Human Resource Development and Corporate Culture
In an effort to fulfill its management philosophy, the Kyowa Kirin Group acts in line with its Core Values and Code of Conduct and with high ethical standards toward its goal of becoming a corporate group trusted by society.
Amid the increasingly drastic changes surrounding our business, we believe it to be critically important to recruit and foster people capable of exercising leadership and autonomously taking on the challenge of reform. It is also imperative to harness the unique capabilities of employees with diverse backgrounds and offer them opportunities to co-create new value.
Considering its employees as the source of innovation, the Group is striving to unleash the full potential of each and every employee to develop individuals and organizations that will tirelessly tackle reform and create new value.
Kyowa Kirin Group Talent Management Policy
In an effort to fulfill its management philosophy, the Kyowa Kirin Group (hereinafter, “the Group”) acts in line with its Core Values and Code of Conduct and with high ethical standards toward its goal of becoming a corporate group trusted by society.
The business environment surrounding the Group is undergoing increasingly dramatic changes as health and medical care needs and technology diversify and issues of healthcare economics emerge on a global scale. In such an evolving environment, we must accelerate our own business model transformation, such as by creating new value and globalizing our businesses. To this end, it is imperative for us to retain and develop employees capable of exerting leadership and autonomously taking on the challenge of reform. We must maximize the capabilities of individuals with diverse backgrounds and offer them opportunities to co-create new value.
In light of such circumstances, we have established the following policy to clearly define the relationship between the Group’s employees and the companies they work for, delineate our uniform Group-wide approach to employees’ competence development, and strengthen the development of individuals and organizations that will tirelessly tackle reform and create new value.
- 1.Considering its employees as the source of innovation, the Group strives to unleash the full potential of each and every employee to develop individuals and organizations that will tirelessly tackle reform and create new value.
- 2.The Group harnesses the unique individuality of employees with diverse backgrounds and encourages them to co-create new value.
- The Group strives to create an open and invigorated corporate culture.
- The Group provides opportunities for challenge and growth.
- 3.The Group’s employees shall act autonomously and take on the challenge of reform that contributes to the Group’s growth.
- The Group’s employees shall think, interact and take actions with self-initiative.
- The Group’s employees shall seek to achieve self-growth and contribute to their organizations.
- 4.The Group engages in labor management in compliance with laws and regulations, guidelines and industrial rules pertaining to labor relations in the countries where it operates its business.
- 5.To achieve the above 1 through 4, the Group establishes and operates appropriate organizational schemes and operational processes at each Group company.
Overview of Human Resource Development System
There are a wide range of human resource development programs in Kyowa Kirin, including those that provide growth opportunities through job experiences and those tailored to ranks and objectives. The programs are intended to raise productivity and develop employees that will serve as the source of an innovation-oriented corporate culture, aiding the company to leap forward to become a global specialty pharmaceutical company (GSP).
You can see this table by scrolling horizontally.
|Program Title||People Trained||Total Time
|Compulsory training by rank||Training by rank (General staff)||303||12,132|
|Training by rank (Managerial staff)||291||8,928|
|Training for female employees||Kirin Group training||5||200|
|KKC School Program||Global strategic training (General staff)||27||2,079|
|Global strategic training (Managerial staff)||14||972|
|Training by age||Career and life planning training (General staff)||40||720|
|Career and life planning training (Managerial staff)||128||2,130|
Financial grant program for degree acquisition
As an R&D-focused life science company, Kyowa Kirin helps R&D employees earn degrees that benefit their career paths by providing grants to cover all expenses incurred to earn such degrees.
Smart Work Promotion Plan
The Kyowa Kirin Group is endeavoring to implement a work-style reform under its "Smart Work Promotion Plan," which aims to develop a corporate culture that values productivity and enhance employees' satisfaction with their work style. By executing the plan, we are trying to raise employees' awareness of the importance of working efficiently and properly managing their working hours, and to urge each employee to take one small step forward in reforming their work style at their respective workplaces, however busy they are.
Employee Awareness Survey
The Kyowa Kirin Group conducts a uniform Group-wide employee awareness survey ever year at Kyowa Kirin and its subsidiaries within and outside Japan. By identifying our organization's strengths and areas that need improvement and implementing initiatives to solve issues clarified through the survey, we are striving to bring out the maximum potential in each and every employee, to encourage people to make transformations and continue creating new values, and to build organizations conducive to such a corporate culture.
Dialogue with Employees
Kyowa Kirin has agreed with the labor union to adopt the union-shop system, and repeatedly engages in constructive discussions in a spirit of partnership and mutual respect with the aim of maintaining a comfortable work environment where individuals are respected for who they are and developing a corporate culture conducive to such environment. Labor-management discussions are also held at each domestic Group company in an effort to establish and maintain a sound relationship between the two sides.
Performance-linked remuneration system
Kyowa Kirin uses a performance-linked remuneration system in which the level of bonus for the entire Company is determined based on its financial performance. In addition, the amount of bonus for each employee is decided by incorporating the degree of contribution they have made to the organization they work for. By having corporate performance and the degree of contribution reflected to some extent in each employee’s remuneration, we aim to motivate them to enhance corporate performance.