Human Capital Report 2023

Table of Contents

1 CHRO Message-- p.22 Philosophy/Vision-- p.6

3 Initiatives in Human Capital Management-- p.11

Pursuit for a safe and secure work environment for
employees-- p.13

WorkstylePursuit of productivity/efficiency by realizing a diverse
workstyle-- p.19

GrowthProviding growth opportunities for employees for selffulfillment-- p.26①

Health②③

Realization of a corporate culture/organization structurethat welcomes change and praises challenges, for④ Businesses continued growth of businesses that creates solutions-- p.33
for social issues⑤

Outlook-- p.42

4 Human Capital Metrics-- p.43①

HealthData of employee health-- p.44②

Workstyle

Data on workstyles-- p.45③

GrowthData on employee growth-- p.47④ Businesses

Data on headcount, personnel costs, and talent-- p.48flows⑤

Data on purpose realization and productivity-- p.51⑥ Compliance Data on the status of compliance initiatives-- p.51

Purpose1

CHRO Message

CHRO Message◼ Our company has redefined the main actor of our company philosophy, hhc (human health care), as “people
who live in daily/medical areas,” and have expanded the major recipient of our contribution from “the patient
and their families,” to “the patients and the people in daily living domains.” Furthermore, while upholding thehhc philosophy, we aim to construct an ecosystem model that collaborates with other industries, academia,
and government. Through efficient realization of societal good such as “relieving anxiety over health” and“reducing health disparities,” we seek to maximize our impact (in addressing social issues) and aspire totransform into a company that supports people throughout their entire lifetimes.
◼ In line with this, we amended the Articles of Incorporation,
which serves as the company’s constitution, at the regularshareholders’ meeting in 2022, in order to share thecompany’s

envisioned

includingshareholders.

pertaining

to

human

direction

with

Regardingresources,

in

the

stakeholders,
descriptions

additiontothetraditional commitment “ensuring stable employment,” wehave added “respect for human rights and diversity,”“providing full opportunities for growth in support of selffulfillment,”and“creatinganemployee-friendly

environment.”

Teruyuki Masaka
Corporate Officer, Chief HR Officer◼ Furthermore, in response to the addition of human capital management to our Articles of Incorporation, as
well as our company’s transition to a new business model, we have formulated an “Integrated Human
Resource Strategy” in the fiscal year 2022, to support our business strategy. In the past, it was often
believed that “as long as the business grows, everything is fine.”

However, in recent times, a company

cannot be considered “better” unless it comprehensively achieves elements such as health management,
diverse workstyles, and employees’ personal growth. The Integrated Human Resource Strategy is thus
composed of four quadrants: “health,” “workstyles,” “growth,” and “business/organization”, each of which isorganically aligned with each other to continuously pursue a better corporate image.

Integrated Human Resource Strategy
Business/
Org.

Business Partners withwhich the businessorganization grows

Increase of corporate value
Achievement of a corporate
culture/organizational structure that embraceschange and praises the taking on of challenges, inorder to achieve the sustained growth of businessthrough the creation of solutions to social issues
Learning & Development

Growth enabling employees to growSelf-fulfillment
Provision of opportunities for growth aimed
at the self-fulfillment of employees

HealthWell-being to work withpeace of mind

Well-being Management
Pursuit of an environment that makes
it possible for employees to work in ahealthy, safe, and secure manner
New workstyle making it

Workstyle possible to work efficiently

Workstyle Reform
Pursuit of productivity/efficiency throughachieving diverse workstyles

3

CHRO Message◼ Our company aims to efficiently achieve societal good, and the concept of 'efficiency' encompasses costeffectiveness and the utilization of new technologies for operational efficiency. However, the greatest"efficiency" comes from having an environment in which excellent talents who want to solve social issues
through their corporate activities can come together and maximize their respective values. Furthermore, tofoster innovation, it is crucial to cultivate an organizational culture where diverse talents with various
perspectives can thrive. Regarding 'respect for diversity’, which was added to the Articles of Incorporation,
we issued the 'Eisai Diversity Declaration' in 2012 and set forth 'Diversity & Inclusion 2021' in 2021, driving
initiatives to maximize the value of diverse talents. Additionally, we actively engage in 'Data Driven HR,'
which quantitatively analyzes these efforts and links them to future activities. By connecting various data
points such as engagement scores, HR evaluation comments, and working hours, we are constructing anevidence-based decision-making framework that goes beyond intuition and experience.

◼ Now, as human capital management continues to garner increasing attention, the perspective shifts from thetraditional HR viewpoint of managing, nurturing, and evaluating talent to focusing on how effectively thevalue of the talent within our company is being maximized. Disclosing the Key Performance Indicators (KPIs)
that our company prioritizes for achieving our business strategy and continually working towards
improvements will, in our belief, contribute to efficiently realizing social good in the future. This Human
Capital Report is published with the aim of helping stakeholders understand the various initiatives weundertake in advancing human capital management and the resulting KPIs. While the inaugural edition of the
Human Capital Report primarily centers around domestic information, our future goal is to achieve effective
global disclosure. We perceive the challenge of structuring a narrative that encompasses perspectives from

employees and investors to enhance the content. Additionally, we will explore the utilization of new metrics,
such as Employee Impact Accounting, to capture how our activities related to human capital are generating
societal impact

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

Eisai Employment Impact Statement(stand-alone basis)
Fiscal Year
2019
Number of
3,207
Employees
Revenue*1
2469
EBITDA*1
Total Salaries
Paid
Employee
ImpactQuality of Wage*2(unit; 100mil yen)611
358
Impact EBITDA (%)

343

55.99%

Revenue

Salaries(%)(%)

13.87%

95.83%

Opportunity*3(7)-1.17%-0.29%-2.00%

Subtotal

335

54.82%

13.59%

93.83%-21.73%

Labor Community Impact

Furthermore, the results for the fiscal year 2019 suggest challenges
related to diversity. Through investments in human capital, efforts
toward diversity, and other initiatives, our company continues tostrive for the improvement of societal impact visualized through"Employee Impact Accounting."*Chart to the right: Ryohei Yanagi’s “Employee Impact Accounting Unified Report
Disclosure” from “月間資本市場(Monthly Capital Market)”Diversity*4(78)-12.70%-3.15%

Location*5

11

1.81%

0.45%

3.09%

Subtotal(67)-10.89%-2.70%-18.64%

Total Impact

269

43.93%

10.89%

75.19%*1 Revenue and EBITDA have been allocated from segment information*2 Marginal utility and wage gender gap adjusted*3 Gender gap in promotion/salary increase adjusted*4 Gender gap in employment against average demography adjusted*5 Local unemployment rate x number of employees x (annual salary –minimum safety net)

4

Eisai at a Glance
Company Name

Number of Marketed Countries and Regions

Eisai Co Ltd

75 (Entire domestic and overseas Eisai Group)

Consolidated Sales (March 2023)

Consolidated Subsidiaries

744.4 Billion Yen

47 Subsidiaries

Consolidated Employees (March 2023)

Average Employee Age

11,076 Employees

43.6 (Parent company)

Partners with
Business/ Business
which the business
Org.
organization grows

Well-being to work with

Health peace of mind

Awarded 2023 J-Win
Diversity Award ”Basic

CertifiedAchievement Award”
Female Employee Ratio
Parent company 26.6%,

Regular Health
Secondary Check-up
Check-up Percentage Attendance Rate

Global 42.0%

99.9%

72.9%

Percentage of Female Managerial Employees

Stress Check Rate

Overall Health Risk Score*

97.3%

83.0

Parent company 11.9%、
Global 35.0%

Growth

※ 20% lower probability of having aleave of absence compared to thenational average

Learning & Development
enabling employees to growNew workstyle making it

Workstyle possible to work efficiently

Talent Development/ Overall Training Cost

Average Number of Paternity Days

513 Million Yen

Taken by Males：15.1 Days

Talent Development/ Training Cost per Person

169,000 Yen

Rate of Leaves Taken*：91.2%※ Aggregate value of parental leave and spousechildbirth leave

Number of Paternity Leave Recipients

57
Monthly Average
Overtime

Average Days ofPaid Leave Taken*

14Hrs and
19Min.

※ Average for nonmanagement employees

13.3 Days※ Unless there is a note, all values are from the 2022 result of Eisai Co., Ltd. only (later labeled as “Parent
company”)
5Philosophy/VisionCorporate Philosophy and hhc (human health care) Activities

Corporate Philosophy(hhc Philosophy)
We give first thought to patients and the people in the dailyliving domain, and increase the benefits that healthcare
provides to them as well as meet their diversified
healthcare needs worldwide
Eisai conducts its business with a clear understanding that patients and the people
in the daily living domain are the key players in healthcare,and thus put improving benefits as our corporate philosophy.
We summarize this philosophy as one word; “hhc (human health care) Concept.”

Global Initiatives for hhc Activities

Communicating with Lymphatic
Filariasis Patients(India)Interactions withPediatric Cancer Patients(Tsukuba Research Lab Japan)

Interactions with the Adler
Aphasia Center(US)In order to have each employee recognize Eisai's hhc concept as a shared value in
addition to the ideas of an individual, and to express that concept in each

employee's daily work duties, each employee participates in hhc activities in adivision or organization.

Global hhc Activities in 2022

Over 500 Projects
7

The Evolving hhc Philosophy- The Evolution to hhceco
Since 2021, our company has been executing a mid-term plan called “EWAY Future& Beyond.”
With this mid-term plan, we expand the scope of the healthcare from just the
medical realm, to also include the People in the daily living domain.
We aim to evolve to an hhceco (hhc Philosophy+ecosystem) company that supports
The People to “empower to realize their fullest life,” by creating science and datadriven solutions rooted in our strength in neurology and oncology, and bycollaborating with other industries and groups to develop an ecosystem

The core to realizing hhc is the Eisai Universal Platform: EUP.
This platform will be built through the experience, know-how, and clinical data that

we have accumulated through our activities as a pharmaceutical company, in
addition to the use of external data and collaboration with government agencies,
medical institutions, and other partner companies. Our company aims to use thisplatform to collaborate with others to create pharmaceuticals while also creating
solutions such as digital tools by utilizing data, so we can deliver to The People inthe daily living, as well as patients.
Furthermore, We anticipate that the solutions and information produced throughthe EUP will have a significant synergistic effect for other industries, and provide
value to the people to whom other industries contribute.
8Charter of Business Conduct

Charter of Business Conduct
We give first thoughts to patients and the people in the daily living domain. We
strive to increase the benefits that healthcare provides them and we conduct ourbusiness to meet their diversified healthcare needs worldwide. As a human healthcare (“hhc”) company, we develop and provide products and services that
contribute to the well-being of patients and customers under any healthcare
system.
In order to realize our corporate philosophy, we develop business activities that
contribute to sustainable economic growth and the resolution of social issues, aswell as make decisions and act appropriately and in a timely manner, in compliancewith all relevant laws and ethical standards.
We hereby establish our Charter of Business Conduct as a statement of ourcommitment to compliance. Compliance is essential to the company’s existence andis given top priority in all corporate activities. Corporate executives recognize that itis their role to lead the employees by implementing the content and spirit of thisCharter in all the work they do and in supervising those who work with them. By
adhering to this Charter, they will inspire and encourage everyone to apply thesestandards in all their activities. Everyone is expected to abide by the content andspirit of this Charter.
＊ENW (Eisai Network Companies): ENW is a corporate group comprised of Eisai Co., Ltd, itsconsolidated subsidiaries, and its affiliated companies.

