rights having
DE&I close to us. Thank you so much to all of those who stood for my voice.
Human Rights Due Diligence*
Human rights due diligence is the process of identifying, preventing, and mitigating adverse impacts related to human rights.
*
Human Rights Due Diligence Process
                                                          14

In the Group’s employment selection, it has set a basic policy to respect basic human rights and to not accept or reject a person based on
nationality, place of birth, gender, family situation, beliefs or other factors that are unrelated to the applicant’s aptitude or ability.
In the selection process, we conduct fair employment screening based on the applicant's aptitude and ability and do not ask inappropriate
questions that may violate one’s human rights. Furthermore, one is not required to indicate gender on the job application form for new
graduates or the internship application form for students.
Human Rights Considerations in Hiring
                                                          15

Management
R&D Ethics
Ethical Considerations in Animal Experiments at the Research Stage
In pharmaceutical research and development, animal experiments may be necessary and only means of confirming efficacy and safety as
pharmaceuticals. However, animal experiments involve sacrificing the lives and bodies of animals, and thus it is essential to take ethics into
consideration. Mitsubishi Tanabe Pharma has formulated “Guidelines for Proper Conduct of Animal Experiments” and complies with relevant
laws, regulations, and guidelines, etc., giving due consideration to animal welfare with reference to all animal experiments. Our policies and
the status of our initiatives is included in “Information Disclosure on Animal Experiments.”
In fiscal 2021, we began to use remote video to share the state of the health of animals in experiments with relevant people in a prompt,
correct manner, as a new initiative associated with animal care.
Moreover, veterinarians and laboratory animal technicians are in attendance for any experimental procedures that are anticipated to be
difficult or painful, and are also involved with the instruction and certification of the people performing them. To date we have worked under
domestic accreditation* , but with the June 2021 acquisition of AAALAC International*  accreditation by the Yokohama Office, all in-house
testing is now conducted appropriately under international certification. All employees will remind themselves that drug discovery is founded
on a respect for all life, and continue to contribute to the welfare of animals and people.
Ethics Review Committee Initiatives
Discovery research using samples provided by patients, such as human tissue and cells, as well as information, such as treatment
information, is increasingly important in the discovery of more-effective, safe drugs. In implementing this type of research, it is essential to
pay careful attention to ethical issues, such as the receipt of appropriate informed consent, reduced burden on research subjects, and the
protection of personal information.
Mitsubishi Tanabe Pharma has established the Human Tissue Research Ethics Review Committee as an ethics review committee in
conformance with the Ethical Guidelines for Life Sciences and Medical and Health Research Involving Human Subjects (Ministry of
Education, Culture, Sports, Science and Technology (MEXT); Ministry of Health, Labour and Welfare (MHLW); Ministry of Economy, Trade
and Industry (METI)). This committee carefully reviews the ethical appropriateness and scientific rationality of research protocols. To
promote objectivity and impartiality in these reviews, outside members are included to ensure that respect is given to a range of opinions
and to facilitate appropriate reviews. To ensure full transparency, the Company posts the committee membership list, the rules governing
the committee, and summaries of its proceedings on the research ethics committee reporting system established by MHLW.
Human Rights and Bioethical Considerations in Clinical Trials
All Mitsubishi Tanabe Pharma clinical trials are subject to strict standards. The Company follows the guidelines set by the International
Council of Harmonization of Technical Requirements for Pharmaceuticals for Human Use/Good Clinical Practices (ICH-GCP), based on the
Declaration of Helsinki. It also upholds the laws and regulations of the country in which the studies are conducted, as well as its own
standards and clinical trial protocols. All volunteer trial subjects give their informed consent to do so. The Company’s highest priority is to
ensure the safety of its trial subjects, protect their human rights, and safeguard and improve their personal welfare.
Mitsubishi Tanabe Pharmas Clinical Trial Protocol Review Committee includes members from outside the Company and medical experts who
are well-versed in clinical trial ethics. Before a trial is allowed to begin, the committee investigates the proposed study to confirm its ethical
and its scientific validity.
In addition, the Company’s clinical trial management system is used to verify that studies are being properly administered, and we have
established a system to ensure that the trial data is reliable.
HOME
Sustainability
Management
R&D Ethics
1
2
Accreditation from the Foundation for the Promotion of Human Sciences (succeeded by the Japan Pharmaceutical Information Center)
*1
AAALAC International: Association for Assessment and Accreditation of Laboratory Animal Care International. Shonan iPark, where the Shonan Office is located, is also an AAALAC International
accredited organization.
*2
                                                          16

Management
Compliance
Compliance Promotion Structure
The Mitsubishi Tanabe Pharma Group has in place a groupwide compliance promotion structure overseen by its Compliance Committee,
which is chaired by the Chief Compliance Officer. Responsible persons for compliance / persons in charge of compliance (appointed in each
unit) meet semiannually (overall/individually). These meetings are held to enhance cooperation with each unit, and share problems and
heighten participants’ sensitivity to risk associated with compliance and potential scandals, as well as enhance the ability of workplaces to
address misconduct and compliance issues.
Compliance Training
The domestic Group conducts the following training programs for the purpose of fostering a strong sense of ethics, raising awareness of
compliance requirements, and cultivating greater awareness of compliance-related issues among all employees.
E-learning for all Group employees is conducted to enhance rigorous compliance, as well as human rights awareness, as the foundation of business
operations in order to realize our MISSION・VISION30.
HOME
Sustainability
Management
Compliance
Mitsubishi Tanabe Pharma Group Compliance Promotion Structure
Declaration of Compliance
We conduct our business with high ethical standards and in a professional manner as a global healthcare company.
1.
We respect human rights, and promote safe and healthy working environments.
2.
We comply with legal requirements and regulations that apply to our businesses and corporate activities.
3.
We work actively to protect the global environment and strive to realize the harmonious co-existence of the Company and society.
4.
We strive always to trade and transact business in a fair manner.
5.
We appropriately manage company information and data, and work to ensure that it is timely and reasonably disclosed.
6.
We appropriately manage and efficiently use company assets.
7.
Groupwide compliance training:
                                                          17

Divisional training that focuses on specific topics relevant to each division is mainly conducted by compliance implementation personnel, including
managers and staff.
Through e-learning, we confirm understanding of such matters as laws, regulations, and internal rules. This enables officers and employees to act in
accordance with consistent evaluation standards.
Times held
Number of participants
Groupwide compliance training
Once a year
4,590
Divisional compliance training
Once a year
4,667
Compliance and risk management check
Twice a year
July 2021: 4,586
February 2022: 4,492
Strengthening of Compliance Structure at Group Companies Outside Japan
The Group has bases in North America, Europe, China, South Korea, Taiwan, ASEAN, and Israel. We are sharing policies that are important
in Group management while considering the values of each country, such as the cultures, laws, and business practices. In this way, we are
advancing the compliance of Group companies.
To this end, we have appointed Chief Compliance Officers at overseas Group companies. To strengthen compliance systems at Group
companies outside Japan, we are pursuing a range of measures including the verification of reporting systems for the speedy sharing of
information, and continuing education programs in consultation with each company.
Corporate Behavior Charter Day
After factoring in the gravity of the Medway Issue and the related quality control problems, (a violation of the Pharmaceutical Affairs Act
and GMP ministerial ordinance), and recognizing the need to prevent any further incidents of misconduct, the Mitsubishi Tanabe Pharma
Group has introduced an annual Corporate Behavior Charter Day, which offers employees the opportunity to review the Group’s Charter and
reflect on their individual conduct.
In fiscal 2020, the lecture on compliance scheduled for April was postponed until October due to the state of emergency, and instead, a
lecture was given on points of note regarding compliance in the era of the new normal from the perspective of legal experts. In our first
attempt, we streamed a team’s live event to all employees in Japan and more than 1,100 of them participated.
At the annual compliance meetings, which are held every year at all Group worksites in Japan, employees focused on discussions, even at
remote work environments, read the Compliance Guidebook, and signed pledges in which they vowed to conduct themselves in accordance
with the Corporate Behavior Charter and Declaration of Compliance.
We also held compliance meetings at overseas Group companies by including local content in the corresponding content used in Japan.
Addressing Harassment
In the Declaration of Compliance, the Mitsubishi Tanabe Pharma Group states clearly that the Group “does not tolerate discrimination,
harassment or any other behavior (such as sexual harassment and abuse of power) that violates basic human rights or inhibits the
capabilities of any individual.” As part of the Group’s commitment to raising awareness and eliminating harassment in the workplace, this
issue is addressed in groupwide compliance training, training for managers, and in training for new employees.
The Harassment Prevention Guidebook published in July 2018 was revised in June 2020 in conformance with the implementation of the law
(Labor Measures Comprehensive Promotion Act) that prevents harassment by a supervisor (abuse of power). The content was enhanced by
specifying in greater detail the requirements for recognizing, giving specific examples, and preventing harassment by a supervisor (abuse of
power).
The Mitsubishi Tanabe Pharma Group believes that eliminating harassment is a key component of creating a comfortable work environment,
which will in turn help boost the vitality and performance of the Group.
The Company has established, operates, and manages multiple harassment counseling services, such as internal and external hotlines and
an external hotline to address difficulties and interpersonal relationships in the workplace.
Divisional compliance training:
Compliance and risk management check:
List of training sessions held in fiscal 2021
                                                          18

Hotlines
The Mitsubishi Tanabe Pharma Group's internal and external hotlines allow employees and managers to obtain consultation and make
reports about any actual or possible violation of laws, ordinances, or social conventions. Each hotline accepts anonymous reporting and
requests for consultation. In principle, we respond to requests for consultations and reports made by members of the Group (including
contract employees and temporary employees) and other relevant parties including business partners. Our policy for responding to matters
pertaining to consultations and reporting concerning compliance violations is shown in the Code of Conduct below.
In addition, we established a contact point (whistleblower line) for receiving inquiries about the laws, corporate ethics, and research ethics
of the Group, or when employee misconduct or violations of the law occur or are highly likely to occur.
The use of the hotlines leads to the prevention or reduction of scandals, etc., before major problems develop.
In addition, reports on recent trends and issues warranting special mention are included in regular compliance training sessions, which
helps promote use of the hotline and prevent recurrence.
Workplace
environment
Working condition /
human resources
Embezzlement /
misappropriation
Laws regulations, and
rules
Other
Total
14
4
0
14
6
38
Protecting Customer Privacy
Mitsubishi Tanabe Pharma is committed to protecting its customers' personal information. In keeping with its strong sense of responsibility
regarding this subject, the Company has released its Policy on Protecting Personal Information to the public. Toward this end, the Company
uses only fair and reasonable methods to collect customers' personal information and utilizes this information only to the extent necessary
to achieve the permitted purpose. In addition to this fundamental approach, it has taken the following initiatives with regard to the handling
of personal information.
Matters reported and consulted on will be responded to fairly and honestly strictly observing personal privacy.
1.
People who have consulted, reported or cooperated in surveys will not be treated unfavorably.
2.
We will not permit retaliation against anyone who has consulted, reported or cooperated in a survey.
3.
Number of hotline consultations handled in fiscal 2021
Established defined regulations regarding the protection of personal information
（1）
Issued the Personal Information Leak Prevention Manual
（2）
Built a management system for personal information protection, including the appointment of division managers and personnel in charge of
protecting personal information
（3）
Educated and trained employees; supervised and audited subcontractors
（4）
Implemented robust data encryption and security measures on company computers
（5）
                                                          19

Management
Risk Management
Risk Management Associated with Business Activities
Based on our Risk Management Rules, which stipulate basic matters related to risk management, we have established a Risk Management
Structure to recognize and evaluate risks in the business activities of the entire Group and prevent their occurrence, and to minimize
human, social, and economic losses in the event that such risks occur.
The operational status of risk management is reported on a regular basis to the Company’s Board of Directors and Mitsubishi Chemical
Group Corporation’s Chief Risk Management Officer.
Crisis Management
The Mitsubishi Tanabe Pharma Group has conducted a review of its Business Continuity Plan (BCP) and systems to ensure the continued
stable supply of pharmaceuticals to patients in case of a major earthquake such as a Nankai Trough earthquake or a Tokyo inland
earthquake predicted to strike in the future.
We are improving our practical skills by conducting IT-Business Continuity Plan training and safety confirmation drills. We are also advancing
countermeasures in case of a disaster, including one that affects the supply chain, by examining the countermeasures of our business
partners.

HOME
Sustainability
Management
Risk Management
Mitsubishi Tanabe Pharma Group's Risk Management Structure
Risk Management Based on Risk Characteristics
Click here to view our COVID-19 countermeasures
                                                          20

Information Security
We have established an information security secretariat with the officer in charge of general affairs acting as head of the information
management system. Furthermore, in response to overseas business expansion and the increasing complexity of IT infrastructure, the
Group will implement measures to ensure the safe and stable use of information and data communications technologies by establishing
rules at overseas bases, and enhancing security checks when using network security and cloud services. We are also taking steps to
improve security, including that of our supply chain, by checking our business partner’s security.
In preparation for damage mitigation and early recovery in the event of an incident, we are examining our response system and flow in
conformity with the above incident prevention measures.
Leakage of personal information
The leakage of personal information not only harms third parties but could also seriously damage the credibility of the Company and cause
irreparable loss.
The Group will comply with GDPR* and other personal information-related laws and regulations and re-examine its rules to strictly manage
information in line with the overseas expansion of the Group.
Telework support
For telework, which we are implementing as a COVID-19 countermeasure, we are distributing PC terminals and installing more phone lines
to create an environment that can sustain our business while ensuring security.
The EU’s general Data Protection Regulation (GDPR). A new personal information protection framework instituted by the European
Parliament, European Council and European Commission.
*
Protecting customer privacy
                                                          21

Management
Promotion of Fair Operating Practices
Initiatives for Fair Business Practices
The Corporate Behavior Charter of the Group states that we will strive to maintain high ethical standards and place priority on fairness and
integrity in all activities. In addition, the Declaration of Compliance expresses our commitment to conducting transactions in a fair manner
based on open competition in the market, giving consideration in transaction relationships not only to laws and regulations but also to social
standards, and to maintaining healthy and proper relationships with government and administrative entities while strictly refusing any
relationships with antisocial forces. Specifically, based on the 
, we formulated the Mitsubishi Tanabe Pharma Corporation
Code of Practice, which is described in the following section, and each activity is conducted in strict observance of the following independent
standards.
Code of Practice
The Japan Pharmaceutical Manufacturers Association (JPMA), of which Mitsubishi Tanabe Pharma is a member company, put the JPMA Code
of Practice into effect in 2013. This establishes behavioral standards that must be observed by the executives and employees of the
member companies in their interactions with researchers, healthcare professionals, patient organizations, wholesalers, etc. In response, the
Company established and put into effect the Mitsubishi Tanabe Pharma Corporation Code of Practice. All executives and employees of the
Company and Group companies in Japan are required to follow this code not only in promotion endeavors designed for healthcare
professionals, medical institutions, and others, but also in all other corporate activities, including testing and R&D, information provision
activities, cooperation with patient organizations, and relationships with wholesalers. Overseas Group companies comply with the codes of
each country based on the International Federation of Pharmaceutical Manufacturers and Associations' Code of Practice (IFPMA Code).
Appropriate Promotion Activities Initiatives
In the Japan Pharmaceutical Manufacturers Association’s Code of Practice (JPMA Code), for a pharmaceutical company, the word
“promotion” as it is used here does not refer to “sales promotion.” Rather, it means “to engage with healthcare professionals in the
provision, collection, and communication of drug information and promote the proper use and adoption of prescription drugs on the basis of
those interactions.”
HOME
Sustainability
Management
Promotion of Fair Operating Practices
Code of Conduct
Promotion Code
Transparency Guidelines
Global Policy for the Prevention of Bribery and Corruption
Guidelines for Activities to Provide Sales Information on Ethical Drugs
Treatment Guidelines for Medical Institutions
Positioning of the Code of Practice
Applicable to all Company executives and employees
Officers and employees of Group companies must also comply with this code
Must be followed in promotion activities and all other corporate activities
Must comply with Guidelines for Activities to Provide Sales Information on Ethical Drugs
Must respond to issues dealing with the Fair Competition Code of the Ethical Pharmaceutical
Drugs Marketing Industry
Definition of Promotion
                                                          22

The Promotion Code for Prescription Drugs, which is a part of the JPMA code of practice, describes details of promotions conducted by
member companies. In accordance with the intent of the Promotion Code, we established the Mitsubishi Tanabe Pharma Promotion Code for
Prescription Drugs to promote the appropriate use and dissemination of prescription drugs.
Following the application of the Guidelines for Provision of Sales Information on Prescription Drugs, which sets forth a standard for
appropriate sales information provision activities for ethical drugs by the Ministry of Health, Labour and Welfare, we added an advisory
function to the Appropriate Supervisory Committee, which until now had been an advisory body for creating promotional materials, for sales
information provision activities to promote the proper use of ethical pharmaceutical drugs.
The aim of the Japan Fair Trade Council of the Medical Devices Industry is to restrict unjustifiable premiums, such as money, goods,
services, etc., provided as an inducement to engage in transactions to ensure fair competition among businesses. The council has its legal
basis in the Act against Unjustifiable Premiums and Misleading Representations.
Accordingly, we have established Treatment Guidelines for Medical Institutions to prevent the distortion of proper prescription drugs use and
unjustifiable customer inducements and increase the transparency of transactions by restricting the provision of unjustifiable premiums.
In January 2021, we established the Promotion Audit Department to strengthen our initiatives aimed at proper promotion activities.
Initiatives Related to Transparency with Medical Institutions and Patient
Organizations
To support not only the discovery of innovative drugs but also the provision and collection of information for the purpose of appropriate drug
usage, collaboration and alliances among pharmaceutical companies, universities, and medical institutions are indispensable. However, as
these alliance activities become more common, there are increasing opportunities for medical institutions and healthcare professionals to be
significantly involved with specific companies or products, and there could be concerns about the extent to which the judgment of both is
influenced by this situation.
Formulation of guidelines
In July 2011, the Company formulated its guidelines for transparency in relationships with medical institutions. The purpose of these
initiatives is to secure a broad understanding from society regarding the contribution made by the Company’s business activities to progress
in medicine, pharmacology, and the other life sciences as well as the Company’s high ethical standards in its business activities.
Information disclosure
The record of payments to medical institutions by the Group has been disclosed on the Company’s website since fiscal 2012. From fiscal
2019, information will be disclosed in compliance with the Clinical Trials Act.
Regarding the provision of compensation or funds to doctors or to healthcare related institutions or organizations in Europe or the U.S., we
are conducting information disclosure in an appropriate manner in accordance with guidelines and laws formulated in Europe and the U.S.
Management structure
In August 2014, the Company formulated guidelines for managing conflicts of interest with medical and research institutions. We have
established principles for avoiding problems with conflicts of interest and a system for managing conflicts of interest, and we are working to
operate this system in an appropriate manner.
Other initiatives
Regarding scholarships and donations to domestic universities and research institutions, the Company started a system of publicly inviting
applications on the Internet in April 2016 to ensure transparency. Funding is provided after screening is conducted by a third-party
committee.
Pursuing Promotional Activities
Ensuring Transparency
Audit System
Initiatives Related to Medical Institutions
                                                          23

First, it is important for corporate activities to be based on a high level of ethical standards and mutual understanding with respect for the
independence of patient organizations. On that basis, to secure a broad understanding from society regarding our contribution to the
activities and development of patient organizations, in April 2013, we formulated our guidelines for transparency in relationships with
patient organizations. Since fiscal 2013, information regarding the funds and labor provided to these patient organizations is disclosed on
the Company’s website.
Initiatives to Prevent Bribery and Corruption
Bribery and corruption in business not only hinder proper commercial transactions, they can also have harmful effects, such as serving as
the source of funding for anti-social forces. Recently, regulations for bribery and corrupt practices are being reinforced in countries around
the world.
The Group has established the 
 which applies to all Group
companies, with the aim of further strengthening its approach toward prevention of bribery and corrupt practices.
The Group declared in the Policy that it will take a “zero-tolerance approach” to bribery and corrupt practices, and promised that it will not
engage in bribery or corrupt practices. The Group also stated it will establish and operate an in-house system to eradicate bribery and
corrupt practices.
Moreover, to further clarify the content of this policy, we formulated relevant guidelines in Japan, China, South Korea, Taiwan, Indonesia,
Thailand, and Singapore, and we are implementing appropriate responses in line with the laws, regulations, and business practices of each
country.
Dealing with Antisocial Forces
In accordance with rules for the elimination of crime syndicates, the Group’s basic policies regarding corporate extortionists, crime
syndicates, and other antisocial forces are to not fear them, to not provide any funds to them, and to shun all contact with them. Therefore,
we have taken the initiative to constantly gather information on antisocial forces and verify our business partners in cooperation with
specialized external institutions such as the police. In the face of unreasonable demands, the Group will respond with a resolute stance that
is unyielding and uncompromising. Moreover, officers and employees in their day-to-day business activities, must consistently avoid
relationships with antisocial forces, adhere strictly to relevant laws and ordinances, and act in accordance with social ethics.
Protection of Intellectual Property Rights
Under its philosophy of contributing to the healthier lives of people around the world through the creation of pharmaceuticals, the Group
has established an intellectual property policy as a basis for providing new medical opportunities and to protect and make effective use of its
globally competitive intellectual properties.
In addition to filing, acquiring, and maintaining intellectual property rights including patents and trademarks, we promote an intellectual
property strategy that is integrated with our business and R&D strategies, and work to ensure our rights not only at the initial research
stage, but also at the appropriate time tailored to the product lifecycle. As a result, the Group held 1,050 registered patents as of March 31,
2022.
Furthermore, the Company respects third-party valid intellectual property rights by managing intellectual property risks through
investigation into the rights of third parties. At the same time, we are working to create a system to protect and utilize our intellectual
property by taking legal action and other measures, depending on the situation, in case a third party infringes upon our intellectual property
rights.
In principle, the Group does not enforce its patent rights in the Least Developed Countries (LDCs) stipulated by the United Nations in order
to contribute to healthcare access in economically deprived areas around the world.
Initiatives Related to Patient Organizations
“Mitsubishi Tanabe Pharma Group Global Anti-Bribery and Corruption Policy,”
                                                          24

Environment
Environmental Management
Basic Approach
The Group has formulated 
and 
, which indicate basic approaches and action guidelines
based on 
and 
.
We promote activities that consider the environment, safety, and health in line with these guidelines and policies and constantly strive to
reduce our environmental impact. In addition, we proactively disclose environmental information to society and promote communication
through dialogue with stakeholders.
Environmental Compliance
The Group has declared that “We work actively to protect the global environment and strive to realize the Company’s harmonious co-
existence with society” and these compliance activities need to be implemented by each employee. 
Specifically, in every aspect of our business activities, we will strive to reduce greenhouse gas emissions, promote energy conservation,
resource conservation and resource recycling, reduce waste, and participate in and cooperate with local communities in environmental and
disaster prevention activities. 
We will work to achieve a sustainable society by transitioning to a carbon-neutral society and a circular economy as well as protecting the
global environment. We will continue to reduce our environmental impact by creating a companywide environment and occupational safety
management system, establishing and sharing goals and targets for environment and safety management, and formulating, implementing,
and reviewing plans at all offices.
HOME
Sustainability
Environment
Environmental Management
the Code of Conduct 
Environment & Safety Policy 
the Corporate Behavior Charter 
the Declaration of Compliance 
Code of Conduct for the Environment and Safety
In conformity with the overriding principle that safety is paramount, we strive to prevent accidents occurring at workplaces and to implement
adequate precautions and preparations against all contingencies, including occupational accidents and disasters. We also take continuing steps to
reduce the impact of our corporate activities on the natural environment and we are fully committed to community environmental conservation
activities.
Environment & Safety Policy
Mitsubishi Tanabe Pharma Corporation and its group companies (“MTPC Group”) aim to be global research-driven pharmaceutical
companies that are trusted by society, and actively strive to protect the global environment and ensure people’s safety.
We assess our corporate activities for their environmental impact in order to continuously reduce environmental burden.
1.
We give priority to safety considerations for all our workers to prevent occurrence of occupational accidents.
2.
We set clear targets for our environmental and safety activities, and we effectively maintain and improve our system to achieve such targets.
3.
We pursue activities in compliance with not only laws and regulations relating to environment and safety, but also more rigorous corporate
management standards.
4.
We systematically conduct training to raise each and every employee's awareness of the environment and safety.
5.
We proactively disclose information relating to environment and safety so that we can deepen communication with society.
6.
By proactively participating in and cooperating with environmental management and disaster reduction activities organized by local
communities, we prepare against unforeseen contingencies such as accidents and disasters, to minimize their impact.
7.
                                                          25

Environmental Management Promotion System
Mitsubishi Tanabe Pharma has established an environment and occupational safety management system, overseen by the President and
CEO until March 2022, and promotes environmental management.
Beginning in April 2022, we are moving forward with a system of environmental management with the Representative Director in charge.
Headed by the Representative Director, the Environment & Safety Committee convenes regularly to discuss and make decisions on
important environmental and safety issues, medium-to-long-term as well as annual policies, and activity goals.
In addition, the Environment & Safety Liaison Council, which consists of heads of each division and presidents of domestic and overseas
Group affiliated companies, and is overseen by the Environment & Safety Management Department manager, meets regularly. The Council
thoroughly discusses and reviews activities related to the environment and safety as well as execution plans and submits important matters
and issues related to policy decisions to the Environment & Safety Committee.
Furthermore, we established the Environment & Safety Management Department in the corporate organization as a department that
oversees environment and safety matters for the Group as a whole. Through close ties with management and frontline workers, the office
supports stronger frontline capabilities and the development of a safety culture. In this way, the office works to prevent the occurrence or
recurrence of accidents related to the environment and safety.
ISO 14001 Certifications
Of the Group's production bases in Japan and overseas, five bases have obtained ISO 14001 certification. At production and research bases
that have not obtained ISO 14001, we are building our own environment management systems in accordance with ISO 14001 and are
managing these appropriately.
Company name
Name of base
Year certification first
obtained
Mitsubishi Tanabe Pharma Factory
Onoda Plant
1998
Yoshitomi Plant
2001
Mitsubishi Tanabe Pharma Indonesia
Bandung Plant
2004
Tianjin Tanabe Seiyaku
Head Office Plant
2010
Mitsubishi Tanabe Pharma Korea
Hyangnam Plant
2014
Environmental Audits
The environment management department periodically conducts environmental audits at production and research bases in Japan and
overseas to confirm matters such as the status of environmental management and compliance, and that its environmental conservation
activities are conducted legally and appropriately.
In these audits, we use check sheets of company regulations to check the status of compliance with internal rules, and the management
status of environment-related facilities (waste storage facilities, wastewater treatment facilities, exhaust gas generation facilities, etc.). We
ask that they submit an improvement plan and report to address the matters identified in the audit and confirm their response at the next
audit. We ensure the effectiveness of environmental audits at our overseas bases by periodically conducting EHS compliance audits by
external specialists who are familiar with the laws and regulations of the countries and regions in which they are located.
In fiscal 2021, environmental audits were conducted at five domestic bases (Yokohama Office, Shonan Office, Onoda Office, Onoda Plant,
and Yoshitomi Plant). Overseas, audits were conducted at one base (Mitsubishi Tanabe Pharma Indonesia).
Although checks were carried out by auditors on location at the Shonan Office and Mitsubishi Tanabe Pharma Indonesia, the spread of
COVID-19 prompted us to perform online auditing at four domestic bases, focusing on documentation checks. Separate on-site audits are
planned for locations where this has not been possible for two consecutive years.
In fiscal 2021, we undertook some reorganization of our offices, opening the Onoda Office and closing the Kashima Office. Although audits
found minor points at both domestic and overseas bases were found, no points that could lead to serious legal violations or environmental
risks were identified. Furthermore, the status of compliance to the matters pointed out in the previous audit were suitably improved at all
domestic bases. Improvements at overseas bases were largely confirmed, but some confirmation will continue at the next audit.
Priority items checked in domestic audits
Bases with ISO 14001 certification
Appropriate environmental management when opening and closing premises
Confirmation of regulations and bases’ environmental guidelines
Managerial and operational status of environment-related facilities, etc., and management of waste
Checking of notification documents in accordance with laws and ordinance
Progress of initiatives to reduce environmental impact
                                                          26

