Core Principles
At the Otsuka group, it is our opinion that people with different backgrounds and perspectives unbound by a rigid organization freely exchanging ideas and developing new ideas leads to more well-thought out management decisions, new business opportunities, and greater competitiveness. We promote communication both inside and outside the group in order to attract talented personnel, continually develop their individual abilities, and enable them to fulfill their potential. In addition, we intend to continually drive innovation and maximize human capital value by building personal networks that transcend job category and field and are not bound by a stereotype.
Human Resource Policy
Innovation has always been generated by people. Our group aims to attract talented personnel and continually develop their abilities so that they can fulfill their potential. As we conduct business worldwide, human resources who deeply understand our corporate culture and philosophy and can execute strategies on a global stage are indispensable. Our group advances human resource development that encourages each and every employee to improve their diverse individual capabilities and take on new challenges without fear of failure. Furthermore, we intend to continually drive innovation by actively promoting communication both inside and outside the group and building networks that transcend job category, field, and stereotype.
Human Resources Strategy Linked to Business Strategy
Our group is strengthening collaboration between human resources and business departments to make strategic human capital investments and enhance company-wide organizational capabilities, as well as developing the foundation for data on human resources that enables deeper information analysis and decision-making, and promoting human resource policies through KPI management. We are also strengthening global collaboration among human resources departments, with relevant directors and personnel managers of major overseas operating companies playing a central role in advancing cross-company collaboration and cooperation in business management, as well as driving discussions on personnel recruitment, human resource development, and strategic personnel planning that cuts across different organizations.
Approach
Developing human resources who generate innovation
Developing managerial human resources and global leaders
At Otsuka Holdings, we offer a program for all employees of the Otsuka group, both in Japan and overseas, to learn the business skills and qualities necessary to become management personnel. The program includes a training camp led by executives, custom programs offered in partnership with the INSEAD Business School, a French global education institution, and opportunities to study at any of 18 overseas business schools in six countries across the globe, providing employees with a multifaceted approach to learning about global management. In addition to actively conducting unique programs at business companies, we are working to train next-generation managerial human resources and global leaders throughout the group from numerous perspectives appropriate for the type of business.
Examples of Training Conducted in 2024
| Host Company | Title | Program Content / Purpose |
|---|---|---|
| Otsuka Holdings Participants: Group company employees |
Senior Leadership Program | Strengthen the ability to see the big picture, based on culture and philosophy, and develop global management talent to drive company-wide strategy and transformation |
| Middle Leadership Program | Develop next-generation leaders with strong execution skills based on corporate philosophy to succeed globally | |
| Global Leadership Program | Internalize the corporate philosophy and strengthen leadership within a global team | |
| Harvard Management Mentor | Online learning platform | |
| Otsuka Pharmaceutical | Embark | Pre-departure training designed to help participants adapt to diverse cultural environments and achieve strong business results during their overseas assignments |
| Career Infusion | Learn from employees thriving overseas about work and cross-cultural adaptation to broaden perspectives | |
| Coaching Training | Provide coaching opportunities for managers to strengthen their people management skills | |
| Business English Program | Focus on practical output to improve English communication skills | |
| Logical Thinking | Understand the basics of logical thinking and acquire skills for problem-solving | |
| Internal English Test | Assess English proficiency annually and plan learning strategies | |
| Management Training | Update management knowledge and skills semi-annually | |
| Dialogue Communication Training | Support leadership development for all employees through dialogue-based communication | |
| Other Talent Development Support | Conduct assessments to support introspection and self-understanding for capability development | |
| Otsuka Pharmaceutical Factories | Executive Leadership Development Program, Follow-up Training | Learn the skills and mindset necessary to lead new visions for the company and its department |
| Next Leadership Training | Develop the ability to lead organizations and contribute to strategy execution as candidates for next-generation leaders | |
| Other Talent Development Support | Self-learning programs and online language courses | |
| Taiho Pharmaceutical | Taiho School | Enhance problem-solving and cross-cultural skills to develop future global leaders |
| Leadership Program for Women | Reconsider career path and build external networks through lectures and interaction | |
| 7 Habits Workshop | Enhance self-leadership to improve organizational culture and achieve results | |
| Other Talent Development Support | Incentives for obtaining certifications and covering distance learning costs | Otsuka Chemical | Next-Generation Leadership Program by the President | Learn management perspectives and cross-cultural adaptability to propose new business initiatives |
| Next-Generation Leadership Program | Acquire project management and presentation skills essential for business proposals | |
| Other Talent Development Support | Support for pursuing MBA, rewards for certifications, and coverage of distance learning costs | OAPI*1/OPDC*2 | Next-Generation Leadership Program | Reconsider leadership based on cultural understanding and value creation to strengthen corporate collaboration |
| Other Talent Development Support | Reimbursement for external learning costs | Pharmavite | Catalyst | Accelerate leadership development for selected high-performing leaders through assessment, self-paced and formal learning, and executive coaching |
| Director Training | Enhance leadership capabilities in preparation for the next role | |
| Division Head Training | Evaluate suitability as next-generation executive candidates and identify growth challenges | |
| Other Talent Development Support | Reimbursement for external learning costs |
- *1Otsuka America Pharmaceutical
- *2Otsuka Pharmaceutical D&C
Global human resource training
In order to respond to the global business environment and further increase the competitiveness of the whole group, the Otsuka group focuses on training not only human resources who can make the most of their leadership and teamwork skills in an intercultural environment but also human resources who understand diversity, equity, and inclusion (DE&I), have a desire for self-growth, and can embody the group philosophy and culture. Otsuka Holdings provides both Japanese and overseas group employees with access to the Harvard Manage Mentor®, a learning platform offered by U.S.-based Harvard Business Publishing. In addition to self-study, this program, which serves as a platform for human resource exchanges within the Otsuka group, leverages webinars and various initiatives to promote the formation of networks with other participants within the group. Since the program was first offered in 2020, a total of 7,400 employees from 75 group companies in 33 countries and regions have taken part in the program.