1. We promote mutual respect and trust in our business relationships with our
stakeholders including patients, customers, shareholders, investors, employees,
healthcare providers, business partners and communities.
2. We compete fairly, and do not tolerate bribery or any other form of corrupt
business behavior.
3. We appropriately manage information and ensure our records are accurate,complete, fair and secure.
4. We appropriately disclose corporate information in a timely manner, andcommunicate with stakeholders transparently.
5. We act in the workplace in accordance with the principles of fairness, respect, andnon-discrimination with respect for diversity.
6. We provide a work environment that takes health and safety into consideration.
7. We comply with all relevant laws and regulations of each jurisdiction in which we dobusiness and we conduct ourselves with the highest sense of ethics.
8. We respect human rights and do not tolerate, within the scope of our business andin our supply chain, modern slavery such as child labor, forced labor and humantrafficking.
9. As a “good corporate citizen,” we contribute to the resolution of social issues andthe development of society.
10.We maintain fair and transparent relations with political and government entities.
11.We shall not enter into, or to the extent we become aware we shall sever, relations
with organized crime groups.
12.We place global environmental protection as an important component of business
operations and strive to maintain the environment.
9Compliance
Compliance Promotion
Eisai promotes its compliance program that consists of delivering the message of top
management, developing the Code of Conduct and other relevant rules, conducting
educational activities, establishing a training system as well as providing consultation
services by defining compliance as “the observance of the highest legal and ethicalstandards” and positioning it at the core of management activities. Eisai started to promote
full-fledged compliance in fiscal 2000. These compliance promotion programs periodicallyundergo objective reviews by Compliance Committee that consists of outside experts suchas lawyers and consultants from Japan and overseas. For initiatives of our compliance,
please visit our website.
https://www.eisai.com/sustainability/governance/compliance/index.html➢ Conducting Educational Activities to Foster Compliance
Awareness
Eisai has been publishing Compliance Handbook, which outlines Eisai Network Companies(ENW) Charter of Business Conduct and the Code of Conduct, to cultivate the complianceawareness. For all corporate executives and employees in all Eisai network companies, thishandbook is available in 16 languages.
All officers and employees not only participate in training to understand contents describedin Compliance Handbook, but also swear to comply with it every year.
In addition, with the aim of raising compliance awareness and preventing incidents fromhappening, we continuously conduct various training programs utilizing different formats,such as compliance workshops for Corporate Officers, e-learning trainings for all corporate
executives and employees, and workshop training materials for each department.

➢ Use of Compliance Counter
The Compliance Counter serves as a point of contact for whistle-blowing in ENW. It has
been set up regionally, including in Japan, the United States, Europe, China, and Asia, in
addition to being a global contact point for consultation and whistle-blowing that allows
parties around the world to contact Japan directly in their local languages. The Company
has also established outside consultation desks staffed by independent outside attorneys
and outside consultation desks operated by neutral ombudspersons to handle problems
related to work and the workplace, fostering an environment that makes whistle-blowing
easier.
The Compliance Counter accepts not only whistle-blowing reports but also provides all sortsof consultations such daily activities regarding compliance. In fiscal 2022, ComplianceCounter at Eisai Headquarters received more than 340 inquiries.
Number of compliance training sessions /participants (Parent company)
8,300

150

participants

6,000

100

5,000

8,000

participants

6,000

participants

111 sessions

50

83 sessions

4,000

89 sessions

2,000

0

0
2020

2021

2022

Number of consultations and reports(Received by parent company)
400
300

370
320

200

344

100
0
2020

2021

2022

※ Total number of events and participants

10Initiatives in Human Capital Management

Initiatives in Human Capital Management
Chapter Structure◼ We will introduce specific initiatives and policies within the field of human resources, through the 4quadrants of the integrated human resources strategy.
◼ Finally, we will introduce the future direction in the field of human resources, encompassing not
only the four quadrants but also Data Driven HR and DE&I.
◼ Introduction of quadrant-specific initiatives

Health◼ Each quadrant generally consists of the following 6 elements (other elements
added if necessary)
Policies/Basic Idea

WorkstyleGrowthBusiness

OutlookPurpose and Overall Pictureof Measures/Initiatives

Explanation of policies and basic ideas of thequadrants
Explanation of quadrant policies/initiative purpose
and the overall picture

Data Highlight

Associated data *1 of quadrants

Primary
Policy/initiatives

Explanation of the main policies/initiatives
alongside the associated data *1

ColumnIntroduction of employee voices on main
policies/initiatives of quadrants

Glossary

Content/definition explanation of vocabularies *2
used in the title and sentences*1 Unless there is a note, it’s referring to the numbers of Eisai Co. Ltd. (“Parent
company” below)*2 Words written in light blue in the text, with some overlapping between
quadrants◼ Introduction on the outlook of the 4 quadrants, and the Data Driven HR/ DE&I

12

Initiatives in Human Capital Management
HealthPursuit of a work environment where employees can work safely

WorkstyleGrowthBusiness

Policies/Basic Idea
◼ In June 2019, Eisai issued the "Eisai Health Declaration". The health of our employees, who are responsible
for realizing our hhc concept, is of utmost importance, and we are heavily promoting activities to maintainand improve employee health.

Eisai Health Declaration
Eisai aims to achieve the realization of the hhc concept. Eisai believes that maintaining the health of its
employees and their families, based on the hhc concept, is the most important factor in supporting the people's"live life to the fullest”. Eisai enacts the Eisai Health Declaration as a company engaging in effort for healthmanagement.

Course of
ActionEisai and Eisai Health Insurance Society actively promote efforts to maintain and improve thehealth of employees and their families, and aims to establish a work environment that
ensures each employee to fully exert his or her strengths
1. Improves Health Literacy
We will work to increase employees’ health literacy to ensure that 100% of our employees receive
health checkups, and to maintain and improve their health.

Key Strategic
Items

2. Physical Health5

We will promote effective inducement to employees to improve lifestyle and thereby
reduce lifestyle-related illnesses and prevent these illnesses from progressing.

3. Mental Health
We will promote mental health initiatives to establish a sound and pleasant work environm ent.
*Key strategies will be revised every three years, considering the health status of employee as well as changes to the social environment◼ With the Health Declaration, Eisai establishes the improvement of health literacy, physical health, and mental
health as the 3 key strategic items. With this, Eisai is continuing the discussion to ensure that employees are
physically and mentally healthy, as well as ensuring that not only employees but also their families, haveaccess to initiatives or environments to maintain and improve their health.
◼ We believe it is important to promote various measures based on an understanding of the level of healthliteracy and to maintain the health of the "physical" and "mental" state through the improvement of literacy,
so that people can live their own lives with vitality.
◼ The key strategic items set forth in the Health Declaration are revised every three years, considering thestatus of health and productivity promotion measures, the health outcomes of employees, as well as thechanges to the social environment. The next revision is scheduled for 2025.

Health Management Promotion Structure◼ Based on the recognition that the initiatives for“maintaining and improving employee health” and“workstyle reform” are inseparable, promoting
optimization of work environment based on the
WLB (Work Life Best) concept, as well as thepromotion of employee health and time
management, and the rectification of long working
hours, is being forwarded.
◼ We are working towards the integrated promotionof health management conducted by the company(employer) and the data health initiatives
implemented by organization such as Eisai Health
Insurance Union.
◼ In Japan, based on the Occupational Safety and
Health Act, companies establish Safety and HealthCommittees and conduct regular discussion onlabor safety and health matters involving
representatives from both the company andworkers union.

CEO
CHRO
Strategic Operationand Healthcare
Management Group

Health Data

Medical Office“Collaborative Health”
based
on the Eisai
エーザイ
Health Declaration

健康宣言(Healthand Productivity

Eisai Health
Insurance UnionManagement Association)

Eisai Workers
Union

Collaboration

Safety & HealthCommittees

13Initiatives in Human Capital Management※ XXX：Content/definition explained on P.18

HealthPursuit of a work environment where employees can work safely

GrowthWorkstyleBusiness

Purpose and Overall Picture of Policies/Initiatives◼ Under the “Eisai Health Declaration,” as an hhc company, we are practicing health management that serves
as a leading example for society, so employees and their families can be physically and mentally healthy while
realizing the hhc concept. We are prioritizing efforts to prevent the onset and worsening of diseases while
implementing various support measures for those who have developed diseases.
Onset
DiseaseHealth Promotion
Disease Prevention◼

Holding health events for
all generations(Kuuneruaruku)◼

Holding seminars by
occupational physicians◼

Implementation of“Cradle,” a DE&I
promotion support
service from thehealthcare side

Early Detection/
Early Treatment

Treatment Support/
Recurrence Prevention

Promotion of regular
health check-ups◼

◼

Promotion of
reexaminations◼

◼

Holding stress checks◼

Holding “NOUKNOW®”◼

Implementation of amental healthconsultation service◼

Holding mental healthtrainings◼

Extended medical leavesystem◼

◼

Return to Work Support/
Work-life balance Support

Support/following up of
ongoing treatments
Implementation of aconsultation service withhealth management
staffs◼

Return to work program◼

Shortened working hoursystem for Personalillness/injury◼

Long-term medical leavesystemLong-term Medical Leave
SystemData Highlight
Regular Health Check-up Percentage

100

100
90

Reexamination Rate

98.3%

99.0%

99.9%

90

80

80

70

70

60

60
2020

2021

2022

91.6%
78.6%
72.9%
2020

2021

2022

High-Stress Individual Rate

Comprehensive Health Risk Score

100

100

80

90

60

80

40

20

7.6%

9.3%

8.3%

0

86.0

86.0

2020

2021

83.0

70
60

2020

2021

2022

2022

14

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.18

HealthPursuit of a work environment where employees can work safely

GrowthWorkstyleBusiness

Primary Policies/Initiatives
Health Promotion/ Disease Prevention◼ We conduct various initiatives aimed at improving employees’ health literacy, including organizing health events(Kuuneruaruku), conducting seminars by occupational physicians on lifestyle disease prevention, cancer screenings, andhow to interpret health check-up results.
◼ With the implementation of “Cradle,” the DE&I promotion support service from the healthcare side, improvement of literacy
through seminars for employees and learning videos、is being promoted. We are also promoting the utilization of coupons
that can be used at affiliated medical institutions for available services, such as gynecological screenings, egg freezing, andmale infertility treatments.
*Coupons are available not only to employees but also to partners, including common-law partners, and family members.