Environmental Education
Aiming for rigorous environmental compliance, the Group plans and implements environmental education and training in accordance with
their level of connection with the environment. 
Employees in charge of environmental management, work to maintain and improve specialized skills and knowledge about environmental
management by proactively obtaining qualifications and taking outside training courses. 
Additionally, to promote awareness of the worsening problem of climate change and the carbon neutrality increasingly demanded by society,
in fiscal 2021, we invited Takejiro Sueyoshi, a special advisor to the United Nations Environment Programme Finance Initiative, as a lecturer,
expanding eligibility for attendance to include all employees of the Group and MCG Group. This environmental lecture was themed on green
transformation.
Training for People Responsible
for Waste Management
People responsible for waste management at domestic Group bases (34 people)
June 2021
The importance of onsite checking of waste disposal contractors
Environmental seminar for the
whole company
Number of employees wishing to attend (515), out of all Group employees in Japan
July 2021
The effect of climate change and decarbonization on business
Training for People Responsible
for Waste Management
People responsible for environmental management of domestic Group bases, and those wishing to do so (99
people)
December 2021
Overview and updated trends of environmental laws and regulations
Status of Environmental Accidents/Violations of Environmental Laws and
Regulations
The table below shows environmental accidents and major violations of environmental laws and regulations. For the fifth consecutive year,
the Group had no environmental accidents and no major violations of environmental-related laws and regulations.
Major training conducted in fiscal 2021
Participants
Date of implementation
Description
Participants
Date of implementation
Description
Participants
Date of implementation
Description
                                                          27

Environment
Targets & Initiatives
Achievement Status of Medium-Term Environmental Action Plan 21-25
The Group views environmental measures as an important management issue and has identified “environment-friendly business” as a
materiality that contributes to the SDGs. 
Six environmental themes, including monitoring indicators for materiality, were established as priority items. The Medium-Term
Environmental Action Plan 21-25, which started in 2021, was formulated, and we are engaged in environmental activities based on it.
We have formulated a long-term reduction target for greenhouse gas (GHG) emissions to reach zero by 2050. 
- GHG emissions reduction targets (scope 1 + 2) (including all domestic and overseas group companies)
・Target for fiscal 2030: 45% reduction (compared to fiscal 2019)
・Target for fiscal 2050: Zero emissions
Targets
Principal Initiatives and Results in Fiscal
2021
Environmental SDGs
Energy conservation and
global warming mitigation
Goal 7
Goal 13
[Management results]
Reduction of waste,
recycling and reuse of
resources
[Results]
Compared to fiscal 2019
Goal 12
[Results]
Effective use of water
resources
[Results]
Goal 6
Prevention of
environmental pollution
[Results]
Goal 6
Goal 12
[Results]
HOME
Sustainability
Environment
Targets & Initiatives
Reduce GHG emissions by 25% by fiscal
2025 compared to fiscal 2019 (Global:
Scope 1 + 2)
18% reduction compared to fiscal 2019
Promote reduction of supply chain CO
emissions
2
Scope 3 emissions in categories
1, 2, 3, 4, 5, 6, 7, and 12 were tracked
and disclosed in the Sustainability Report
Appropriately manage fluorocarbons
Compliance with revisions to the Law
Concerning the Discharge and Control of
Fluorocarbons (maintenance of ledgers,
inspection records)
Amount recovered and destroyed 560 kg
Amount leaked 68 kg(117 t-CO eq)
2
Reduce amount of waste generated by
30% by 2025 compared to fiscal 2019
(domestic)
Reduce amount of final waste disposed
by 50% by 2025 compared to fiscal 2019
(domestic)
21% reduction of waste production in
Japan
0.8% reduction in final waste disposal
Promote reduction of plastic usage and
recycling of waste
Plastic waste emissions in Japan 303
tons (13% increase year-on-year)
*Emission volume is the total for the
Group
52% recycling rate
Reduce water usage volume by 15% by
2025 compared to fiscal 2019 (Global)
31% reduction compared to fiscal 2019
Continue to maintain COD emissions at
current levels compared to fiscal 2019
(Domestic)
35% reduction compared to fiscal 2019
Reduce PRTR emission substances
46% reduction compared to fiscal 2019
                                                          28

Targets
Principal Initiatives and Results in Fiscal
2021
Environmental SDGs
Preservation of
biodiversity
Goal 15
Enhancement of
environmental
management
 
[Results]
 
Material Balance
The figures below show the amount of resources (inputs) directly consumed and the environmental impact (outputs) discharged by our
business activities in fiscal 2021.
Promote understanding and reduce
environmental impact on biodiversity
Promote biodiversity preservation efforts
Awareness of environmental impact
through monitoring, etc., and measures
to reduce impact
Environmental conservation activities
(tree planting and rural landscape
preservation) suspended for the second
consecutive year due to COVID-19
Strengthen environmental risk
management, promote compliance, and
prevent environmental accidents
Performance of environmental audits
Subjects: 5 production and research
bases in Japan, 1 overseas
Performance of environmental education
and training
Appropriate response to environmental
trouble and revisions to environmental
laws and regulations
Maintain zero environmental accidents
and violations of laws and regulations
While maintaining zero environmental
accidents and violations of laws and
regulations for five years
Excluding PRTR subtances
*
Calculation Standards for Environmental Performance Indicators［PDF：92.0KB］
                                                          29

Participation in Initiatives and Industry Group Activities
The Group participates in the following initiatives and industry group activities to solve social issues related to the environment and continue
to be a company that is trusted by society.
The Company participates as a member of the Environmental Committee of The Federation of Pharmaceutical Manufacturers’
Associations of Japan and contributes to formulating guidelines and action plans for the industry. We also participate in the
Carbon Neutral Working Group (formerly the low carbon society action plan working group of the federation) and are working
to achieve the carbon dioxide emissions reduction target based on Japan Business Federation’s (Keidanren’s) requests.
Furthermore, we are participating in an environmental issues study group established by the Japan Pharmaceutical
Manufacturers Association (JPMA) in fiscal 2022, and are working to address environmental issues as a pharmaceutical
industry.
Activities of Japan Climate Initiative (JCI)
The Group participates in the Japan Climate Initiative (JCI) * to actively address climate change issues. In addition, the Group
endorsed the message (on April 19, 2021) requesting that greenhouse gas emission reduction targets and renewable energy
power targets for 2030 be raised from JCI to the Government of Japan, and endorsed “Accelerate Renewable Energy Adoption
Now: A Message Calling for Stronger Climate Action in the Midst of the Energy Crisis (June 3, 2022).”
The Japan Climate Initiative (JCI) is a network comprised of various entities (non-government actors) besides the national
government that includes companies, municipalities, and NGOs, aiming to achieve a carbon-free society. Companies that are
actively working on climate change measures are joining in support of the JCI Declaration which states, “Joining the front
line of global trend for decarbonization from Japan.”
*
Activities of Pharmaceutical Industry Associations
                                                          30

Environment
Climate Change Initiatives
Climate change is an environmental problem that has a significant effect on the continued existence of life, including human beings, and
efforts to prevent it are now a major challenge for the global community. The Group has positioned climate change initiatives as an
important management theme and is promoting the reduction of greenhouse gas emissions resulting from its business activities.
Reduction of Greenhouse Gas (GHG) Emissions
Scope 3 emissions are largest in category 1, accounting for 93.6% of all supply chain greenhouse gas emissions (scope 3).
Category
GHG
emissions
(Thousand
t-CO eq)
Calculation method
1
Purchased goods and services
588.9
Calculated from the purchase prices of raw materials and products in Japan, which are
multiplied by the emissions unit values* from the Ministry of the Environment database
2
Capital goods
22.2
Calculated from acquisition amounts of property, plant and equipment, not only for
domestic companies but also for overseas companies in the scope of consolidation,
which are multiplied by the emissions unit values* from Ministry of the Environment
database
3
Fuel- and energy-related activities
not included in Scope 1 or 2
12.0
Calculated from amount of energy used at domestic and overseas Group offices, which
is multiplied by emissions unit values* from Ministry of the Environment database or the
emissions unit values from the LCI database (IDEAv2.3)
HOME
Sustainability
Environment
Climate Change Initiatives
To mitigate climate change, the Group is endeavoring to reduce its
energy consumption and greenhouse gas emissions by preventing
the leakage of fluorocarbons, and has set a target of a 25%
reduction (global: scope 1 + 2) in GHG emissions by fiscal 2025
compared to fiscal 2019 in the Medium-Term Environmental Action
Plan 21-25. 
Greenhouse gas emissions for all global bases in fiscal 2021 were
71.4 thousand t-CO eq, down 18% compared to fiscal 2019. 
This breaks down as: Scope 1 emissions are 24.9 thousand t-
CO eq, a 19% reduction from fiscal 2019, with Scope 2 emissions
of 46.5 thousand t-CO eq, 17% reduction on fiscal 2019. This
reduction can be attributed to the closure of the Kashima Office and
the reduced boiler operation associated with lower production at
the Yoshitomi Plant in fiscal 2021, as well as daily energy-saving
initiatives at each base.
2
2
2
GHG emissions (scope 1 + 2)
Supply Chain Greenhouse Gas Emissions Reduction Overview
Scope 3 greenhouse gas emissions
2
                                                          31

Category
GHG
emissions
(Thousand
t-CO eq)
Calculation method
4
Transport and delivery (upstream)
2.0
Calculated from domestic transportation ton-kilometers for shipments from plants to
distribution centers, shipments from distribution centers to wholesalers, and shipments
from sales-promotion item warehouses to branches, sales offices, etc., using the ton-
kilometer method in the greenhouse gas emission calculation and reporting manual from
Japan's Ministry of the Environment and Ministry of Economy, Trade and Industry
Calculated from electricity used for storage management at outsourced distribution
centers and sales-promotion item warehouses, multiplied by the actual emissions factor
indicated in the emissions factors for electric power enterprises announced by the
Ministry of the Environment and the Ministry of Economy, Trade and Industry on January
7, 2021
5
Waste generated in operations
1.6
Calculated from the amounts of waste, by type, from domestic Group offices (production
and research bases, headquarters/Tokyo Head Office, distribution centers), which are
multiplied by emissions unit value* from Ministry of the Environment database
6
Business travel
0.9
Calculated from number of domestic and overseas employees, which is multiplied by the
emissions unit value* from Ministry of the Environment database
7
Employee commuting
1.0
Calculated by multiplying the amount of transportation costs paid by domestic and
overseas transportation districts by multiplying the emissions unit values* from Ministry
of the Environment database
12
End-of-life treatment of sold
products
0.4
Calculated from amount of recycling obligation based on the Containers and Packaging
Recycling Law in Japan, which is multiplied by the emissions unit value* from Ministry of
the Environment database
Total
628.9
Reduction of Energy Used
2
Ministry of the Environment database: database on emissions unit values for calculating greenhouse gas emissions, etc., by organizations
throughout the supply chain (Ver.3.1)
*
The domestic group holds regular energy liaison committee
meetings for energy conservation to review changes in energy
consumption and energy conservation measures as needed. We are
also promoting energy conservation throughout the Group by
creating an energy management system for the entire group. 
Energy use (thermal equivalent) has reduced for the third
consecutive year though a variety of energy-saving activities
undertaken at each base. Additionally, measures such as the
consolidation of research bases (primarily the closure of the
Kashima Office) contributed to the fiscal 2021 reduction.
Energy use (global)
                                                          32

Initiatives to Reduce Greenhouse Gas Emissions
The Group is actively promoting energy conservation activities. 
At our domestic and overseas bases, we are continuously replacing lights with LED lighting, controlling the blinking of lights with sensors,
and performing maintenance on air conditioning equipment. The new research building opened at the Onoda Office in fiscal 2021 has a
range of top-tier facilities that contribute to energy saving. We also conduct daily energy-conserving activities such as energy-saving
campaigns at all bases to educate employees and recommend turning off lights and equipment power when not in use.
Additionally, we are participating in NEDO’s “Strategic Innovation Program for Energy Conservation Technologies,” and have begun actual
operation of a pharmaceutical production facility using a continuous batch production system. The verification we carried out to date has
confirmed that the production system we are currently developing will allow us to reduce energy consumption by 80 percent in comparison
to conventional methods. 
Click here for details.
The Group is introducing hybrid vehicles and eco-driving to reduce greenhouse gas emissions from company-owned vehicles.
FY2019
FY2020
FY2021
Number of company-
owned vehicles (domestic)
Total number of company-owned vehicles
1,709vehicles
1,741vehicles
1,629vehicles
Number of these that are hybrid vehicles
1,145vehicles
1,118vehicles
1,036vehicles
Ratio of company-owned vehicles that are hybrid vehicle
67%
64%
64%
CO  emissions from
company-owned vehicle
fuels (domestic)
CO  emissions
4,165t-CO
3,131t-CO
3,576t-CO
Ratio of reduction in CO  emissions (year-on-year)
12%
25%
-14%
Use of renewable energy that does not emit greenhouse gases is an effective measure to contribute to climate change mitigation. 
The solar power panels installed on the rooftops of the Kashima Office buildings and the Tokyo Head Office generated 128 MWH and 1 MWH
respectively in fiscal 2021.
In August 2021, carbon-free electricity was installed at Shonan Health Innovation Park, where the Company’s Shonan Office is located.
Going forward, we will consider switching to electricity from renewable sources for procurement of power at other major Group bases.
The Group is working to prevent leaks of fluorocarbons, which add to the effects of ozone layer depletion and greenhouse gases. Equipment
containing fluorocarbons installed in domestic bases is properly managed with a ledger in accordance with the Law Concerning the
Discharge and Control of Fluorocarbons revised in 2020. In addition, we comply with installation standards and conduct regular equipment
inspections and when disposing of the equipment, we recover and destroy the fluorocarbons and maintain a record of this for three years.
Furthermore, when installing equipment containing fluorocarbons, we select a model that takes into account global warming potential and
energy-saving performance.
In fiscal 2021, at the Group’s domestic production and research bases, the volume of fluorocarbons recovered and destroyed was 560 kg,
and the leakage volume was 68 kg (117 tons-CO eq). The CO -equivalent leakage volumes for domestic Group companies were below the
threshold for reporting to the national government for all years since 2015 when the leakage reporting system was established.
Energy-Saving Initiatives at Bases
https://www.mt-pharma.co.jp/news/2021/MTPC210617.html (Japanese language only)
Introduction of Hybrid Vehicles
2
2
2
2
2
2
Renewable Energy Use
Controlling Fluorocarbons Emissions
2
2
                                                          33

Environment
Water Resource Initiatives
Water is an essential resource for organisms and securing good quality water is extremely important for pharmaceutical research and
manufacturing.
The Group manages the amount of water withdrawal and wastewater in its business activities, saves water to reduce its water withdrawal,
and makes effective use of its limited water resources.
The Group’s Medium-Term Environmental Action Plan 21-25 targets a 15% reduction in water usage volume by 2025 compared to fiscal
2019 (Global).
The water withdrawal of all bases globally in fiscal 2021 was 4,180 thousand m , down 31% from actual withdrawals in fiscal 2019,
exceeding targets.
In addition to our normal water-saving activities, reduced activity at the Kashima Office in preparation for reorganization, as well as the
adoption of remote working practices due to the spread of COVID-19, helped lower water draw.
The total volume of wastewater discharged at all bases globally in fiscal 2021 was 4,020 thousand m , with the largest volume discharged
to rivers, and other discharges made in sea areas and sewage systems.
HOME
Sustainability
Environment
Water Resource Initiatives
3
3
Water withdrawal (global)
Wastewater discharged (global)
                                                          34

Environment
Initiatives to Reduce Waste and Reuse Resources
The recycling and effective reuse of limited resources help prevent environmental destruction and reduce waste, and is an important
challenge for social and economic sustainability. 
Under the Medium-Term Environmental Action Plan 21-25, the Group has set the goal of reducing the volume of waste generated and the
amount of final waste disposed, to this end, we are advancing the “3Rs (Reduce, Reuse, Recycle) + Renewable” from the standpoint of
correct handling and effective resource use with the aim of realizing a circular economy.
Proper Management of Waste
As a waste-discharging enterprise, the Group properly implements and manages the conclusion of agreements with contractors for waste
collection, conveyance and processing, the management of electronic manifests, and on-site confirmation of disposal contractors. 
We choose waste disposal contractors who proactively recycle resources, conduct on-site confirmation before concluding these contracts,
and evaluate whether disposal consignment is possible.
In fiscal 2021, waste generated by the domestic Group was 21% less than fiscal 2019, with final disposal 0.8% less than that year. The
recycling rate was 54%. Final disposal volume increased year-on-year due to the large volume of equipment and fixtures disposed of in
association with the closure of the Kashima Office and the consolidation of branches and sales offices. Going forward, we will evaluate
measures to further promote recycling, including revision of processing methods and vendor selection. 
To the extent possible, the laboratory equipment, furniture, and equipment rendered unnecessary by the closing of the Kashima Office were
donated to schools or sold to buyers, reducing waste to a minimum and contributing to the region and society.
Reduction of Plastic Consumption and Promotion of Recycling
In recent years, environmental pollution caused by the discharge and long-term accumulation of plastic waste in the ocean has become a
major global problem. Additionally, disposal of fossil-based plastics has been demonstrated to increase greenhouse gas emissions. In the
Group, we are considering improving the plastic materials used for packaging pharmaceuticals, with a view to improving our measures
towards environmental problems associated with these plastics.
52% of the plastic waste generated by the domestic Group in fiscal 2021 was recycled (fiscal 2019: 50%). Looking to the future, we will
continue to evaluate methods of further increasing the recycling rate.
The Group has proper management in place, in accordance with the Law Concerning the Promotion of Resource Circulation for Plastics,
enacted on April 1, 2022. Emissions from the Company and the Group in fiscal 2021 were as shown in the following diagram. (Mitsubishi
Tanabe Pharma Corporation: 149 tons, Mitsubishi Tanabe Pharma Factory Ltd.: 154 tons)
HOME
Sustainability
Environment
Initiatives to Reduce Waste and Reuse Resources
Amount of waste generated (domestic)
Amount of final waste disposed (domestic)
                                                          35

Waste plastic emissions and recycling rate (domestic)
                                                          36

Environment
Initiatives to Prevent Pollution
The Group works to prevent air, water, soil, noise, vibration, and odor pollution and each base sets stricter voluntary standards than the
legal emissions standards for pollutants and applies them daily.
We also work to prevent the external leakage of PRTR substances, VOCs, PCBs, and other substances, which are regulated by laws, and
reduce the amount we handle.
Prevention of Air Pollution
Prevention of Water Pollution
HOME
Sustainability
Environment
Initiatives to Prevent Pollution
The Group controls the generation of soot and smoke by reducing
the operating time of fuel-driven boilers, water heaters and coolers,
and power generators.
At domestic bases, we reduce the concentration of air pollutants in
soot and smoke by mainly converting the fuel for these soot and
smoke generating devices from oil to gas.
We have also enhanced measures to prevent environmental
pollution in soot and smoke generating devices at our overseas
bases by addressing the increasingly strict regulations of each
country and improving and updating the devices as needed.
Emissions of air pollutants by domestic bases
Harmful substances discharged from the Group’s production and
research bases are treated as waste as much as possible to prevent
contamination with wastewater. Also, we adjust the pH of
wastewater and purify it before discharge to comply with emission
standards. Especially at the Onoda, Yoshitomi, and Mitsubishi
Tanabe Pharma Indonesia Bandung plants, where wastewater is
discharged into public water bodies, wastewater undergoes
activated sludge treatment, and we comply with emission
standards for public water bodies that are stricter than that for
sewage discharge. At two domestic plants, we constantly measure
the pH, COD, nitrogen, and phosphorus of the wastewater, and
when we detect an abnormality, we immediately stop its discharge
and store it in a reserve tank.
Environmental impact on public water bodies (domestic)
                                                          37

Prevention of Soil and Groundwater Pollution
The Group conducts land use history surveys of domestic bases where it owns land to identify soil contamination risk. If the survey finds
that the soil or groundwater is contaminated, we notify the authorities and take appropriate action.
Base
Activity
Implemented content
Yoshitomi Plant
Groundwater purification
The plant continues to purify and monitor groundwater contamination found in fiscal 2013
by pumping up the groundwater
Taiwan Tanabe Seiyaku's
Hsinchu Plant
Groundwater purification
The plant continues to purify and monitor groundwater pollution found in 2019 based on
the plan (chemical oxidation) accepted by authorities
Yoshitomi Plant
Soil Survey
Geo-historical and soil surveys were conducted in fiscal 2021 in preparation for new
construction.
These surveys detected a specific harmful substance (arsenic), and we are now evaluating
a response
Prevention of Noise, Vibration, and Odor
At our domestic bases, we monitor noise, vibration, and odor in accordance with related laws and regulations and confirm that they are
within the established standards.
PRTR Substances and VOCs
Based on the Law concerning Pollutant Release and Transfer Register/PRTR Law, we manage the amount of PRTR substances handled at
our facilities and the emissions to the environment, and properly notify the prefectures where we are located. 
All organic waste solvents containing PRTR substances discharged from the research centers are treated as industrial waste to minimize the
discharge to public water areas. 
We are also studying the manufacturing processes and reducing the amount of target organic solvents used. 
We are reducing VOC emissions by managing emissions and the amount handled, setting up collection facilities, and reducing emissions into
the natural environment.
PCB Disposal
We disposed of high-concentration PCB (polychlorinated biphenyl) ballasts owned by the Group’s domestic bases by the disposal deadline of
March 31, 2021.
Furthermore, we completed a PCB content survey for transformers and capacitors and plan to dispose of low concentration PCB equipment
by March 31, 2027, the disposal deadline.
Response to the soil and groundwater pollution implemented in fiscal 2021
Emission of PRTR substances (Domestic)
Emission of VOC (excluding PRTR substances) (Domestic)
                                                          38

Asbestos
Surveys for sprayed asbestos have been conducted at domestic Group bases in the past, and relevant measures to prevent asbestos taken.
Additionally, when removing facilities, we check for the presence of asbestos in the sprayed materials, insulation, and building materials to
be moved, and take appropriate measures to manage these materials and prevent them from fragmenting and scattering.
Genetically Modified Organisms, Pathogens, etc.
The Group is engaged in drug discovery research aimed at various modalities, and opportunities to handle various research materials and
samples are increasing. In the use of genetically modified organisms, we have established in-house regulations based on relevant
government and ministerial ordinances, such as the “Law Concerning the Conservation and Sustainable Use of Biological Diversity through
Regulations on the Use of Living Modified Organisms (Cartagena Act),” which we comply with. Moreover, the in-house Ethics Review
Committee prevents the spread of living modified organisms by receiving preliminary reviews of measures to prevent the spread of these
organisms into the environment.
In addition, regarding the use of pathogens and research materials and samples that may contain them, we have established internal
regulations based on laws and regulations including the “Act on the Prevention of Infectious Diseases and Medical Care for Patients with
Infectious Diseases (the Infectious Diseases Control Law)” and prevent the leakage of pathogens.
                                                          39

Environment
Biodiversity Initiatives
The Group recognizes that the sound maintenance and preservation of biodiversity is essential to the pursuit of sustainable business, and is
engaged in the maintenance and preservation of biodiversity through a wide range of activities such as reducing its environmental impact,
promoting appropriate usage of inherited resources, fostering harmonious coexistence with nature and society, and raising awareness within
the Group.
Relationship between Business Activities and Biodiversity
It is important to understand the relationship between business activities and biodiversity and work to preserve it. To that end, the Group
strives to understand its environmental impact in the value chain in terms of both its use of resources (IN) and its discharge of waste and
by-products (OUT). We are deepening our understanding of our impact and dependence on the biodiversity of business. In addition, we
classify waste and by-product emissions as air environmental impact, water environmental impact, and soil environmental impact, and each
is quantified using the MOS (Management of Sustainability) index* and continuously assessed.
Activities to Preserve Biodiversity and the Natural Environment
To understand the importance of biodiversity and the natural environment and preserve them, the Group has participated in Tokyo
Greenship Action*  and the Ikoma Mountain Range “Folding Screen of Flowers” Project*  and has continued its involvement in these
activities. However, in fiscal 2021, prioritizing the prevention of COVID-19, the Group suspended its participation in these activities.
To further promote biodiversity conservation activities, we have conducted a campaign to promote environmental conservation activities
since fiscal 2017. In this campaign, we distributed the Company’s original towel scarf on which is printed "For the Environment" to
participants and all employees who worked together to promote environmental conservation activities. Through clean-up activities, we are
working to beautify the town and prevent environmental pollution by removing plastics and other waste from the ocean.
HOME
Sustainability
Environment
Biodiversity Initiatives
This index is composed of items that are highly important for the Mitsubishi Chemical Group (MCG Group) and can contribute to sustainability from the following three perspectives: Sustainability
[Green] (environment/resources), Health, and Comfort, which are the criteria for judging the activities of the Group. The items include reduction of environmental impact and energy consumption,
sustainable use of resources, promotion of people’s health, and contribution to a more comfortable life. 
*
https://www.mitsubishichem-hd.co.jp/english/sustainability/management.html
Map of relationship between our business and biodiversity
Created by referencing the map of relationship between companies and biodiversity of the Japan Business Initiative for Biodiversity (JBIB)
*
1
2
Activities to conserve the natural environment conducted by the Tokyo Metropolitan Government in collaboration with companies and the NPO Shizen Kankyo Academy in a woodland
conservation area. We have been participating in these activities since 2006.
*1
Environmental event held by Osaka Prefecture that we have been participating in since 2009.
*2
Campaign to Promote Environmental Conservation Activities
                                                          40

As part of its contribution to the local community, the Yoshitomi Plant continues to conduct “clean operation” every year. In fiscal 2021, 110 people wore
masks to prevent COVID-19 infections and cleaned up the area around the plant, collecting a total of 20 kg of combustibles including plastic bottles, other
bottles, and glass.
We are continuing clean-up activities throughout Osaka City as a way of welcoming people who visit the city to see the combined Osaka Marathon and
Lake Biwa Mainichi Marathon every year in a clean city. In fiscal 2021, the Kashima Office and the headquarters conducted this activity for a clean Osaka
City and to reduce the discharge of plastic waste into the ocean.