At Otsuka Pharmaceutical, we create opportunities for young employees who want to participate in global business to communicate with employees who actively participate in global operations, in order to deepen their understanding of not only other cultures but also operations. In addition, for employees expected to be assigned overseas, there is year-long training before an overseas assignment so that participants can adapt to the different cultural environment they will work in during their assignment and maximize business performance. Through this training, participants not only acquire knowledge of such topics as finance, legal affairs, and compliance necessary for the assignment but also deepen their problem-solving skills and understanding of interpersonal skills through assessment analysis and acquire the mindset of a representative of the company.
Developing digital human resources
The spread of digitalization not only encourages reforms in work styles and business models but also makes flexible responses possible. Therefore, at the Otsuka group, we focus on training digital human resources in order to link the promotion of digitalization to the maximization of individual work styles and values, greater competitiveness, and the creation of innovation. At Otsuka Holdings, we offer learning tools and provide training to strengthen specialization appropriate for each skill level, which includes holding seminars on digital skills and design thinking for all group employees. We do this not only so that all employees, including managers, can acquire knowhow by sharing cases of success within the group and reproduce those successes but also to improve operations and create new innovation through a cooperative system.
Initiatives to secure and retain R&D human resources
The Otsuka group stresses securing and retaining R&D personnel in order to create innovation and reinforce our competitiveness. The Drug Discovery Division actively recruits not only doctorate degree holders who possess specialized knowledge in key fields and vision but also Japanese and overseas researchers from academia with an eye toward solving problems from new perspectives and continually generating innovation. Furthermore, we strive to help employees acquire a wide breadth of knowledge, strengthen their specialization, and develop a multifaceted perspective through exchanges between research labs both in Japan and overseas and personnel rotations to other divisions. The New Drug Development Division stresses human resource development by conducting its own open-enrollment language training and select training for leader candidates of the next generation, to advance global development and flexibly respond to the changing environment.
Example of Each Company’s Training Systems
- Otsuka Pharmaceutical
- Taiho Pharmaceutical (Japanese only)
- Otsuka Pharmaceutical Factory (Japanese only)
- Otsuka Warehouse (Japanese only)
- Otsuka Chemical (Japanese only)
Upholding Our Corporate Culture
Conveying Otsuka’s culture
Since 2024, when we announced the development of human resources and creation of an environment for realizing our corporate philosophy as a material issue, Otsuka Holdings has been hosting a training program for employees in charge of human resources and education at major domestic operating companies. These employees tour Otsuka group facilities and attend workshops so that they can convey Otsuka’s history and corporate philosophy in their own words. By exchanging each company’s success stories and challenges, and through group-wide initiatives and events, we can foster employees’ understanding and buy-in of our corporate philosophy, creating an environment that strengthens the entire group’s sense of unity. In 2025, we co-hosted a group-wide orientation event for new Otsuka group employees at the Otsuka Museum of Art, providing them an opportunity to experience firsthand the collaboration that exists across the group.
Additionally, Health—Inventive & Preventive, a global information magazine produced and published by a 13-member editorial committee comprising employees from Europe, Asia, and Japan, aims to spread Otsuka group’s corporate philosophy, corporate culture, and management approach. Specifically, it disseminates, to group employees worldwide, messages from management, information about group companies’ businesses, activities of teams across countries and regions, sustainability initiatives, and noteworthy news and events. In October 2024, the editorial committee gathered in Tokyo and Tokushima to discuss the magazine’s purpose, target audience, future topics and design, as well as the current status of how Otsuka’s culture is being conveyed within each company.