2022 Kuuneruaruku
Participant Number
562

2020

2021

2022

Exercise Habit Ratio

33.3%

26.5%

27.6%

Smoking Rate

13.2%

11.8%

10.9%

2020

2021

2022

Early Detection/Early Treatment◼ We prioritize both regular health check-up andreexaminations for cases requiring further detailed
tests. We have set a goal of achieving 100%
attendance rate for both regular check-ups andreexaminations. To promote attendance, we aretaking measures such as considering check-ups andexaminations as work time.

Regular Health
Check-up
Percentage

98.3%

99.0%

99.9%

Reexamination Rate

91.6%

78.6%

72.9%

◼ In the recent 3 years, the attendance rate for regular
health check-ups have been approaching 100%. On
the other hand, the reexamination rate have shown adecreasing trend and thus we will improve our efforts
to address this issue.

Blood Pressure Risk
Rate

0.4%

0.2%

0.1%

Stress Check Rate

97.6%

96.8%

97.3%

High-stressIndividual Rate

7.6%

9.3%

8.3%

---

---

1,322

◼ To prevent the onset of mental health issues, we
conduct stress checks and utilize the group results
analysis to improve the workplace. Additionally, for
high-stress individuals, we provide follow-up support
including interviews conducted by occupational
physicians.
◼ As a leading company in the field of dementia, wehave started brain performance measurements by“NOUKNOW ®” in 2022.

NOUKNOW®
Participants (Total)

Treatment Support/Recurrence Prevention◼ We provide support and follow-up for continuous treatments and recurrence prevention, for employees who
have developed illnesses and injuries.

◼ In addition to responding to inquiries and consultations from employees, dedicated health management staff
proactively check for health condition changes and ongoing treatment statuses, to prevent recurrences after
returning to work.

Return to Work Support/Work-life Balance Support◼ For employees on leave of absences due to sick or injury, we provide a comprehensive support based on the“Return to Work Program,” which includes care during their absence and continuous follow-up after they
return to wok.
◼ For employees working with injured or ill, access to policies that balance work and recovery, such as theshortened work hour system for personal injury and illness, as well as the long-term medical leave system,
ware available.
15

Initiatives in Human Capital Management
HealthPursuit of a work environment where employees can work safely

WorkstyleGrowthBusiness

Occupational Safety and Health◼ At Eisai, we have established the “Eisai Network Companies (ENW) Safety & Health Policies” basedon the fundamental principle of undertaking corporate activities with respect for human dignity,and placing the highest priority on Safety and Health.
◼ All employees share the fundamental principle and aim towards a workplace where “no one getshurt” and “no one gets sick as we carry out activities to secure safety and health.”※ For more details, visit the labor safety and health page on our corporate website
https://www.eisai.co.jp/sustainability/society/employee/health_safety/index.html

PurposeTo realize aworkplace where“no one gets hurt”
and “no one getssick”

IssuesActions◼ 0 workplace
accidents

Goal◼ Preventing workplace
accidents among employeeswith less than 3 years ofexperience, which account for
more than half of accidents◼ Eradication of unsafe
conditions and behaviors
through the enhancementof safety and healtheducation trainings◼ Preventing the
spread of COVID19◼ Preventing the spread of
COVID-19◼ Continuing initiatives toprevent the spread of
COVID-19◼ Maintaining thephysical andmental health of
employees◼ Maintaining the physical andmental health of employees
in response to changes suchas working from home due to
COVID-19◼ Promoting healthcheck-ups◼ Utilization of
consultation desks◼ Continuing efforts toeradicate long working
hours and encouraging
the use of paid leave◼ Utilization of stresschecks

2020

Cases of workplace
accidents(leave/ occupational
accidents without leave/traffic accidents)

2021

2022

Parent company

21

21

11

Global

---

66

53

Workplace accidents
resulting in 4 days or moreof work loss (Frequency
Rate)

Parent company

0

0.31

0

Workplace accidents
resulting in 1 day or moreof work loss (Frequency
Rate)

Global

---

0.52

0.63

Parent company

0

0

0

Global---00Cases of workplace
accidents resulting in death※ Full-time, Part-time, and Contract workers are accounted
16

Initiatives in Human Capital Management
HealthPursuit of a work environment where employees can work safely

ColumnWorkstyleGrowthBusiness

Promoting Health for Employees and their Families who are theCenter of Well-being Management◼ Please tell us about the initiatives taken to
Qpromote health for Eisai employees.

A In June 2019, we enacted the “Eisai HealthHead of Strategic
Operation and Healthcare
Management Group,
Employee Relations

Declaration.” With the development of the hhc
Keisuke Onuki
ecosystem model, we strive to create anenvironment where the employees, who are thenexus for realizing a company that supports people throughout their lives, to ”live life to thefullest.” We have promoted the health of the employees and their families, as well as
prevented secondhand smoking, by banning smoking on company premises. In addition, we
have held events like “KUU-NERU-ARUKU+FUSEGU,” which is an interactive health promotion
event for employees, as well as holding seminars by occupational physicians for the
improvement of employee health awareness.

As a result of these initiatives, our company has been recognized by the Ministry of Economy,
Trade and Industry, as well as Nippon Kenko Kaigi’s “Health and Productivity Management
Outstanding Organization in the large enterprise category (White 500)” starting 2017 and havesince been certified total of 5 times in 2018, 2020, 2021 and 2022.
◼ For Eisai employees, what challenges do you foresee in terms of health promotion?
Q

A Our regular health check-up attendance rate is not at 100%. In addition, the number ofindividuals with metabolic syndrome or at risk is increasing by the year. Furthermore,reexamination rate by employees who had issues in the regular health check-ups, is around70%, which implies that cultivation of health consciousness is necessary. We theorize that
because we are a pharmaceutical company, employees can be overconfident of their own
health, and therefore are lacking in self management.
We also worry that as working remotely becomes normalized, overall amount of exercise andcommunication among employees is decreasing.

◼ What are some health initiatives/ideas planned to further employee health promotions?
Q

A With the challenges above in mind, developing a strategy map based on the employee's healthliteracy level, working with the Eisai Health Insurance Union to increase the diagnostic items
for regular health check-ups, as well as introducing a health check-up simulation, are all being
considered.

In addition, in line with Eisai’s two major strategic areas, we are forwarding policies to improvedementia prevention and to enhance early detection of cancer risks. Furthermore, in 2023, a
program to raise understanding and awareness of health for employees, called “Cradle,” wasintroduced. “Cradle” offers health-related seminars for topics such as gender-specific diseases,
which were hard to cover prior to “Cradle”, which is expected to deal with health issues among
employees, and promote DE&I as well.
Already, we are in the process of developing a unified human resources strategy with “wellbeing that includes employees’ health,” “diverse workstyles,” “growth for employees,” “growthfor businesses and organizations,” as the base of the human capital management used within
the strategy. We will continue to commit to “well-being that includes employees’ health,’” aswe strategically promote health-related initiatives and strive for the creation of an environment
where employees are physically and mentally healthy, and can “live to their fullest.”

17

Initiatives in Human Capital Management
HealthPursuit of a work environment where employees can work safely

Terminology

WorkstyleGrowthBusiness

Explanation

CradleService provided by Cradle Inc. that supports
companies with promoting DE&I from thehealthcare side. Aside from holding seminars tolearn about women’s health concerns such as
menstruation and menopausal disorders, they also
support medical check-ups at affiliated healthcare
institutions.

Exercise Habit Ratio

The ratio of employees who exercise over 30
minutes, over twice a week, for more than a year.

Comprehensive Health Risk Score

A numerical score based on the probability of
employees taking leaves of absences in businesses
and departments, using the average Japanese
workplace as a reference (National average is set
as 100).
※ Comprehensive Health Risk Score of 80 meansthat it is 20% less likely compared to thenational average that employees will take leavesof absence.

Kuuneruaruku

The “Data Health Promotion Project” organized by
Value HR is a collaborative initiative that works
alongside multiple health insurance unions andcompanies. It is an educational health service thatteaches about “eating-sleeping-exercisingpreventing infections,” and provide contents about
healthy lifestyle habits.

Blood Pressure Risk Rate

The ratio of employees with systolic blood pressureof 180mmHg or above, or with a diastolic bloodpressure of 110mmHG or above.

NOUKNOW®

A non-medical device cognitive function testing
technology developed by Cogstate Ltd. Called“Cogstate Brief Battery,” used in Japan to selfcheck brain performance (the health of a brain).
https://nouknow.jp/

18Initiatives in Human Capital Management
HealthWorkstyleGrowthPursuit of realizing various workstyles for efficiency/effectivenessBusiness

Policies/Basic Ideas◼ With the enactment of the “Eisai Innovation Declaration” in April of 1990, Eisai has established thenotion of “Eisai becoming the best vessel for self-fulfillment of all employees.” Since then,initiatives have been forwarded to develop a working environment where each employee issuccessful, and to realize workstyles that can maximize employee performance.
◼ The environment and values surrounding employees are diverse and varied. Instead of finding thebalance between the “Work” and “Life” of employees, we conceptualize Work Life Best (WLB) to
make both the Work and Life of employees the best it could be. This is to ensure that we have aworking environment where diverse employees, under varied circumstances are productive,
healthy, and are true to themselves in business activities. We think that the result of pursuing WLB
of employees, leads to “living their fullest life,” which in turn leads to creating an hhceco.

Work Life Balance
Expanding the choices ofworkstyles centered aroundemployment in the company

Social Value Changes

Work Life Best

Working Environment
Changes from COVID-19

Accepting/promoting diverse
workstyles centered around eachindividual employee

Purpose and Overall Picture of Policies/Initiatives◼ For the development of a working environment where all employees can “live their life to fullest,”
we continue to pursue measures with balancing “Work” and “Life” in mind, while also taking thenext-step in realizing “Work Life Best.”

