Mutual Growth of Employees and the Company

The Daiichi Sankyo Group considers its people to be its most important asset, and pursues long-term growth by practicing innovation, integrity and accountability as described in its Core Values.

Basic Policy

At Daiichi Sankyo, we believe that employees, through their embodiment of the Daiichi Sankyo Group’s Core Values and their diligent daily efforts to carry out our Commitments in and outside the Company, will be a strong driving force behind realizing our vision and fulfilling our mission.
The Daiichi Sankyo Human Resources Management Philosophy was designed to support the development, empowerment, and fair treatment of employees that, irrespective of their location in the world, share in the principles of innovation, integrity, and accountability. At the same time, we expect employees to uphold the ethics and standards we have defined and to work toward the realization of our corporate vision.
To improve the speed and quality of the Daiichi Sankyo Group’s global operations, it is essential that businesses in different regions coordinate and collaborate closely with one another. We are further expanding our global business by providing rotational opportunities for our employees among our locations in different countries and regions, thus enabling employees to experience different cultures and ways of thinking and creating an environment in which diversity is respected.

The Daiichi Sankyo Human Resources Management Philosophy(95KB)

Examples of Initiatives

Develop Human Resources

・Human Resources Development Policies

It is our fundamental practice to help our employees develop through their work and to cultivate all employees with the professional mind-set of doing what is best for the Company as a whole. We develop leaders on an individual basis through a combination of rotational work assignments, on-the-job training, and evaluations, while linking these activities to dedicated self-study and training. At the same time, we select executive management candidates from mid-level and management employees to receive development opportunities, such as internal and external training and chances to take on new challenges.

・Development of Entry- and Mid-level Employees

For entry-level employees in Japan, we provide training, usually in their third year of employment and upon promotion to a manager-level position, aimed at developing individuals that can take ownership of their own growth and personal development. In addition to providing opportunities for personal development, we seek to place mid-level employees in positions based on their abilities to help them acquire the practical knowledge and experience essential to progress as a leader in the organization.

・Cultivation of Line Managers (Organization Heads)

We cultivate line managers by increasing the range of opportunities through which they can engage in an ongoing cycle of exercising and improving their skills. The aim of these efforts is “to create a workplace that develops individuals capable of consistently providing results, while independently adapting to a changing environment.”

・Cultivation of Spirit of Self-Development among Employees

Daiichi Sankyo encourages employees to voluntary pursue skill development so that they can acquire necessary skills and study vital topics. Accordingly, we provide access to an assortment of programs to support the self-development of employees (including correspondence courses, internal and external seminars, and online language schools) in order to aid employees in enhancing their skills.

・Group Talent Management

At the Daiichi Sankyo Group, human resources representatives from Japan, Europe, the United States, and Asia and South and Central America (ASCA) meet regularly to exchange information on the progress of shared global initiatives for cultivating future leaders along with information on initiatives and their progress in each region.
In fiscal 2012, we introduced the Daiichi Sankyo Core Competency Model to facilitate efforts for realizing the Daiichi Sankyo Human Resources Management. This model has been incorporated into human resources systems in each country of operation, heralding the start of our Group talent management initiatives for furthering human resources development. Since fiscal 2015, we have been using standardized tools in shared Group-wide practices and enhancing human resources review and development plans in certain regions.

Efforts to Secure and Retain Human Resources

Daiichi Sankyo identifies positions that are key to the accomplishment of its corporate vision and the goals of its medium-term management plan on a global basis. We clearly designate the individuals that are potential successors to these key positions and provide them with opportunities and roles that allow them to tackle new challenges in order to further their growth. We thereby seek to secure and retain human resources.

Promotion of Diversity and Inclusion (D&I)

The Daiichi Sankyo Group believes that the most important factor behind its ability to develop its global business and foster innovation is the diversity of its employees. The Group must employ a diverse population of individuals in terms of nationality, gender, age, ways of thinking and lifestyles. All employees must be accepted and able to fully exercise their talents. For this reason, we continue to cultivate environments at all sites in which employees understand D&I and respect one another. (See “Voice” below.)