42nd clean operation (Yoshitomi Plant)
Clean-up operation for the combined Osaka Marathon and Lake Biwa Mainichi Marathon (Kashima Office/Headquarters)
Click here to view other activities.
                                                          41

Environment
Environmental Accounting
The Group promotes effective and efficient environmental management by monitoring and analyzing the costs and effects of environmental
conservation activities (reduction of impact and economic effect).
Item
Invested
(millions of yen)
Expended
(millions of yen)
Pollution prevention
11
280
Global environmental protection
―
22
Recycling and reuse of resources
2
127
Upstream and downstream activities
―
3
Administrative activities
―
156
Research and development
―
―
Community activities
―
―
Environmental damage compensation
―
4
Total
13
592
Initiatives
Name of
base
Invested
(millions of yen)
Item reduced
Reasons for
reduction
Reduction
(t-CO
equivalent/year)
Economic effect
(millions of yen/year)
Air conditioning
equipment renewal
Yokohama
Office
16
Electricity used
Renewal
improves energy
consumption and
air conditioner
efficiency
157
1
HOME
Sustainability
Environment
Environmental Accounting
Environmental conservation costs
Environmental conservation effects
2
                                                          42

Society　＞　Together with Patients and Healthcare Professionals
Research & Development
Basic Approach to Discovery Research
As one of the world’s oldest pharmaceutical companies, Mitsubishi Tanabe Pharma has delivered a multitude of unprecedented treatment
options. Our history is one of not only eliminating incurability, but also offering treatment options. We will continually create new drugs for
the world in response to our new MISSION of “Creating hope for all facing illness.”
Our focus is on the two priority disease areas of the central nervous system and immuno-inflammation. At the same time, we are
addressing new areas and new modalities* for a better future and will identify areas and technologies that will become the pillars that
support our future.
In order to increase opportunities for establishing drug discovery targets and acquiring new technologies, as part of our drug discovery
activities, we are creating an environment that makes it easier to generate new synergies, such as Shonan Health Innovation Park (Shonan
iPark), and aggressively promoting “Open Shared Business” in collaboration with industry, academia, and government, and we are also
leveraging external drug discovery resources.
In addition, we will pursue synergies within the MCG Group to realize a sustainable society by quickly creating “precision medicines that
provide appropriate medical care to appropriate patients at appropriate timing,” which increases the treatment satisfaction of patients and
contributes to social security.
Intractable Disease Initiatives
We have created treatment options for intractable diseases such as inflammatory bowel disease and multiple sclerosis.
Development and provision of therapeutic drugs
Edaravone was developed as a treatment for amyotrophic lateral sclerosis (ALS), which causes progressive muscular atrophy and muscle
weakness as its principal symptoms. Based on the results of clinical trials in Japan, we obtained approval in Japan, followed by South Korea,
the United States, Canada, Switzerland, and Asian countries. 
Additionally, edaravone oral suspension, which is intended to reduce patient burden, was approved in the U.S. in May 2022, and the product
was launched in June of the same year. We are continuously working to expand the number of approved countries to provide our products
to more patients. Furthermore, we are working to develop around the pill solutions that help improve the quality of life of patients and their
families. 
As a new treatment option, Riluzole oral film was also launched in the U.S.
New initiatives
Dersimelagon is being developed as a new treatment option for erythropoietic protoporphyria and X-Linked protoporphyria, which cause
painful skin symptoms when exposed to sunlight. Last year we began clinical trials of Dersimelagon as a treatment for systemic sclerosis,
which is a rare disease and characterized by hardening of the skin and internal organs.
We will continue to conduct research and development to achieve our MISSION and contribute to the realization of a healthy and
sustainable society by creating hope for many patients and their families around the world who are fighting intractable diseases.
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Research & Development
Disease Areas
Modality refers to a treatment method, such as small molecule compounds, protein drugs, including peptide drugs and therapeutic
antibodies, as well as nucleic acid drugs.
*
Drug Discovery Activities
                                                          43

Advancing Open Innovation
The environment for the discovery of new drugs is significantly changing, and the difficulty of discovery has increased year after year. In
this environment, we are aggressively advancing open innovation to continuously create and provide new drugs that have value for patients
and on the medical front lines.
Initiatives of strategic R&D base Shonan iPark
We established a strategic R&D base in Shonan Health Innovation Park (Shonan iPark) in Kanagawa Prefecture in May 2019. We are
expanding opportunities to collaborate by forming human networks with resident companies including pharmaceutical companies, drug
discovery ventures, drug discovery support services, research equipment and medical equipment, as well as AI and IoT companies. Shonan
iPark was established by Takeda Pharmaceutical Company Ltd. with the opening of its research institute, and in January 2021, we
established a framework for sharing some of our internal assessment data with Takeda Pharmaceutical. We seek to improve the productivity
and efficiency of drug discovery activities by sharing and using initial assessment data obtained in-house for known compounds.
As indicated in the Medium-Term Management Plan 21-25, Shonan iPark is engaged in drug discovery from disease genes identified for
intractable neurological diseases and drug discovery from targeted phenotypic screening by analyzing clinical specimens and patient
information on autoimmune diseases.
U.S. satellite research base
In April 2021, the NeuroDiscovery Lab, a satellite research base, was opened in the Smart Lab, which hosts about 40 companies, mainly
with pharmaceutical R&D focus, in the Boston area of the U.S., and we have started searching for new drug discovery targets for the central
nervous system including ALS. We will aim to realize precision medicine in the central nervous system area through exploration of seeds for
early drug discovery research in the Boston Ecosystem, and through acquisition of opportunities for collaboration.
We will continue to play a unique role in addressing global health issues and create synergies with the MCG Group companies. Utilizing MP
Healthcare Venture Management, an investment subsidiary, and overseas research bases including Boston Lab and Tanabe Research
Laboratories U.S.A., we will conduct a detailed analysis of diseases for which unmet medical needs remain, reform the drug discovery
process, and increase open innovation to realize precision medicine so that we provide highly effective treatment to specific patient groups
and increase patient satisfaction.
Date announced
Alliance details
Alliance partner
May 2021
HACARUS INC.
December 2021
Mitsui Information Systems, Inc., Yokohama
City University, RIKEN, Kyoto University
February 2022
HitGen Inc.
Main Alliance Partners (fiscal 2021)
Establishment of AI technologies for drug screening to accelerate
data-driven drug discovery
Establishment of technology for evaluating protein crystal
structures using AI(Japanese language only)
Progress of joint research collaboration with HitGen to utilize drug
discovery platform technology using next-generation compound
library
                                                          44

Society　＞　Together with Patients and Healthcare Professionals
Manufacturing and Supply Chain
Stable Supply of Pharmaceuticals
The Mitsubishi Tanabe Pharma Group manufactures and supplies high-quality pharmaceuticals and strictly controls product quality from
acceptance testing of raw materials procured in Japan and overseas to the manufacture of GMP-compliant active pharmaceutical ingredients
and drug products as well as testing and inspection, thus supplying premium quality products which patients and healthcare professionals
can use safely and with peace of mind. As a global research-driven pharmaceutical company, we manufacture pharmaceuticals based on a
wide range of technologies and proprietary knowhow developed over many years.
To further ensure quality, the Production Technology & Supply Chain Management Division and the Global Quality Assurance Department
collaborate with the Group’s manufacturing plants to develop production technologies to enhance quality, stabilize supply, and reduce costs
from the early development stages of new pharmaceutical products. In addition, the Group’s manufacturing plants (two in Japan and four
overseas) together with manufacturing subcontractors are creating a global production system that delivers a stable supply of our products
to many people around the world.
In June 2016, we built a new domestic manufacturing facility within the Yoshitomi Plant for solid dosage formulations. This highly
productive facility can supply pharmaceuticals in accordance with global quality standards, while further contributing to both the
improvement of manufacturing technologies and the reduction of manufacturing costs.
In addition, BIKEN Co., Ltd., a joint venture with the BIKEN Foundation’s vaccine manufacturing business, began operation in September
2017. By integrating BIKEN Foundation’s vaccine manufacturing technologies together with Mitsubishi Tanabe Pharma’s pharmaceutical
manufacturing systems and management methods, we can strengthen our platform in vaccine production, with the aim of contributing to
an even more stable supply of vaccines.
Manufacturing Systems in Asia Other than Japan
In Asia, we have manufacturing/sales bases in China, South Korea, Taiwan, and Indonesia, and we provide products that meet the quality
standards and market needs in each country.
In Asian markets, especially the Chinese and ASEAN pharmaceutical markets, growth is expected, and to meet this growing demand, we
increased production capacity at Tianjin Tanabe Seiyaku (produces oral agents for domestic use) and Mitsubishi Tanabe Pharma Indonesia
(produces oral agents for domestic and ASEAN countries), and in 2015, built a new building to manufacture drug preparations with the aim
of accommodating new versions of GMP (China) and PIC/S GMP (Indonesia).*
Mitsubishi Tanabe Pharma Korea, a local subsidiary in South Korea, manufactures high quality injections and other pharmaceuticals as a
PIC/S GMP level manufacturing facility, and supplies South Korea, as well as Europe, Japan, China, and parts of Mongolia. In addition,
Taiwan Tanabe Seiyaku, a local subsidiary in Taiwan, has cleared PIC/S GMP certification and manufactures high-quality oral and external
preparations. Among these, sugar-coated tablets are also exported to Japan. 
In the future, we will continue to expand business in Asia, a growth market. By providing a stable supply of high-quality products, we will
contribute to people around the world who want to live a healthy and prosperous life and fulfill our corporate social responsibility.
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Manufacturing and Supply Chain
Pharmaceutical manufacturing process
PIC/S: Abbreviation for Pharmaceutical Inspection Convention and Pharmaceutical Inspection Co-operation Scheme
*
                                                          45

Managing Distribution to Ensure Stable Supplies
As a pharmaceutical company, Mitsubishi Tanabe Pharma steadily and reliably provides high-quality pharmaceuticals, when they are needed
and to the patients who need them. We have built a supply system that can provide a stable supply of drugs to patients, even in the event
of a disaster or other unexpected situation.
Supply system
We ship drugs to customers through a dual-base supply system comprising the New East Japan Distribution Center (Kuki City, Saitama
Prefecture) and the New West Japan Distribution Center (Kobe City, Hyogo Prefecture). To reduce a variety of risks that could adversely
affect a stable supply, both centers have earthquake isolation systems, in-house power generators, and redundant installations of important
equipment. In this way, they are designed to be able to maintain a supply of drugs, even during major disasters and pandemics. For
example, even if one distribution center becomes inoperable at any time, the other distribution center will be able to provide a continued
supply of pharmaceuticals to customers. Even if the system server is hit by a disaster, maintaining a stable supply is our top priority, so we
have built a system that instantly shifts to an alternate server at another location.
Incoming/Outgoing shipments and inventory control procedures
The distribution centers employ an inventory control system that accurately and carefully monitors incoming and outgoing shipments and
inventory control procedures in lot units. The introduction of the inventory control system enables the Company to appropriately store and
control pharmaceuticals in a variety of categories, such as by pharmaceutical characteristics and storage temperatures. In addition, in
response to data received from higher level systems, we can rapidly conduct operations without mistakes.
Training
We periodically conduct training for the employees who use the distribution center facilities and systems. In this way, we seek to enhance
the skills of each employee and to reduce human error. At the same time, by heightening awareness of pharmaceutical distribution
extending all the way to the patient, we are working to build a system that can maintain a secure, safe, and stable supply of drugs.
Quality Control in the Distribution Process
Mitsubishi Tanabe Pharma distribution centers take a rigorous approach to quality control in the distribution process. This attention to detail
helps ensure that pharmaceuticals are as high in quality when they reach patients as they are when manufactured under the strict GMP of
the Company’s production plants.
The Company complies with the structural facility requirements under the Pharmaceuticals and Medical Devices Law (The Law on Securing
Quality, Efficacy and Safety of Products including Pharmaceuticals and Medical Devices) of Japan and other relevant regulations as well as
various operational requirements. In addition, it has started a system that meets the Japanese version of Good Distribution Practice (GDP)
guidelines. In light of the characteristics of the pharmaceuticals that we handle, we have developed distribution policies, procedure
manuals, and facilities for “quality assurance (especially temperature control),” “proper control of the distribution process,” and “preventing
contamination by counterfeit medicines and their distribution,” which are shown in the guidelines. We strictly observe these polices and
manuals in the conduct of our business in order to maintain distribution quality in term of both the physical and operational aspects.
Hyangnam Plant,
Mitsubishi Tanabe Pharma Korea
Hsinchu Plant,
Taiwan Tanabe Seiyaku
Pharmaceutical production building,
Tianjin Tanabe Seiyaku
Exterior view of pharmaceutical
production building, Mitsubishi Tanabe
Pharma Indonesia
Initiatives at the Distribution Center
Meeting GDP
                                                          46

Handling of cold storage products
In particular, for cold storage products, which require rigorous temperature control, in addition to periodic temperature validation and
thermometer calibration in cold warehouses, the Company has emergency response measures in place, including a process that provides
information when abnormal or emergency conditions are detected and in-house power generators that can be used when electricity is
interrupted. In this way, the Company has designed a system that can maintain appropriate temperature management, 24 hours a day,
seven days a week.
Creating a transportation system
Mitsubishi Tanabe Pharma designed its entire transportation system with the focus on supplying high-quality pharmaceuticals.
Pharmaceutical products are shipped from the distribution centers via contracted transport companies that comply with pre-determined
qualifications. With an understanding of the characteristics and importance of the pharmaceuticals that they are carrying, these companies
strictly supervise the transport of this cargo, utilizing facilities and vehicles specifically designed for loading and unloading pharmaceuticals.
The Company works to maintain quality during the distribution process by carrying out regular inspections of its subcontracting transport
companies, as well as using a comprehensive distribution method with precise temperature control monitoring and special insulated boxes
for packing the products.
Preventing contamination by counterfeit medicines and their distribution
Counterfeit medicines could cause damage to the health of many random patients, which is a major health and hygiene issue. To deliver
quality medicines to patients, the distribution center has created a system to prevent contamination by counterfeit medicines and the
distribution of medicines of questionable quality, including counterfeit medicines.
We regularly verify and record that all customers have received proper authorization to buy medicines (shipped to customers).
To strictly manage medicines, we restrict the people who can enter the storeroom of the distribution center and prescribe the method of
entering. In addition, when storing pharmaceuticals, we confirm that the received medicines are correct and have no visible damage.
If counterfeit medicines or medicines of questionable quality are found, we have created a system to immediately suspend sales and
transport, and to segregate, and report them to government agencies.
                                                          47

Society　＞　Together with Patients and Healthcare Professionals
Manufacturing Pharmaceuticals that are Secure, Safe, and
Convenient to Use
The Company provides pharmaceuticals that can be used in a secure, safe, and convenient manner by patients, healthcare professionals,
and others.
This section introduces certain initiatives implemented by the Company to improve drug printing and packaging as well as convenience of
use and medication compliance. Moving forward, we will continue working to steadily increase the scope of pharmaceuticals that are subject
to these initiatives and to facilitate the provision of pharmaceuticals that are easy to use for patients and healthcare professionals.
Measures to Prevent Medical Errors
Measures to Make Drugs Easier to Use
We are also working actively to improve the ease of use of pharmaceuticals. Medical institutions provided feedback that the aluminum bags
containing the pharmaceutical packaging sheets (PTP sheets) were difficult to open and it was not easy to take out the product. In
response, we worked in cooperation with the material manufacturer to develop aluminum bags that are easy to open and make it easy to
take out the product. These improved aluminum bags received the Pharmaceutical and Medical Packaging Award at the Japan Packaging
Contest 2016 (sponsored by the Japan Packaging Institute).
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Manufacturing Pharmaceuticals that are Secure, Safe, and Convenient to Use
Printing the Product Name on Both Sides of Tablets
As one measure to prevent medical errors, we print the product name in Japanese on both
sides of tablets for such combination drugs as the Selective DPP-4 Inhibitor and SGLT2
Inhibitor, which are treatment agents for type 2 diabetes mellitus. This measure, which
replaces the identification code, is expected to help prevent mistakes with tablets during
the medicine picking process and to increase efficiency in drug dispensing, as well as to
help prevent administration errors by patients.
Product name printed on the tablet
Labeling of Packaging Sheets (Press-through-Package (PTP) Sheets)
In order to help prevent medication errors, some of the Company’s products include the
product name and ingredients on every pocket of the packaging sheet (PTP sheet). This
enables patients to confirm the product name and content, even when single pockets are
removed from the rest of the sheet when the drugs are dispensed. We are also striving to
further increase visibility. To that end, we are taking steps to implement designs that are
easy to see, such as increasing the size of characters and enhancing color schemes.
Example of the product name and content displayed
on each pocket
Initiatives with Aluminum Bags (Easier to Open and Easier to Take Out the Product)
                                                          48

Some drugs are difficult to take because of the dosage form. To help patients to take their drugs correctly, we print a QR code on the drug
packaging and make it simple for them to view a video that explains in an easy-to-understand manner the basic way to take the drug and
necessary precautions. The video is played if a smartphone or other devices are used to read the QR code* printed on the packaging. The
objective of this initiative, which is an industry first, is to be useful in such situations as when patients receive compliance instruction at
pharmacies and when patients take their drugs.
When the QR code is read, a movie is played that explains how to take the quick-disintegrating tablet for chronic renal failure.
The quick-disintegrating tablet does not increase medication volume due to its unique formulation technology and quickly disintegrates with
a small amount of water and reduces diffusion into the oral cavity. It is therefore expected to improve the medication compliance of patients
who have difficulty taking capsules and fine granules.
In February 2021, we obtained approval to manufacture the first OD tablet of the selective “DPP-4 inhibitor” for the treatment of type 2
diabetes and launched it in June. By adding a formulation of OD tablets (orally disintegrating tablets*), we provide “new options” for the
treatment of type 2 diabetes, which is expected to provide greater convenience and medication compliance and adherence for elderly
patients and patients with impaired swallowing function.
In addition, to ensure identification, the product name is printed in Japanese on both sides of the OD tablet, just like regular tablets.
Aluminum bags that are easy to open and make it easy to remove the product
Using Packaging Initiatives to Provide Explanations of How to Take Medicines
“QR Code” is a trademark of Denso Wave Incorporated.
*
Devising Formulations (Reducing the Burden of Taking Medicine)
Because orally disintegrating tablets disintegrate in tens of seconds due to saliva or a small amount of water on the tongue, they are also
useful for the average person as well as the elderly who cannot swallow tablets easily and those with water intake restrictions.
Source: Pharmaceuticals and Medical Devices Agency
https://www.pmda.go.jp/safety/consultation-for-patients/on-drugs/qa/0002.html
*
                                                          49

Society　＞　Together with Patients and Healthcare Professionals
Information Provision
Pharmaceutical companies must reliably and continuously provide, collect, and communicate all information regarding the quality, efficacy,
and safety required for the use of their products to healthcare professionals. Moreover, the information provision activities of pharmaceutical
companies are expanding due to the rapid evolution and spread of digital technology. The Mitsubishi Tanabe Pharma Group contributes to
healthcare to meet diversifying medical needs. At the same time, we provide appropriate treatment proposals in response to each patient’s
condition, and conduct information provision activities for the proper use and dissemination of pharmaceuticals.
MR's Responsibility: Collecting Data and Providing Information to Medical
Institutions
The Mitsubishi Tanabe Pharma Group employs about 1,400 medical representatives (MRs) in Japan. Through the provision of information to
healthcare professionals nationwide, MRs are working to deliver optimal drugs to patients.
In addition to the conventional MR activity of visiting medical institutions, as new sales activities in the era of COVID-19, we have also
developed hybrid MR activities that make full use of digital channels with online interviews and web content that meet doctors’ needs.
The Important Role of MRs
We have assigned MRs who are specialists in specific disease areas to be responsible for drugs that require a higher level of expertise.
Providing Comprehensive Information through Seminars
By holding disease awareness seminars and events, we provide information to help patients and society deepen their understanding of
diseases and lead a better life.
Continuing efforts from the previous year, in 2021, with the spread of COVID-19, we held an online event to raise disease awareness, which
was attended by many participants.
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Information Provision
Communication of safety information and scientifically based academic information on the proper use of ethical drugs
Collection of information on drug efficacy and safety that could not be gleaned at the R&D stage, and reporting evaluations based on those results
Nikkei Health Seminar 21
In November 2021, we sponsored Nikkei Health Seminar 21, titled “Have you heard of the
disease ‘Neuromyelitis optica’?”(hosted by Nikkei Inc., in cooperation with MS Cabin, a
specified nonprofit corporation). 
The seminar was divided into two parts: lectures given by specialists and a panel
discussion.
Two lecturers appeared at the seminar, presenting from two different perspectives: “What
kind of diseases are Neuromyelitis Optica Spectrum Disorders (NMOSD)?” and “Treating
neuromyelitis optica and living with it on a daily basis.” The panel discussion featured
readily understandable advice and answers to questions received from online participants in
advance, centering on the theme of “Living well with neuromyelitis optica.” We received
many questions from patients and their families, and provided meaningful information on
what to be careful of in everyday life to prevent the relapse of NMOSD, as well as how to
communicate with a patient’s doctor concerning treatment. 
The content of the seminar was later published in the Nihon Keizai Shimbun’s evening
edition.
Nikkei Health Seminar 21
                                                          50

Providing Information for Self-Medication
Self-medication means to be “responsible for one's own health and self-treatment for minor ailments” (WHO definition). In order to
promote self-medication in the skin domain, the Company has set up the Hifu no Koto site, which is supervised by specialists such as
doctors and pharmacists, and is conducting educational activities. 
In the area of dermatology, Mitsubishi Tanabe Pharma conducts a variety of educational programs through TV commercials and websites to
help people suffering from dermatological problems to obtain accurate information and find a treatment as quickly as possible. Of these, the
Hifu No Koto site provides information based on the opinions of experts, such as doctors and pharmacists.
In fiscal 2021, we actively offered information on themes of interest to our users, setting up a “Topical Articles” corner focusing on skin
troubles particular to the COVID-19 pandemic such as alcohol disinfectant rash, and pain and swelling following a COVID-19 vaccination,
and a “Children and Infants' Skin Troubles” corner. In fiscal 2021, more than 24 million people viewed the site.
We created a pollen calendar forecasting pollen dispersion by area in order to educate hay fever sufferers, which was released on the brand
website for the “
 pollen allergy medication.
In the gastrointestinal area, we have presented the symptoms of irritable bowel syndrome (IBS), a disease that causes diarrhea and
constipation accompanied by abdominal pain due to stress, in an easy-to-understand manga (comic strip) format on our 
. We are also educating people on lifestyle improvement through self-medication.
Overseas Activities
The Mitsubishi Tanabe Pharma Group has about 500 MRs overseas who provide appropriate usage information through local overseas
subsidiaries in order to support the appropriate use of the Company’s pharmaceuticals. In addition to the U.S., these subsidiaries are
located in Europe (U.K., Germany, Austria, and Switzerland) and in Asia (China, South Korea, Taiwan, Singapore, Indonesia, Thailand, and
Malaysia). MRs involved in drug information provision activities visit medical institutions and doctors, participate in related academic
conferences, exchange opinions with specialists, and provide the latest academic information. In this way, MRs are working each day to be
able to contribute to the diagnosis and treatment activities of healthcare professionals.
Activities in the United States
Edaravone was approved as a treatment for ALS in the U.S. in May 2017 and launched in August. It is marketed by Mitsubishi Tanabe
Pharma America. Additionally, in May 2022, edaravone oral suspension was approved in the U.S. and launched in June of the same year. We
have been continuously offering support to ALS patients and have recently integrated and revamped our services in the “JourneyMate
Support Program.” This program provides information on ALS and its treatment to patients diagnosed with ALS and their families, tailored
treatment management for each patient, insurance reimbursement support, as well as offering information from specialist staff in the US
(clinical educators) after a prescription of edaravone. 
Furthermore, to support patients and families confronting ALS, we actively participate in disease awareness events, hold webinars for
patients, and sponsor patient group events.
Activities in Asia
In Asia we are working to bring medication for diabetes and central nervous system diseases to patients in China, Taiwan, South Korea, and
ASEAN nations quickly. 
In China, we obtained approval for the selective DPP-4 inhibitor teneligliptin for the treatment of type 2 diabetes in August 2021, and are
working with partner organization Suzuken Pharmaceuticals (Suzuken Shenzhen) to market it in fiscal 2022. In Taiwan, we filed for approval
of the renal anemia medication badadustat and the neuromyelitis optica spectrum disorder (NMOSD) medication inebilizumab in fiscal 2021.
In South Korea we received approval for inebilizumab for treatment of NMOSD and barbenzine for the treatment of tardive dyskinesia, in
August and November of 2021 respectively. 
In the ASEAN region we began sales of an antipsychotic product (cariprazine) in Indonesia and Malaysia in fiscal 2021, and obtained
approval for its use in the treatment of bipolar disorder in Singapore and Thailand in January and February 2022 respectively. We also
began sale of edaravone, an ALS drug, in Thailand, and in Malaysia, we received approval for this product in December 2021 and began
preparing for its launch which is scheduled in fiscal year 2022. 
Through these activities we will continue to provide patients in Asia who are fighting diabetes, neuropathic ailments, and other difficulties
with promising treatment options.
Talion AR”(Japanese language only)
healthcare product
site(Japanese language only)
Reference: Hifu no Koto site
Number of users: 24 million (as of FY2021)
URL: https://hc.mt-pharma.co.jp/hifunokoto/ (Japanese language only)
*
                                                          51