More diverse
members andwork style

Expanded mobile work for
employees working outsideof offices (expansion ofwork from home)

Enhanced work conditions
for temporary/part-time
job employees such asleave of absence, vacation,etc., and continuous
employment system

Expanded work-from-homesystem (permitted forreasons other thanchildcare and nursing care)

Flexibility of
workplaceand time

Unified working hours for all
business sites

Expanded the eligibility of
Welfare Mutual Aid
Association, Stock
Ownership Association andAsset Formation Savings
were expanded for
temporary and part-timeworkers

Shortened core time under
the flextime system

Balancingwork and life
2012 –
Introduced 65-year-old
retirement system

Introduced interval
compensatory leave
Introduced work-from-homesystem for childcare andnursing care

Introduced 60 years old
refresh vacation

2017

Combined use for shorttime work for childcare, etc.
and flextime system

Expanded contribution for
long-term medical leave(cancer, dialysis, fertility
treatment)

Shortened core time under
the flextime system

Introduced a short working
hours system for personal
injuries and illnesses

Introduced the system toallow taking a leave toaccompany spouse on
overseas assignment

2018

2019

Introduced the system for
spouse maternity leave

Enacted Eisai Health
Declaration

2020

Supporting
people live
to the fullest

Introduced a clothingliberalization based on selfbranding and selfmanagement

Established selfenlightenment and social
contribution leave

Introduced privately
financed study abroad leavesystemIntroduced a side job
systemIntroduced an optional
defined contribution pension
system for temporary andpart-time employees

Distributed company cell
phones to all employees

Lifted the restriction onnumber of uses for workfrom home

Abolished core time of
flextime system

Expanded working fromhome scope, such as workfrom parent’s home

Introduced hourly
acquisition of nursing care
leave

2021

Continuing to
improve the work
environment basedon the concept of WLB
Expanded the Discretionary
Labor System

Partially amended Articles ofIncorporation*

Formulated Integrated HR
strategyStrengthened andreinforced the personnel
system for the purpose of
motivation and growth
supportIntroduced "workation"system

2022

--

19

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.25

HealthWorkstyleGrowthPursuit of realizing various workstyles for efficiency/effectivenessBusiness

Data HighlightPaternity Leave Uptake Rate/Average Days Taken
91.2%

100%
80%

69.2%

50 Days75.3%

40 Days60%

30 Days40%

20 Days
20.1Days

20%
0%

15.1Days

10.7Days

2020

2021

Number of Male Employees Taking Spousal Paternity Leaves

80
60

57

2021

2022

40

10 Days20

0 Days

0

2022

59

49

2020

※ Uptake Rate is measured by the sum ofparental leaves and spousal childbirth leave
Average Monthly Overtime Work Times

Average Number of Annual Paid Leaves Taken

20

20

15

12.53 hrs

13.98 hrs

14.32 hrs

15

13.3Days

11.5Days

11.2Days

2020

2021

10

10

5

5

0
2020

2021

2022

2022

※ average value for non-management employees

Primary Policies/Initiatives
Improved Flexibility of Work Location, Time◼ While expanding the options for work locations, suchas working remote or from a share office, we haverenovated the HQ so working from the office is just as
comfortable. In order for employees to be able toflexibly choose when and where they work, we do nothave restrictions such as dedicated core times, or
limitations on the number of days employees canwork form home.

Remote Work Rate
Number of Share
Office Users

2020

2021

2022

49.9%

52.8%

49.5%

---

271

320

◼ As a new initiative, we have introduced “workation”
system from April 2023, which allows employees totake vacations while working remotely during theirtravels. This approach aims to promote the uptake ofannual paid leave while enabling employees to workfrom their travel destinations.
◼ Additionally, starting from April 2023, we have
expanded the scope of discretionary work system andwork on creating a work environment conducive toproactive task accomplishment.

20

Initiatives in Human Capital Management
HealthWorkstyleGrowthPursuit of realizing various workstyles for efficiency/effectivenessBusiness

Primary Policies/Initiatives
Pursuit of an Environment that Responds to Diverse Values◼ More than ever, our company has aimed for the advancement of a workplace environment, that is flexible by not restricting
employees by time or location, while at the same time maximizes employee performance. We are also striving to expand
our options for employees who have diverse values, to raise ownership of their careers while being successful in ourcompany.
◼ Our company supports employees who engage in self-improvement and activities related to social contribution by providinga system that allows them to take up to 5 days of annual paid leave for such purposes. Additionally, we have a system thatallows for a leave of absence of up to two years for self-funded study abroad or domestic study, enabling employees toexpand their knowledge and perspectives beyond their daily duties. We encourage employees who seek to broaden theirhorizons and values by exploring various experiences and opportunities.
◼ Furthermore, in April 2023, we initiated a side-job system that is based on career development, aiming to expand the
exploration of knowledge for innovation creation, along with supporting each employee’s diverse values, work styles, andcareer aspirations, empowering them to proactively pursue their career goals. We allow side-jobs for individual businessowners (self-employed, business managers, business consignment, commission contracts, etc.).

Balancing with Childcare and Caregiving◼ We operate “E-PAPA E-MAMA Passport System” which is a system for employees to tell the company their intentions totake parental leave when they or their spouse report their pregnancy.
◼ For employees who hope to take parental leaves, we facilitate a systematic handover of responsibilities and provide support
from the entire workplace to alleviate any concerns related to taking leave. Additionally, we guide them to internal
resources such as a dedicated website containing childcare-related procedures and personal experiences, as well as our inhouse parenting community. Our efforts extend beyond addressing concerns about leave itself to help employees overcome
anxieties related to childcare.
◼ During the parental leave period, employees can continue to participate in information exchange within the community andreceive financial support for self-improvement initiatives. Additionally, they have the opportunity to consult with theirsupervisors and colleagues at the workplace about their post-leave work arrangements, ensuring a smooth transition backto work. Our support aims to enable them to return to work and continue to excel at their roles as before or even beyond.

2022
Number of E-PAPA E-MAMA
System Users

Number of E-PAPA E-MAMA
Meet-up Participants

Number of Online InternalCommunity Participants

140

Approx. 80

53◼ We are promoting the development of acorporate culture and system by providing
training for managers on childcare support
systems and “Ikuboss" (supervisors who
consider and understand their subordinatesand colleagues' childcare and nursing careneeds), as well as allowing employees totake leave for infertility treatment.

2020

Number of parental
leave system users

2021

2022

110

133

130

Return to work rate ofparental leavers

97.8%

95.5%

98.6&

Number of users who
utilized shortened workhour system forparenting

61

50

54

Number of caregiving
leave system users

1

0

0

Number of users who
utilized shortened workhour system for
caregiving

1

2

1

21

Initiatives in Human Capital Management
HealthWorkstylePursuit of realizing various workstyles for efficiency/effectiveness

GrowthBusiness

Systems that Support Life Events and Self-fulfillment
Parental Leave

Caregiving Vacation/Leave◼ Long-term leave until the child becomes 3
years old after pre/post maternity leave.

◼ When family caregiving is necessary,
employees can take up to 5 days of paid
leave per year (either full days or in hourly
units) and up to 1 year of unpaid leave.

Childcare/Caregiving/Personal
Injury/Illness Recuperation ShortTime Work

Long-Term Medical Leave◼ For childcare, caregiving, and illness
recuperation, working hours can be reduced
by up to 2 hours per day. The childcare
short-time work system can be utilized until
the end of March after the child reaches theage of 9. Even while using this system,
flexible working hours can still be applied,
allowing employees to adjust their working
hours within the month.

Self-Development/Social
Contribution Leave◼ Employees are eligible to take up to 5 daysof paid leave per year to engage in selfdevelopment activities that align with theircareer plan, or participate in activities
related to healthcare, welfare, or
environmental protection conducted bysocial beneficial or non-profit organizations
or carry out social contribution activities
utilizing their own knowledge, skills andexperiences.

Spousal Childbirth Leave◼ When a spouse gives birth, employees cantake up to 5 days of paid leave within 8
weeks after childbirth.

◼ Employees can accumulate up to 50 days ofunused annual paid leave that couldn’t be
used within the validity period for their own
medical treatments and recuperation suchas in the case of illnesses. This systemallows for utilization when continuous leavefor seven or more consecutive days due toillness or injury. Moreover, for cancer,
dialysis or infertility treatment, it is possible
to use this leave in increments of either one
full day or half a day.

Self-Funded Study Leave◼ Employees who have worked for one year
or more can take a leave of absence forself-funded study (domestic or overseas)for up to 2 years.

Leave of Absence to Accompany
Spouse on Overseas Assignment◼ Employees who have worked for a year or
more are eligible to take a leave of absence
for up to 3 years to accompany their spouseon an overseas assignment or study abroad.

Primary Benefits for Employees◼ Two-day weekends (Sat. / Sun.)◼ Employee stock ownership association◼ Annual paid leave (14 days for the first year,
maximum of 20 days)◼ Deferred savings◼ Bereavement Leave◼ Company-provided housing◼ Paid lunches (receive meals at the cafeteria or
receive meal allowances)◼ Welfare mutual aid association◼ Welfare benefits club (RELO CLUB)◼ Defined benefit pension◼ Defined contribution pension
22

Initiatives in Human Capital Management
HealthColumnWorkstylePursuit of realizing various workstyles for efficiency/effectiveness

GrowthBusiness

Used Parental Leave through E-PAPA E-MAMA System◼ Please tell us about how you came to use

Q the system

A There were headlines about paternity leaves for males and so

I’ve accepted the idea of taking a leave, however there wasstill an indescribable worry of the effects it could have on work.
During this time, an E-PAPA E-MAMA Community Meet-up washeld with the topic of paternity leaves. I heard comments suchas “There will be no problem by taking the leave” Hearing
actual internal use-cases from other male employees who
were fathers made my worries disappear. I think this successcase is one of the reasons why I took the leave.
Also, because my third child was born in April, it conflictedwith my other children’s changes to their environments, suchas entrance to pre-school or advancement to the next
academic year. I wanted to prepare an environment where all
5 family members are happy and comfortable, which wasanother reason that led me to use the system.

Head of Strategy Group,
Customer Joy Department
Masanori Kondo◼ Please tell us about the merits and achievements you have experienced from using this system
Q

A When I took the parental leave for about 3 weeks, during my absence as the organization leader, I
witnessed dedication from my team members who diligently carried out their tasks. The executive
director, encouraged me multiple times, saying, “you should take the leave.” Other members also
showed me a lot of kindness. I not only felt grateful but also experienced the warmth of the people at
Eisai.

◼ After using the system, are there anything that you would like the system to improve upon?
Q

A For example, I believe that a new system would be good for employees to easily understand thecircumstances in which paternity leaves are given/taken. By knowing actual cases and situations of
employees who have taken the leave, those who are considering it can gain reassurance and feelpositive about taking the leave themselves.
Furthermore, in terms of career development, it would be helpful if employees are aware of whichorganizations have had the cases of taking parental leave. We are entering an era where team members
will be considering their careers and making choices for their jobs accordingly. Moreover, I believe thatthose who are simultaneously parenting will face internal conflicts and pressures, as they aspire to excel
in both parenting and their careers, as well as striving to acquire new skills. Providing an environment(organization) that fosters a culture of taking parental leave, valuing both family and work, andsupporting the needs of our employees beyond their regular duties could become a new strength for theorganization and lead to diverse career support for our members.

◼ Lastly, what do you hope for in the future for this system, and How would you recommend for

Q future users of this system?