Signing of Statement of Support for the Women’s Empowerment Principles

In December 2016, Daiichi Sankyo CEO George Nakayama signed a Statement of Support for the Women’s Empowerment Principles (WEPs). Established through a joint effort between the United Nations Entity for Gender Equality and the Empowerment of Women (UN Women) and the United Nations Global Compact, the WEPs are a set of principles for guiding companies in implementing voluntary measures for empowering female employees. The decision to endorse the WEPs is a testament to Nakayama’s commitment to helping realize the necessary workplace environment and social climate to empower women in the workplace, marketplace, and community. We will proceed to follow the seven principles to enhance our initiatives for promoting the active participation of women in corporate activities.

Notice regarding endorsement of the WEPs

WEPs logo mark

WEPs logo mark

7 Principles

  1. Principle 1: Establish high-level corporate leadership for gender equality
  2. Principle 2: Treat all women and men fairly at work – respect and support human rights and nondiscrimination
  3. Principle 3: Ensure the health, safety and well-being of all women and men workers
  4. Principle 4: Promote education, training and professional development for women
  5. Principle 5: Implement enterprise development, supply chain and marketing practices that empower women
  6. Principle 6: Promote equality through community initiatives and advocacy
  7. Principle 7: Measure and publicly report on progress to achieve gender equality

Participation in IkuBoss Alliance

In February 2017, then Executive Vice President and Head of General Affairs & Human Resources Division Sunao Manabe (currently President and COO) led the Group to join the IkuBoss* Alliance with the aim of enhancing the Group’s D&I initiatives.

  • * The term “IkuBoss” is a portmanteau of the Japanese word “iku,” or “cultivate,” and the English word “boss.” This term refers to bosses that are able to “cultivate” their subordinates and organization as well as society and themselves. Remaining ever mindful of the professional and private lives of their subordinates and other staff at their workplace, an IkuBoss (a manager at any level of the organization) supports individuals in developing their careers and enriching their lives while also generating results for their company and enjoying their own professional and private lives.

Daiichi Sankyo Joins “IkuBoss Alliance”

・Support for the Career Development and Work Styles of Diverse Employees

In Japan, when it comes to the career development of our employees, we have put in place an evaluation system that contributes to their growth, while at the same time providing opportunities for placement and development based on their individual aptitudes and capabilities, regardless of nationality, age, gender, disability, or other personal characteristics. Moreover, instead of having to leave their job, we endeavor to ensure that employees can continue to do meaningful work during or after a major life event, such as getting married, having and raising a child, or caring for a family member. To this end, we have established flexible work and leave systems, hold seminars on balancing child-rearing or care provision with one’s work, and are implementing other measures on an ongoing basis to build a workplace environment where a diverse range of employees can readily work.

・Transportation of Children Using Company Vehicles to Help Employees Balance their Work with Childrearing

In Japan, to help employees balance their work with childrearing, Daiichi Sankyo allows medical representatives with pre-school children to take their children to preschool in Company vehicles after submitting an application.
This provision makes it easier for medical representatives to secure time to visit customers, thereby contributing to improved efficiency, while reducing physical and mental stress through shortened workhours. In this manner, medical representatives are able to carry out their work in a more conducive manner. Going forward, Daiichi Sankyo will continue developing a workplace environment that enables employees to balance their work with childbirth, parenting, nursing care of family members, and other life events.

・Support for the Career Development of Female Employees in Japan

In Japan, we continually implement initiatives that facilitate more flexible work styles and reduce the impact of major life events to support the career development of our female employees. These initiatives include enacting conditions that prevent women from being placed at a disadvantage for promotion after taking maternity leave, rehiring individuals that temporarily leave the Company for personal reasons (the “Re-Member” system), and offering an adjusted territory size and work time system (part-time work system for medical representatives).
Additionally, we believe that in order to foster a corporate culture that advances women in the workplace, it is essential to not only have a good work environment, but also ensure the work is meaningful. Accordingly, we provide ongoing support measures to help employees balance their work with childcare needs, such as in-house child daycare centers (four in total), and training geared towards facilitating a smooth return to work after taking childcare leave.

