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Labor Practices

Human Resources Development

Basic Human Resources Policy

Mitsubishi Tanabe Pharma is working to further enhance its competitiveness by focusing on its people as a management resource and giving individual employees the 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. 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.

Comprehensive Management System for Human Resources
Basic Approach
This system is a tool for the achievement of management objectives, and the Company thinks it is important to link the system to objective management, evaluation, treatment, training, and utilization.
Number of Employees
  March 31, 2013 March 31, 2014 March 31, 2015 March 31, 2016 March 31, 2017
Consolidated 8,835 9,065 8,457 8,125 7,280
Unconsolidated 4,850 4,867 4,844 4,780 4,239
Men 3,870 3,856 3,802 3,730 3,263
Women 980 1,011 1,042 1,050 976
Enhancing Personnel 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. Aiming to develop people with key attributes, we support the development and demonstration of the capabilities of employees 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, employees can fully utilize their capabilities.

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 2016, we commenced MT-VIVID, a management rapid development program. From the viewpoint of achieving the sustained generation and increase of corporate value, through this program we are working to build a framework for the development of successors to management leaders. As a management issue, we are strategically formulating measures for the development of the next-generation of managers in five to ten years.
Training Program Structure
  • * NLP: NEXT LEADER Program (NEXT leader)
  • * JLP: Junior LEADER Program (Jr. leader)
  • * CD: Career design