A Being able to spend time with my family during parental leave was an unforgettable time for me and myfamily.

Furthermore, I feel as though my positive feelings to realize “how I want to be” for my work andpersonal life have strengthened.
In addition, I think my engagement with the company have been raised through the support andwarmth I’ve received from my own department, as well as from HR.
For male parental leaves, there is a system to take a shortened leave. Moreover, taking the leave afterchildbirth is also an option. “A child’s first ____” only happens once in a lifetime. Please cherish thosemoments through the option of taking a parental leave.
23

Initiatives in Human Capital Management
HealthColumnWorkstylePursuit of realizing various workstyles for efficiency/effectiveness

GrowthBusiness

Encouraged by the Experiences and Advices from Senior
Moms/Dads at the E-PAPA E-MAMA Meet-up

Q Please tell us about how you came to use the system
A During Covid-19 I became pregnant and gave birth. I

began raising my first born in a limited environment for
information exchange and interaction. I returned towork with the worry of balancing work and raising achild, when this program was introduced on the intranet
and thought that this might lead to resolving my worries.

Q Please tell us about the merits and achievements you
have experienced from using this system.

A Through the meet-up, I was able to interact with many

diverse ways of raising a child, from employees on theirparental leave, or from employees who have children incollege. From baby foods, extracurricular activities, andafter-school childcare, I was able to relate to specificexperiences/concerns of child raising, and even felt
encouraged. I was very grateful when I received advice onbalancing work with raising a child from the senior
employees who had children in college.

Associate Director, Investor
Relations Department
Yuka Awazu◼ After using the system, are there anything that you would like the system to improve upon?
Q

A None. I’m thankful that I was able to use this system.
◼ Lastly, what do you hope for in the future for this system, and what would you say to future

Q users of this system?

A The E-PAPA E-MAMA meet-ups held during lunch is a great place for taking a break from workand for being able to talk freely about raising a child. I look forward to being able to spend timewith participants as we relate, laugh, and share each advice on raising a child.

24

Initiatives in Human Capital Management
HealthWorkstylePursuit of realizing various workstyles for efficiency/effectivenessTerminology
Spousal paternity leave

GrowthBusiness

Explanation
A special paid leave that can be taken within 8
weeks, up to 5 continuous days (workdays), after
spousal childbirth.

25

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HealthWorkstyleGrowthProvision of growth opportunities for employees to self-fulfill

Business

Policies/Basic Ideas◼ Our company has continued efforts to push the growth of our employees, who are the nexus for realizing hhc.
The success of our employees in turn, has led to the growth of our business.
◼ Amidst rapid environment changes and an uncertain future outlook, we are actively seeking to deepen ourcurrent business while exploring and creating new ventures that go beyond our existing framework. To
achieve this, we encourage our employees to take control of their own careers, stimulate their willingness totake on challenges, and provide a supportive system to help them achieve self-fulfillment.

Purpose and Overall Picture of Policies/Initiatives◼ To nurture talented individuals who can grow by building their careers autonomously, and taking onchallenges, we are working on establishing a diverse training system. This system provides opportunities for
employees to revisit their own careers to clarify their future goals and acquire and apply the necessary skills
and experiences aligned with their individual visions for the future.
◼ To shift towards a training system that offers opportunities for individualized learning and challenges, basedon personal preferences and specific needs, we have been implementing various initiatives under the name of“Learning Reform.” These efforts aim to foster employees’ autonomous growth and provide a platform forthem to choose and pursue their own learning styles.

Motivating Growth
Challenges and Career
Autonomy

Enhancing Self-Choice
Opportunities◼ Career design
workshops/seminars◼ Establishing e-learning
environments (Udemy Businessetc.)◼ Career counseling◼ Mentor program◼ Learning Reform program◼ Organization of required skills
for each positions◼ Personal growth program◼ Domestic/international MBA
Sponsorship System◼ Organization of relations
between trainings and careerpaths◼ Redefining the purposes of preexisting trainings◼ Consideration of reskilling
objectives and internalannouncements◼ EKKYO Program◼ E-WinEstablishing Learning
by Providing Opportunities
to Reflect

Providing Opportunities
to Practice/Challenge◼ Career design
workshops/seminars◼ Job challenges◼ Cross-border external
experience◼ Career counseling◼ Mentor program◼ Professional development
review◼ 1on1 with supervisor◼ Continued unconscious bias
training◼ E-TALK!

◼ Global challenges

Talent who continues togrow and take onchallenges to realize hhceco◼ Overseas assignment◼ E-LEAD◼ EKKYO program◼ E-Win◼ J-Win

26

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.31～P.32

HealthGrowthWorkstyle

Provision of growth opportunities for employees to self-fulfill

Business

Training Programs
Outside program(Career coaching and others)

Learning reform program

e-Learning

Visionaryleadershipfor organizational
head

Career consultation(Career Café)

Training for neworganizational head

Training for newly
appointed
managers

Career workshop

Liberal arts/
education

Various educational/
open seminar

Various selective
programs

Mentor Program

Study abroad/MBA certification

Various educational/
open seminar

E-LEAD(Unconscious Bias, DE&I etc.)

Producing TAKUMIEKKYO Program

Overseas training(Internal Internship)

Variouseducational/
open seminar

LeadershipprogramWorkshop fororganizational head

Cross-border external
experience
Support selfdevelopment/
professional gym/
learning foreign language

New employee
training

Career design
e-learning

Required
program

Career design
program

Female leader
development program

Program for mid-career
employees

Outside program (J-Win etc.),
Mentor program,
E-Win

Forming various
values/networks

Development of future
managements

Reskilling
Providing opportunities for leaning/new
challenge

Building own foundation-

Past/ Present/ Future
Point of view/thought, feeling, preference,valuesStrength, uniqueness, challenges toovercome and others.

Promoting growth of employees through engagement between organizational heads and members

Data Highlight
Total
Talent Development/Training Cost
グラフタイトル

Talent Development/Training
グラフタイトルCost per Person

800

300,000

600

680M Yen

400

601M Yen

513M Yen

0
2020

2021

2022

グラフタイトル
Wevox
Score: Growth Opportunities

60
40

169,000Yen

100,000080

188,000Yen

200,000

200

100

213,000Yen

Parentcompany

71

2020

2022

GlobalEngagement Score: Career Outlook
グラフタイトル
100
Global

80
71

70

74
61

60
40

20

20

0

0
2020

2021

2021

2022

【Ref.】 Average across all industries:71

2020

Parentcompany

2021

72
60

2022

※ Score that exceeds pharmaceutical industry average※ Average of 7-point scale responses to the question(“neither” is 57 points)
27

Initiatives in Human Capital Management
HealthWorkstyleGrowthProvision of growth opportunities for employees to self-fulfill

Business

Primary Policies/Initiatives
Shift in the mindset for Employees◼ We are implementing various initiatives to encourage ashift in the mindset from company-led careerdevelopment to proactive career formation based on
individual employees’ values and aspirations. These
initiatives include career coaching, career design (bygeneration), career workshop, and transformational
asset seminars.
◼ As a premise for employees’ proactive careerdevelopment, we are conducting a reorganization of therequirements and necessary skills for various positions
within the company. Simultaneously, we are promoting
awareness of the purpose and importance of reskilling
among employees through internal communication andeducational activities.

2022
Number of Participants for Career
Development Related Systems

Total of 166
Number of EKKYO Program Users

2020
11

2021
40

2022
74

◼ We are implementing an internal internship program
called “EKKYO.” which allows employees to gain insight
into jobs outside their own departments or teams
without involving personnel transfers. The program isdesigned not only to provide information about various
departments and functions but also to offer
opportunities to experience different work environments
in order to consider styles and meanings of work, andone’s own future vision.

Providing Educational Opportunities◼ In addition to company-mandated essential training, we
provide support for voluntary learning by offering elearning platforms such as Udemy.
◼ We are implementing a choice-based training program
called the “Learning Reform Program,” which
encourages employees to take initiative andresponsibility for creating opportunities for learning andpersonal growth. The program aims to foster individuals
who actively seek challenge, learn from diverse
perspectives, and cultivate new values and diversity bylearning with people outside the company.

Number of Learning Reform Users

2021
244

2022
342

Providing Practical Opportunities◼ We are placing great emphasis on expanding the “Job
Challenge (Internal Job Posting System)” that allows
employees to apply voluntarily and increasing the
likelihood of successful transfers according to theirpreferences, through which we anticipate fostering aculture of career ownership.
◼ We are implementing the “Cross-Border External
Experiences” program, which involves dispatching
employees to various external programs. The purposeof this initiative is to provide opportunities for acquiringknowledge and experiences that may not be attainable
within the company’s internal environment.

2020

2021

2022

Number of transfer
through Job Challenge

1

4

8

Number of participantsin cross-border
external experiences

---

---

20

◼ We offer a public selection-based “Global Challenge
Program” to employees who aspire to excel on aninternational level and aim to develop their crosscultural adaptability.

28

Initiatives in Human Capital Management
HealthWorkstyle

ColumnGrowthProvision of growth opportunities for employees to self-fulfill

Business

Cross-Border External Experience through the Collaborative Leadership
Development Program, “Jammin’”◼ Briefly tell us about the program you utilized.
Q

A This program allows leaders dispatched fromparticipating companies to form cross-industry teams
and experience creating new value that contributes tosolving social issues over a period of six months. In thecourse (team) that I participated in, we collaborated
with a diverse members from various industries such as
automotive and electronics manufacturers, humanresources companies, securities firms, and others.
Together, we worked on addressing challenges forregional revitalization◼ Please tell us why you decided to participate in it.
Q

A Amidst the rapidly changing environment, I, with only
experience as a medical representative (MR), had
doubts about whether I possessed the ability to adapt
to these changes.

During this worry, I came across this program and feltthat it presented a chance to acquire creativity neededto adapt to change. Feeling hopeful, I took the step toapply and jump into the new world.

Shuto-Ken Oncology Department,
Oncology Business HQs, Eisai Japan
Shuji Sato
(Back row, 2nd from right)◼ Please tell us about the merits and achievements you have experienced from joining thisQ program.

we progressed the program, being able to cooperate with companies and media that I would not
A As
have had contact with otherwise, was a significant achievement (experience) and a source of confidence
for me.

Experiencing the ability to involve others and witnessing the creation of significant impact has led to asense of increased efficacy (confidence without concrete evidence) among the employees who went
through this experience.

◼ After the program, are there anything that you would like the system to improve upon.
Q
it was my first time participating from Eisai, I couldn’t imagine the overall scope of the program or the
A Astime required for fieldwork (preparation for sessions), making it more challenging than expected with mywork and personal life.
Therefore, I believe that having the opportunity to have interviews with program alumni during the final
selection process would make it easier to envision the experience at the same time of participation.