Initiatives Based on Action Plan for Empowering Women

In Japan, to further empower the women in its workforce, the Daiichi Sankyo Group seeks to address three main tasks: (1) supporting work-life balance, (2) encouraging the professional development of women employees, and (3) fostering a positive workplace culture. We are implementing a wide range of initiatives to address these tasks including providing various training programs and enhancing systems for supporting work-life balance.
Furthermore, in February 2017, we established the Shining Women’s Advancement Network (SWAN), a network for women managers, and held a forum for discussing with senior management for members of this network. We plan to continue holding such forums in order to give management an opportunity to express its support for the contributions of women managers and to provide a venue for network members to share their concerns and contribute to each other’s growth and development in addition to their own (See “Voice” below).

Daiichi Sankyo Planned Initiatives(100KB)

Going forward, Daiichi Sankyo will continue to deploy initiatives based on its action plan to create a workplace environment in which female employees can develop their career over the long term and contribute in managerial positions or in roles as line managers.

Discussion forum between members of senior management and female managers

Discussion forum between members of senior management and women managers

【Voice】Creation of a Company Where All Women Can Shine

Shigeko OkumuraShigeko Okumura
Head of Kobe Branch, Sales & Marketing Division
Daiichi Sankyo Co., Ltd.

Japan has long been criticized for being behind the times when it comes to empowering women in the workplace, and the pharmaceuticals industry is no exception. However, the government of Japan has been active in recent years, laying out policies to promote the empowerment of women. Amid these positive steps, I was named as Daiichi Sankyo’s first woman branch head in April 2017. Seeing the opportunities created by these trends, we were able to establish the SWAN women’s network with the support of many individuals. The goal of our various initiatives for empowering women employees is to make Daiichi Sankyo into a company where all women can shine. In the future, I aim to create a network that is not just for women line managers, but rather will allow for networking between women of all generations, from new employees to division heads. I hope that, through such a network, we can further the development of the empowered and capable women employees that will drive the future development of Daiichi Sankyo.

・The highest grade of "Eruboshi" certification

Daiichi Sankyo was granted the highest grade of "Eruboshi" certification by the Minister of Health, Labour and Welfare in May 2018 under the Act on Promotion of Women’s Participation and Advancement in the Workplace. We have provided opportunities for development based on each individual's potential and aptitude for a job, and have continued to improve the work environment to develop the talents through their jobs. Daiichi Sankyo will continually strive to create a work environment where every employee show maximum performance and maintain good health, both physically and emotionally.


・“Kurumin” Mark Certification

Daiichi Sankyo and its Group companies in Japan have in place childcare support systems that help to both smooth the process of returning to work from childcare leave as well as assist in balancing work with childcare upon return. At the same time, we are actively building a workplace environment that is conducive to using these systems. As a result, Daiichi Sankyo, Daiichi Sankyo Business Association Co., Ltd., Daiichi Sankyo Propharma Co., Ltd., Daiichi Sankyo Chemical Pharma Co., Ltd., Daiichi Sankyo RD Novare Co., Ltd., and Daiichi Sankyo Healthcare Co., Ltd., have all obtained the “Kurumin” next-generation authorization mark certification.*2 Going forward, we will broaden the focus of our childcare support initiatives to be more inclusive of our male employees, and create a work environment that supports both male and female employees in balancing work and childcare responsibilities. Through these efforts we aim to acquire “Platinum Kurumin” mark certification in all our Group companies in Japan.

  • *2. Mark signifying that a company is supportive of child-rearing bestowed by the Ministry of Health, Labour and Welfare
    “Kurumin”:Certification mark for companies that have child-rearing support and other systems meeting certain standards
    “Platinum Kurumin”:Certification mark for companies that have implemented even higher level initiatives after receiving “Kurumin” mark certification

・Employment of Senior Citizens

With respect to the employment of senior citizens in Japan, we re-hire individuals that wish to continue working after reaching the mandatory retirement age. We are continually and comprehensively evaluating and adjusting the employment conditions, placement, treatment, and overall workplace environment for employees who are senior citizens with the aim of utilizing these individuals to an even greater degree.

・Promotion of the Employment of Individuals with Disabilities

In Japan, throughout the Group companies including Daiichi Sankyo Happiness Co., Ltd.― a special subsidiary company that meets the terms of the Act on the Promotion of the Employment of Disabled Persons ― we promote the employment of individuals with disabilities. In fiscal 2015, these activities were recognized by the Ministry of Health, Labor and Welfare when the Company received an award as a superior workplace for promoting the employment of individuals with disabilities. As of March 31, 2017, the ratio of differently abled individuals in Japan was 2.44%.