Providing Information through Websites
Mitsubishi Tanabe Pharma has set up the following health support websites in Japan and around the world.
On these websites, we provide useful information in an easy-to-understand format with illustrations about the symptoms, diagnoses, and
treatment of these diseases that helps many people gain a proper understanding of disease, the importance of treatment, and supports the
daily lives of patients and their families. We have also prepared leaflets that summarize the information on the health support websites so
that healthcare professionals including doctors and pharmacists can present them to patients and their families.
Status of major site updates in fiscal 2021
In fiscal 2021, about 31.44 million people visited these health support websites.
At the “SHITTOKU café,” a website providing information for patients with Inflammatory Bowel Disease, there was a round table discussion
focusing on these ailments and employment, focusing on the theme of “Tips for working with IBD—Job hunting and Freshman Session.” We intend
to continue this series on employment in fiscal 2022.
“ALS Station” features a new ALS severity (ALSFRS-R) self-assessment tool and a tool to calculate daily calorific needs based on the ALSFRS-R,
which are intended to help ALS patients in their daily lives.
“SCD/MSA Net” has updated the home rehabilitation advice video materials featured under "Points for Rehabilitation," and the “Useful
Information/Patient's Booklet” screen featured in “For Families.”
In addition to the Vaccine Newspaper, which is published six times a year in a timely manner, "Vaccine Net" now includes new content on
prevention of infectious diseases in adults, and on the risks and benefits of vaccines. It also features a video titled, “Know and Take Actions!
Preventing Infectious Disease” video from Hiroshima Television.
Established “NMOSD Navigator,” which features useful information on daily life in addition to the pathophysiology and treatment of neuromyelitis
optica.
Newly established “Searchlight: Finding and Supporting Together,” which introduces the symptoms of tardive dyskinesia, along with videos that
show symptoms that are easy to mistake for this ailment. Also published information for patients and their families.
Inflammatory Bowel Disease (Crohn's Disease/Ulcerative Colitis)
Amyotrophic Lateral Sclerosis
Spinocerebellar Degeneration/Multiple System Atrophy
Vaccine
Neuromyelitis Optica Spectrum Disorder
Tardive Dyskinesia
Rheumatoid arthritis
Crohn's disease
Ulcerative colitis
Ankylosing spondylitis
Behcet's disease

*Launched in Japan and the U.S.
Amyotrophic lateral sclerosis (ALS)
Brain and nerve diseases
Multiple sclerosis
Spinocerebellar degeneration and multiple
system atrophy
Liver failure
Chronic kidney disease
Sleep disorders
Neuromyelitis optica
Tardive dyskinesia
Vaccines
Eczema and dermatitis
Health Support Websites' Introductory Leaflets
(Created in March 2022)
Information for patients and their families
                                                          52

Providing Comprehensive Information through the Medical Information
Center
Mitsubishi Tanabe Pharma has established its own Medical Information Center to respond directly to inquiries from healthcare professionals
(physicians, pharmacists, wholesalers, and others) and patients. 
We have made improvements to make it easier for patients and their families to consult with us; in November 2020, we set up a dedicated
contact for patients using our ethical drugs to contact us by telephone, and in October 2021 by inquiry form. We have differentiated it from
the contact for healthcare professionals, and made it clear that we are open to all patients and their families. For patients and their families,
Medical Information Center is the only contact where they can receive medical information regarding our Company’s products. With a motto
of “reliable, accurate, and prompt,” the center provides information that is easy to understand while at the same time making certain not to
dispense the type of medical advice that should only come from a physician. 
We are working each day to improve our skills so that we identify the true needs behind the inquiries and respond in a way that increases
the satisfaction of the people who call. The Medical Information Center receives more than 45,000 inquiries (FY2021 results) a year on a
wide range of subjects. It also provides information on the appropriate use of the Company’s products while utilizing basic pharmaceutical
information and the in-house Q&A system. Valuable information that the center receives from customers about safety, such as drug side
effects, and quality is shared internally. In this way, the center helps improve products, enhance reliability and discover future new drugs. 
In recent years, the diversification of information sources for healthcare professionals and patients and the development of digital
technology has caused a decrease in the number of telephone inquiries, even in the pharmaceutical industry. On the other hand, the
amount of information provided by unmanned information channels has increased. We are enhancing the quality and quantity of the
product Q&A on our website while providing information that can better meet customer needs. 
Moving forward, the center will respond flexibly to changes in the times and provide appropriate usage information for pharmaceuticals in a
reliable, accurate, and prompt manner. In this way, we will work to contribute to improved health for patients.
AI Chatbot “Tanamin med” for Product Information Inquiries
In February 2020, we launched the AI chatbot “Tanamin med” on our website for
healthcare professionals for better convenience.
When a healthcare professional types a question, the chatbot’s artificial intelligence
recognizes the meaning, leads them to the relevant product information from
among our approximately 100 products, and displays the answer. This allows them
easy and quick around-the-clock access to drug information.
AI chatbot “Tanamin med”
(Press release issued on February 12, 2020)
The purpose of Tanamin med is to promote the
proper use of ethical drugs among healthcare
professionals in Japan.
Number of inquiries received by the Medical Information Center
Decrease in the number of cases due to the transfer of sales of Sun Pharma products.
Note:
                                                          53

Subject of Inquiries to the Medical Information Center
Inquiries on MR calls, lectures, seminars, doping, and other matters
*1
Toll-free guidance to redirect consumers by providing correct contact information
*2
                                                          54

Society　＞　Together with Patients and Healthcare Professionals
Drug Safety / Quality Assurance
Quality Assurance System of Drugs
In April 2020, we established the Quality & Vigilance (QV) Division to function as the global head of quality and safety management for
products. The QV Division has the following functions.
Primary Functions of the QV Division
To ensure that our pharmaceuticals can be used by healthcare professionals and patients with peace of mind, the Quality Assurance
Department strives to maintain and improve our system of reliability assurance by complying not only with “The Law on Securing Quality,
Efficacy and Safety of Products Including Pharmaceuticals and Medical Devices,” but also various laws and regulations including GLP, GCP,
GMP, GQP, GDP, GVP, and GPSP.
In May 2017, we obtained approval for edaravone as a treatment agent for amyotrophic lateral sclerosis (ALS) in the U.S. Subsequently, we
also obtained approval in Switzerland, Canada, and other countries, and have accelerated product rollout in regions where we have not
established our own sales system*. More than ever, we are providing products that comply with the regulations of each country while
collaborating with the quality and safety departments in each country. Always mindful of differences in medical environments, we provide
patients around the world with products that they can use with peace of mind.
The Group will continue to ensure the quality, effectiveness, and safety of pharmaceutical products by complying with laws and regulations
and maintaining and improving its quality assurance system.
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Drug Safety / Quality Assurance
Creation of a mechanism and system for the stable supply of high-quality products
Audits to ensure the reliability of each operation from research and development to post-marketing
Collection and analysis of safety information of products and products under development, and the reporting and dissemination of that information
Formulation and promotion of safety information surveillance policies for post-market products
A system of direct sales as well as sales by licensed overseas companies. The establishment of a direct-sales system enables independent
operation as a pharmaceutical company.
*
System to assure the reliability of drugs
GLP (Good Laboratory Practice)
Standards for conducting preclinical trials on pharmaceutical safety.
*
GCP (Good Clinical Practice)
Standards for conducting clinical trials of pharmaceuticals.
*
GMP (Good Manufacturing Practice)
Standards for manufacturing and quality control of pharmaceutical and quasi-
pharmaceuticals.
*
GQP (Good Quality Practice)
Standards for quality control of pharmaceuticals, quasi-pharmaceuticals, cosmetics,
and medical devices.
*
GVP (Good Vigilance Practice)
Standards for post-manufacturing and marketing safety management of
pharmaceuticals, quasi-pharmaceuticals, cosmetics, medical devices, and
regenerative medical products.
*
GPSP (Good Post-marketing Study Practice)
Standards for conducting post-marketing surveillance and studies of
pharmaceuticals.
*
                                                          55

New Drug Safety Management
After the launch of a new drug, adverse drug reactions that were not discovered in clinical trials are sometimes reported. We quickly collect
that information, analyze it, and provide feedback to the medical front lines. We are moving forward with proactive safety management
activities that incorporate new safety measures. We believe that these activities help prevent the expansion of adverse drug reactions from
new drugs and promote appropriate usage on the medical front lines. 
Furthermore, overseas use involves different medical environments from that in Japan, and it will therefore be necessary to exercise caution
in safety management. 
For example, edaravone, which was discovered by the Company, was approved in Japan in 2001 as a treatment for the acute ischemic
stroke and has been in use for more than 20 years. Since 2015, edaravone has been used in Japan as well as overseas in countries such as
the U.S. to treat ALS. In May 2022, the oral suspension also received U.S. approval for use to reduce the burden on ALS patients, and was
thereafter launched in June of the same year.
The abundant safety information that we have accumulated has given us valuable experience in promoting its proper use. Making full use of
that experience and taking into account the overseas regulatory and medical environments, we will work to collect and provide safety
information to foster proper use and to contribute to improvement in the quality of life of ALS patients.
Post-Marketing Surveillance in Japan
After the regulatory authority approves the manufacturing and marketing of a drug based on the results of nonclinical and clinical studies,
we begin selling the drug. Clinical studies are conducted with the number of subjects that are required to scientifically verify the efficacy and
safety of the new drugs. However, the conditions for participation in clinical studies (age, medical history, concomitant medications, etc.) are
not necessarily the same as the post-marketing conditions of use.
Therefore, the Company starts to collect safety information under actual conditions of use at medical sites as soon as drugs are launched,
and we also conduct various post-marketing surveillance. Through the surveillance, we aggregate safety information regarding the drugs
that have been actually prescribed to patients, we monitor the safety and efficacy of drugs, and the information that is obtained in the
surveillance is quickly and accurately provided to the regulatory authorities and healthcare professionals. In this way, we are working to
support the proper use of drugs.
Quality of Products
Our policy is to contribute to the health and well-being of people around the world through the stable supply of high quality, reliable
products which are manufactured under a world-class quality system. On that basis, we are strictly observing the ministerial ordinance on
GMP (regulations regarding pharmaceutical manufacturing control and quality control) and on GQP (regulations regarding pharmaceutical
quality control). Patient safety is the first priority of every employee, and we are implementing initiatives targeting quality assurance with a
focus not only on results but also on processes. Through management, supervision, and guidance of manufacturing sites in Japan and
overseas, we are working to improve the quality of the products that we provide to the market.
Furthermore, we are working to ensure the quality of pharmaceuticals in accordance with a division notification from the Ministry of Health,
Labour and Welfare dated June 1, 2016, regarding the carrying out of production based on the certificate of approval for manufacture and
sales.
Above all, to ensure patient safety and prevent disadvantage, any problems found in the safety, effectiveness, quality, labeling, and other
aspects of a product should be promptly reported to the regulatory agency and information provided to the medical institution, and a
system should be in place to recall the product.
In fiscal 2021, we conducted one voluntary recall in Japan, but no related health problems were reported.
In addition to the quality of pharmaceuticals that can be used with peace of mind by patients, one of our important missions is to supply
pharmaceuticals when patients need them. Therefore, from fiscal 2021, we set the number of product recalls as a monitoring indicator of
our materiality and ensure a stable supply of pharmaceuticals.
Post-marketing safety management and surveillance of safety in Japan
                                                          56

Quality assurance initiatives
Pharmaceutical Safety Training
We are working to accumulate and pass on knowledge, and raise awareness related to pharmaceutical safety for management and all
employees. 
Continuing from last year, in fiscal 2021, our primary themes of pharmaceutical safety training were cases of drug-induced suffering and
drug safety management. As people of pharmaceutical companies, the training improved the risk sensitivity of each and every one of us, so
that we always act with high ethical standards with the patient’s health and safety as our highest priority.
Strengthen collaboration with manufacturing plants and reinforce checking systems, and regularly confirm actual manufacturing practices and the
certificate of approval
Enforce measures to prevent recurrence by rectifying and improving any defects based on our own checks and investigations at manufacturing plants
                                                          57

Society　＞　Together with Patients and Healthcare Professionals
Solving Issues Related to Improving Access to Healthcare
Efforts to Solve Issues Related to Improving Access to Healthcare
There are many intractable diseases in the world for which no cure has been found, as well as many difficult-to-cure diseases. Notably,
research and development of therapeutic agents for infectious diseases such as malaria, tuberculosis, and NTDs, which are prevalent in
developing countries, is not progressing due to unpromising marketability. Furthermore, inadequate medical systems, poverty, and disasters
in developing countries prevent them from receiving needed medicines and medical services.
To address these issues of access to healthcare, the Group will leverage its strengths in drug discovery, and work in partnership with
NPOs/NGOs, industry groups, and others based on our MISSION of “Creating hope for all facing illness.”
Development of Therapeutic Agents for Intractable and Rare Diseases
Providing new options for diseases for which there has been no cure is our MISSION itself. We seek to realize 
 for
diseases for which unmet medical needs remain, especially in the central nervous system and immunoinflammatory areas. In addition, we
will contribute to improving the quality of life of patients and their families by providing solutions based on therapeutic medicine from
prevention to prognosis.
For the materiality monitoring indicator, we have designated a new “Development pipeline quantity for rare and intractable diseases,” and
have disclosed the pertinent results from fiscal 2021.
HOME
Sustainability
Society
Together with Patients and Healthcare Professionals
Solving Issues Related to Improving Access to Healthcare
precision medicine
Materiality
R&D
Development Pipeline
“JourneyMate Support Program” offers support to ALS patients in the U.S.
Edaravone was approved as a treatment for ALS in the U.S. in May 2017 and launched in August. It is marketed by Mitsubishi
Tanabe Pharma America. Additionally, in May 2022, edaravone oral suspension was approved in the U.S. and launched in June of the
same year. We have been continuously offering support to ALS patients and have recently integrated and revamped our services in
the “JourneyMate Support Program.” This program provides information on ALS and its treatment to patients diagnosed with ALS
and their families, tailored treatment management for each patient, insurance reimbursement support, as well as offering
information from specialist staff in the U.S. (clinical educators) after a prescription of edaravone. 
Furthermore, to support patients and families confronting ALS, we actively participate in disease awareness events, hold webinars
for patients, and sponsor patient group events.
                                                          58

Initiatives in Developing Countries
Controlling infectious diseases that are prevalent in developing countries leads to improved living conditions for people and the overcoming
of poverty, creating a virtuous cycle not only in developing countries but throughout the world. As a drug discovery company, we believe
that leveraging our strengths in drug discovery is the best way to contribute, and we are conducting research on therapeutic drugs for
infectious diseases through the GHIT Fund. We also provide various support by giving attention to intellectual property in developing
countries and donating to NPOs and NGOs.
The Global Health Innovative Technology Fund (GHIT Fund), is Japan's first public-private partnership to promote the creation of innovative
treatment agents for infectious diseases that affect people in developing countries, such as malaria, tuberculosis, and neglected tropical
diseases (NTDs). We support the GHIT Fund’s objective of contributing to global health, and financially support the fund.
Meanwhile, with funding from the GHIT Foundation, we are researching with our partners infectious disease treatments that are widespread
in developing countries.
In particular, the eradication of malaria and NTDs presented below is listed as one of the 169 targets linked to the 17 goals of the United
Nations’ Sustainable Development Goals (SDGs). Improving medical access is also a materiality for our company, so we will continue to
actively promote it.
Joint research with Medicines for Malaria Venture (MMV)
The Company provided its pharmaceutical compound library (50,000 compounds) to Medicines for Malaria Venture (MMV), a research
institution that focuses on the discovery of new anti-malaria drugs. Three types of promising hit compounds that have the potential to
become pharmaceutical products have been identified. In addition, we promoted joint research and from one of these compounds, we
acquired two lead compounds as new anti-malaria drug candidates. In April 2019, we will move to the next phase and continue conducting
research in collaboration with MMV to create candidate compounds.
Joint research with Drugs for Neglected Diseases initiative (DNDi)
Together with the Drugs for Neglected Diseases initiative (“DNDi”), an international organization involved in non-profit drug development,
we began drug discovery research for lead compounds targeting Chagas disease and leishmaniasis in April 2021. MTPC and DNDi have been
conducting compound discovery screening for these diseases since September 2019 and succeeded in acquiring nine types of hit
compounds. Since the acquired hit compounds fulfilled the criteria for advancing to the lead compound search, the next step in drug
discovery, we have set the acquisition of compounds that meet the lead stage criteria as the final goal of the two-year project.
Mitsubishi Tanabe Pharma Group has established a policy on intellectual property that forms the basis for providing new healthcare
opportunities in order to appropriately protect and make effective use of its globally competitive intellectual property. On the other hand, in
countries where serious economic problems make access to healthcare difficult, we need to consider enforcing our patent rights. The Group
contributes to healthcare access in economically deprived areas around the world. Therefore, as a general rule, we do not enforce our
patent rights in the Least Developed Countries (LDCs) stipulated by the United Nations.
Please see “
” for details.
Participation in the Global Health Innovative Technology Fund
Patents in Countries Where Access to Healthcare Is Difficult
Protection of Intellectual Property Rights
                                                          59

Support provided
Description of initiatives
Countries targeted
Providing vaccines and school
meals to children in developing
countries
Group employees have participated in vaccine support activities for
children in developing countries, which are conducted by the NPO Japan
Committee, Vaccines for the World's Children (JCV). This is an
international contribution activity wherein donated used books and other
items are sold and that amount is donated to JCV and used to deliver
vaccines to children in developing countries. Furthermore, at the employee
cafeterias, we participate in TABLE FOR TWO (TFT), in which one meal is
provided to a child in a developing country for each meal ordered by an
employee from our healthy menu. This is a support program conducted by
the NPO TABLE FOR TWO International. School meals that are provided
through donations are expected not only to help solve hunger among
children but also lead to gains in the children’s fundamental strength and
help prevent disease. We are actively promoting these initiatives to help
raise employee awareness.
Myanmar, Laos, Uganda, Rwanda,
etc.
Child palliative care in developing
countries
In the hope of providing palliative care services equally to all children,
Mitsubishi Tanabe Pharma Indonesia donates and provides
pharmaceuticals to the NGO Rachel House, a pioneer in palliative care in
Indonesia. Through this activity, we help children suffering from serious
illnesses in areas outside Jakarta where medical care is unavailable.
Indonesia
Please see 
 for details about these initiatives.
Other Support
“Contributions to Medical Care and Welfare”
Support for the Kenya Research Station (Nairobi), Institute of Tropical Medicine, Nagasaki University
In developing countries, where medical institutions are not well established, many infants die from the exacerbation of infectious
diseases. Through Nagasaki University’s Institute of Tropical Medicine, which conducts collaborative research on rotavirus
gastroenteritis, we donated lab equipment to the institute’s Nairobi Research Station laboratory. Further, as part of our development
of next-generation human resources, we hired as research interns young Kenyans who aspire to be researchers and engaged them
in the work of collecting samples and data at the medical facility and conducting experiments in the lab.
The Nairobi Research Station is located on the premises of the Kenya Medical Research Institute, and is a P2/P3 level facility with
molecular biology and pest laboratories. A total of seven administrative teams and 50 staff members including collaborators are on
the research team and are active in area fields where epidemiological research is conducted. Although the joint research with MTPC
was completed in March 2021, the Nairobi Research Station will continue to study tropical infectious diseases and public health
peculiar to Africa to address various medical issues not only in Kenya but also in Sub-Saharan Africa. Moreover, we are developing
entry-level human resources through the African Business Education for Youth and the JICA Project for Infectious Disease Control
Human Resources Development together with Japan International Cooperation Agency (JICA).
Nairobi Research Station laboratory
Junior researchers working on experiments using the lab equipment and
supplies donated by MTPC
                                                          60

Society　＞　Together with Employees
Human Resources Development
Basic Human Resources Policy
The Mitsubishi Tanabe Pharma Group is working to further enhance its competitiveness by focusing on its people as a management resource
and giving individual employees an opportunity to demonstrate their full potential. To further enhance its competitiveness and achieve
sustained growth, the Company operates the Comprehensive Management System for Human Resources.
Additionally, from April 2022 onwards, the Company has transitioned to a “One Company, One Team” structure, the MCG Group will work as
a whole to promote human resources initiatives.
Comprehensive management system for human resources
Basic approach
This system is a tool for the achievement of management objectives, and the Company thinks it is important to link the system to objective
management, evaluation, treatment, training, and utilization.
March 31, 2018
March 31, 2019
March 31, 2020
March 31, 2021
March 31, 2022
Consolidated
7,187
7,228
6,987
6,728
6,697
Non-consolidated
4,222
4,111
3,764
3,383
3,278
Men
3,232
3,107
2,840
2,593
2,490
Women
990
1,004
924
790
788
Enhancing Personnel Training
To strengthen our corporate vitality and competitiveness, we must work to enhance the capabilities of our human resources, who are the
source of that vitality and competitiveness. While keeping the need to be proactive, professional, and flexible in mind to achieve SINKA, the
Group supports employees so that they can develop and exercise their capabilities through the smooth coordination of the four frameworks
listed below. As well as daily on-the-job training, we provide opportunities for each person to learn and grow on their own initiative and
enhance their abilities. In addition to these initiatives, through the assignment of the right person to the right place, we strive to maximize
each person’s ability.
HOME
Sustainability
Society
Together with Employees
Human Resources Development
Number of employees
                                                          61

Framework for developing the ideal human resources
The Company is also providing support for autonomous employee career management and individual skill development and to develop next-
generation leaders and global human resources.
Career design program
We maintain the program style so that each person can flexibly participate according to each person’s career stage and lifestyle.
In fiscal 2021, we conducted workshops for management and general employees to create connections between people in-house, as a
response to telework and other changes in the work environment.
In fiscal 2021 each person received an average of 2.6 hours of in-house training.
Development of global human resources
Since fiscal 2020, COVID-19 has prevented any dispatch of new people through the career challenge system. We held two training sessions
attended by approximately 40 people to promote cross-cultural understanding among employees in Japan who are engaged in business on
a global basis, with the goal of allowing people who are posted overseas to adjust to living and working in their new locations with ease.
Next-generation leader development
Utilization of Senior and Veteran Employees
The Company re-employs staff who wish to remain employed after retirement. To provide a place of employment, we are creating an
environment that permits diverse work styles including work sharing, and we are enhancing our re-employment system and working to
utilize their skills and knowhow even after retirement.
Moreover, we conduct career design training for employees in their early 50s who are considering future careers with a view to retirement.
We have actively provided and expanded the environment so that all employees can continue working with high motivation regardless of
age.
Employment of diverse human resources
On-the-job/Off-the-job training through management by objectives (MBO)
Transfers and rotations
Fair evaluations
To expand employees’ views and encourage their self-development, we conduct voluntary training inside and outside the company and online business
skills training with other companies in different industries.
Career counseling is provided to all participants at a certain rank to further deepen their awareness of training in their careers.
We continuously develop global human resources with our career challenge system that enables transferring to a wide range of work assignments
including those overseas.
We continuously conducted MT-VIVID, a management early development program.
Training program structure (fiscal 2021)
OJTJ: On the Job Training in Japan
*
NLP: NEXT LEADER Program (NEXT leader)
*
JLP: Junior LEADER Program (Jr. leader)
*
CD: Career design
*
                                                          62

Society　＞　Together with Employees
Promoting Diversity & Inclusion
Actively Utilizing Diverse Human Resources
The Group has positioned its approach to diversity and inclusion as one of its management strategies. We have organized that approach into
the Diversity Promotion Circle, and we are advancing initiatives on that basis.
Diversity Promotion Circle
In regard to diversity, we take into account both visible diversity (gender, sexual orientation and gender identity (including LGBT ), age,
career background, nationality, disability status, time restrictions due to childcare, nursing care, etc.) and non-visible diversity (knowledge,
skills, experiences, values, ways of thinking, etc.). By appreciating these differences and leveraging them, we seek to maximize our results.
In fiscal 2021, we implemented the following initiatives.
Human rights and diversity training
The training is conducted for Group company management (Department Manager and Section Manager level) in Japan through e-learning.
This program is mainly intended to ensure that the workforce practices appropriate diversity management, and to renew their knowledge of
human rights, diversity and inclusion, labor management knowledge, and the Group's systems.
Ikuboss interview
As a measure to encourage subordinates to fulfill both work and personal matters, we seek to foster diversity awareness among managers
by introducing the company’s best practices in the company newsletter.
HOME
Sustainability
Society
Together with Employees
Promoting Diversity & Inclusion
Basic Approach
*
LGBT is an acronym for L: lesbian, G: gay, B: bisexual, T: transgender, and is a generic term for a sexual minority.
Recently, LGBT has expanded to include LGBTQ (with Q standing for “Questioning” or “Queer”) and LGBTs (with “s” a generic term for
sexual minorities not covered by LGBT). In this report, LGBT is one of the acronyms used for social minorities.
*
Diversity & Inclusion Initiatives
                                                          63

LGBT initiatives
Social recognition
We revised our existing rules of employment by adding harassment-related behavior toward LGBTs and
made it subject to disciplinary action. In fiscal 2020, we revised the following two items in our system.
We will continue to distribute Ally stickers, which show our understanding of and support for LGBT
people. As for hiring, we have eliminated the gender entry column from the hiring entry sheet in
consideration of gender and LGBTs.
We continue to implement nursing care seminars and www training (www: an abbreviation for Win-
Win-Woman), which considers the careers of women who have not yet experienced such life events as
marriage and childbirth.
Same-sex partners were included in the scope of nursing care leave and nursing care holidays.
Same-sex partners in a common-law marriage can register as a family and are treated the same as spouses
under our system of vacations, allowances, and housing.
An Ally sticker utilizing Tanamin, the
Company's original character
Received the 2021 Gold Prize in the PRIDE INDEX, an evaluation index for LGBT
initiatives in the workplace by “work with Pride,” a private organization
Received highest ranking under “Eruboshi” company certification system based on
the Act on Promotion of Women's Participation and Advancement in the Workplace in
2016
The Cabinet Office’s “Awards for Women Empowering Companies” are given by the
Cabinet Office to companies that have made outstanding achievements in terms of
their policies, initiatives, and performance in the promotion of women to executive and
managerial positions, and for their disclosure of information. They are intended to
promote the development of workplaces in which women can take active roles. 
Received the Cabinet Office’s “Minister of State Award for Special Missions (Gender
Equality)” at the “Awards for Women Empowering Companies” in 2020.
                                                          64

Percentage of female employees with subsection managers or higher or in management positions
Supporting Active Careers for People with Disabilities
The Group has actively worked to promote the employment of people with disabilities, and at the same time, has expanded the range of
duties in many occupations throughout the Group. As a result of actively hiring people with disabilities, the Group’s employment rate as of
March 31, 2022, was 2.66%, an improvement from 2.59% at the end of the previous fiscal year. 
The East Japan Operations Division of Tanabe Palm Service, a special subsidiary company, began hiring people with disabilities at its
Yokohama Office in fiscal 2021.
The Group will continue to proactively hire people with disabilities and create an environment where they can actively participate.
Employment rate of people with disabilities
Promoting Employment of People with Disabilities
                                                          65