Additionally, since a significant amount of time after work or on holidays is devoted to fieldwork, I feltthat it is essential to have the support and understanding of family members beforehand.

◼ Lastly, what do you hope for in the future for this program, and what would you say to future

Q participants for this program?

A The program I participated in was a precious experience where excitement and challenges coexisted.
Furthermore, it served as a place to reaffirm how the ideas of collaboration and the SECI model, which I
have experienced at Eisai, have become ingrained within me and form the foundation of business.
If you want to break out of your shell and seek exciting experiences, I highly recommend taking the leap
and trying it out.

29

Initiatives in Human Capital Management
HealthWorkstyle

ColumnGrowthProvision of growth opportunities for employees to self-fulfill

Business

Self-fulfillment through the Job Challenge System◼ Our company introduced the “Job Challenge” in fiscal
year 2016 as a system where each employee strives for
self-development, overcoming immediate goals, andactively pursues a new career by “seizing and acquiringit” themselves. Since the introduction, until the end of2022, more than 20 employees have utilized thisprogram and built new careers by taking on new
challenges and opportunities.
◼ Briefly tell us about the program you utilized.
Qmain motivation for participating in the Job Challenge
A The
was my long-term interest in the accounting field. Even
before joining this company, I had already been reading
financial statements, and I learned about specific tasks frommy friend working in the accounting departments of othercompany, which made me realize how fascinating this field
is. Additionally, the concept of lifetime employment wasstarting to fade around the time I joined Eisai, and thismade me realize the importance of not solely relying on asingle company but rather enhancing my market value by
gaining experience in accounting-related tasks that could bevaluable in any organizations.

Associate Director, Corporate Planning
Department, Corporate Planning &Business Development HQs

Naoki Tanaka◼ Please tell us about the merits and achievements you have experienced from joining thisQ program.

A I received advice from many people and gained work experience in a short period, starting from thebasics of accounting to more challenging tasks like individual and consolidated financial statements. Prior
to the Job Challenge, I was in an MR position, so I was engaged in entirely different work. Acquiring
specialized knowledge was undoubtedly crucial, but even more important was the realization thatregardless of the type of work, universal abilities such as problem-solving approaches and mindset, anddetermination were equally essential for successful task resolution. By sophisticating these skills, I believe
I was able to further grow. Currently, I am responsible for management accounting in Corporate Planning& Business Development HQs. I owe my ability to wholeheartedly engage in this work to the insights andexperiences gained through the Job Challenge.

◼ After joining this program, are there anything that you would like the program to improve upon.
Q

A In my case, I had no prior work experience and only limited knowledge, so the company provided

dedicated mentors for guidance and assigned me to tasks gradually, starting from the basics. The
organization took special care to ensure a supportive environment for newcomers like me. To continue asimilar system where even inexperienced individuals can be transferred to different position, it would benecessary to secure resources within the receiving departments of the Job Challenge. It is paradoxicalthat this needs may limit the opportunities to use this system.

◼ Lastly, what do you hope for in the future for this program, and what would you say to future

Q users of this program?

A Through the utilization of this system, I gained the opportunity to experience different job roles, whichallowed me to perceive things from a more comprehensive perspective and led to an increase in selfconfidence in my work.

The Job Challenge is like a career change. It offers a chance to explore new career paths within the same
company. I encourage you to take on the challenge of the Job Challenge.

30

Initiatives in Human Capital Management
HealthWorkstyleGrowthProvision of growth opportunities for employees to self-fulfill

Terminology

Business

Explain

E-Win

Eisai Women’s Innovative Network:
With “Ambition” and “Companion” set as the key
concept, the program is designed for ambitious female
employees who want to continue shining in their own
way, take a step forward from their current position,
and adapt to changes in both work and life. Throughdeepening self-understanding, this program aims tofoster a long-term perspective on individual careerdevelopment. The program consists of 4-hour online
lectures once in a month and project work conducted
over 6 months.

E TALK！

An online communication event where employees,
across generations, positions, organizations, anddepartments can freely talk about daily life and learnings
from external environment, etc.

J-Win

Japan Women‘s Innovative Network:
NPO Organization that supports diversity andmanagement. Through 3 layers of female networking
activities based on job positions (Executive Network,
Next Stage Network, High Potential Network), it aims tofoster female leaders by promoting mutual learning andcollaboration among participants.

TAKUMI

Veteran employees who, as the front runners ofactualizing the hhc philosophy, find purpose in nurturing
the next generation of talent and creating new values
through challenges.

Udemy Business

The learning platform, Udemy, the one of the world’s
largest online learning platform based in the UnitedStates, offers its services with the concept of “Enriching
Lives Through Learning.” Instructors create courses thatthey wish to teach, and learners have the flexibility tochoose and engage in the courses they want to learn
from. With over 200,000 courses available, Udemy iswidely utilized as a learning environment by students
and working professionals alike.

Wevox

The engagement platform operated by Atrae Inc.
Utilizes its unique pulse survey to visualize theconditions of employees and organizations, thereby
supporting high-quality organizational management
through analysis.
* Surveys are conducted monthly* Score is the average value of a 7-point scale(“Neither” is a 57)

Wevox Score: Growth Opportunity

Average score for the question, “Are you able toimprove your abilities and skills through work?” This
question is asked on a monthly basis by Wevox’s pulse
survey.

31

Initiatives in Human Capital Management
HealthWorkstyleGrowthProvision of growth opportunities for employees to self-fulfill

Terminology

Business

Explanation

Unconscious Bias Training

Training that aims to learn methods to understand“unconscious biases” that appear in everyday
words and actions, and to develop the ability torespond appropriately when one is about to takeactions or remarks linked to biases.

Global Engagement Survey

Survey conducted once a year, targeting all
employees of the Eisai Group’s global companies.
Its purpose is to objectively assess employee's
engagement and organizational culture, and toconnect the evaluation and analysis of the scoresto the implementation of actions based on survey
results.

Global Engagement Score_Career
Outlook

The percentage of employees who provided
positive responses on the 5-point scale for the fourquestions in the annual global engagement survey:“opportunity for personal development andgrowth,” “drawing one’s career vision,” “promotion
opportunities,” and “achievement of the personal
career objectives.”

Cross-Border External Experience

The system in which employees are sent to various
external programs for the purpose of gaining
opportunities to acquire knowledge and experiencethat cannot be experienced within the company.

Professional Development Review

Once a year, employees create their own vision,
self-analysis, and action plans, and throughdialogue with their superiors, they establish andexecute their “Professional Development Plan.”This system supports continuous growth andcareer advancement for employees.

Domestic/International MBA
Assignment System

A system in which employees are dispatched topursue an MBA degree in Japan or overseas bypublic recruitment, selection, or nomination after
meeting certain requirements, receiving
recommendation from their superiors, anddeliberation by the human resources department
and top management.

32

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.40～P.41

HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Policies/Basic Ideas◼ We aim to evolve into a socially responsible and high-value company that can sustainably generate solution
to social issue through hhceco, achieving social good.
◼ We are fostering a corporate culture that embraces the changes and failures resulting from challenges, andactively building an organizational structure where diverse talents can fully demonstrate their performancethrough various work styles and self-improvement efforts.

Purposes and Overall Picture of Policies/Intiatives◼ We are working towards creating an organization that attracts diverse talents and provides roles andpositions where everyone can fully utilize their strengths. We are fostering a culture that praises talents who
approach challenges with ambition and continue to strive for improvement.
◼ Furthermore, we are advancing the establishment, visualization, and disclosure of data related to theorganization and talents to enable data-driven decision-making and organizational management in various
situations.
Placing the Right Personin the Right Place(Appoint)

Creating Mechanisms to
Attract Diverse Talents(Gather)

Creating Mechanisms to
Attract Diverse Talents(Gather)

Placing the Right Personin the Right Place(Appoint)

Fostering a Culture of
Praising Challenges(Unleash)

Improving Accessibilityof HR Data
(Support)

Improving Accessibility of
HR Data(Support)

Fostering a Culture of
Praising Challenges(Unleash)◼ Introduction of role-based◼ Diversifying managerial talent
compensation (Pay for Role) system ◼ Enhancing branding for hiring◼ Review of executive compensation◼ Referral system implementation
system◼ Creating a Global talent map◼ Creating/Implementing development plans for potential successors toimportant positions◼ Women’s career development & leadership program: E-Win/J-Win◼ Promotion of dialogue through 1on1 ◼ Holding organization leader training◼ 1on1 workshop◼ Quarterly performance review◼ Mentor system for organization
leaders◼ Pursuit of optimal management size

◼ Centralized data management, simplification of data collection process◼ Conducting engagement surveys and analyzing results◼ Accumulation, visualization, and expanded disclosure of engagement data

33

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.40～P.41

HealthGrowthWorkstyleBusiness

Business Partners with which the business organization grows

Data Highlight
Revenue per Person

Operating Profit per Person

80

10

60
40

66.8
M Yen

57.5
M Yen

67.2
M Yen

8
6
4

20

4.6
M Yen

2

0

3.6
M Yen

0
2020

2021

2022

2020

2021

* Value of Global

2022* Value of Global

Human Capital ROI

Ratio of Female Employees

50

50

40
30

4.7
M Yen

40.0%

Global
41.0%

42.0%

24.2%

26.0%

26.6%

40
34.7%

20

30

32.3%
22.3%

10

20

10

0

Parent company

0

2020

2021

2022

2020

2021

2022

* Value of Global

Ratio of Female Managerial Employees
50

Global

40
30

28.0%

20

33.0%

0

100

35.0%

Parent company

10

Global Engagement Score: DE&I

10.4%

11.5%

11.9%

2020

2021

2022

Global

80

78

60

61

40

Parent company

77
59

20
0
2020

2021

2022

* Score that surpasses the pharmaceutical industry
average34

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.40～P.41

HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Primary Policies/Initiatives
Creating Mechanisms to Attract Diverse
Talents (gather)◼ We are promoting the creation of new HR mechanisms that align with diverse career aspirations, and wehave implemented the “Pay for Role” compensation system from April 2023. To encourage proactive careerdevelopment, we are creating Job descriptions (JDs) for each position.
◼ The compensation system for Corporate Officers in addition to employees has been totally revised to reflect
non-financial capital components in the Corporate Officers' performance-based compensation.

Features and Objectives of the Human Resources System Reform

1Treatment based on
assigned role2

Treatment based on
demonstrated actions

3

Mechanism to foster
autonomy/initiative◼ In order to meet the increasingly diverse
needs of patients and individuals in society,
we are actively seeking to acquire talentregardless of gender, age, education, or
occupation. With a focus on the digital field,
we aim to complement the areas where
our company currently lacks expertise andavoid homogenization. Therefore, we arepromoting DE&I (Diversity, Equity&Inclusion) across the entire organization.