・Systems and Measures to Support Diverse Work Styles in Japan

Work Hour Adjustment Systems

In addition to endeavoring to prevent excessive work hours, Daiichi Sankyo has created systems that allow for flexible work hours based on the characteristics of each individual’s work to promote a diverse range of working styles for improving productivity and respecting employee autonomy.

Flex Time System
The Company’s flextime system is designed to improve productivity and encourage more efficient use of work hours by adjusting hours on a monthly basis to allow for flexibility in the number of daily work hours.

System for Working Hours Deemed Off-Site
The system for work hours deemed as off-site was implemented with the aim of enabling medical representatives to use their time more flexibly and effectively out of consideration of the varied and irregular nature of off-site work.

Discretionary Work System (For Specialized Work and for Planning Work)
The discretionary work system aims to cultivate independent and results-oriented talent by giving individual employees greater control over the advancement of their work and the allocation of their time.

Childcare Support

Daiichi Sankyo is developing a workplace environment that enables employees to exercise their full potential and advance their careers, even while raising children.

Childcare Leave
Employees raising children less than one year of age can receive childcare leave up until their child reaches one year and six months of age or until the end of the first month of April after their child reaches one year of age.

Shortened Work Hours for Childcare (Choice of Fixed-Time System or Flex Time System)
Employees raising children that have not yet completed the third grade of elementary school are able to shorten their daily work hours.

Leave for Caring for Children
Employees are able to receive up to 10 days of leave, which can be used in half-day increments, each year to care for their children should they be injured or become ill. This leave is available until all of their children have completed the third grade of elementary school.

In-House Nursery School (KIDS GARDEN, located in Nihonbashi, Shinagawa, Kasai, and Hiratsuka)
In-house nursery schools have been established to help support parents with children waiting for admission into standard nursery schools.
Full-time childcare: We admit employees’ children into our program full time, provided they are older than 57 days, not yet in elementary school, and are on the waiting list for nursery schools. Temporary childcare: In-house nursery schools can be used by employees’ children when the nursery school or kindergarten the child normally attends is on holiday.

Support for Using Babysitting Services
Daiichi Sankyo collaborates with a specialized external company to subsidize part of the fees paid by employees for using babysitting services.

In addition, we offer various other systems for supporting employees in raising children. For example, we provide a childcare support consultation system to help smooth the process of acquiring childcare leave and returning to work and also enable employees to receive five days of special childcare leave when their spouses give birth.

Support for Providing Nursing Care

Daiichi Sankyo is creating an environment that enables employees to continue working with peace of mind even as they provide nursing care to family members without fear of having to leave their jobs. As one facet of these efforts, we hold seminars at operating sites through which interested employees can learn basic knowledge pertaining to nursing care and obtain information on the Company’s support and other systems.

Extended Nursing Care Leave
Employees may receive a total of one year’s worth of leave for each applicable family member requiring intensive care.

Shortened Work Hours for Nursing Care (Choice of Fixed-Time System or Flex Time System)
Employees with applicable family members requiring intensive care are able to shorten their daily work hours.

Nursing Care Leave
Employees are able to receive up to 10 days of leave, which can be used in half-day increments, each year to look after family members requiring nursing care.

Support for Using Nursing Care Consultation and Agency Services
Daiichi Sankyo coordinates with specialized external companies that provide nursing care consultation and agency services.

