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

Established on August 30, 2017

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. 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. 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. 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. 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. 5.
    To achieve the above 1 through 4, the Group establishes and operates appropriate organizational schemes and operational processes at each Group company.

Against this backdrop, we established the "Kyowa Kirin Group Talent Management Policy" in order to clearly define the relationship between the Group's employees and the companies they work for, delineate our Group-wide uniform approach to employees' competence development, and strengthen the development of individuals and organizations that will tirelessly tackle reforms and create new value.

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.

FY2018 Results of training conducted by Human Resources Department
Program Title People Trained Total Time
Trained (hours)
Training by rank Training by rank 303 12,132
Management training 291 8,928
Developing female staff Kirin Group training 5 200
Leadership training 13 514
KHK School Program Strategic training 27 2,079
Global training 14 972
Self-development Self-development support 675 -

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 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

Striving to maintain a comfortable work environment where individuals are respected for who they are and to foster a corporate culture conducive to such environment, Kyowa Kirin repeatedly engages in constructive discussions with the labor union in a spirit of partnership and mutual respect. 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.