Motivation of talent andacceleration of growth speed

2020

Number of new
graduate hires

2021

2022

130

197

66

Male

67

93

37

Female

63

104

29

122

60

45

Male

85

48

38

Female37

127Number ofexperienced hire

Ratio of female new graduate hires

Ratio of female experienced hires

100

100

80
60

80
48.5%

52.8%

43.9%

60

40

40

20

20

0

30.3%

20.0%

15.6%

2021

2022

0

2020

2021

2022

2020

35

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.40～P.41

HealthGrowthWorkstyleBusiness

Business Partners with which the business organization grows

Primary Policies/Initiatives
Creating Mechanisms to Attract Diverse
Talents (Gather)◼ We are promoting DE&I (Diversity, Equity & Inclusion) across the entire company to expand thebusiness perspective from the traditional “patients and their families” to “patients and the People.”Through these transformation, we aim to cultivate diversity that can respond to the increasingly
diverse needs of patients and the People in society.

Our Company’s DE&I History

Eisai Innovation
Declaration

1989

Eisai Diversity Declaration
Diversity Committee Enacted

1992

2012

2021

Establishment of Corporate
Concept “hhc”

Developed Eisai
Diversity & Inclusion 2021
Strengthened DE&I
Promotion Structure2021

hhceco (hhc ＋ ecosystem)
Declaration◼ We are working towards enhancing diversity throughout the organization and creating theenvironment where the individuality and strength of each person are reflected in management anddaily operations.

Ratio of Female Employees
50
40

Ratio of Employee Age Groups
100

Global

40.0%

41.0%

42.0%

30

20

13.5%

17.4%

17.8%

29.7%

28.3%

25.3%

23.5%

22.8%

23.3%

20

27.5%

26.2%

27.2%

0

5.8%

5.3%

6.3%

2020

2021

2022

80
60

24.2%

26.0%

26.6%

Parent company

10
0
2020

2021

40

2022

Gender Pay Gap (2022)

70.2%

Under 30
30~39

◼ We will promote further advancement of
women into senior positions as the cause of
the gap is due to the underrepresentation of
women in higher-ranking positions.

40~49
50~59
Over 60
36

Initiatives in Human Capital Management
HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Primary Policies/Initiatives
Creating Mechanisms to Attract Diverse
Talents (Gather)◼ We are committed to establishing the foundation of deploying the best talents regardless of gender or age,and transforming the organization to one where diverse perspectives and innovative ideas are reflected indecision-making. Women, young professionals (aged below 30), middle-aged, and senior employees
exchange ideas openly to drive the organization forward.

Ratio of Female Managerial Employees

Ratio of Organization Leaders 30s and below

50

40

40
30

28.0%

Global
33.0%

30
20

20

Parent company

10
0

35.0%

10

10.4%

11.5%

11.9%

2020

2021

2022

0

11.3%

14.1%

2020

11.5%

2021

2022

Placing the Right Person in the Right Place(Appoint)◼ To achieve the right people in the rightplaces, we have defined the competencies
expected of all our employees and clarified
the roles for each position based on thesecompetencies. We are actively working on
identifying and appointing the best talents
for all positions within the company.
◼ For critical positions, we not only clarify thetalent requirements but also proactively
select candidates from a diverse pool whileplanning systematic training and job
assignments to acquire necessary skills andexperience.

◼ We are actively implementing the E-win
program as a career development andleadership training program for women,
aiming to ensure diversity and to support
women’s career advancement. Additionally,
we send female employees to participate in
the programs offered by J-Win to further
support their career growth.

2022
Number of E-Win
Participants
12 (47: cumulative)

Number of J-Win
Participants
4 (16: cumulative)

2020

2021

2022

Number of female
leadership development
programs2

3

3

Number of female
leadership training
participants

8

39

19

Number of transfers
through job challenge

1

4

8

◼ We are promoting the expansion of the Job
Challenge System (an internal job position
system) to strengthen the realization of
employee placements based on their career
aspirations.

37

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HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Primary Policies/Initiatives
Fostering a Culture of Praising Challenges(Unleash)◼ To raise individual willingness for taking on challenges, we assign tasks linked to experiences that foster
growth. Through repeated 1on1 dialogues and discussions with the team, we pursue an organization
enabling both individuals and the organization to continue growing.
◼ As a tool to track organization issues, we have implemented “Wevox.” Scores of organizations are sharedwith teams, which leads to the creation/implementation of action plans to strengthen the organization’s
capabilities.

2020

2021

2022

Number of 1on1 workshop participants

---

---

268

Number of 1on1 workshops held

---

---

14
times

66

67

66

---

73

71

Wevox Score*1:Culture of Challenge(Parent company)

Global Score Engagement*2:Culture of
Challenge(Global)*1 Score is the average value of a 7-point scale, “neither” is 57*2 Almost same score as the average score of pharmaceutical companies

Improving Accessibility of HR Data (Support)◼ We are working towards visualizing employee engagement and providing timely feedback to each department,
as well as utilizing this data for various HR initiatives.
◼ As part of our efforts to enhance employee engagement, we have two initiatives: the annual “Global
Engagement Survey” that targets all employees worldwide, and the monthly “Wevox” pulse survey thattargets employees in Japan. Through these surveys, we monitor employee engagement over time and gather
feedback from employees to plan and implement further HR strategies.

2020

2021

2022

Number of Wevox respondents

2,690

2,712

2,681

Wevox response rate

83%

84%

83%

Number of
respondents

---

2,343

2,355

Response
Rate

---

76%

76%

Number of
respondents

---

8,961

8,996

Response
rate

---

81%

83%

Parent company
Globalengagement
surveyGlobal38

Initiatives in Human Capital Management※ XXX：Content/definition explained on P.40～P.41

HealthWorkstyle

ColumnGrowthBusiness

Business Partners with which the business organization grows

Received the “Basic Achievement Award” at the J-Win Diversity Awards◼ Our concept, hhc, intends that each employee gives first thoughts
to patients, their family and the People in the daily living domain,thing over what we should do for enhancing their benefits
through discussion among diverse members and then out thoseideas into practice in our business activities. For us at Eisai,
promoting diversity is essential for realizing hhc. The penetrationof hhc concept serves as a guiding principle for diverse employeeswith a shared purpose, and we believe it as a strength of Eisai’s
diversity. To accelerate the improvement of corporate culture andeliminate hidden inequalities in traditional practices and systems,
we have added the concept of Equity and evolved our diversity
initiatives under the banner of Diversity, Equity & Inclusion(DE&I) promotion.

Executive Director, Global HR
Career Development Department& Special Mission for DE&I
Hiroko Shinjo◼ In order to realize our corporate philosophy, we recognize the importance of acquiring and empowering

diverse talent, and we have been promoting DE&I. Our efforts have been highly regarded, and we have beenrecognized as a company that is expected to further advance the promotion of women into managerial
positions. In March 2023, we were honored to receive the “Basic Achievement Grand Prize” in the “Company
Prizes: Basic Category" at the "J-Win Diversity Award" (organized by the NPO J-Win).

Highly Valued Policies and Initiatives
Implemented the “DE&I Promotion Committee” and promoted “DE&I Project” for all each departments
Implemented a HR evaluation system more focusing on more diversity, setting “diversity and synergy” as abehavior evaluation criteria, starting 2023
Held E-Win program with the purpose of developing female leaders
Promoted a cultural and mindset transformation within the organization through facilitated dialogues anddiscussions, by utilizing the monthly engagement survey (Wevox)◼ Eisai’s DE&I isn’t just a mutual support or compromise. Furthermore, we are developing
opportunities for employees’ challenges and growth, based on differences such as gender, region,

and age. As a result, a diverse range of individuals beyond various differences will continue togrow as a team that responds to unspoken thoughts and feelings of patients, their families, andthe people in daily domain, evolving into an “hhceco” (hhc philosophy + ecosystem) company that
supports people in “realizing their fullest life.”

39

Initiatives in Human Capital Management
HealthWorkstyleGrowthTerminology

Business

Business Partners with which the business organization grows

Explanation

1on1 workshop

A workshop for organization leaders, to share the significanceand effectiveness, process and tips of 1 on 1 meeting, as well
as how to conduct them, and what to consider.

E-Win

Eisai Women’s Innovative Network:
Setting “Aspirations” and “Mates” as key concepts, thisprogram aims to empower motivated female employees who
aspire to shine authentically though both work and life. The
program focuses on deepening self-understanding, enabling
adaptation to changes in work and life, and cultivating a longterm perspective to develop a personal career vision. The
program consists of monthly 4-hour online lectures andproject work conducted over a 6-month period.

J-Win

Japan Women‘s Innovative Network:
An NPO that supports diversity management. Through a 3layered women’s network program based on different
positions (Executive Network, Next Stage Network, High
Potential Network), they aim to foster female leaders bypromoting mutual learning, collaboration, and coordination.

J-Win Diversity Award

Held since 2008 to accelerate the promotion of Diversity &Inclusion (D&I) within Japan, by awarding companies who are
advanced in the D&I efforts. This awarding aims to serve as acatalyst for D&I advancement by highlighting the significanceand purpose of leveraging women’s potential, setting goals,
establishing structures and systems, and initiating actions
within companies.

Wevox

Engagement platform operated by Atrae, Inc. It supports highquality organization management by utilizing the data gained
from a unique pulse survey and visualizing the status of
employees and organizations.
- Surveys are held monthly at Eisai- The score is the average of a 7-point scale(“Neither” is 57 points)

Wevox score: Culture of challenge

Average score for the question “Do we have a culture thatpraises a challenge even if it fail,” on the monthly Wevox pulse
survey.

Global engagement survey

An annual survey conducted for all employees of Eisai Group’s
global companies with aim of objectively assessing employee
engagement and organizational culture. The survey involves
evaluating and analyzing scores, followed by implementing
actions based on the results.

Global engagement score: DE&I

The ratio of employees who answered positively on a 5-point
scale, for questions regarding the 4 items of “mutual respect,”“success of diverse backgrounds,” “open communication
environment,” and “recognition of different values,” on theannual global engagement survey.

Global engagement score: Culture ofchallenge

The ratio of employees who answered positively on a 5-point
scale, for questions regarding the 4 items of “environmentthat doesn’t blame failed creative ideas,” “risk-taking,” “opendiscussions,” and “encouragement of different approaches,” on
the annual global engagement surveys.

40

Initiatives in Human Capital Management
HealthWorkstyleGrowthTerminology

Business

Business Partners with which the business organization grows

Explanation

Global talent map

To realize an optimal human resource strategy based ondata on a global basis, we are working to identify
current high-performance employees and high-potential
talents who are expected to play an active role in the
future.

Referral system

System that our employees introduce external
candidates for open positions in our company .