Fostering of Our Corporate Culture

・Policies Regarding Human Rights

Article 4 of the Daiichi Sankyo Group Corporate Conduct Charter states that we will operate by being compliant with the laws of each country and region and by being respectful to all international norms including human rights and to various cultures and customs. In addition, Article 5 of the charter declares our intent to respect the various senses of value, personalities, and individuality of employees and to create a comfortable workplace environment that is safe and free of discrimination. Article 9 declares the commitment of Group management to set a positive example by adhering to the charter and respecting international norms and ensuring that these principles are observed within the Group while encouraging business partners to do the same. We adhere to the Universal Declaration of Human Rights and the core labor standards of the International Labor Organization (ILO), which are representative of the rights of working employees, as well as the United Nations Guiding Principles on Business and Human Rights, which call on us to protect, respect and remedy human rights. In addition, we stringently manage personal information when conducting human genome and gene analysis research,obtain informed consent and observe good clinical practices of the coalition of Japan, the United States, and Europe that is known as the International Conference on Harmonization of Technical Requirements for Registration of Pharmaceuticals for Human Use (ICH-GCP), which are based on the spirit of the World Medical Association’s Declaration of Helsinki, a statement of ethical principles for medical research involving human subjects. We believe that adhering to these standards is an important task to be addressed in protecting human rights as a life science-oriented company. Training is thus provided with this regard.
Daiichi Sankyo also seeks to ensure freedom of association and collective bargaining, prevent forced labor, eliminate child labor, and prevent discrimination in hiring and work, each of which is a task described in the Ten Principles of the United Nations Global Compact. We also request that business and other partners from across the supply chain respect and observe international norms related to human rights and other matters. Periodic CSR surveys are instituted to confirm the status of compliance with such standards by partners.

・Initiatives promoting Respect for Human Rights

The Daiichi Sankyo Group is promoting the development of a workplace environment in which a diverse range of employees can readily and respectfully work with one another. In Japan, we conduct ongoing training related to human rights for all employee groups—from newly hired employees to management. In addition to implementing daily awareness raising activities, we have implemented training that uses case studies and is designed to improve the counseling skills of the Harassment Call Center staff. This staff is stationed at the Japan head office, at each work location within Japan, and at the labor union. Each and every alleged violation is treated seriously; we emphasize appropriate behavior and seek the opinions of external individuals, including legal counsel, and put necessary preventative measures in place to avoid a recurrence. In addition, we have made hotlines available on an individual country and global basis as venues for consultation and reports on human rights and labor issues. These hotlines can be accessed 24 hours a day and are available to individuals both inside and outside of the various member companies of the Daiichi Sankyo Group, and assistance is provided as needed. We have also created tools to help facilitate understanding with regard to the Ten Principles of the United Nations Global Compact, and these tools are deployed at Group companies.

・Promoting the “Work-Life Cycle”

In Japan, our work-life balance initiatives do not simply consist of the option for flexible or reduced work hours or providing a robust benefits plan; our initiatives create new values based on the concept of continuously developing both employees and the Company. Furthermore, instead of initiatives aimed to balance work and personal life, we advocate an idea we call the “Work-Life Cycle,” which entails both work and personal life influencing one another and creating a cycle of positive synergy. We deepen awareness of this concept through training programs and the development of related materials, which have been created in collaboration with labor and management.

・Communication with Labor Unions

In Japan, we value trusting relationships with labor unions, and we protect the rights of our employees by engaging in dialogue between labor and management, through which we constructively discuss resolutions to problems and disclose information in a highly transparent manner. For example, Daiichi Sankyo has entered into an agreement with the labor union in Japan. In this agreement, organizational changes are clearly indicated as a matter to be reported by management to employees. Notification is provided prior to conducting any such changes accordingly. In addition, employees are supplied with information, such as the goal of organizational changes, via the Company’s intranet.
We have established the Labor Management Committee to handle matters related to occupational health and safety and work-hour management in Japan. Matters discussed at this committee are shared with all employees through the Company intranet, and we are faithfully implementing labor management practices based on a plan-do-check-act (PDCA) cycle.

・Building of a Dynamic Corporate Culture

We are taking steps to build a dynamic corporate culture in Japan. To this end, we have line managers convey to their team members, in their own words, their organization’s vision as well as communicate their intent and align everyone in the same direction. In addition, we are implementing ongoing training programs to improve relationships among employees in the workplace in Japan.
In fiscal 2016, Daiichi Sankyo implemented workplace conversation programs as well as the Management Caravan program at all domestic Group companies and organizations. These programs were focused on line managers and were designed to link the commitment that drove management in establishing the 5-year business plan and the 2025 Vision to the passion of frontline employees. By entrenching the spirit of the 5-year business plan and the 2025 Vision in the frontlines, we aim to accelerate initiatives for accomplishing the targets of the 5-year business plan.