The Group seeks to achieve an inclusive workplace where people with and without physical and mental health challenges work together in
the same place. We will create an environment where people with disabilities can make the most of their strengths and continue to make
our workplaces even more comfortable to work at in the future.
Support for Diverse Working Styles
In Japan, the Group supports diverse human resources that participate actively in diverse working styles through an enhanced system that
helps establish a balance between personal life and work, and the introduction of a flexible work system.
The Group has taken steps to enhance systems that contribute to flexible working styles and enhanced productivity for employees, such as
a flex-time system with no core time, a flexible work system for employees in planning areas and specialist areas, and a telecommuting
system.
To support a balance between work and medical treatment, such as in the case of cancer survivors and infertility treatment, in fiscal 2018,
we introduced shorter workdays and treatment leave that employees who need treatment can use. In addition to these systems, we
introduced a new infertility treatment leave system in April 2020. Employees who have been treated for infertility but have difficulty with
the treatment due to physical distance between them and their spouse, can take a temporary leave of absence under this system. The
system was expanded in January 2021 and employees who live with their spouses but are receiving infertility treatment by advanced
reproductive medicine, which requires many hospital visits, are eligible under this system.
Creating Environments that are Easy to Work in
Tanabe Palm Service Co. Ltd., a special subsidiary
Although there are less than 100 people with disabilities working throughout the Group, the Group’s Tanabe Palm Service, a special
subsidiary, provides a variety of office services, and has over 40 people primarily with intellectual, mental, and developmental
disabilities working there. (As of April 2022)
Tanabe Palm Service seeks to grow with the Company while providing a place where people with disabilities can work with peace of
mind by maintaining a comfortable work environment and a system that supports growth. Specifically, we openly communicate by
sharing our experiences at morning and end-of-day meetings, reviewing our work, discussing difficulties including issues in our daily
lives through regular discussions and daily chats with staff. Additionally, we have announced new business reforms as a team, as
well as business reforms ideas from individuals, and have adopted systems for commending people and promoting their growth. As
a business that proactively employs persons with disabilities and provides employment support to them, this company was
registered as an Osaka Prefecture Excellent Company that Supports Persons with Disabilities in January 2021.
Digitization of paper documents. Digitization
contributes to greater operational efficiency within
the Group.
Making business cards for MTPC Group
employees. The cards are printed on a large
paper sheet and cut to business card size.
Flexible Work Systems
                                                          66

Consideration for employees who support business continuity
From an early stage of domestic coronavirus infections, the Group recommended and continued staggered work shifts and telework to
prevent a commuter rush as part of our COVID-19 infection prevention measures.
Under the issuance of the first declaration of a state of emergency, all employees have shifted to “principle telework” except for the
minimum of functional maintenance work, such as our responsibility for drug supply, and safety and quality control as a pharmaceutical
company. During the “Principle Telework” period, every Friday we conduct an employee survey called the Friday Survey to understand the
feelings of every employee and promote growth across the organization using employee feedback as seeds for reform with the aim of
significantly changing our conventional workstyle. We named the seven items that received the most feedback in the survey the “Workstyle
Reform Declaration” and began a Companywide effort to establish a telework environment, review meetings, do away with personal seals,
reduce paperwork, and use satellite offices.
At present, we have taken measures to counter COVID-19 infection at each office and workplace in line with government requests, while
implementing working methods optimized to increase productivity. Employees who cannot work as usual because they need to provide
childcare at home due to the closure of elementary schools or because their children are not attending online classes or nursery school,
were provided with special paid leave or full pay for working less than normal working hours, which helped ensure the work-life balance of
employees.
The Group has established childcare and nursing care support systems that significantly surpass legal requirements. We have created an
environment that enables employees to work with peace of mind and balance work and life events, such as pregnancy, childbirth, childcare,
and nursing care. We continue to take steps to establish environments that facilitate active participation by fathers in child-rearing.
We will continue to create a work environment where each employee can fully exercise his/her ability and work energetically.
Initiatives to get men to participate in childcare
Social recognition
For the sixth consecutive year since 2007, we were certified as a “general business owner conforming to standards” (Kurumin mark) based
on the Next Generation Nurturing Support Measures Promotion Law. In July 2019, we were certified “Platinum Kurumin”  in recognition of
our childcare support and working style initiatives.
Systems to Support a Balance Between Life Events and Work
Special leave for husbands that can be taken during the period from pregnancy to childbirth (pre-paternity leave)
Make the first five days of childcare leave as paid leave (for both men and women)
Promote the taking of childcare leave for men (paternity leave)
*
The “Platinum Kurumin” certification system recognizes companies that have already been “Kurumin” certified by the Ministry of Health,
Labour and Welfare as companies that support childcare and that have taken steps to achieve a higher standard.
*
Kurumin certification mark
Platinum Kurumin certification mark
                                                          67

Building Sound Labor-Management Relations
The Group respects the rights of its employees, including the freedom to form a union and the right to collective bargaining. The labor
agreement that Mitsubishi Tanabe Pharma has entered with the Mitsubishi Tanabe Pharma Labor Union guarantees the working conditions
and rights of union members. As of the end of March 2022, the labor union membership rate was 72.4%. Group management and the
union regularly hold management meetings where the Company communicates its management policy and the two parties exchange
information on workplace conditions, seeking to more fully understand each other. Members of the Management Council and various labor-
management committees, etc., also contribute their views on separate issues, such as reevaluation of various working conditions and
human resource systems, in order to realize an environment in which it is easier to work.
Utilization of leave and shorter workdays for childcare
The Group domestic
*
Results in the utilization of childcare leave show the number of people who commenced
childcare leave during the fiscal year
*
Utilization of leave and shorter workdays for nursing care
The Group domestic
*
                                                          68

Society　＞　Together with Employees
Work-Style Innovation
Initiatives to Promote Work-Style Innovation
In fiscal 2022, the Mitsubishi Chemical Group (the MCG Group) established a work-style innovation group within the General Affairs
Department, and is working to reform working styles group-wide. Through these reforms the Group hopes to (1) improve productivity, (2)
transition to the One Company structure, and (3) accelerate innovation, as well as improve the creativity, productivity, and effectiveness of
our employees and organization, thus transforming into an organization where each employee can maximize their successes and experience
growth.
Initiatives as the Pharma Business Unit
As the MCG Group works as one to reform our way of working, MTPC, the Pharma Business Unit of the Group, is continuing to move
forward with the initiatives to achieve true work-style innovation that has been implemented since fiscal 2021. These are intended to allow
each employee to deal with the changes while deepening their independent learning, to constantly innovate, achieve a feeling of growth and
attainment, and be healthy, lively, and meaningful individuals and organizations.
Achievements Thus Far
We will support “time creation” for growth and creative work by strengthening our development of digital tools and supporting their use by
individuals.
Purpose of digital tool use
Examples of the use of digital tools
We seek dramatic changes in workstyles through the further application of RPA* that has been so far deployed. To that end, we will further
explore operations that can be RPA-enabled, train more advanced RPA developers, and install RPA in each department.
Through these efforts, our goal is to create conditions where each employee is digitally savvy, actively uses it during the course of work and
has the most productive workstyle.
HOME
Sustainability
Society
Together with Employees
Work-Style Innovation
Evolution of Digital Capability
Improvement of work efficiency
High-quality communication that transcends place and time
Evidence-based judgment
Visualization, analysis, and improvement of workstyles
                                                          69

Current Group status of RPA (as of June 2022)
We will support employees’ growth by renewing the “time” created utilizing digital technology and turning it into time for independent
learning, internal and external communication, and innovative time to achieve a workstyle in which each employee can perform at their
best.
Specific initiatives
We seek a state of high engagement wherein employees understand the Group’s vision and work together to achieve it. To this end, we will
create a “relationship” in which employees are healthy and motivated, and work with the company to contribute to growth.
We offer multifaceted values that make working in the Group appealing.
Specific initiatives
RPA (Robotic Process Automation) is a technology that automates work processes and tasks performed on a computer on behalf of
humans.
*
Achieving Innovative Workstyles
Implementing a new “Hybrid Work*” way of working, allowing each person to select workstyles that let them perform at their best
Sharing examples of employees who have implemented true work-style innovations that offer tips for new ways of working with diversity
Hybrid Work is a flexible way of working that combines working in an office with teleworking in a manner that suits both operational
characteristics and the circumstances of the individual in order to achieve results as an organization.
*
Introducing videos on hybrid work on the company intranet
Using talentbook  to offer examples of good work-style innovations within the
company

*An external cloud service through which employees active within the organization
publicize their own stories and know-how, communicating the appeal of the company
*
Deepening Engagement
Supporting voluntary community activities within the company
Training to foster connections spanning organizations, age groups, and roles
Implementing and assessing working styles aimed at constructing ideal working methods for each organization
                                                          70

Held Wai Gaya  workshops to create new connections
*A venue for comfortable dialog that encourages exchange and connections between employees regardless of the position or the nature of their work
*
                                                          71

Society　＞　Together with Employees
Occupational Health and Safety
Occupational Health and Safety Management
To prevent occupational accidents in the workplace, and promote employee health and a comfortable work environment, the Group
operates management systems in accordance with Guidelines on Occupational Safety and Health Management Systems (OSHMS) presented
by the Ministry of Health, Labour and Welfare.
We have created a plan for achieving health and safety goals at each office and we identify potential risks in the workplace through health
and safety activities (hazard prediction training), Hiyari-Hatto [near-miss training], workplace inspection, etc.) and risk assessments, and
implement risk reduction measures accordingly. We also invite outside instructors to give lectures and hold exercise classes to promote
employee health.
From fiscal 2020, workstyles changed significantly due to the impact of COVID-19, teleworking arrangements increased, and in general, the
inadequacy of communication was noted. However, the Group ensures employee safety and manages their mental and physical health by
leveraging online tools and recommending proactive communication with one’s superiors and colleagues. 
In fiscal 2021, we updated the Telework Workstyle Handbook, which was released the previous fiscal year to promote comfortable, safe,
and healthy teleworking, and added actual examples. We are continuing to disseminate the handbook to all employees though e-learning.
Occupational Health and Safety Promotion System
At Group offices, we have established the Health and Safety Committee, which meets once a month, as a structure for ensuring employee
safety and health and creating a comfortable work environment. The committee consists of general health and safety managers (office
managers and plant managers), safety managers, health supervisors, occupational physicians, and members selected by the Company and
labor union.
The committee reports on health and safety activities and discusses important policies for preventing occupational accidents and health
disorders of employees, and health promotion. The matters reported and discussed by the committee are communicated to all employees
through the health and safety meetings held by each division.
HOME
Sustainability
Society
Together with Employees
Occupational Health and Safety
Telework Workstyle Handbook: The handbook was created to
ensure the safety of employees and maintain their physical and
mental health even while performing telework.
                                                          72

Occupational Health and Safety Initiatives
Aiming to contribute to protecting the global environment and realizing workplaces where employees can work in a healthy, enthusiastic,
safe, and comfortable manner, the Group is strengthening its initiatives in the areas of Environment, Health, and Safety (EHS).
In particular, securing the safety of employees in business activities is our highest priority. To prevent occupational accidents, it is important
to continually strengthen Environmental and Safety management and raise everyone’s risk awareness regarding operations in the
workplace, and we are working to strengthen our front-line capabilities (autonomous solutions capabilities).
In fiscal 2021, we worked on a range of measures to reduce the lost time injury frequency rate at all domestic Group offices to 0.30 or less.
As a result, there was one accident requiring absence from an office in Japan and two at overseas plants. The lost time injury frequency
rate at all domestic Group offices was 0.11. As there were many accidents from falls last year, we will work to strengthen the safety
awareness of employees including awareness of preventing falls. Domestic contractors also manage the status of occupational accidents,
and in fiscal 2021, the lost time injury frequency rate at our domestic contractors was 0.00.
To eliminate workplace accidents, we will continue to implement highly effective training and activities to reduce risks related to facilities
and operations. We will work to realize KAITEKI, which is being advanced by the entire MCG Group.
Chemical Substance Safety Management
As a company that handles many chemical substances, including pharmaceuticals, the Group has established internal regulations related to
chemical substances including its Chemical Substance Handling Guidelines, which sets forth the proper handling of those substances.
Accordingly, potential risks are now evaluated in advance (risk evaluation of chemical substances) from the perspectives of both “dangerous
and hazardous” and “exposure of people and the environment.” We are taking steps to prevent accidents and disasters related to chemical
substances by systematically implementing risk management and mitigation measures from the acquisition of chemical substances to their
storage, transport, use and disposal. The Chemical Substances Handling Guidelines also specify measures to prevent or mitigate
environmental pollution, accidents, damage to health, fire and explosions caused by hazardous materials. All employees at all offices
continue to spread and establish these as guidelines in their ongoing safety, health, and disaster prevention efforts.
Furthermore, we will comply with laws and regulations, and strive to ensure the proper management of chemical substances by conducting
education and training on them as well as safety audits.
Major initiatives
Safety training initiatives
Conducted via remote online training due to the impact of COVID-
19 (the static electricity workshop alone was conducted face-to-
face because the calmer situation with COVID-19 infection)
Initiatives to prevent recurrence of work-related injuries
Legal and worker compliance obligation classes
Health and safety training
Hazard prediction training
Human error countermeasure seminars
Classes on static electricity
Sharing of information regarding such issues as occupational accidents
and Hiyari-Hatto (near misses), and measures to prevent recurrence at
offices in Japan and overseas
Updated and disseminated internally the Telework Workstyle Handbook
Conducted checks of Research Station and head office employees'
understanding of how to work via telework
Disseminated internally safety information (including past in-house
cases) connected to national events
Rolled out countermeasures for vehicular accidents in the sales unit
Shared cases and measures to prevent accidents from falls occurring in
offices or while employees are on business trips or commuting
Lost time injury frequency rate
Lost time injury frequency rate:
Number of casualties due to accidents that require time off from work up to one million actual
working hours (excluding commuting injuries).
*
Calculation period:
For the Group, April to March the next year; for pharmaceutical industry averages and
manufacturing industry averages, January to December.
*
Scope: All domestic Group offices
*
Total working hours:
For fiscal 2017 and 2018, scope includes permanent employees, contract employees, and
temporary employees. Excluding certain bases, for permanent employees and contract
employees, calculated as actual work hours; for temporary employees dispatched by
personnel agencies, calculated as work hours per day x number of business days x number
of employees. For certain bases, calculated as work hours per day x number of business
days x number of employees + overtime hours.
Since fiscal 2019, scope has included permanent employees, contract employees (including
some part-time employees), and temporary employees. For permanent employees and
contract employees calculated as actual work hours; for temporary employees calculated as
work hours per day x number of business days x number of employees.
*
                                                          73

Safety and Accident Prevention
The Group is working to prevent safety-related accidents at each office. After extracting and identifying risks, prioritizing them, and
examining measures for their removal or reduction, they are reflected in the capital investment plan for the next fiscal year to improve
unsafe facilities and equipment.
In fiscal 2021, we constructed a new research facility (CIL: CMC Innovative Laboratories) at the Onoda Office, equipped with the latest
equipment and safety facilities, linking and integrating production with CMC* research functions.
Employee Health Management
In April 2016, the Group established the MTPC* Group Health Policy. We effectively and appropriately promote activities concerning
employee health in accordance with this policy.
With the goal of creating a working environment in which a diverse range of people can work actively and energetically in good physical and
mental health, we are working to support both health support measures and time management activities in order to promote health
management. 
In fiscal 2022, we will strengthen health support measures, focusing on the four main axes of (1) measures to prevent infectious diseases,
(2) measures to prevent mental health difficulties, (3) measures to encourage people to stop smoking, and (4) supporting women's health
management. 
With regard to time management activities, we are working to comply with laws and regulations (ensuring that employees take five days of
paid leave, and complying with article 36 of the Labor Standards Act), and to prevent overwork.
Social Recognition
An abbreviation for Chemistry, Manufacturing, and Control. Integrated research supporting the manufacture and quality of pharmaceutical products, including analytical research to evaluate the
quality of drug substances and formulations, and research into drug substance manufacturing methods and formulation.
*
Health and Productivity Management Initiatives
Abbreviation of Mitsubishi Tanabe Pharma Corporation
*
MTPC Group Health Policy
We will strive to maintain our own health so that we can contribute to the health of people around the world.
1.
We will leverage our own capabilities and advance the establishment of an environment in which we can work energetically.
2.
In fiscal 2021, we were certified by the Ministry of Economy, Trade and Industry’s “Outstanding
Enterprise in Health and Productivity Management – White 500” (large enterprise category) for the
sixth consecutive year. The Group was rated top in its industry, and in fact in all industries, in the two
categories of “Organizational Structure (penetration to employees)” and “Implementation of systems
and measures (health guidance).” Additionally, all evaluation categories were above industry average,
allowing us to achieve an overall ranking in the top 100-150 out of 2,869 companies.
                                                          74

To maintain the mental and physical health of our employees and live a fulfilling life with a good work-life balance, the Company views the
prevention of excessively long work hours and the taking of sufficient paid time off as important issues for the realization of health and
productivity management.
The health of employees is an important asset for the company, and even in an era of changing workstyles, we believe that having each
employee live a healthy life full of vitality every day helps bring about new ideas, higher motivation, and greater engagement. Therefore,
based on the progress of the TM Campaign in fiscal 2021, we will implement it throughout the domestic Group in fiscal 2022, focusing on
prevention of excessive working hours and ensuring that people take paid leave.
In fiscal 2022, we will roll out each initiative with the final goal of reducing total annual working hours per person from those of fiscal 2021
by achieving the “2 TMs.”
Fiscal 2021 TM Campaign results
Although the number of overtime workers with more than 360 hours a year (including supervisors) decreased 4.3% year-on-year, it did not
reach our 2021 target of a 15% reduction. The rate of taking paid time off reached the target of 70% or more (71.3%). The telework
implementation rate has drastically changed due to the impact of COVID-19, and the average annual implementation rate for the Group was
49.5%, which greatly exceeded our initial target of 30%, representing a success in meeting our goals that continues that of the previous
fiscal year.
We are working to support the prevention and early discovery of mental health issues. For self-care initiatives, we conduct e-learning for all
Group employees in Japan and promote an awareness of stress and how to cope with it. In the mental health training for new employees,
we recommend that they try to gain some basic knowledge about stress and let them know about the counseling services available inside
and outside the company so they can quickly take advantage of the services should they succumb to stress themselves. Line Care*
conducts training with a focus on newly appointed managers and improving management’s understanding. In addition, to create workplaces
in which employees can work with enthusiasm, we are trying to understand the essential issues by verifying the stress analysis results by
conducting multifaceted analyses of the stress check (taken by 96.7% of eligible employees in fiscal 2021) organizational analysis results
against various survey results. In addition, these issues are fed back to the human resource departments in each division and to domestic
affiliated companies, and by sharing our ideas with each other, we are able to strengthen the initiatives in each workplace.
Achieving a Work-Life Balance for Employees
Fiscal 2022 TM* Campaign - 2 TMs-
MTPC’s domestic Group, including management supervisors
*
Reduce overtime work (Time Management)
We seek to reduce the number of workers performing overtime work of more than 360 hours a year by 4% from the previous year by prohibiting, in
principle, working and the sending of e-mails at night, early in the morning and on holidays, and by setting a fixed time and day once a week for every
employee to leave work (Friday is recommended). In particular, we will follow up individually with those who put in long working hours and check
overtime working conditions with labor and management at each base.
①
Ensure proper rest (Time Making)
In order to promote the taking of paid time off of 70% (15 days) or more, we are encouraging managers to set an example and take the 15 days off
themselves. The system will also establish annual paid time off taken simultaneously by all employees (two days a year), set aside a day to encourage
the taking of paid time off (five days a year), and individually follow-up with employees who have not taken paid time off. Further, in terms of
maintaining employee health, we will rigorously comply with the work-shift intervals system and aim for fewer than 2% of those who have not secured
intervals without exclusion criteria. At the same time, we will continue to educate employees about securing intervals at the time of exclusion criteria
(meetings with those overseas, etc.)
②
No. of people with over 360 hours overtime a year
Average usage rate of paid time off
Strengthening Measures to Address Mental Health
Line Care is care provided by managers and supervisors, which includes monitoring and improving the daily work environment and counseling of their staffs.
*
                                                          75

We have implemented a "Blood Pressure Management by Risk Group" program that conducts thorough post-check health management
focusing on blood pressure that is intended to prevent cerebro-cardiovascular ailments during people's employment. 
In cooperation with the health insurance association, we hold a walking campaign that utilizes wearable devices, and conduct online
seminars and events to improve inadequate physical exercise caused by workstyle changes brought on by telework. 
In addition, we call for an increase in the cancer screening rate and recommend using the comprehensive medical exam as a regular health
check. 
The Group has been promoting an internal ban on smoking since fiscal 2017 as a three-year quit smoking program, has imposed an internal
ban on smoking during all working hours and on Company premises, and has also specified in the rules of employment an agreement about
smoking during working hours. Since fiscal 2020, the Company has collaborated with the health insurance association and the labor union in
a three-part system to encourage people to stop smoking, and has worked to reduce the smoking rate by sending messages promoting the
smoking ban from the senior management of each organization, as well as developing financial incentives for non-smokers (including ex-
smokers).
Social recognition
Strengthening Measures to Prevent Lifestyle-Related Diseases
Smoking rate
For the third consecutive year, Mitsubishi Tanabe Pharma has been certified as a “Sports
Yell Company” (Japan Sports Agency), which recognizes companies that support and
promote the sporting activities of their employees. 
Every year, in cooperation with the health insurance association, we have held a walking
campaign that utilizes wearable devices, and encourages employees to maintain their
health. Moreover, from fiscal 2020 we have held regular online exercise seminars to prevent
exercise levels from dropping due to the COVID-19 pandemic.
We were selected under the Action Plan for the Promotion of Cancer Control, a project
commissioned by the Ministry of Health, Labour and Welfare, for recognition and
commendation as a “Cancer Control Promotion Excellent Company” for the second
consecutive year in recognition of our cancer prevention efforts on behalf of our employees.
We are improving measures to combat cancer for our employees, such as subsidizing fees
for comprehensive medical checkups through the health assurance association, encouraging
employees to undergo cancer screening by switching to regular health checkups, and
introducing systems to support a balance between work and medical treatment. From fiscal
2021, we introduced preventative e-learning for all employees, with a participation rate of
92.7%.
                                                          76

Introduction of In-House Massage
Employee Survey
Since fiscal 2011, the Mitsubishi Tanabe Pharma Group has implemented employee surveys at domestic Group companies to provide a
comprehensive understanding of employee attitudes toward their jobs and of the Company’s workplace environments in order to improve
management initiatives. From fiscal 2019 we established “sustainable engagement” as an indicator for understanding employees’ feelings
and are expanding its scope to overseas Group companies. As a result of efforts in fiscal 2021, we have on the whole maintained a good
work environment and employee vitality, indicating high “sustainable engagement.” Based on some of the issues that have been found to
increase engagement, we are promoting dialog between management and employees, as well as initiatives at each division. We plan to
conduct the next survey in fiscal 2022.
Strengthening Measures to Prevent Infectious Diseases
As measures to prevent the spread of COVID-19, we have established a BCP for pandemics in relevant departments, restricted office
attendance rates, distributed masks, installed partitions, provided thermometers, and improved teleworking environments. In fiscal 2021,
we began offering workplace vaccinations in areas where we have large business facilities, as a way of promoting vaccination. 
As for COVID-19 prevention measures, we have been conducting e-learning on infection for all employees since fiscal 2020 so that
employees can gain proper knowledge about infectious disease prevention, and work with a sense of security and confidence. This initiative
had a 97.4% participation rate in fiscal 2020, and 96.7% in fiscal 2021. This e-learning awareness program is intended to facilitate
thorough enforcement of our in-house rules for dealing with COVID-19 infection. We are also cooperating with the government to take
additional measures against rubella and encourage those who have received coupons to get tested in the hope of improving the take-up
rate of antibody tests.
We have opened a massage room at the headquarters as part of our health management
initiative and employment of people with disabilities. Visually impaired employees who are
government licensed Shiatsu massage professionals can perform treatment. This initiative
has been very well received, with some employees saying that they feel invigorated after a
massage, and are able to concentrate on their work. Others say that they think this is an
excellent initiative as a company welfare program.
Massage room treatment
Installation of individual booths
Acrylic sheets placed on desks to control communicable disease
                                                          77

Society　＞　Together with Business Partners
Promotion of CSR Procurement
To fulfill our corporate social responsibilities throughout the entire supply chain, including our suppliers, we are conducting a range of
initiatives while formulating action principles for procurement departments, as described below.
Action Principles
In accordance with the Mitsubishi Chemical Group (the MCG Group) Charter of Corporate Behavior, we are
working to contribute to the
realization of KAITEKI.
Employees involved in procurement operations are working to implement CSR procurement in accordance with various rules and internal
regulations, such as 
 established by the Group based on this concept, (Groupwide in scope) and the Procurement
Compliance Code of Conduct (for all domestic affiliates).
Procurement Policy
Selecting and Reevaluating Suppliers
In selecting and reevaluating suppliers, we confirm that they do not have any relationship with anti-social forces. In addition, suppliers
involved in the manufacturing of pharmaceuticals are evaluated focusing on the following five criteria based on our supplier selection
standards. The Company is also responsible for the procurement functions of its domestic Group companies and selects and reevaluates
suppliers based on the same standards for raw materials procured by subsidiaries.
To ensure and maintain business continuity, even in an emergency, we request in advance that our major suppliers (determined based on
annual transaction value, inability to find alternative supply, and other factors) keep a certain quantity of pharmaceutical raw materials on
hand for continuous supply.
Evaluation Points
Establishing a Sustainable Supply Chain
To build and strengthen a sustainable supply chain, we are sharing Mitsubishi Chemical Group Corporation (MCG) “
” with our business partners. Also, in line with the
purpose of this guidebook, we have conducted a survey to check the status of CSR initiatives such as ensuring environmental conservation,
respect for human rights, and occupational safety and health. In fiscal 2019, 50 companies responded. The total value of transactions with
these 50 companies accounts for 99% of our total direct material purchases. We are encouraging improvement by feeding back the
aggregate results of responses to each question to our business partners and confirming their relative CSR level.
We will continue to conduct this survey in order to get business partners to confirm the items they should prioritize and effectively promote
their CSR activities.
HOME
Sustainability
Society
Together with Business Partners
Promotion of CSR Procurement
the Procurement Policy
Fair and equitable selection of suppliers
1.
Open opportunity for transactions
2.
Establishment of relationships of trust
3.
Compliance with laws and regulations, as well as social norms
4.
Moderate action
5.
Quality assurance level
Technical capabilities
Continuity and stability of supply
Price and business conditions
Corporate attitude (CSR initiatives include compliance with laws and regulations, environmental protection, working environment, and respect for human
rights)
Developing Cooperative
Business Practices with Suppliers and Business Partners (Guidebook) [PDF: 452KB]
                                                          78

