GrowthSpecial Dialogue between the CEO & COO: Together, Pioneering New Horizons

In March 2025, Kyowa Kirin established a new Chief Operating Officer (COO) position and Abdul Mullick was appointed as the Representative Director, President and COO. Miyamoto CEO and Mullick COO will jointly lead the company’s management going forward. They had a special dialogue regarding the management of the new structure and shared their thoughts and ideas about management.

Miyamoto　The new drugs, which were launched for the global market, have delivered life-changing value to patients worldwide, and I believe we have achieved significant results. On the other hand, we faced challenges as several new drug candidates were forced to be discontinued, hindering the development of a robust pipeline^*1 for the future. Taking into account these changes in the environment, we unveiled our Story for Vision 2030 in February 2024, clarifying the disease areas and modalities we will focus on, as well as the assets we will develop and serve independently and through collaboration with other companies to maximize their value. To strongly promote this strategic story, we have decided to establish a new COO position and adopt a dual management structure with both a CEO and COO.

We appointed Abdul Mullick, who has extensive knowledge and experience in the global deployment of pharmaceuticals targeting rare diseases, as the new COO. Moving forward, I intend to work closely with the new COO to further strengthen our management at the global level. I have decided to fully entrust the operational aspects of our company, such as enhancing the pipeline, delivering drugs to patients, further optimizing the organization, and strengthening production and research, to Mullick-san. I will focus on evolving the CxO structure that supports these operations and building relationships with stakeholders as CEO.

Mullick　I am very excited to take on the leadership role alongside Miyamoto-san in steering this company. Kyowa Kirin has a remarkable history rooted in biotechnology, particularly with antibodies, and possesses strengths that are unrivaled in certain areas. On the other hand, in order to make significant strides globally in the future, there are still many aspects that need to be strengthened.

From a different perspective, however, this presents an opportunity to pave new paths alongside colleagues of the Kyowa Kirin Group. I believe this represents a significant appeal not found in large pharmaceutical companies as I experienced in my previous employment. I intend to leverage my experience and insights to fully embrace this challenge and enjoy the journey ahead.

Miyamoto　One of the notable attributes of Mullick-san as a business leader is his ability to formulate strategies with a medium- to long-term perspective while keeping an eye on the desired future state. He is committed to executing these strategies with a strong sense of ownership. In fact, he has demonstrated his skills in the challenging mission of delivering global new drugs to as many patients as possible in Europe and the United States, making substantial contributions. In 2023, he transferred to the Tokyo headquarters and later served as Chief International Business Officer (CIBO), and worked diligently on the restructuring of the EMEA and the APAC region.

Moreover, one reason I believe he is well-suited to be at the top of this company is his flexible approach. Many leaders with long experience in the pharmaceutical industry in the US and Europe often think that applying their own successful experiences will lead to success. However, Mullick-san does not take such a one-sided approach. While he shares his own experiences and thoughts firmly, he does not assume his opinions are always correct, instead engaging in flat discussions to derive optimal solutions. Among Japanese companies, when a foreigner takes the top position, there are often concerns about friction arising from differences in thoughts and values with employees. However, Mullick-san exhibits such flexibility that it is hardly noticeable.

Mullick　I am deeply honored that Miyamoto-san holds me in such high regard. I believe that I can maintain a flexible attitude and listen to everyone’s opinions, which stems from my strong resonance with our Company’s vision. The vision Miyamoto-san often speaks about-“creation and delivery of life-changing value that ultimately makes people smile”-completely aligns with my management philosophy.

I joined Kyowa Kirin at the time of the launch of a drug for rare disease. I was able to meet many patients and their families who were eagerly awaiting the drug, directly hear their voices of joy, and see their smiles up close. This experience profoundly moved me. We realized that we are not just delivering drugs, but can also create smiles.

Mullick　Yes. In my previous role, I also had opportunities to speak directly with patients. Especially when I talked with patients with rare diseases and their families, I deeply felt the significant impact that medicines have on their lives. I continue to keep in touch with one particular family. Every time we meet, the desire to deliver medicines and appreciate the joy the medicines bring rises anew in my heart, becoming my driving force.

Patient Centricity is important not only for rare diseases but for all illnesses. Although some functions’ employees have fewer opportunities to communicate with patients, I hope to create more opportunities in the future where employees can engage in dialogue with patients, so that everyone can work with patients always in mind.

Mullick　The most important thing is to continuously create and disseminate life-changing value over the next 10 or 20 years while fostering innovation. Human capital is undoubtedly important to realize this. In a passage from the Commitment to Life mission statement created at the time of our establishment in 2008, one phrase states: “Not a large company, but with qualities like none other.” In other words, our underlying value doesn’t have to do with the size of the Company but rather with “how much difference we can make.” By developing life-changing medicines that can only be achieved by Kyowa Kirin, we can ultimately make people smile.

First, it is important for us employees to be smiling. By investing in employees’ growth and well-being, I believe their smiles will bring smiles for patients and caregivers.

Our newly formulated KABEGOE Principles outline the desired company culture and specific behavioral guidelines, and have been shared with employees worldwide. I feel it is also an important role for me to lead the promotion of these KABEGOE Principles as we work towards realizing our vision.

Miyamoto　I share the same sentiments as Mullick-san. I will work closely with Mullick-san to strengthen the management structure of the Kyowa Kirin Group and continuously create life-changing value to the best of our abilities.