Promotion of Occupational Health and Safety

The Daiichi Sankyo Human Resources Management Philosophy states that we should care for the physical and mental health of employees to the greatest extent possible. Accordingly, in Japan, the Daiichi Sankyo Group coordinates with the Daiichi Sankyo Group Health Insurance Association and the Daiichi Sankyo Labor Union Alliance to promote initiatives for improving employee health.
In 2017, the Group established an internal system for accelerating employee health initiatives overseen by the Chief Health Officer, who also issued the Employee Health Declaration. Maintaining coordination with the Daiichi Sankyo Group Health Insurance Association and the Daiichi Sankyo Labor Union Alliance, Daiichi Sankyo is currently stepping up its efforts to provide health guidance and education for employees in order to create an environment in which employees are able to accurately understand their health condition and work to improve this condition.

In regard to occupational safety, we advance safety management programs that are focused on preventing occupational accidents through coordination with occupational physicians.
Furthermore, we strive to maintain a workplace environment that is comfortable to all employees. To this end, we regularly check workplace temperature, humidity, noise, and lighting levels to guarantee that there are no issues.
Production sites and research facilities that handle chemical substances also measure the concentration of such substances in the air. Special health examinations are provided to employees working at such sites.
All operating sites hold occupational health and safety committee meetings with labor unions to share information regarding work hour management, occupational accident occurrence, and workplace occupational health and safety conditions. In addition, regular workplace inspections are carried out jointly by these bodies.

・Systems and Initiatives for Supporting Occupational Health and Safety in Japan

Systems and Initiatives Details
Regular Health Examinations All employees at Group companies in Japan undergo regular health examinations based on uniform standards. We cooperate with the Daiichi Sankyo Group Health Insurance Association to provide individuals suffering from or at risk of metabolic syndrome with nutrition and other guidance for improving their lifestyles from a health standpoint.
Excessive Overtime Countermeasures Consultations with physicians are provided for employees working extra hours. Those requiring additional care are offered personalized guidance that is coordinated between their supervisor and an occupational physician.
Medical Checkup Program For the purpose of encouraging employees to receive medical checkups, we cooperate with the Daiichi Sankyo Group Health Insurance Association and offer time-off for employees undergoing checkups. Dependents of employees are also encouraged to receive checkups.
Mental Health Support We have conducted stress checks, which show that on average the stress levels of our employees are low compared with the national average. Self-care measures*1and line-care measures*2 are conducted as a way of fostering good mental health of our employees. Contracts are concluded with external mental health counseling firms that enable employees to receive counseling anonymously and at any time.
Return-to-Work Assistance The Return-to-Work Assistance Program is conducted through the mental health system, which is spearheaded and overseen by a chief industrial physician, to increase the number of employees who return to work from administrative leave and to reduce the number of lost work days.
Dealing with Cancer With the objective of helping employees balance work and treatment, we have introduced a medical recovery leave system for those undergoing out-patient cancer treatment through which leave can be acquired in half- or full-day increments. We also have constructed guidebooks on living with cancer that are offered to employees to provide them with basic knowledge regarding cancer and information on the Company’s support systems for helping them work with peace of mind as they battle cancer.
Health Databank The Health Databank is equipped with centralized data management functions for medical checkup results. Employees can access their individual results, along with self-care functions, including stress checks and fatigue assessment tests.
Health Improvement Support The Group offers programs to help employees adjust their lifestyles to realize heathier living, such as by walking for exercise, quitting smoking, or cutting back on alcohol. We also provide access to the KenCoM health management Internet service.
Group Long-Term Disability Insurance System To help mitigate the risk of losing one’s livelihood, the Group Long-Term Disability Insurance System guarantees a fixed portion of income, possibly paid up to the retirement age, for employees rendered incapable of working due to sickness or injury.
  • *2 Activities are aimed at endowing employees with a better understanding of stress and mental health to enable them to appropriately handle their own stress.
  • *3 Activities spearheaded by supervisors, who interact with their subordinates on a daily basis, include improving workplace environments to support good mental health and responding to consultations from subordinates.

Initiatives for Fostering Mutual Growth with Employees at Overseas Group Companies

Overseas Daiichi Sankyo Group companies are also advancing various initiatives for fostering mutual growth with their employees. The initiatives of overseas Group companies can be viewed through the following links.

Daiichi Sankyo Inc. (US)

Luitpold Pharmaceuticals Inc. (US)

Daiichi Sankyo Europe GmbH (Europe)

Daiichi Sankyo Brasil Ltda. (Brazil)

Daiichi Sankyo KoreaCo., Ltd. (Korea)