Survey Flow
Announcement of the “Declaration of Partnership Building”
In October 2021, the Company endorsed the goals of the Council on Promoting Partnership Building for Cultivating the Future that are
promoted by the Cabinet Office and the Small and Medium Enterprise Agency, and published our ”Declaration of Partnership Building.” 
The Declaration of Partnership Building states that a company will promote cooperation and coexistence with supply chain partners and
value-creating businesses, thus building new partnerships and is made in the name of a company representative.
Training on Laws and Regulations
The Company's procurement departments regularly conduct training on the laws and regulations related to procurement. In this way, we
have worked to ensure rigorous compliance awareness.
Applicable main laws and regulations
Consideration for Human Rights
We have established procurement rules in line with our procurement policy that stipulate that we conduct our procurement activities by
giving full consideration for human rights. We share the MCG’s “Developing Cooperative Business Practices with Suppliers and Business
Partners (Guidebook)” with business partners and conduct a survey to check the status of their efforts to respect human rights.
Each supplier responds to the survey
(Self-assessed at three grades (1 to 3 points) for each item)
1.
We calculate the average score for each item
2.
We feedback the score to each company
3.
Click here for information on maintaining the supply chain under COVID-19
Publication of Declaration of Partnership Building (October 22, 2021)(Japanese language only)
Act on Securing Quality, Efficacy and Safety of Products Including Pharmaceuticals and Medical Devices (Pharmaceuticals and Medical Devices Act)
Act on the Evaluation of Chemical Substances and Regulation of Their Manufacture, etc. (Chemical Substance Control Law)
Industrial Safety and Health Act
Act against Delay in Payment of Subcontract Proceeds, Etc. to Subcontractors (Subcontracting Act)
Foreign Exchange and Foreign Trade Act (Foreign Exchange Act)
Other laws and regulations concerning import and export
                                                          79

Society　＞　Together with the Local Community
Corporate Citizenship Policy
Corporate Citizenship Policy
Mitsubishi Tanabe Pharma Group, the pharma business unit of the Mitsubishi Chemical Group (the MCG Group), aims to contribute to
society through its business, and as a good corporate citizen, we will also work to achieve harmonious co-existence with communities and
to contribute to their development.
In accordance with the Mitsubishi Tanabe Pharma Group Corporate Citizenship Policy, Group employees will share the same future direction,
and the Group will actively implement corporate citizenship activities in regions around the world.
HOME
Sustainability
Society
Together with the Local Community
Corporate Citizenship Policy
The Mitsubishi Tanabe Pharma Group Corporate Citizenship Policy
We at the Mitsubishi Tanabe Pharma Group (hereinafter the “Group”) conduct business with due respect and consideration afforded
to the cultural practices and customs that prevail in the countries and regions where we operate. We engage in corporate citizenship
activities with a view to realizing a sustainable society in which people from all age groups and walks of life can lead active lives
through their physical and mental fulfillment as well as active involvement in social activities.
The Group will pursue its corporate citizenship activities primarily in the following four areas.
In addition to the above areas, we will also work on specific initiatives as the need arises, including the provision of humanitarian
support and the fostering of the next generation.
We will develop and implement an internal system and rules for promoting corporate citizenship activities and strive to increase
awareness of such activities among employees.
1. Basic principles
We will pursue corporate citizenship activities in accordance with local circumstances and social norms mainly in the countries and regions
where we conduct business.
1.
We will make effective use of the Group’s resources and its knowledge as a research-driven pharmaceutical company.
2.
We will seek collaboration with relevant bodies such as public interest corporations, NPOs, NGOs, local communities, and seek to earn their
trust.
3.
We will establish a work environment where employees are encouraged to become involved in volunteer activities.
4.
We will strive to enhance the Group’s social value by supporting harmonious coexistence with society.
5.
2.Activity areas
Contributions to medical care and welfare
1.
Development of science and technology
2.
Conservation of and contributions to the environment
3.
Promotion of local communities
4.
3.Promotion system
                                                          80

Society　＞　Together with the Local Community
Contributions to Medical Care and Welfare
As the pharma business unit of the Mitsubishi Chemical Group (MCG Group), in addition to our business activities, we are engaged in a wide
range of medical and welfare-related initiatives that seek to achieve a vigorous life for patients, their families, and others.
Support for Patients with Intractable Diseases and Their Families
For details about grant recipients and other information, please see the page 
Click here for 
Patients with IBD must live for the rest of the lives with an illness that will cause them to routinely experience digestive system difficulties
such as abdominal pain and diarrhea that may improve or worsen with treatment, and which may require long-term hospitalization for
surgery, and it is said that many experience difficulty in balancing work with their illness. Since fiscal 2021, we worked with GoodTe Inc., to
hold online job-seeking seminars for IBD patients. At these seminars, patients gain hints on how to work with IBD through panel
discussions with others with experience doing so, and through interaction with other IBD patients. In fiscal 2021, these seminars were held
three times, with a different theme on each occasion. We hope that these seminars help to address the worries and concerns that IBD
patients have with regard to work, and we plan to hold them in fiscal 2022 as well.
HOME
Sustainability
Society
Together with the Local Community
Contributions to Medical Care and Welfare
The Mitsubishi Tanabe Pharma Tenohira Partner Program
The Company believes in the importance of developing new drugs
for intractable diseases and providing support for patients with
diseases and their families. Accordingly, in 2012 we established the
Mitsubishi Tanabe Pharma Tenohira Partner Program. This program
provides aid for the activities of organizations and support groups
for patients with intractable diseases. These organizations work to
improve patients’ medical treatment, education, and career
prospects and to enhance their quality of life. In fiscal 2021, we
provided aid to 13 of these organizations. 
A meeting held online on October 27, 2021 to report on the fiscal
2020 activities of organizations receiving assistance under the
Mitsubishi Tanabe Pharma Tenohira Partner Program (11
organizations) featured project reports from each organization, as
well as group talks themed on the challenges presented by
operating these organizations and projects, and the measures
taken to address them. The daily lives of patients and their families
are irreplaceable and should not simply be spent fighting disease.
The Tenohira Partner Program strives to support people fighting
disease, to assist them in finding more joy and satisfaction in their
lives, and to help them realize their dreams and hopes for the
future. On that basis, we will continue to offer support. 
In fiscal 2022, we will provide aid to 16 organizations that support
people fighting diseases.
Meeting to report on support operations (held online)
"Mitsubishi Tanabe Pharma Tenohira Partner Program"
(Japanese language only)
information on business continuity support during the COVID-19 pandemic for intractable disease patient organizations and
support groups
Job-Seeking Seminars for Patients with Inflammatory Bowel Disease (IBD) — Tips for Working
with IBD
                                                          81

Achievements in fiscal 2021
June 2021 “Tips for working with IBD — Office workers”
October 2021 “Tips for working with IBD — Job seekers and new employees”
January 2022 “Tips for working with IBD — Communication”
We also offer information on a website for IBD patients, which can be viewed here.
Health support websites:
Mitsubishi Tanabe Pharma America (MTPA) has been supporting patients and their families to fight intractable diseases through various
initiatives.
Sponsorship and participation in charity and walking events
Mitsubishi Tanabe Pharma America (MTPA) co-sponsors and participates in various charity and walking events to raise awareness and
recognition of amyotrophic lateral sclerosis (ALS). 
In fiscal 2021, we co-sponsored and participated in 14 fundraising events. These events raise awareness and recognition of ALS and serve
to bring ALS patients together to fight against the disease. They also offer opportunities for patients, families, and caregivers to learn about
ALS. Through these sponsorships, we support regional and national programs and services such as fundraising events for ALS research,
patient education, transportation to and from hospital, respite care*, and support activities at the state and national level.
Support for educational activities
MTPA supports 32 educational activities and ongoing efforts that provide educational tools to patients with ALS and those with the rare
diseases erythropoietic protoporphyria (EPP) and X-linked protoporphyria (XLP), as well as to their families, in order to raise awareness of
these illnesses. Through this support, we are raising awareness of the diseases to patients and caregivers and creating an environment that
alleviates the burden on the lives of patients and their families. In fiscal 2021 we held education symposiums, mental health support,
caregiver programs, and meetings of patient organizations, as well as disease education support for young professional groups.
In June 2021 Mitsubishi Tanabe Pharma Korea (MTPK) sponsored and took part in the “Route Challenge” walking event, in which ALS
patients, their families, and volunteers walked together to support patients and raise awareness of Lou Gehrig’s disease. The Route
Challenge is a charity event in which cooperating businesses offer donations reflecting the number of steps participants walk. Approximately
48,000 people participated over the course of a month, with around 50 MTPK employees taking part. We hope that our participation will
give us the opportunity to gain an understanding of the difficulties that patients fighting Lou Gehrig’s disease face, while at the same time
deepening awareness and understanding of the disease in patients and their families.
“Shittoku Café” Crohn’s disease website　https://www.remicare.jp/cd/ (Japanese language only)
“Shittoku Café” Ulcerative colitis website　https://www.remicare.jp/uc/ (Japanese language only)
Support for Patients with Rare Diseases and Their Families (US)
Respite care refers to care that allows caregivers to temporarily take time out from their duties for rest and recuperation.
*
Establishment of the Target ALS Rebecca Luker Courage Award
In July 2021, MTPA and Target ALS (an ALS patient advocacy group) established the Target ALS Rebecca Luker Courage Award. This
award honors the contributions of an individual making a difference in the fight against ALS while demonstrating a courageous spirit.
It was named for Broadway legend Rebecca Luker, who passed away due to ALS in December of 2020.
The first recipients of the Target ALS Rebecca Luker Courage Award were announced at the Target ALS annual meeting in May 2022.
(https://www.targetals.org/rebecca-luker-courage-award-winners/
)
Rebecca Luker: A renowned Broadway musical theater star for
more than 30 years, died from complications with ALS at the
age of 59 in December 2020. Luker, known by friends and fans
as “Becca,” performed in nine Broadway shows and numerous
off-Broadway productions, as well as shows across the country.
Known for her clear, crystalline soprano voice, she recorded
several albums. Diagnosed less than a year before she died,
Luker showed incredible courage as an advocate for ALS clinical
trials and treatments while also performing concerts and
recording her final album.
Sponsoring and Participating in a Walking Event in Honor of Lou Gehrig Day
Called “Lou Gehrig’s Disease” after the American professional baseball player Lou Gehrig, who suffered from it. The medical name for this disease is “amyotrophic lateral sclerosis.”
*
                                                          82

Activities in Support of Children Fighting Illnesses
Through support for NPOs, etc., we engage in activities to assist children battling illnesses, along with their families.
Children’s Hospices are facilities that provide children faced with life-threatening illnesses, along with their families, opportunities to learn
and play, offering them the close relationship of a friend. 
To date the Company has supported the Osaka-based TSURUMI Children’s Hospice and the Yokohama Children’s Hospice through volunteer
work and participation in charity events. 
On April 29, 2022, the authorized NPO Yokohama Children’s Hospice Project held the 2nd Children’s Hospice Festival, with five employees
from the Company participating as volunteer staff.
We participated together with ALS patients
People on the walk
Supporting Children’s Hospices
The talk show
Attendees at the venue enjoying the talk show and music festival
The venue in its entirety
                                                          83

Donating Over-the-Counter Medicines to Children’s Land
Blood Donation
Donation of “Yokohama Children’s Hospice—UMI TO SORA NO OUCHI (a home of sea and sky)” symbol tree
Yokohama Children’s Hospice, an authorized NPO, opened “Yokohama Children’s Hospice—UMI TO SORA NO OUCHI (a home of sea
and sky)” on November 21, 2021. The windows of the facility offer views of the peaceful sea and broad sky, and there is a park
across the street. The hospice is equipped with playground equipment and furniture to relax on, and is intended to be like a home
away from home for sick children and their families. 
To mark the opening of the hospice, we donated a symbolic Yamamomo (Myrica Ruba) tree. The Yamamomo may grow up to 15
meters high. We hope that it will watch over the Home of Sea and Sky as it grows.
The tree-planting ceremony held on December 10
The Yamamomo symbol tree
In June, 2021, as a part of our corporate citizenship activities, we donated OTC medicines
and other items to Kodomo-no-kuni (Children’s Land) in Yokohama City. Kodomo-no-kuni is
a natural amusement park that utilizes a thickly wooded area of approximately 100
hectares in the Tama Hills area of Yokohama City. It was opened in 1965 in commemoration
of the marriage of His Imperial Highness (now Emperor Emeritus) in 1959. Since 1971, for
49 consecutive years, the Company has contributed OTC medicines and made other
contributions to Kodomo-no-kuni. 
On the day of the presentation, Director Tamura of Kodomo-no-Kuni and General Manager
Osu from the General Affairs Department offered their thanks for our ongoing donations of
such large amounts of medication. The recent drop in the number of COVID-19 infections
has brought an increase in the number of visitors to the park. They commented that since
many children injure themselves while playing vigorously outside, the donations are very
helpful. 
To commemorate the 50th anniversary of the founding of Kodomo-no-Kuni, the Company
donated the home of bird characters Juru and Chichi, which has become a favorite spot for
visitors to take commemorative photographs.
Donation of OTC medicines
“Juru & Chichi’s House,” donated by our company, has
become a popular photo spot
According to the Japanese Red Cross, about 3,000 patients in Japan receive blood
transfusions each day. Because the blood that is used cannot be artificially produced or
stored for long periods of time, in order to secure the blood that is needed for transfusions,
there is said to be a need for approximately 13,000 people to donate blood each day.
Blood is important to save the precious lives of patients who need blood transfusions due to
a disease or accident.
Amidst a tremendous shortage of blood due to the impact of COVID-19, the Group
conducted a blood donation drive at its headquarters and other offices with the hope of
providing whatever help it can. Participants wore masks and used disinfectant and
strengthened its measures, such as adjusting the waiting time so that it would not become
crowded inside the blood donation vehicle.
Blood donated while strictly following COVID-19
prevention measures (headquarters)
                                                          84

Contributing to Developing Countries
 was established as Japan’s first public-private partnership to discover new
drugs for infectious diseases that affect people in the developing world, such as malaria, tuberculosis, and neglected tropical diseases. We
endorse the GHIT Funds objective of contributing to global health, and following the provision of financial support for the GHIT Fund first
phase activities (fiscal 2013 - fiscal 2017), the Company is also providing financial support to the GHIT Fund for second phase activities
(fiscal 2018 - fiscal 2022). Through the GHIT Fund, the Company provided its pharmaceutical compound library to research institutions to
conduct joint research on drug exploration for malaria and neglected tropical diseases.
Moving forward, we will continue working to contribute to the health of people around the world, including contributions to the treatment of
infectious diseases in the developing world.
Contributions from the TFT menu
Contributions from TFT vending machines
Total
50,000yen
(2,500meals)
113,202yen
(5,660 meals)
163,202yen
(8,160meals)
Participation in the Global Health Innovative Technology Fund (GHIT Fund)
The Global Health Innovation Technology Fund (GHIT Fund)
TABLE FOR TWO (TFT)
TFT is a social contribution activity that originated in Japan. It is aimed at simultaneously
resolving the problems of hunger in developing countries and the problems of obesity and
lifestyle-related diseases in industrially developed countries. At the employee cafeterias,
when employees eat low-calorie meals that help prevent obesity, through TABLE FOR TWO
International, 20 yen of the price is allocated to the cost of school meals in developing
countries, such as countries in Africa and Asia. Twenty yen is the amount of money needed
to provide one meal in a developing country.
In 2014, we introduced the TFT Program at the employee cafeteria at the headquarters
office. Also, at offices, we have installed TFT vending machines, and a portion of the sales
of drinks purchased from these machines is used to provide meals for children in developing
countries. Employees have given high evaluations to this initiative, in which they can readily
participate, and which enables children in developing countries and employees to improve
their health at the same time. In fiscal 2021, 163,202 yen was donated, and the cumulative
total donated since the start of the activity reached 1,300,000 yen. 
Furthermore, in fiscal 2021, we participated as a cooperating business in “Onigiri Action,”
which was held by on October 16 to commemorate World Food Day, which was established
by the United Nations. Onigiri Action is an initiative in which people post pictures of onigiri
rice balls, a typical Japanese food, to social media or specially designated websites. Funds
contributed by cooperating businesses (including our company) are used to donate five
school lunches (costing 100 yen) to children in Africa and Asia for each picture posted.
Many of our employees also posted photographs. 
The school meals that are provided through donations are expected not only to help solve
hunger among children but also to increase school attendance rates and grades, lead to
gains in the children’s fundamental strength, and help prevent disease. In this way, these
meals are playing an important role in helping to eliminate poverty. Moving forward, we will
continue this initiative to help solve hunger and poverty among children in developing
countries.
TFT　https://www.tablefor2.org/
*
TFT framework
FY2021 meals contributed through participation in the TABLE FOR TWO program (Converted at 20 yen per meal)
Healthy TFT menu
TFT vending machines
Photos submitted by employees for Onigiri Action
                                                          85

FY2020
Amount of contributions
Polio vaccine (estimate)
Employees
346,330 yen
17,316.5 doses
Company matching
346,330 yen
17,316.5 doses
Total
692,660 yen
34,633 doses
Participating in Vaccine Support Activities
The Group has been participating in vaccine support activities for children in developing
countries since 2014. Through this program, unneeded books, CDs, and DVDs are donated
and the proceeds from their sale are donated to Authorized NPO Japan Committee Vaccines
for the World’s Children. Through this international contribution activity, those donations are
used to deliver vaccines to children in developing countries, such as vaccines for six major
infectious diseases. The price of a polio vaccine is only 20 yen per person. One book that is
sitting on a shelf can protect two children from polio.
In fiscal 2021, a total of 692,660 yen, equivalent to polio vaccines for 34,633 children, was
raised from employee donations and matching gifts from the Company. Since the start of
these activities, total donations were about 2.3 million yen, equivalent to about 117,000
polio vaccines. 
As part of our support for access to healthcare, we will continue these activities as we aim
for a future in which children in developing countries live healthy and happy lives.
Participation in vaccine support activities
Fiscal 2021 contributions resulting from participation in vaccine support activities for children in developing countries
                                                          86

Society　＞　Together with the Local Community
Development of Science and Technology
Support for Research Foundations
Mitsubishi Tanabe Pharma provides financial assistance to the SENSHIN Medical Research Foundation and the Japan Foundation for Applied
Enzymology as a means of funding research in a broad range of fields including medicine, pharmaceuticals, agriculture, and the physical
sciences. By providing support for the activities of both foundations, the Company works to promote research and provide information that
benefits medical treatment and public health.
SENSIN Medical Research Foundation
This foundation was established in 1968 with support from the former Yoshitomi Pharmaceutical Industries, Ltd. The foundation aims to
contribute to the medical treatment and health of consumers. To that end, the foundation promotes advanced research in the fields of
medicine and pharmacology, providing grants, commendations, etc., for pharmacopsychiatry research, hematological research, and
circulatory research. In fiscal 2021, the foundation provided 110 grants worth a total amount of 143 million yen. For further information
about the supported research and grant recipients, please refer to the foundation’s website. (https://www.smrf.or.jp
) (Japanese
language only)
Japan Foundation for Applied Enzymology
This foundation was established in 1964 with support from the former Tanabe Seiyaku Co., Ltd. The foundation aims to contribute to the
development of various fields in the life sciences in Japan by supporting research in a wide range of academic fields, from fundamental
analysis of molecules affecting the regulation and maintenance of biological functions, such as enzymes, to applied research. To that end,
the foundation provides support for enzyme research and grants for young researchers in four types. In fiscal 2021, the foundation provided
160 grants worth a total amount of 82.7 million yen. For further information about the supported research and grant recipients, please refer
to the foundation’s website. (https://www.jfae.or.jp
) (Japanese language only).
Mitsubishi Tanabe Pharma Medical Educational Subsidy
The Company subsidizes medical training that is independently planned and operated by medical societies and associations, in order to help
improve the quality of medical care offered in Japan through better literacy in patients and healthcare professionals, and in 2021 established
the Mitsubishi Tanaba Pharma Medical Educational Subsidy. In fiscal 2021, we offered 10 million yen in subsidies in total to four projects for
educational activities themed on initiatives that will help to stop Chronic Kidney Disease (CKD) from becoming serious. For further
information about the supported projects and eligible organizations please refer to the Mitsubishi Tanabe Pharma Medical Educational
Subsidy website. (https://www.mt-pharma.co.jp/sustainability/educational_subsidy.html
) (Japanese language only).
HOME
Sustainability
Society
Together with the Local Community
Development of Science and Technology
                                                          87

Society　＞　Together with the Local Community
Contributions to the Environment
Greening of Office Surroundings
The Group is aggressively working on greening and beautification activities at each domestic and overseas office. Employees clean office
surroundings and actively participate in other neighborhood cleaning activities. In these ways, we are working to contribute to
environmental conservation and to foster harmonious coexistence with local communities.
Worksite
Program name
Headquarters
Kashima Office
Yokohama Office
Onoda Office
Yoshitomi Office
Taiwan Tanabe Seiyaku
Mitsubishi Tanabe Pharma Korea
Click 
 for biodiversity conservation initiatives
HOME
Sustainability
Society
Together with the Local Community
Contributions to the Environment
Fiscal 2021 greening and beautification activities
Cleanup of Office Surroundings
Cleanup of Office Surroundings
Hama-Road Supporter (office surroundings)
Seto Inland Sea clean-up operation (office surroundings)
Marine Day seashore cleaning (sponsored by Yoshitomi Town)
Clean Operation (office surroundings)
Greening and beautification activities around the plant
Cleaning activities at the plant and surrounding area on Environment Day
here
Marine Day seashore cleaning (Yoshitomi Office)
Seto Inland Sea clean-up operation (Onoda Office)
Hama-Road Supporter flower seedling planting (Yokohama Office)
Cleaning activities at the plant and surrounding area on Environment Day (Mitsubishi
Tanabe Pharma Korea)
                                                          88

At each office, we are collecting PET bottle caps as one aspect of in-house eco-activities. The collected caps are converted into recycled
material and sold, and the funds generated are used for administration expenses at social welfare facilities and for vaccines for children in
developing countries.
Bottle Cap Collection
                                                          89

Society　＞　Together with the Local Community
Promotion of Local Communities
The Group values its connections with people in the communities where it does business. As a member of local communities, we are
deepening exchanges with local communities through the sponsorship of regional events and other initiatives, and we are taking steps to
contribute to the development of regional society, such as historical and cultural activities and regional activation initiatives.
Mitsubishi Tanabe Pharma Historical Museum
HOME
Sustainability
Society
Together with the Local Community
Promotion of Local Communities
In May 2015, the Company opened the Mitsubishi Tanabe Pharma Historical Museum on the
second floor of its headquarters in Doshomachi, Osaka, which is known as the
“pharmaceutical district.” Visitors can learn about the history of the Company, which was
founded in 1678, and the history and culture of Doshomachi. In addition, using 3D images
and touch panels, visitors can learn about such topics as the structure of the human body
and how pharmaceuticals work. In the seven years since its opening, about 34,000 people
have visited the museum. 
The museum’s website features “Virtual Tour” videos that introduce certain exhibits using
audio guides. (https://www.mtpc-shiryokan.jp/en/vtour/
)
This historical museum is not only cooperating by providing exhibition materials, it is also
cooperating with local events and contributing to the development of the next generation,
such as with off-campus school learning activities.
Mitsubishi Tanabe Pharma Historical
Museum
Website : https://www.mtpc-
shiryokan.jp/en/
Certified by “This is MECENAT 2022,” the Certification System of the Association for Corporate Support of the Arts.
In July 2022, the operation of this museum was certified under the “This is
MECENAT 2022” certification system for MECENAT activities (promoting social
creativity through arts and culture) implemented by corporations and corporate
foundations under the Association for Corporate Support of the Arts. This is the
third consecutive year of certification since 2020.
“This is MECENAT” is a system for promoting social creativity through arts and
culture by certifying various MECENAT activities and shining light on each of
them.
*
                                                          90

Regional Activation Initiatives in Pharmaceutical District / Doshomachi
The Company is contributing to regional activation through the Historical Museum and the sponsorship of events in cooperation with
regional organizations.
In Doshomachi, where the Company has its headquarters, the Shinno Festival (a pharmaceutical festival) is held each year on November 22
and 23. The festival is operated and implemented by YAKUSOKO, a Doshomachi organization mainly established by pharmaceutical
companies. The Company has contributed to the festival as a core member of YAKUSOKO for many years.
Since fiscal 2017, we have sponsored the semi-annual Doshomachi Tanamin Theater, which uses the name of the Company’s original
character Tanamin. Through rakugo, which is a traditional form of entertainment that is highly popular in Osaka, and lectures about the
lifestyles of the time, we are providing opportunities for people to become familiar with the history and culture of Osaka, and these
initiatives have been well received.
In fiscal 2021, taking into account the need to prevent the spread of COVID-19, the theater has continued with its switch to on-demand
streaming over the Internet. As a new trial, we went out into the streets and launched the “Kamigata Rakugo and Osaka Walking” series,
which introduces the connection between rakugo stories and the history of Osaka, showcasing Doshomachi, which grew as a “medicine
town,” and Osaka, a city that has prospered through water, to bring the attraction of Osaka to the fore for everyone in the country to enjoy.
(Doshomachi Tanamin Theater https://www.tanamin-yose.net/
) (Japanese language only)
As an everyday initiative, in cooperation with other Doshomachi exhibition facilities related to pharmaceuticals, we are rolling out a publicity
activity under the name 
 (Japanese language only). The community will work to provide information to
encourage large numbers of people to visit Doshomachi, which is the birthplace of Japan’s pharmaceutical industry.
The Company will continue to contribute more and more to local communities.
Operation and Implementation of the Shinno Festival
Sponsored “Doshomachi Tanamin Theater”
Doshomachi Museum Street
Doshomachi Museum Street
Doshomachi Museum Street
                                                          91

Held Yoshitomi Fireworks Display
The Yoshitomi Office (Fukuoka Prefecture) hosts the Yoshitomi Summer Festival on the grounds of the office every year, but as with fiscal
2020 the festival was canceled in 2021 due to COVID-19. 
Hoping to give the people of Yoshitomi Town a chance to cheer them up, we launched fireworks from two locations, the grounds of the
Yoshitomi Office and the nearby riverbed, in cooperation with Yoshitomi Town. The office employees were allowed access to the employee
parking lot and viewed the fireworks from inside their cars while town residents watched from their homes. 
In fiscal 2022, we are moving forward with preparations to hold the summer festival, with measures to prevent the spread of infection in
place in accordance with Fukuoka Prefecture regulations on holding events, aiming to contribute to the vitality of the region.
Collaborating with Regional Organizations
In September 2015, a 
 (Japanese language only) known as the Doshomachi Club was established.
The Company serves as the executive office of the association. The Doshomachi Development Association is engaged in a variety of
initiatives aimed at achieving the SDGs. The objectives of this organization are to maintain and develop the cityscape, centered on the
Doshomachi Street, to conduct activities to foster trust and mutual cooperation among the people who live and work in the area, and to
build a dynamic community that brings together people who are interested in health. On that basis, the organization seeks to link the
history and traditions of the Doshomachi pharmaceutical district to the future.
The Doshomachi Street Revitalization Project seeks to create attractive and people-friendly towns through public-private partnerships, and
is working on a utility pole removal and road maintenance project in an area of Doshomachi that meets the demands of local landowners
and relevant parties. A sidewalk was created in May 2022, creating an all-new nighttime view. By the end of fiscal 2023 we plan to
complete removal of the utility poles along with moving power lines underground. 
Osaka City approved the “Doshomachi Landscape Agreement” system in June 2022, with the goal of enhancing the attractiveness of the
town based on rules formulated together with the landowners along Doshomachi 2- and 3-chome.
Stunning fireworks exploding in the night sky
Writing messages on the boxes used for letting off the fireworks
Doshomachi Development Association
Doshomachi development association
Doshomachi Street Revitalization Project
Road Maintenance from the Doshomachi Street Revitalization Project
                                                          92