Job Description (JD)

A document that outlines the purpose, content,
responsibilities, authority, required experience, skills,
knowledge, qualifications, expected outcomes,
characteristics, and behaviors for each job or position
within the company. “JD” for short.

Human Capital ROI

Indicator that shows efficiency of the contribution of
invested human capital to profitability.
Human Capital ROI＝〔Revenue － (Total Cost - Labor Cost)〕 / Labor Cost-1

Mentor system for organization leaders

As the role of the head of an organization expands, thissystem assigns mentors from within and outside thecompany to the organizations’ heads who desire amentoring, mainly younger heads, to help them manage
their organizations, deal with members from diverse
backgrounds, and resolve issues they may have in theirown careers.

Gender pay gap

The ratio of average wages paid to men, versus theaverage wages paid to women.
Gender Pay Gap＝ Female average wages / Male
average wages * 100
Annual Average Wage = Total Wage / Number of
employees

41

Initiatives in Human Capital Management
Outlook of Human Capital Management
Realization of hhc Concept

Business

WorkstyleGrowthDE&I

HealthWorkstyle

HealthData
Driven HR

Health literacy improvement through awareness activities, and performancemaximization
By providing further information through organizing events, seminars, and video contents, wewill increase the health literacy of employees, which will lead to creating an environment
where employees can maintain their physical/mental well-being, while performing their best.

Acceleration of value co-creation activities by developing spaces for crossboundary interactions
We will actively work on creating spaces where employees can interact not only within a specificorganization but across boundaries of internal/external organizations, aiming to accelerate newvalue co-creation activities by environments where diverse talents and technologies converge.

Establishing a foundation that encourages individual autonomous growth
GrowthWe aim to shift from company-driven talent development to a system that prioritizes thealignment of each employee’s career aspirations with the skills and experiences required bytheir respective roles. By establishing such a mechanism, we intend to foster individualautonomous growth and development.

Realization of career autonomy through Pay for Role evolution
Business

We aim to achieve employee career autonomy by creating an environment where thecompany’s desired roles are visualized, making it easier for employees to devise career plans.
Additionally, we foster a culture where supervisors actively support their subordinates’ career
aspirations, thus facilitating the realization of employee career autonomy.

Continuous evolution to a company where diverse talents continue to thrive

DE&I

Data
Driven HR

We will advance talent development, environmental improvements, and cultural reforms toachieve the goal of having 30% female representation among all employees and managerial
positions, 20% representation of young management in 30’s and younger, and 50% or moreutilization rate of spousal paternity leave or childcare leave amounting for over 5 days.

Advancement of data utilization through integration of HR strategy, humancapital disclosure, and analytics
We will establish a mechanism to accumulate organizational and human capital data in atimely and appropriate frequency. Additionally, we will acquire and develop individuals skilled
in analysis, enabling us to conduct a high-quality analysis with freshness and precision. This
analysis will be utilized for informed decision-making in both management and HR strategies.
42

Human Capital Metrics

Human Capital Metrics
HealthPursuit of a work environment where employees can work safely

WorkstyleGrowthBusiness

Data Regarding Employee Health
2020

Prevention

Health2022

Regular health check-up
percentage

98.3%

99.0%

99.9%

Stress Check Rate

97.6%

96.8%

97.3%

Exercise habit ratio*1

33.3%

26.5%

27.6%

Smoking rate

13.2%

11.8%

10.9%

High-stress individual rate

7.6%

9.3%

8.3%

Blood pressure risk rate*2

0.4%

0.2%

0.1%

Healthy weight maintenance
rate

67.8%

68.7%

69.6%

Comprehensive health score*3

86.0

86.0

83.0

Glycemic metabolic disorder
rate

1.1%

0.8%

0.7％

Rate of employees withsatisfactory amounts of sleep

73.3%

73.0%

73.1%

155,000yen

167,000yen

175,000
yen

Cases of workplace accidents(Occurrence rate) *4

21

21

11

Workplace accident deaths(Fatal accident rate) *5

0

0

0

Medical cost (per person)

Workplace
Accidents

2021

*1

Ratio of employees who exercise over 30 minutes, over twice a week, and for over a year*2

Ratio of employees with systolic blood pressure of 180mmHg or above, or with a diastolic blood pressure of
110mmHg or above*3

Numerical score based on the probability of employees taking leaves of absences in the surveyed organization,using the average Japanese workplace as a reference (national average is set as 100)
*Comprehensive Health Risk Score 80= 20% less likely of leaves compared to the national average*4

Cases of full-time, part-time, and contract employees with leaves due to traffic and occupational accidents*5

Full-time, part-time, and contract workers are subject* Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
44

Human Capital Metrics
HealthWorkstyleGrowthPursuit of realizing various workstyles for efficiency/effectivenessBusiness

Data Regarding Employees’ Workstyles
2020

Life Event
Related2022

Paternity leave uptake rate*1

69.2%

75.3%

91.2%

Average paternity leave days
taken

10.7

20.1

15.1

Number of male employees who
took spousal paternity leave

49

59

57

Number of parental leavesystem users

110

133

130

Male

20

40

38

Female

90

93

92

94.7%

99.2%

136.8%

Male

23.1%

41.9%

55.9%

Female250.0%

232.5%

340.7%

61

50

54

Male

0

2

0

Female

61

48

54

97.8%

95.5%

98.6%

Male

100.0%

97.1%

100.0%

Female

96.4%

93.5%

97.3%

Parental leave system uptake
rate*2

Number of users who utilized
shortened work hour system forparenting

Return to work for parental
leavers rate

*1

2021

Aggregate number of parental leave and spousal leave*2

Number of employees using parental leave this year ÷ Number of employees who gave birth or had a spousegave birth this year
(It may go over 100%, as people who gave or had a spouse give birth in the previous year and continue theirleave this year are included in the numerator.)※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
45

Human Capital Metrics
HealthWorkstyleGrowthPursuit of realizing various workstyles for efficiency/effectivenessBusiness

Data Regarding Employee’s Workstyles
2020

Life-event
RelatedNumber of caregiving leavesystem users

*1

2022

1

0

0

Male

1

0

0

Female

0

0

0

1

2

1

Male

0

1

1

Female

1

1

0

49.9%

52.8%

49.5%

Average monthly overtime
work times

12 hours
32 minutes

13 hours
59 minutes

14 hours
19 minutes

Average number of annual paid
leaves taken*1

11.5 days

11.2 days

13.3 days

Number of users who utilized
the shortened worktime
system for caregiving

Workstyle
Related2021

Remote work rate

Average for non-managerial positions※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
46

Human Capital Metrics
HealthWorkstyleGrowthProvision of growth opportunities for employees to self-fulfill

Business

Data Regarding Employees’ Growth

Overall
Training

Specific
Training

2020

2021

2022

Overall cost of talentdevelopment/training

679 M Yen

601 M Yen

513 M Yen

Training cost per person

213,000
Yen

188,000
Yen

169,000
Yen

1

2

2

Number of MBA sponsorshipprogram users※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
47

Human Capital Metrics
HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Data Regarding Personnel Number
2020

Basic Data

Employeenumber2022

Parent company

3,005

3,034

3,043

Global11,237

11,322

11,076

43.9

43.0

43.6

18.5 years

17.4 years

17.9 years

Parent company

10.4%

11.5%

11.9%

Global

28.0%

33.0%

35.0%

Ratio of experienced hires inmanagerial positions

12.6%

14.4%

14.3%

Ratio of org. leaders in the ageof 30’s and younger

11.3%

14.1%

11.5%

Ratio of women among all
Board of Director members

9.1%

8.3%

9.1%

Ratio of women among all
Corporate Officers

12.9%

13.8%

18.2%

Employment rate of personwith disabilities

2.63%

2.33%

2.45%

Average age
Average length of employment

DE&I

2021

Ratio offemalemanagerial
employees※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
48

Human Capital Metrics
HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Data Regarding Personnel Number
2020

DE&I

Parentcompany

Structure
ratio byage
group

Global

2021

2022

~29

13.5%

17.4%

17.8%

30~39

29.7%

28.3%

25.3%

40~49

23.5%

22.8%

23.3%

50~59

27.5%

26.2%

27.2%

60~

5.8%

5.3%

6.3%

~29

---

13.7%

13.8%

30~39

---

32.3%

31.7%

40~49

---

27.4%

27.4%

50~59

---

22.1%

22.1%

60~

---

4.6%

5.0%

Data Regarding Labor Cost
2020

Wage

2021

2022

10,424,202
Yen

9,201,998
Yen

10,502,730
Yen

---

---

70.2%

Fulltime employees

---

---

71.6%

Part-time/ contract
employees

---

---

62.1%

Yearly average wage
Gender pay gap※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
49

Human Capital Metrics
HealthWorkstyleGrowthBusiness

Business Partners with which the business organization grows

Data Regarding Talent Flow
2020

Hiring

New graduate hire

2022

130

197

66

Male

67

93

37

Female

63

104

29

122

60

45

Male

85

48

38

Female

37

12

7

7.6%*

4.0%

4.4%

Male

5.7%*

3.2%

3.6%

Female

1.8%*

0.9%

0.9%

11.6%

14.7%

13.6%

Male

10.6%

14.1%

12.6%

Female

12.6%

16.0%

14.7%

Parent company

2.0%

3.1%

3.5%

Male

4.8%

2.3%

2.6%

Female

1.8%

0.8%

0.8%

7.9%

11.4%

9.2%

Male

7.4%

9.8%

8.8%

Female

9.6%

13.1%

9.6%

Experienced hire

Resignation

2021

Turnover rate* Parent company

GlobalVoluntary
resignation
rate

Global* Voluntary retirement program was implemented in 2020

※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)
50

Human Capital Metrics
Data Regarding Purpose
2020

Engagement

Philosophy
Permeation

GlobalParent company
Engagement
Survey Score:
OverallGlobalEngagement
GlobalParent company
Engagement
Survey Score:
Philosophy
GlobalPermeation

2021

2022

---

73

72

---

85

85

---

92

92

---

96

96

Data Regarding Productivity
2020

2021

2022

Overall
Productivity

Human Capital ROI

Productivity
per Person

Sales per employee(Global)57.5 Mil. Yen 66.8 Mil. Yen 67.2 Mil. Yen

Operation profit per employee(Global)

4.6 Mil. Yen

34.7%

32.3%

22.3%

4.7 Mil. Yen

3.6 Mil. Yen

2021

2022

Data on the Status of Compliance Initiatives
2020

Awareness

Number of compliance trainings
held(Total for parent company)

83

89

111

Compliance training participants(Total for parent company)

5,000

6,000

8,300

100.0%

100.0%

100.0%

370

320

344

Sign Rate of ComplianceDeclaration(Parent company)

Consultation
ReportingConsultation/Reporting Cases(Received by parent company)※ Unless specified, the numbers are for Eisai Co. Ltd. (Parent company)

51

52