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.

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).

Kyowa Kirin refers to management level employees as "managerial staff," and non-managerial employees as "general staff."

You can see this table by scrolling horizontally.

FY 2020 training conducted by the Human Resources Department
Programs People Trained Total Training
Time (hours)
Compulsory training by rank Training by rank (General staff) 472 9,988
Training by rank (Managerial staff) 270 4,145
Next-generation personnel development Next-generation personnel development training 28 1,764
Training for female employees Kirin Group training 5 227
Career training 11 401
Staff hired through mid-career recruitment Training for staff hired through mid-career recruitment 335 2,111
Career training by age Career and life planning training (General staff) 67 153
Career and life planning training (Managerial staff) 103 133
Self-development Self-development support 329 -
Total 1,291 18,925

Kyowa Kirin's annual training hours per participant and training hours per employee for FY2020 are as follows.

Annual training hours per participant:
14.7 hours
Training hours per employee:
5.1 hours

In addition, we provide the “Global Talent Program” to support the acquisition of an MBA with the aim of developing human resources who will be responsible for future group management.
We also take initiatives such as participation in education and training programs in academia to improve the scientific level of personnel involved in research and development and to provide opportunities for them to play active roles outside the company.

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.

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.

Evaluation System

Kyowa Kirin employs an evaluation system for the purpose of developing and growing employees and improving business performance by demonstrating such development and growth. The evaluation system is based on a role development map that shows the roles and behavioral levels expected of each employee, and is operated as an integrated system from the perspectives of short-term role development and behavioral enhancement (GSP evaluation), expansion of performance and organizational contributions semi-annually (contribution evaluation), and mid- to long-term human resource development (career development).
In the evaluation process, individual meetings are held between supervisors and members in order to ensure that the series of processes, from goal setting to conducting the evaluation and providing feedback, are carried out properly. In the meeting at the beginning of the term, the supervisor and the member have a discussion about goal-setting and career prospects, and share their perceptions. In the meeting at the end of the term, they review their performance and processes against their goals and conduct an evaluation with the supervisor. During the evaluation feedback, the supervisor communicates the results of the evaluation and discusses the expectations and shortcomings of the member, leading to a better understanding of the evaluation and opportunities for further growth. Decisions on bonuses and salary increases are based on the GSP evaluation and contribution evaluation. In addition to individual interviews, Kyowa Kirin proactively utilizes "1-on-1 communication," which consists of a regular one-on-one discussion to confirm the progress of work, human resource development, and expected roles.
Furthermore, for middle management, we conduct management surveys that include the perspectives of subordinates. The purpose of this is to encourage the development of leadership and other skills, as well as to strengthen behavior leading to behavioral change. We also conduct evaluator training to improve the conviction and fairness of evaluations.

Career Development

Every employee completes a Career Development Sheet, while superiors fill out a Talent Review Sheet, with the aim of aligning the career plan of each individual with the capacity-building direction pursued by the Company and helping them achieve growth, unleash their full potential, and accomplish tangible outcome.
Furthermore, each division semiannually holds the Talent Review Council meeting to discuss the specific new challenges to be assigned to each individual with the aim of helping them maximize their capabilities, achieve growth, and fulfill their potential. Thus, in addition to the direct superior, the entire organization is involved in the promotion of human resources development.

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.

Programs for Developing Managerial Personnel

We provide appointment-based training to develop executives for the next generation. The theme of the training is "learning the perspectives and ideas of executives," and the training period lasts six-months. This training is offered to young managerial staff and general staff. The objective of the program is for young managerial staff to become key personnel for the next generation by acquiring a perspective with an awareness of management through various case studies, communication with top managerial staff, and solving the company’s own issues; and for general staff to accelerate their growth by acquiring a broader perspective and the ability to consider on a long-term time line basis. We will continue to develop managerial personnel for the next generation by pooling these next-generation personnel and discussing their future career plans.

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

Kyowa Kirin Group have been working on reforming the way we work by formulating the "Smart Work Promotion Plan," with the aim of fostering an organizational culture that emphasizes productivity and an organization with a high level of satisfaction with regard to the way we work. 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.