In an effort to conduct activities that foster trust and mutual cooperation among the people who live and work in the area, we are
promoting a rooftop greening project based on potted grape cultivation, which is also an environmental measure, with a great deal of wine
being made. 
The website focuses on offering information on Doshomachi, including a listing of historical buildings.
We will continue to cooperate in activities to create dynamic towns that meet local needs.
4th KJPA Volunteer Event – Kimchi-Making Volunteers (South Korea)
Other Initiatives
Also, we have joined the Semba Club, the Sankyubashisuji Trade Association, and other organizations, and participated and
cooperated in various local revitalization activities. 
A variety of industries have long prospered in the Senba area, including pharmaceuticals in Doshomachi, finance in Kitahama, and
textiles in Honmachi, and there are many historic buildings. Mitsubishi Tanabe Pharm also takes part in "Living Architecture Museum
Festival Osaka (Ikefes Osaka)," which is held every fall.
In November 2021, five employees of Mitsubishi Tanabe Pharma Korea
participated in “Kimchi-making volunteers” sponsored by the Korea Japanese
Pharmaceutical Association (KJPA). In this volunteer activity, Japanese expats
and their families experience Korea’s traditional kimchi-making culture and
provide the kimchi they make (3,000 kg) to 300 households with elderly and
socially vulnerable people in the area. Kimchi-making was a good opportunity
for Japanese expats and their families to understand Korea’s traditional culture
and deepen exchanges with local people.
Kimchi-making was fun.
                                                          93

Society　＞　Together with the Local Community
Activities Addressing Social Needs
Developing the Next Generation
As a measure to develop the next generation, the Group offers visiting lectures and company visits at domestic and overseas offices, which
are used as venues for pharmaceutical-related lectures and comprehensive learning initiatives that leverage the knowledge of a
pharmaceutical company.
Each office provides visiting lectures for students at schools. These visiting lectures are talks on such topics as the pharmaceutical industry,
the business of pharmaceutical companies, and new drug R&D.
Each of the Company’s offices is taking steps to promote harmonious coexistence with local communities, such as offering tours for regional
organizations and comprehensive learning initiatives for nearby schools and school excursions. The goal is to introduce our business, the
services of our pharmaceutical company, and employees’ careers, and to help students develop careers through dialogue. After taking
measures against infection, we accepted 13 schools in fiscal 2021, including for online lectures.
HOME
Sustainability
Society
Together with the Local Community
Activities Addressing Social Needs
Visiting Lectures at Schools
Student feedback
This is a career that I’m interested in pursuing, so your talk on university and research was
very helpful.
I was surprised to hear that it takes from 9 to 16 years to create a drug. It made me think
that drugs really are the crystallization of all the efforts of the researchers.
Listening to the talk on pharmaceuticals made me interested in pharmacy.
Company Visits
Comment from a school teacher
I’d like to offer my thanks for the talks, which were perfectly suited to the needs of
a variety of students. The students were extremely satisfied, and the time was very
well spent. I also learned a lot from this visit, as I am teaching the pharmaceutical
field in my health class.
Student feedback
I was able to learn about what kind of medicine pharmaceutical companies make, and the
roles that they should play.
This made me rethink my own future and the way I plan to live.
I was impressed by what the person said about how pharmaceutical companies being
able to save people around the world if they are able to conduct research.
                                                          94

In 2021, we endorsed the Saturday Study Support Group promoted by the Ministry of Education, Culture, Sports, Science and Technology,
and started offering educational programs through visiting lectures and tours of our historical museum. Please use it as an aid to enrich the
learning of children.
[Programs provided] (Japanese language only)
Disaster Reconstruction Aid
The Group closely monitors disaster-stricken areas and provides emergency and reconstruction support in the event of a disaster in Japan
or abroad.
Participation in the Saturday Study Support Group
[Visiting lecture] Career education by a pharmaceutical company (online access is also available)
[Visiting lecture] Learn about medicine (online access is also available)
[Visit the historical museum] Learn about the history and culture of Doshomachi, the “pharmaceutical district” of Osaka!
[Visiting lecture] Hands-on production training 
Sales to Support Reconstruction of Disaster-Stricken Areas
Each year, each business office holds product sales events to get to know and provide
support to disaster-stricken areas by selling the regional specialties of these areas. In fiscal
2021, with the sales event canceled due to the corona virus pandemic, we opened a site
selling these specialties on our corporate intranet as a way of allowing our employees to
purchase them and thus support the afflicted areas.
Site selling the regional specialties
Never Forget 3/11 Project - Wind from Tohoku for the Future
2021 marked the 10th anniversary of the Great East Japan Earthquake, and this year we launched a project named “Never Forget
3/11 Project - Wind from Tohoku for the Future,” which was conceived by employees at our Tohoku Office. With help from Tonarino,
an incorporated association, we planned and implemented activities for our Group employees to keep the memories of the disaster
area from fading and to raise awareness of the risks of natural disasters, as well as aimed to support people living there and local
industries in the affected areas. 
This plan, which was themed around not forgetting, offered an opportunity to relook at disasters of the time, now, and in future.
Virtual tour of four prefectures in Tohoku (Aomori, Iwate, Fukushima, and Miyagi)
The virtual tour was offered live and on demand, in the following format.
1.
Introduction of folklore museums and earthquake remains in the affected areas
（1）
Experiences of disaster victims (local students, etc.)
（2）
Introduction of local products by growers
（3）
Support by purchasing specialties of the affected areas
We offered support to local industries by mediating and selling specialties from stores in the affected regions.
2.
Lectures on prevention
We learned about risk management through attending lectures given by specialists who are researching disasters.
3.
Miyagi Great East Japan
Earthquake Tsunami Heritage Hall
Introduction of local products by
those who make them (Roadside
Station Namie, Fukushima
Prefecture)
With Tonarino staff, who offered us
assistance (at an apple orchard in
Rikuzentaka City in Iwate
Prefecture)
We intend to continue to offer this
service online.
                                                          95

External Evaluations
Sustainability Evaluations
HOME
Sustainability
External Evaluations
Acquired Accreditation Mark Based on the Act on Advancement of Measures to Support Raising
Next-Generation Children
The Act on Advancement of Measures to Support Raising Next-Generation Children came into effect in
2005. In accordance with this law, companies that formulate action plans to support child-rearing by
employees, achieve planned targets, and meet certain standards are eligible for certification by the
Ministry of Health, Labour and Welfare. The Company has been certified for six consecutive years since
2007. Among companies that had already been “Kurumin” certified, Mitsubishi Tanabe Pharma was
“Platinum Kurumin” certified in July 2019.
Acquired “Eruboshi” Certification Mark
In accordance with the Act on Promotion of Women’s Participation and Advancement in the Workplace,
which came into effect in 2016, companies that formulate action plans to promote active careers for
female employees and achieve excellent results with related initiatives are eligible for certification by the
Ministry of Health, Labour and Welfare. The Eruboshi mark demonstrates that a company has received
this certification. In 2016, we received “Eruboshi,” the highest level of certification, which is based on
the Act on Promotion of Women’s Participation and Advancement in the Workplace.
Selected as “Outstanding Enterprise in Health and Productivity Management - White 500” for the
Sixth Consecutive Year
The “Outstanding Enterprise in Health and Productivity Management Certification System,” which was
established by the Ministry of Economy, Trade and Industry (METI) in 2016, is a system for recognizing
companies and groups that are implementing especially strong health and productivity management.
The top 500 corporations among “Outstanding Enterprises in Health and Productivity Management
Certification System” (Large Corporation category) have been recognized as White 500. Mitsubishi
Tanabe Pharma has been selected for six consecutive years since 2017.
Awarded the Gold Prize in the PRIDE INDEX for LGBT Issues for the Third Consecutive Year
The PRIDE INDEX, established by “work with Pride,” a private organization, is Japan’s first index that
evaluates the initiatives of companies and organizations related to sexual minorities such as LGBTs.
MTPC was awarded the GOLD Prize in the PRIDE INDEX 2021.
                                                          96

Product and Technology Evaluations
In October 2021, together with Mitsubishi Chemical Engineering Corporation, we received the 21st Nakai Prize from the Japan Society of
Pharmaceutical Machinery and Engineering, in recognition of our efforts to construct a continuous production system for fixed formulations.
The Nakai Prize from the Japan Society of Pharmaceutical Machinery and Engineering is awarded by the Society of Pharmaceutical
Machinery and Engineering in the name of Yoshinobu Nakai, its first president, and honors groups or individuals who make broad
contributions to progress and development in pharmaceutical machinery. This award is presented annually to one case.
In December 2021, we received the 5th Japan Medical R&D Grand Prize / Minister of State Award for Health and Medical Care Strategies for
our development of fingolimod hydrochloride for the treatment of multiple sclerosis.
The Japan Medical Research and Development Awards have been awarded since 2017 to honor cases where significant contributions have
been made to research and development in the medical domain. They are intended to deepen public interest and understanding, and to
provide greater incentives for researchers. Of these, the Minister of State Award for Health and Medical Care Strategies is presented
annually to one case in recognition of a particularly outstanding achievement.
Recognized as a “2021 Cancer Control Promotion Excellent Company”
We were selected for the second consecutive year under the Action Plan for the Promotion
of Cancer Control, a project commissioned by the Ministry of Health, Labour and Welfare,
for recognition and commendation as a “2020 Cancer Control Promotion Excellent
Company” for our cancer prevention efforts on behalf of employees.
Recognized as a “Sports Yell Company” by the Japan Sports Agency
The Japan Sports Agency recognizes companies that actively promote sporting activities to improve the
health of their employees as a “Sports Yell Company.” This marks the third consecutive year since fiscal
2020 that we have been so recognized.
Awarded 3.5 Stars in Both the Nikkei Smart Work Management Survey and Nikkei SDGs
Management Survey 2021
Mitsubishi Tanabe Pharma received 3.5 stars in both the fifth Nikkei Smart Management Survey and the
third Nikkei SDGs Management Survey.
Nikkei Inc., has conducted the Nikkei Smart Work Management Survey on listed and leading unlisted
companies throughout Japan since 2017, defining "smart management" as initiatives to maximize
organizational performance using three elements: achievement of diverse and flexible work styles, a
framework for creating new business, and the capability to develop markets, and evaluating more than
fifty businesses with a deviation value 50 or more on a five-star scale.
The Nikkei SDGs Management Survey has also been conducted by Nikkei Inc. since 2019, and targets
listed companies and leading unlisted companies nationwide. In the four areas of corporate “SDGs
strategy & economic value,” “Social value,” “Environmental value,” and “Governance,” efforts that lead
to contributions through business and improvement of corporate value are defined as “SDGs
management.” As with the Smart Work Management Survey, companies are rated on five-star scale.
Received the 21st Nakai Prize from the Japan Society of Pharmaceutical Machinery and
Engineering
Received the 5th Japan Medical R&D Grand Prize / Minister of State Award for Health and
Medical Care Strategies
                                                          97

In May 2022, Medicago, Inc., consolidated subsidiary of Mitsubishi Tanabe Pharma, received the “Business Personality of the Year 2022”
award from the Quebec-Japan Business Forum.
Business Personality of the Year is awarded to businesses that contribute to the development of industry in Japan and Canada, and in this
case was made in commendation of Medicago’s scientific efforts to combat the COVID-19 pandemic through the development of a COVID-
19 vaccine.
In February 2022, the over-the-counter drug “Talion AR” received the Hit Product Award at the 34th Hit Product Award/Topic Product
Award in the Pharmaceuticals/Designated Quasi-drug Category (sponsored by Drugmagazine Co., Ltd. and Yachiyokai).
Talion AR contains the same amount of bepotastine besilate as ethical drugs (20 mg/day) and is absorbed in the body rapidly, so that it is
able to quickly and effectively treat the three main symptoms of allergic rhinitis (sneezing, runny nose, and nasal congestion). The
impressive television commercials for Talion AR have also caught people’s attention, with the high expectations of people in the industry
leading to this award.
Received “Business Personality of the Year 2022”
Received the Hit Product Award at the 34th “Hit Product Award/Topic Product Award
(Pharmaceuticals/Designated Quasi-drug Category)”
                                                          98

Data
Management
Item
Data
FY2021
FY2020
FY2019
HOME
Sustainability
Data
Basic Stance on Human Rights
Initiatives to raise human rights awareness
└ Number of entries in diversity & human rights slogan
contest
568
541
521
└ Human Rights Awareness Promotion Committee
└ Number of headquarters committee members
ー
12
11
└ By department / region
ー
17
18

Respect for Human Rights
Compliance Promotion Structure
Number of responsible persons for compliance / persons in
charge of compliance
165
157
143
Number of meetings of responsible persons for compliance /
persons in charge of compliance
Semiannually
Semiannually
Semiannually
Compliance Training
List of training sessions
└ Groupwide sessions
└ Times held
Once a year
Once a year
Once a year
└ Number of participants
4,590
4,676
5,003
└ Divisional sessions
└ Times held
Once a year
Once a year
Once a year
└ Number of participants
4,667
4,735
4,889
└ Top management seminars
└ Times held
Once a year
Once a year
Once a year
└ Number of participants
15
13
15
└ New employee training
└ Times held
Twice a year
Twice a year
Twice a year
└ Number of participants
April: 25
August: 11 (MRs only)
April: 16
August: 3 (MRs only)
April: 29
August: 15 (MRs only)
└ Compliance and risk management check
└ Times held
Twice a year
Twice a year
Twice a year
└ Number of participants
July: 4,586
February: 4,492
July: 4,735
February: 4,664
July: 5,049
February: 4,876

Compliance
                                                          99

Environment
Item
Data
FY2021
FY2020
FY2019
Hotlines
Number of hotline consultations
└ Workplace environment
14
13
17
└ Working condition / human resources
4
3
4
└ Embezzlement / misappropriation
0
0
1
└ Laws, regulations, rules
14
3
10
└ Other
6
3
5
└ Total
38
22
37
Risk Management Associated with Business Activities
Number of meetings of Risk Management Committee
Once a year
Once a year
Twice a year

Risk Management
ISO 14001 Certifications
Number of bases with ISO 14001 certification
└ Domestic
2
2
2
└ Overseas
3
3
3

Environmental Management
Achievement Status of Medium-Term Environmental Action Plan 21-25
Rate of reduction in amount of greenhouse gas emissions (vs fiscal 2019, scope 1 + 2)
└ Global
18%
11%
0%
Greenhouse gas emissions (scope 3)
628.9 thousand t-CO eq
611.9 thousand t-CO eq
620.3 thousand t-CO eq
Fluorocarbons
└ Amount of fluorocarbon destroyed (Domestic)
560kg
1,416kg
1,990kg
└ Amount of leakage (Domestic)
68kg
67kg
22kg
└ Amount of leakage (Domestic)
117 t-CO eq
117 t-CO eq
40 t-CO eq
Rate of reduction in amount of waste generated (vs. fiscal
2019, domestic)
21%
8%
0%
Rate of reduction in amount of final waste disposed (vs.
fiscal 2019, domestic)
0.8%
48.7%
0.0%
Waste recycling rate (Domestic)
54%
40%
55%
Waste plastic emissions (Domestic)
303 tons
268 tons
354 tons
Waste plastic emission reduction rate (vs. previous fiscal
year, domestic)
-13%
24%
0%
Waste plastic recycling rate (Domestic)
52%
55%
50%
Rate of reduction in amount of water withdrawal (vs. fiscal
2019, domestic)
31%
13%
0%
COD emissions (vs fiscal 2019, domestic)
35%
-9%
0%

Targets & Initiatives
2
2
2
2
2
2
                                                          100

Rate of reduction in chemical substance emissions (air and public waters)
└ PRTR substances (vs. previous fiscal year, domestic)
47%
-2%
57%
└ PRTR substances (vs. fiscal 2019, domestic)
46%
-2%
0%
└ VOCs (excluding PRTR substances) (vs. previous fiscal
year, domestic)
24%
-7%
13%
└ VOCs (excluding PRTR substances) (vs. fiscal 2019,
domestic)
19%
-7%
0%
Number of bases for which environmental audits were conducted
└ Domestic
5
5
5
└ Overseas
1
3
1
Environment-related accidents/problems, and status of environment-related legal and regulatory compliance
└ Number of environmental accidents
0
0
0
└ Amount of environmental misconduct fines
0 yen
0 yen
0 yen
Material Balance
Input
Energy
Purchased electricity
└ Domestic
74,517 MWh
79,359 MWh
90,566 MWh
└ Overseas
24,335 MWh
27,283 MWh
24,008 MWh
└ Global
98,851 MWh
106,642 MWh
114,574 MWh
Electricity generated in-house using solar power
└ Domestic
129 MWh
163 MWh
170 MWh
Gases
└ Domestic
5,077 thousand Nm
5,681 thousand Nm
7,230 thousand Nm
└ Overseas
1,887 thousand Nm
1,876 thousand Nm
1,720 thousand Nm
└ Global
6,964 thousand Nm
7,558 thousand Nm
8,950 thousand Nm
Petroleum
└ Domestic
3,473 kL
3,632 kL
4,097 kL
└ Overseas
76 kL
65 kL
57 kL
└ Global
3,548 kL
3,697 kL
4,153 kL
Thermal equivalent
└ Domestic
1,085 thousand GJ
1,166 thousand GJ
1,361 thousand GJ
└ Overseas
333 thousand GJ
359 thousand GJ
317 thousand GJ
└ Global
1,418 thousand GJ
1,525 thousand GJ
1,678 thousand GJ
Water
Supplied water / Industrial water
└ Domestic
3,464 thousand m
4,368 thousand m
5,157 thousand m
└ Overseas
116 thousand m
103 thousand m
89 thousand m
└ Global
3,580 thousand m
4,471 thousand m
5,246 thousand m
Fresh surface water (lakes, rivers, etc.)
└ Domestic
586 thousand m
750 thousand m
728 thousand m
└ Overseas
0 thousand m
0 thousand m
0 thousand m
└ Global
586 thousand m
750 thousand m
728 thousand m
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
                                                          101

Groundwater
└ Domestic
7 thousand m
13 thousand m
46 thousand m
└ Overseas
7 thousand m
7 thousand m
12 thousand m
└ Global
14 thousand m
20 thousand m
58 thousand m
Chemical Substances
PRTR substances
└ Domestic
72 tons
91 tons
86 tons
└ Overseas
0.8 tons
1.2 tons
0.9 tons
└ Global
73 tons
92 tons
87 tons
VOCs (excluding PRTR substances)
└ Domestic
1,007 tons
886 tons
936 tons
└ Overseas
35 tons
31 tons
20 tons
└ Global
1,042 tons
917 tons
956 tons
Output
Atmospheric Emissions
Greenhouse gases
└ Domestic
56 thousand t-CO eq
60 thousand t-CO eq
71 thousand t-CO eq
└ Overseas
16 thousand t-CO eq
17 thousand t-CO eq
15 thousand t-CO eq
└ Global
71 thousand t-CO eq
77 thousand t-CO eq
87 thousand t-CO eq
NOx
└ Domestic
6.1 tons
7.0 tons
7.4 tons
└ Overseas
1.6 tons
1.1 tons
1.5 tons
└ Global
7.6 tons
8.1 tons
8.9 tons
SOx
└ Domestic
1.9 tons
2.3 tons
3.0 tons
└ Overseas
1.1 tons
0.6 tons
0.3 tons
└ Global
2.9 tons
2.9 tons
3.3 tons
Particulate matter
└ Domestic
0.17 tons
0.14 tons
0.10 tons
└ Overseas
0.02 tons
0.06 tons
0.03 tons
└ Global
0.19 tons
0.20 tons
0.13 tons
PRTR substances
└ Domestic
0.8 tons
1.5 tons
1.2 tons
└ Overseas
0.0 tons
0.0 tons
0.0 tons
└ Global
0.8 tons
1.5 tons
1.2 tons
VOCs (excluding PRTR substances)
└ Domestic
21.0 tons
29.8 tons
27.5 tons
└ Overseas
13.2 tons
10.7 tons
15.7 tons
└ Global
34.2 tons
40.5 tons
43.2 tons
Wastewater
Wastewater output
└ Domestic
3,937 thousand m
4,915 thousand m
5,555 thousand m
└ Overseas
83 thousand m
83 thousand m
67 thousand m
└ Global
4,020 thousand m
4,998 thousand m
5,622 thousand m
3
3
3
3
3
3
3
3
3
2
2
2
2
2
2
2
2
2
3
3
3
3
3
3
3
3
3
                                                          102

BOD pollution load
└ Domestic
4.2 tons
6.3 tons
8.6 tons
└ Overseas
0.1 tons
0.1 tons
0.1 tons
└ Global
4.2 tons
6.4 tons
8.6 tons
COD pollution load
└ Domestic
8.7 tons
14.6 tons
13.4 tons
└ Overseas
0.2 tons
0.2 tons
0.2 tons
└ Global
8.9 tons
14.8 tons
13.6 tons
Nitrogen
└ Domestic
3.4 tons
4.6 tons
5.9 tons
└ Overseas
0.0 tons
0.0 tons
0.0 tons
└ Global
3.5 tons
4.6 tons
5.9 tons
Phosphorus
└ Domestic
0.2 tons
0.4 tons
0.4 tons
└ Overseas
0.0 tons
0.0 tons
0.0 tons
└ Global
0.2 tons
0.4 tons
0.4 tons
PRTR substances
└ Domestic
0.1 tons
0.1 tons
0.4 tons
└ Overseas
0.3 tons
0.2 tons
0.2 tons
└ Global
0.4 tons
0.4 tons
0.6 tons
VOCs (excluding PRTR substances)
└ Domestic
11.2 tons
12.6 tons
12.3 tons
└ Overseas
5.3 tons
6.6 tons
0.7 tons
└ Global
16.4 tons
19.2 tons
12.9 tons
Waste
Waste generated
└ Domestic
1,866 tons
2,184 tons
2,375 tons
└ Overseas
946 tons
835 tons
818 tons
└ Global
2,812 tons
3,019 tons
3,192 tons
Volume of waste recycled
└ Domestic
1,011 tons
876 tons
1,311 tons
└ Overseas
183 tons
172 tons
152 tons
└ Global
1,194 tons
1,048 tons
1,463 tons
Final disposal
└ Domestic
40 tons
20 tons
40 tons
└ Overseas
523 tons
436 tons
361 tons
└ Global
563 tons
456 tons
401 tons
                                                          103

Reduction of Greenhouse Gas Emissions
Scope 1 Greenhouse gas emissions
└ From domestic base petroleum fuel use
8.8 thousand t-CO eq
9.3 thousand t-CO eq
10.4 thousand t-CO eq
└ From domestic base gas fuel use
11.6 thousand t-CO eq
12.9 thousand t-CO eq
16.4 thousand t-CO eq
└ From domestic base leakage of fluorocarbons
0.1 thousand t-CO eq
0.1 thousand t-CO eq
0.0 thousand t-CO eq
└ From overseas base petroleum fuel use
0.2 thousand t-CO eq
0.2 thousand t-CO eq
0.2 thousand t-CO eq
└ From overseas base gas fuel use
4.2 thousand t-CO eq
4.2 thousand t-CO eq
3.8 thousand t-CO eq
└ Total global volume
24.9 thousand t-CO eq
26.7 thousand t-CO eq
30.9 thousand t-CO eq
Scope 2 Greenhouse gas emissions
└ From domestic base purchases of electricity
35.2 thousand t-CO eq
37.8 thousand t-CO eq
44.5 thousand t-CO eq
└ From overseas base purchases of electricity
11.3 thousand t-CO eq
12.2 thousand t-CO eq
11.3 thousand t-CO eq
└ Total global volume
46.5 thousand t-CO eq
50.0 thousand t-CO eq
55.8 thousand t-CO eq
Scope 1+2 Greenhouse gas emissions
└ Domestic
55.7 thousand t-CO eq
60.2 thousand t-CO eq
71.4 thousand t-CO eq
└ Overseas
15.7 thousand t-CO eq
16.6 thousand t-CO eq
15.3 thousand t-CO eq
└ Global
71.4 thousand t-CO eq
76.8 thousand t-CO eq
86.7 thousand t-CO eq
Rate of reduction in amount of scope 1 + 2 greenhouse gas emissions (vs. fiscal 2019)
└ Global
18%
11%
0%
Unit value of greenhouse gas emissions (energy from bases, Company-owned vehicle fuel, and leaked fluorocarbons)
└ Global
0.224 thousand t-CO eq
/1 billion yen
0.245 thousand t-CO eq
/1 billion yen
0.276 thousand t-CO eq
/1 billion yen
Scope 3 Greenhouse gas emissions
└ Category 1
(Purchased goods and services)
588.9 thousand t-CO eq
571.9 thousand t-CO eq
540.6 thousand t-CO eq
└ Category 2
(Capital goods)
22.2 thousand t-CO eq
20.2 thousand t-CO eq
57.3 thousand t-CO eq
└ Category 3
(Fuel and energy related activities not included in
Scope 1 or 2)
12.0 thousand t-CO eq
13.0 thousand t-CO eq
14.5 thousand t-CO eq
└ Category 4
(Transport and delivery (upstream))
2.0 thousand t-CO eq
2.2 thousand t-CO eq
2.3 thousand t-CO eq
└ Category 5
(Waste generated in operations)
1.6 thousand t-CO eq
2.1 thousand t-CO eq
2.1 thousand t-CO eq
└ Category 6
(Business travel)
0.9 thousand t-CO eq
0.9 thousand t-CO eq
0.9 thousand t-CO eq
└ Category 7
(Employee commuting)
1.0 thousand t-CO eq
1.3 thousand t-CO eq
2.1 thousand t-CO eq
└ Category 12
(End-of-life treatment of sold products)
0.4 thousand t-CO eq
0.3 thousand t-CO eq
0.4 thousand t-CO eq
└ Total global volume
628.9 thousand t-CO eq
611.9 thousand t-CO eq
620.3 thousand t-CO eq
Scope 1+2+3 Greenhouse gas emissions
└ Total global volume
700.3 thousand t-CO eq
688.7 thousand t-CO eq
706.9 thousand t-CO eq
Reduction of Energy Consumption
Energy used (Global)
└ Petroleum fuel
132 thousand GJ
138 thousand GJ
154 thousand GJ
└ Gas fuel
320 thousand GJ
344 thousand GJ
407 thousand GJ
└ Electricity
967 thousand GJ
1,043 thousand GJ
1,119 thousand GJ
└ Total
1,418 thousand GJ
1,525 thousand GJ
1,680 thousand GJ

Climate Change Initiatives
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
2
                                                          104