Further Embedding Corporate Culture and Philosophy - Human Resource Development through 100th Anniversary Initiatives
In September 2021, the Otsuka group celebrated its 100th anniversary. In line with this, the year beginning September 2021 was designated as the 100th Anniversary Year, and the entire group engaged in a variety of initiatives as an opportunity to learn from its history and create its future.
As part of this effort, Otsuka opened a 100th anniversary facility (employee training facility) in Tokushima, the birthplace of the Otsuka group. The facility consists of an exhibition building for experiencing Otsuka's culture and a training building for creating the future, and will be used as a place to develop the human resources who will lead Otsuka in the future. In addition, program called Go for 2050/DISCOVER NEW HEALTH was held for global Otsuka group employees, inviting them to submit their ideas for Otsuka's next 100 years, and many participated.
In August, the final month of the 100th Anniversary Year, the teams that submitted unique Otsuka concepts that passed the final selection process gave presentations at the 100th anniversary facility, and these were broadcast live to Otsuka group employees around the world. The 100th anniversary initiatives provided an opportunity for each and every employee to look to the future and seriously consider and act on new health care, and group employees around the world were united in taking a new step forward.
Human Resource Development Institute Encourages People to Turn Ideas on Their Head
“Our mission is the development of human resources who can break the mold.”
In March 1988, the Otsuka group established the Human Resource Development Institute, an employee training center in Tokushima City, the birthplace of the Otsuka group of companies. The institute's mission is to foster the development of creative human resources who can break the mold of conventional thinking and contribute to Otsuka's ongoing success as a “big venture” company. The institute has three monuments that embody the Otsuka values of actualization and creativity, including the Giant Tomato PlantTree, which symbolizes the theme of the institute: “turning ideas on their head.” New employees are trained in these ways every year at the institute.
Support of Career Independence
Open Recruitment System / Self-assessment System
The Otsuka group has an open recruiting system for group employees in Japan, in which requirements for posts and jobs that group companies need to fill are made public to employees and required human resources are selected from applicants, and this system was introduced to increase employee skills and motivation and enliven human resource exchanges between group companies. In addition to providing a self-reporting system for employees to report to the HR Department their current work conditions, opinions and proposals for workplaces, and desired career plan, we conduct an annual survey in order to further develop the skills of employees, make appropriate assignments, and improve the workplace environment. In 2024, Otsuka Holdings was selected as a constituent of the iSTOXX MUTB Japan Platinum Career 150 Index, comprised of Japanese companies that actively and continuously engage in initiatives to create “platinum careers” for their employees. A platinum career refers to a type of career in which people polish and build up their skills through self-directed learning and experiences, regardless of age, and the group’s efforts were recognized in that matter.
HR Interviews and Communication between Supervisors and Staff
At Otsuka Pharmaceutical, the Human Resources Department holds individual interviews with every employee, and follows up on the issues they raise. Interviews are conducted with more than 1,500 employees every year.
At Taiho Pharmaceutical, more than 10 employees in the Human Resources Department have obtained qualifications such as career consultant*, and the company actively supports career development that accommodates the aims of every employee. The career counseling office gives employees advice from qualified internal staff. Building on this foundation, since 2021 the company has improved this initiative by introducing a handbook on career counseling for managers. This allows supervisors and employees to openly discuss their careers. To help shape these initiatives, the company has developed and widely distributed a career design sheet as a tool for employees to think more deeply about their careers.
- *In April 2016, “career consultant” was defined in Japan's Human Resources Development Promotion Act and became a national qualification. Career consultants are professionals who provide consultation and advice on job selection and skill development to students, job seekers, people currently working, and others.
Learning Support Using External Organizations
At Otsuka group companies, we have introduced support for self-study using e-learning run by external organizations, in this way providing opportunities for employees to achieve personal growth and self-fulfillment.
Otsuka Chemical assists employees in improving their skills and knowledge under our qualification acquisition support system, which provides examination fees and incentives for getting qualifications in a variety of fields. Otsuka Warehouse also has a system in place for employees who raise their hands and wish to take on a challenge to attend business school, based on the belief that good input produces good output.
Employee Evaluation and Feedback Process
At group companies, goals based on organization’s targets are set for individual employees, and superiors provide feedback twice a year. Holding meetings with superiors when setting goals and running through the evaluation and feedback cycle for employee self-evaluation supports human resource development. Beginning in 2020, Otsuka group companies have been introducing a system to centrally manage personal information, including employee goals and evaluations, training, and the selection, promotion, and development of outstanding employees to maximize human resource development and organizational capabilities.