The Mitsubishi Tanabe Pharma Group is working to further enhance its competitiveness by focusing on its people as a management resource and giving individual employees an opportunity to demonstrate their full potential. To further enhance its competitiveness and achieve sustained growth, the Company operates the Comprehensive Management System for Human Resources.
In addition, we endeavor to develop human resources who act in accordance with the standards of Pride and Sense of Mission, Challenge and Innovation, Trust and Collaboration, and Harmonious Coexistence with Society, which are listed in Corporate Behavior Charter. Under the Medium-Term Management Plan 16-20, aiming to implement reforms to become a "pharmaceutical company that works with a sense of speed and is the first to deliver differentiated value," we are working to "realize a corporate culture with a sense of speed and profit structure."
We are implementing a range of human resources development initiatives that address the ongoing globalization of our business. To that end, we are implementing not only on-the-job training (OJT) but also various off-the-job measures to help employees learn about foreign cultures and develop business English skills. These measures include a variety of group training and language study programs. In fiscal 2017, we began to recruit volunteers for overseas training and to assign them to work at overseas bases. In fiscal 2019, we plan to dispatch employees from our overseas bases to Japan for training.

To strengthen our corporate vitality and competitiveness, we must work to enhance the capabilities of our human resources, who are the source of that vitality and competitiveness. To develop people with desired key attributes, the Group supports employees so that they can develop and exercise their capabilities through the smooth coordination of four frameworks: employing diverse human resources, on-the-job and off-the-job training through management by objectives, transfers and rotations, and fair evaluations. We enhance individual capabilities of employees through in-house training programs as well as daily on-the-job training. In addition to these initiatives, through the assignment of the right person to the right place, we strive to maximize each person's ability.
The Company is also working to provide support for autonomous employee career management and individual skill development and to develop next-generation leaders and global human resources.
In fiscal 2018, we changed the career design program so that each person could flexibly participate according to their career stage and lifestyle. To further broaden the outlooks of employees and establish independent study habits, we began using outside extension courses in addition to conventional voluntary in-house training. The average amount of time annually spent on in-house group training in Japan was 3.4 hours per person.
To develop global human resources, we commenced OJTO, a training program that specifically emphasizes on-the-job training initiatives overseas. After dispatching four trainees in fiscal 2017, five were dispatched in fiscal 2018.
To develop the next generation of leaders, we have been continuously conducting MT-VIVID, a management early development program, which is an initiative for the strategic development of managers.

• *NLP: NEXT LEADER Program (NEXT leader)
• *JLP: Junior LEADER Program (Jr. leader)
• *CD: Career design
• *OJTO: On the Job Training Overseas
• *OJTJ: On the Job Training in Japan

For employees nearing retirement age, the Company re-employs those who wish to remain employed and has enhanced its re-employment system to provide a place of employment where they can utilize their skills and knowhow even after retirement.
Moreover, we conduct career design training for employees in their early 50s who are considering future careers and post-retirement life plans. We have actively provided and expanded the environment so that all employees can continue working with high motivation regardless of age.