Initiatives to Reduce Emissions of Greenhouse Gas
Number of Company-owned vehicles (Domestic)
└ Total number of Company-owned vehicles
1,629
1,741
1,709
└ Hybrid vehicles
1,036
1,118
1,145
└ Rate of Company-owned vehicles that are hybrid vehicles
64%
64%
67%
CO  emissions from the fuel of Company-owned vehicles (Domestic)
└ CO  emissions
3,576 t-CO
3,131 t-CO
4,165 t-CO
└ Rate of reduction in CO  emissions (vs. previous fiscal
year)
-14%
25%
12%
Amount of electricity from on-site solar power generation
└ Kashima Office
128 MWh
161 MWh
167 MWh
└ Tokyo Head Office
1 MWh
2 MWh
3 MWh
Fluorocarbons
└ Amount of fluorocarbon destroyed (Domestic)
560kg
1,416kg
1,990kg
└ Amount of leakage (Domestic)
68kg
67kg
22kg
└ Amount of leakage (Domestic)
117 t-CO eq
117 t-CO eq
40 t-CO eq
2
2
2
2
2
2
2
2
2
Effective Use of Water Resources
Amount of water withdrawal (Global)
└ Supplied water / Industrial water
3,580 thousand m
4,471 thousand m
5,246 thousand m
└ Fresh surface water (lakes, rivers, etc.)
586 thousand m
750 thousand m
728 thousand m
└ Groundwater
14 thousand m
20 thousand m
58 thousand m
└ Total
4,180 thousand m
5,242 thousand m
6,031 thousand m
└ Rate of reduction of water withdrawal (vs. fiscal 2019)
31%
13%
0%
Amount of wastewater (Global)
└ Rivers
3,374 thousand m
4,204 thousand m
4,756 thousand m
└ Ocean
477 thousand m
609 thousand m
599 thousand m
└ Sewer system
169 thousand m
185 thousand m
264 thousand m
└ Total
4,020 thousand m
4,998 thousand m
5,619 thousand m

Water Resource Initiatives
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
3
Reduction of Waste and Proper Management
Amount of waste generation (Domestic)
└ Waste generation
1,866 tons
2,184 tons
2,375 tons
└ Rate of reduction in amount of waste generated (vs. fiscal
2019)
21%
8%
0%
└ Rate of reduction in amount of waste generated (vs.
previous fiscal year)
15%
8%
0%
Amount of final waste disposed (Domestic)
└ Amount of final disposal
39.5 tons
20.5 tons
39.9 tons
└ Rate of reduction in amount of final waste disposed (vs.
fiscal 2019)
0.8%
49%
0%
└ Rate of reduction in amount of final waste disposed (vs.
previous fiscal year)
-93%
49%
-16%
└ Final waste disposal rate
2.1%
0.9%
1.7%

Initiatives to Reduce Waste and Reuse Resources
                                                          105

Initiatives directed at Yokohama City's global warming countermeasures plan system
Amount of waste recycled (Domestic)
└ Amount recycled
1,011 tons
876 tons
1,311 tons
└ Recycling rate
54%
40%
55%
Waste plastic emissions (Domestic)
└ Emissions
303 tons
268 tons
354 tons
└ Rate of reduction in amount of emissions (vs. previous
fiscal year)
-13%
24%
0%
Amount of waste plastic recycled (Domestic)
└ Amount recycled
157 tons
148 tons
177 tons
└ Recycling rate
52%
55%
50%
Prevention of Air Pollution
Air pollutant emissions (Domestic)
└ NOx
6.1 tons
7.0 tons
7.4 tons
└ SOx
1.9 tons
2.3 tons
3.0 tons
└ Particulate matter
0.2 tons
0.1 tons
0.1 tons
Prevention of Water Pollution
Environmental impact on public water bodies (Domestic)
└ BOD
4.2 tons
6.3 tons
8.6 tons
└ COD
8.7 tons
14.6 tons
13.4 tons
└ Nitrogen
3.4 tons
4.6 tons
5.9 tons
└ Phosphorus
0.2 tons
0.4 tons
0.4 tons
PRTR Substances and VOC
Emission of PRTR (Domestic)
└ Amount of PRTR Class I designated chemical substances
handled
72 tons
91 tons
86 tons
└ Air emissions of PRTR Class I designated chemical
substances
0.8 tons
1.5 tons
1.2 tons
└ Public water emissions of PRTR Class I designated
chemical substances
0.1 tons
0.1 tons
0.4 tons
└ Total PRTR emission volume (air and public waters)
1 tons
2 tons
2 tons
Emission of VOC (excluding PRTR) (Domestic)
└ Amount of VOCs (excluding PRTR regulated substances)
handled
1,007 tons
886 tons
936 tons
└ Air emissions of VOCs (excluding PRTR regulated
substances)
21.0 tons
29.8 tons
27.5 tons
└ Public water emissions of VOCs (excluding PRTR regulated
substances)
11.2 tons
12.6 tons
12.3 tons
└ Total VOC emissions excluding PRTR substances (air and
public waters)
32.2 tons
42.4 tons
39.7 tons

Initiatives to prevent pollution
Plan (Japanese language only) [PDF: 298KB]
Implementation status report (Japanese language
only) [PDF: 340KB]
                                                          106

Environmental Accounting
Environmental conservation costs
└ Invested
└ Pollution prevention
11 million yen
10 million yen
106 million yen
└ Global environmental protection
0 million yen
0 million yen
2 million yen
└ Recycling and reuse of resources
2 million yen
0 million yen
0 million yen
└ Upstream and downstream activities
0 million yen
0 million yen
0 million yen
└ Administrative activities
0 million yen
0 million yen
0 million yen
└ Research and development
0 million yen
0 million yen
0 million yen
└ Community activities
0 million yen
0 million yen
0 million yen
└ Environmental damage compensation
0 million yen
0 million yen
0 million yen
└ Total
13 million yen
10 million yen
108 million yen
└ Expended
└ Pollution prevention
280 million yen
272 million yen
293 million yen
└ Global environmental protection
22 million yen
10 million yen
10 million yen
└ Recycling and reuse of resources
127 million yen
137 million yen
153 million yen
└ Upstream and downstream activities
3 million yen
5 million yen
0 million yen
└ Administrative activities
156 million yen
176 million yen
162 million yen
└ Research and development
0 million yen
0 million yen
0 million yen
└ Community activities
0 million yen
0 million yen
0.5 million yen
└ Environmental damage compensation
4 million yen
7 million yen
10 million yen
└ Total
592 million yen
607 million yen
629 million yen
Environmental Conservation Effects
Global environmental protection
└ Greenhouse gas emission reduction
157 t-CO eq
182 t-CO eq
367 t-CO eq
└ Air conditioning equipment renewal (Yokohama Office)
└ Invested
16 million yen
ー
ー
└ Quantity reduced (item reduced: Electricity)
157 t-CO eq
ー
ー
└ Economic effect
1 million yen
ー
ー

Environmental Accounting
2
2
2
2
                                                          107

Society
Together with Patients and Healthcare Professionals
Item
Data
FY2021
FY2020
FY2019
Together with Employees
Item
Data
FY2021
FY2020
FY2019
Stable Supply of Pharmaceuticals
Mitsubishi Tanabe Pharma Group's manufacturing plants
└ Domestic
2
2
2
└ Overseas
4
4
4

Manufacturing and Supply Chain
MR's Responsibility: Collecting Data and Providing Information to Medical Institutions
Number of general and specialized medical representatives
(MRs) (Domestic Group)
Approx. 1,400
Approx. 1,500
Approx. 1,500
Number of general and specialized medical representatives
(MRs) (Overseas Group)
Approx. 500
Approx. 590
Approx. 580
Providing Information through Websites
Number of health support site visitors
31.44 million
25.79 million
10.36 million
Providing Comprehensive Information through the Medical Information Center
Number of inquiries to the Medical Information Center*
44,886
45,773
51,899

Information Provision
The number of inquiries decreased since the sales of some products were relegated to other companies in fiscal 2018. The Company
Q&A website is receiving an increasing number of hits.
*
Pharmaceutical Safety Training
Pharmaceutical safety training (All employees, including
executive officers)
Once a year
Once a year
Once a year

Drug Safety / Quality Assurance

Participation in the Global Health Innovative Technology Fund
◯
◯
◯

Solving Issues Related to Improving Access to Healthcare
Promotion of R&D
Basic Human Resources Policy
Number of employees (as of March 31)
└ Consolidated
6,697
6,728
6,987
└ Non-consolidated
3,278
3,383
3,764
└ Men
2,490
2,593
2,840
└ Women
788
790
924

Human Resources Development
                                                          108

Number of new graduates hired 
*Entering company on April 1 of following year
23
20
14
└ Men
11
8
7
└ Women
12
12
7
Number of mid-career employees hired
46
40
19
└ Men
36
31
13
└ Women
10
9
6
Number of temporary employees 
*Group (Domestic)
98
150
132
Average age of employees
45.9
45.3
46.0
Average years of continuous service for employees
20.1
19.7
21.8
Employee turnover rate (voluntary turnover only) 
*Group (Domestic)
1.78%
2.00%
3.51%
Enhancing Personnel Training
In-house group training average time per year (Domestic)
2.6
2.7
2.7
Actively Utilizing Diverse Human Resources
Number of employees by region
└ Japan
4,392
4,529
4,769
└ North America
922
775
763
└ EMEA (Europe, Middle East, Africa)
223
213
216
└ Asia / Oceania
1,160
1,211
1,239
Percentage of female employees with subsection managers or higher or in management positions 
*As of April 1
└ Subsection managers or higher
17.9%
16.9%
16.5%
└ Management positions
12.2%
11.9%
9.2%
Percentage of female employees
24.0%
23.4%
23.2%
Supporting Active Careers for People with Disabilities
Employment rate of people with disabilities 
*Group (Domestic)
2.66%
2.59%
2.24%
Supporting Diverse Working Styles
Utilization of leave and shorter workdays for childcare 
*Group (Domestic)
└ Childcare leave
242
196
166
└ Men
131
113
125
└ Women
111
83
41
└ Shorter workdays for childcare
110
114
128
Utilization of leave and shorter workdays for nursing care 
*Group (Domestic)
└ Nursing-care leave
1
2
2
└ Shorter workdays for nursing care
4
1
2
Building Sound Labor-Management Relations
Percentage of employees with right to collective bargaining (as
of March 31) 
*Group (Domestic)
72.4%
73.9%
73.5%

Promoting Diversity & Inclusion
                                                          109

Together with the Local Community
Item
Data
FY2021
FY2020
FY2019
Occupational Health and Safety Initiatives
Lost time injury frequency rate (LTIFR) (Domestic)
└ Mitsubishi Tanabe Pharma Group
0.11
0.12
0.45
└ (Reference) Pharmaceutical industry average
1.03
1.02
1.06
└ (Reference) Manufacturing industry average
1.31
1.21
1.20
└ Contractor
0.00
0.00
0.00
Industrial accident severity rate*
0.000900
0.007675
0.012028
Number of deaths due to industrial accidents
0
0
0
Employee Health Management
Overtime work (number of people with over 360 hours overtime
a year) 
*Group (Domestic)
134
140
135
Rate of taking paid time off *Group (Domestic)
└ Average number of days used
15.3
15.2
15.4
└ Average rate of use
71.3%
70.7%
71.9%
Telework implementation rate
49.5%
52.9%
ー
Percentage receiving health examinations
99.9%
99.9%
99.3%
Percentage receiving stress checks
96.7%
97.6%
96.2%
Employee Survey
Frequency of conducting survey
Once a year
Not conducted
Once a year
└ Number of responses
4,866
ー
4,845
└ Response rate
77.02%
ー
96.60%

Occupational Health and Safety
1
Industrial accident severity rate: Indicator that shows the degree of seriousness of industrial accidents by using the number of working days lost due to industrial accidents per 1,000 hours worked
(higher numbers indicate more severe accidents)
*1
Support for Patients with Intractable Diseases and Their Families
Support for intractable disease patient organizations: The
Mitsubishi Tanabe Pharma Tenohira Partner Program
13
15
19
Amount of monetary support
8.24 million yen
10 million yen
10 million yen
Contributing to Developing Countries
TABLE FOR TWO (TFT)
└ Number of meals contributed from the TFT menu
2,500 meals
2,246 meals
5,226 meals
└ Number of meals contributed from TFT vending machines
5,660 meals
6,401 meals
9,775 meals
Participating in vaccine support activities
└ Amount of contributions 
*Matching donations from Company included from FY2017
692,660 yen
264,192 yen
187,222 yen
└ Polio vaccine (estimate)
34,633 doses
13,210 doses
9,361 doses

Contributions to Medical Care and Welfare
                                                          110

Support for Research Foundations
Grants of the SENSHIN Medical Research Foundation
Number of research grants
110
106
100
Amount of monetary support
143 million yen
137 million yen
133 million yen
Grants of the Japan Foundation for Applied Enzymology
Number of research grants
160
148
135
Amount of monetary support
82.7 million yen
74.3 million yen
73.8 million yen

Development of Science and Technology
Number of visitors to the historical museum 
*Including viewers of the "Virtual Tour" video in FY2020
546
841
6,152
Number of visitors to the Yoshitomi Summer Festival
Not held
Not held
910

Promotion of Local Communities
Amount of donations related to social contribution
784 million yen
918 million yen
1,063 million yen
Number of people taking days off for volunteer activities
2
17
20
Others
                                                          111

GRI Standard Comparative Table
General Disclosures
1. Organizational profile
 
Disclosure
Page
GRI 102：
General Disclosures 2016
102-1
Name of the organization

102-2
Activities, brands, products, and services

102-3
Location of headquarters

102-4
Location of operations


102-5
Ownership and legal form

102-7
Scale of the organization

102-8
Information on employees and other
workers

102-11
Precautionary Principle or approach






102-12
External initiatives


102-13
Membership of associations
Japan Business Federation (Keidanren), The Federation of
Pharmaceutical Manufacturers' Association of JAPAN (F P
M A J), The Japan Pharmaceutical Manufacturers
Association (JPMA), etc.
2. Strategy
GRI 102：
General Disclosures 2016
102-14
Statement from senior decision-maker

102-15
Key impacts, risks, and opportunities


3. Ethics and integrity
GRI 102：
General Disclosures 2016
102-16
Values, principles, standards, and norms of
behavior


102-17
Mechanisms for advice and concerns about
ethics



HOME
Sustainability
GRI Standard Comparative Table
Business Outline
Business Outline
Business Outline
Network
Group Companies
About Us
About Us
Data (Together with Employees)
Risk Management
Drug Safety / Quality Assurance
Environmental Management
Targets ＆ Initiatives
Climate Change Initiatives
Water Resource Initiatives
United Nations Global Compact
Targets ＆ Initiatives (Participation in Initiatives and
Industry Group Activities)
About Us
Risk Management
Materiality
About Us (MISSION,VISION 30,Corporate Behavior
Charter)
Code of Conduct
Establishment of Internal System to Address Improper
Use of Public Research Expenses and Improper
Research (Japanese language only)
Compliance
Respect for Human Rights
                                                          112

4. Governance
GRI 102：
General Disclosures 2016
102-18
Governance structure

102-19
Delegating authority
Environmental Management (Environment & Safety
Management Promotion Structure)

102-20
Executive-level responsibility for economic,
environmental, and social topics

102-29
Identifying and managing economic,
environmental, and social impacts


102-30
Effectiveness of risk management
processes


102-31
Review of economic, environmental, and
social topics

102-33
Communicating critical concerns


5. Stakeholder engagement
GRI 102：
General Disclosures 2016
102-40
List of stakeholder groups

102-41
Collective bargaining agreements


102-42
Identifying and selecting stakeholders

102-43
Approach to stakeholder engagement





102-44
Key topics and concerns raised


6. Reporting practice
GRI 102：
General Disclosures 2016
102-46
Defining report content and topic
Boundaries

102-47
List of material topics


102-50
Reporting period

102-51
Date of most recent report

102-52
Reporting cycle

102-53
Contact point for questions regarding the
report

102-55
GRI content index
This GRI Standard Comparative Table
About Us
Risk Management (Risk Management Structure)
About Us
Risk Management
Environmental Management
Risk Management
Environmental Management
Risk Management
Risk Management
Environmental Management
Stakeholder Engagement
Promoting Diversity & Inclusion (Building Sound Labor-
Management Relations)
Data (Together with Employees)
Stakeholder Engagement
Stakeholder Engagement
Targets ＆ Initiatives (Participation in Initiatives and
Industry Group Activities)
Together with the Local Community (Contributions to the
Environment)
Promotion of CSR Procurement
Promoting Diversity & Inclusion (Building Sound Labor-
Management Relations)
Occupational Health and Safety (Employee Survey)
Information Provision
Editorial Policies
Materiality
Targets ＆ Initiatives
Editorial Policies
Editorial Policies
Editorial Policies
Editorial Policies
                                                          113

Material Topics
Management Approach
 
Disclosure
Page
GRI 103：
Management Approach
2016
103-1
Explanation of the material topic and its
Boundary

103-2
The management approach and its
components

103-3
Evaluation of the management approach






Economic
Indirect Economic Impacts
 
Disclosure
Page
GRI 203：
Indirect Economic Impacts
2016
203-1
Infrastructure investments and services
supported

Anti-corruption
GRI 205：
Anti-corruption 2016
205-1
Operations assessed for risks related to
corruption

205-2
Communication and training about anti-
corruption policies and procedures


GRI207:
Tax 2019
207-1
Approach to tax
207-2
Tax governance, control, and risk
management
207-3
Stakeholder engagement and management
of concerns related to tax
Environmental
Energy
 
Disclosure
Page
GRI 302：
Energy 2016
302-1
Energy consumption within the organization


302-2
Energy consumption outside of the
organization

302-3
Energy intensity

302-4
Reduction of energy consumption

Materiality
Materiality
Management
Environment
Together with Patients and Healthcare Professionals
Together with Employees
Together with Business Partners
Together with the Local Community
Solving Issues Related to Improving Access to
Healthcare
Promotion of Fair Operating Practices (Initiatives to
Prevent Bribery and Corruption)
Promotion of Fair Operating Practices (Initiatives to
Prevent Bribery and Corruption)
Compliance
MCG Group Global Tax Policy
［PDF：256KB］
MCG Group Global Tax Policy
［PDF：256KB］
MCG Group Global Tax Policy
［PDF：256KB］
Targets ＆ Initiatives (Material balance)
Climate Change Initiatives
Climate Change Initiatives (Supply Chain Greenhouse
Gas Emissions Reduction Overview)
Climate Change Initiatives (Reduction of Greenhouse
Gas (GHG) Emissions)
Climate Change Initiatives
                                                          114

Water
GRI 303：
Water and Effluents 2018
303-1
Interactions with water as a shared
resource


303-2
Management of water discharge-related
impacts

303-3
Water withdrawal


303-5
Water consumption

Biodiversity
GRI 304：
Biodiversity 2016
304-3
Habitats protected or restored

Emissions
GRI 305：
Emissions 2016
305-1
Direct (Scope 1) GHG emissions


305-2
Energy indirect (Scope 2) GHG emissions


305-3
Other indirect (Scope 3) GHG emissions

305-5
Reduction of GHG emissions

305-7
Nitrogen oxides (NOx), sulfur oxides (SOx),
and other significant air emissions


Waste
GRI 306：
Waste 2020
306-1
Waste generation and significant waste-
related impacts


306-2
Management of significant waste-related
impacts


306-3
Waste generated


306-5
Waste directed to disposal


Environmental Compliance
GRI 307：
Environmental
Compliance 2016
307-1
Non-compliance with environmental laws
and regulations

Targets ＆ Initiatives (Material balance)
Water Resource Initiatives
Initiatives to Prevent Pollution (Water Pollution,
Prevention of Soil and Groundwater)
Targets ＆ Initiatives (Material balance)
Water Resource Initiatives
Water Resource Initiatives
Biodiversity Initiatives
Targets ＆ Initiatives (Material balance)
Climate Change Initiatives (Supply Chain Greenhouse
Gas Emissions Reduction Overview)
Targets ＆ Initiatives (Material balance)
Climate Change Initiatives (Supply Chain Greenhouse
Gas Emissions Reduction Overview)
Climate Change Initiatives (Supply Chain Greenhouse
Gas Emissions Reduction Overview)
Climate Change Initiatives (Supply Chain Greenhouse
Gas Emissions Reduction Overview)
Targets ＆ Initiatives (Material balance)
Initiatives to Prevent Pollution (Air Pollutant Emissions)
Targets ＆ Initiatives(Material balance)
Initiatives to Reduce Waste and Reuse Resources
Targets ＆ Initiatives(Material balance)
Initiatives to Reduce Waste and Reuse Resources
Targets ＆ Initiatives(Material balance)
Initiatives to Reduce Waste and Reuse Resources
Targets ＆ Initiatives(Material balance)
Initiatives to Reduce Waste and Reuse Resources
Environmental Management (Status of Environmental
Accidents/ Violations of Environmental Laws and
Regulations)
                                                          115

Social
Employment
 
Disclosure
Page
GRI 401：
Employment 2016
401-1
New employee hires and employee
turnover

401-3
Parental leave


Occupational Health and Safety
GRI 403：
Occupational Health and
Safety 2018
403-1
Occupational health and safety
management system

403-2
Hazard identification, risk assessment, and
incident investigation

403-3
Occupational health services

403-4
Worker participation, consultation, and
communication on occupational health and
safety

403-5
Worker training on occupational health and
safety

403-6
Promotion of worker health

403-7
Prevention and mitigation of occupational
health and safety impacts directly linked by
business relationships

403-8
Workers covered by an occupational health
and safety management system

403-9
Work-related injuries

403-10
Work-related ill health


Training and Education
GRI 404：
Training and Education
2016
404-1
Average hours of training per year per
employee

404-2
Programs for upgrading employee skills and
transition assistance programs

Diversity and Equal Opportunity
GRI 405：
Diversity and Equal
Opportunity 2016
405-1
Diversity of governance bodies and
employees

Human Rights Assessment
GRI 412：
Human Rights
Assessment 2016
412-2
Employee training on human rights policies
or procedures

Local Communities
GRI 413：
Local Communities 2016
413-1
Operations with local community
engagement, impact assessments, and
development programs

Data (Together with Employees)
Promoting Diversity & Inclusion (Support for Diverse
Working Styles)
Data (Together with Employees)
Occupational Health and Safety
Occupational Health and Safety
Occupational Health and Safety
Occupational Health and Safety
Occupational Health and Safety
Occupational Health and Safety
Occupational Health and Safety
Data (Occupational Health and Safety)
Occupational Health and Safety
Occupational Health and Safety
Data (Occupational Health and Safety)
Human Resources Development
Human Resources Development
Data (Together with Employees)
Respect for Human Rights
Promotion of Local Communities (Historical Museum,
Doshomachi Museum Street, The Doshomachi Club,
etc.)
                                                          116

Customer Health and Safety
GRI 416：
Customer Health and
Safety 2016
416-1
Assessment of the health and safety
impacts of product and service categories


Marketing and Labeling
GRI 417：
Marketing and Labeling
2016
417-1
Requirements for product and service
information and labeling



Manufacturing and Supply Chain
Drug Safety / Quality Assurance
Information Provision
Manufacturing and Supply Chain
Promotion of Fair Operating Practices
                                                          117

Explanation of Terms
Prescribing and preparing pharmaceuticals in their optimum form in regards to ingredient selection, formulation, and appropriate administration and dosage,
based on a precise diagnosis. Also, encouraging patients to understand the prescribed drug, evaluating the efficacy and negative side effects, and
reflecting the results in subsequent prescriptions. Appropriate use refers to this entire cycle.
Tests in which pharmaceuticals believed to have medical value are administered to patients as well as healthy subjects in order to determine their efficacy
and side effects.
This is an abbreviated name for the Law on Securing Quality, Efficacy and Safety of Products Including Pharmaceuticals and Medical devices. On
November 25, 2014, the name was changed from the Pharmaceutical Affairs Law to the current name.
A learning system conducted by means of electronic media including the PC and Internet.
Standards for conducting clinical trials of pharmaceuticals.
A new personal information protection framework instituted by the European Parliament, European Council and European Commission.
Standards for conducting preclinical trials on pharmaceutical safety.
Standards for manufacturing and quality control of pharmaceutical and quasi-pharmaceuticals.
Standards for conducting post-marketing surveillance and studies of pharmaceuticals.
Standards for quality control of pharmaceuticals, quasi-pharmaceuticals, cosmetics, and medical devices.
Standards for post-manufacturing and marketing safety management of pharmaceuticals, quasi-pharmaceuticals, cosmetics, medical devices, and
regenerative medical products.
A generic term meaning various good practice standards, where "X" is a variable and could be replaced by C for GCP (good clinical practice), L for GLP
(good laboratory practice), M for GMP (good manufacturing practice), etc. These standards are set by the government or other public agencies to
guarantee product safety and reliability during manufacturing, maintenance, storage, and distribution of any product, but most often used for products in the
pharmaceutical industry.
International good clinical practice (GCP) guidelines for pharmaceuticals related to tests and clinical trials, agreed to at the International Conference on
Harmonization of Technical Requirements for Registration of Pharmaceuticals for Human Use (ICH).
A process in which the doctor provides the patient with adequate information on medical care and obtains agreement from said patient.
A pharmaceutical company's employee in charge of sales and providing medical information. An MR visits medical institutions, sells pharmaceuticals, and
exchanges information regarding the quality, efficacy, safety, etc., of pharmaceuticals so as to ensure their proper use.
HOME
Sustainability
Explanation of Terms
Appropriate use of pharmaceuticals
Clinical trials
Pharmaceuticals and Medical Devices Law
E-learning
Good Clinical Practice (GCP)
General Data Protection Regulation (GDPR)
Good Laboratory Practice (GLP)
Good Manufacturing Practice (GMP)
Good Post-marketing Study Practice (GPSP)
Good Quality Practice (GQP)
Good Vigilance Practice (GVP)
Good X Practice (GXP)
ICH-GCP
Informed consent
Medical representative (MR)
                                                          118

Treatment methods, such as small molecule compounds, protein drugs, including peptide drugs and therapeutic antibodies, and nucleic acid drugs.
Confirmation of efficacy and safety of a candidate substance for a new drug based on trials made on humans during the research stage.
Criteria used to evaluate medical treatment to consider, in addition to simply judging the cure of a disease, whether a person is living his or her daily life
with a sense of fulfillment and contentment, without a decline in either following the patient's treatment.
Medicating oneself without the supervision of trained health professionals in order to mitigate health problems. This is done at one's own risk using
products, information, and knowledge related to health and medical care available in one's own surroundings. This includes the use of over-the-counter
(OTC) drugs to prevent or alleviate mild symptoms.
Medical needs that are not addressed adequately by existing therapies. The lack of effective therapies for these needs urgently requires the development of
pharmaceuticals since little or no progress is being made.
Modality
Proof of Concept (POC)
Quality of Life (QOL)
Self-medication
Unmet medical needs
                                                          119