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Astellas aims to be an “Employer of Choice: A company that is chosen by its current and future employees,” and we are investing time and energy into various initiatives to reach that goal. We want our employees to feel empowered to shape the future of our organization and to that end, we are building a workplace where employees from all backgrounds and cultures can thrive amid a culture of mutual learning and respect. We are committed to creating an environment where all our employees can become peak performers at their jobs and stay both physically and mentally healthy.
Our organizational values are the high-level principles that guide our company’s actions and serve as the foundation of our culture.
To activate these organizational values in the way we work day-to-day, we use five behaviors that are action-focused, and collectively define the requirements for effective performance across our organization:
Astellas Leadership Expectations
A newly defined Astellas Leadership Expectations guide all leaders and people managers to achieve the Organizational Health Goals set out in the CSP2021*¹. We conduct trainings for all people managers across Astellas, including Top Management, to practice leaders’ behavior in order to create a healthy work environment.
*¹For details, please visit the following website:
https://www.astellas.com/en/about/csp2021-goals
Harmonization of grade structure and job evaluation
We established a common global grade system for consistent people and organizational management. Positions above a certain grade are subject to job evaluation by globally common methodology and process to aim for consistency in grade based on each position’s responsibility regardless of where they work or which division they belong to.
Harmonization of compensation structures and levels
We completed a common global compensation structure* for Vice President above through Top Management and proceeds gradual reduction of the disparity in compensation levels between regions.
*Compensation structure that consists of base salary, short-term incentive and Stock compensation.
Global employee database
By integrating different employee data platforms in each region, we have established a database that will serve as a foundation of talent management by visualizing all talent data worldwide, regardless of where employees and their managers are located.
Succession planning
Utilizing a system based on the global employee database, we established a global consistent and integrated approach to talent reviews and succession planning for positions above a certain grade. Our global approach includes succession planning for Vice President levels. Through our approach we discuss and identify top talents, create succession plans to ensure we have a pipeline of talent, and discuss and agree the development of our top talent to retain, and prepare, them for their target roles.
Internal job posting system
Employees can search and apply for internal positions around the world through our global job posting system. This system enables our employees to work globally according to their skills, abilities and career aspirations.
Global Mobility
With globally common Global Mobility Policy, we ensure the fairness and consistency for cross-border assignments, which contributes to the realization of “right person in right position” globally.
Astellas recognizes that the experiences of our global workforce are as wide-ranging as the patient populations we serve. By embracing our differences, we enable all employees to bring their various perspectives to their work. This not only heightens creativity in our organization, but also helps to attract and retain talented people and enhances our competitiveness.
Engagement
When people are treated with respect and valued for who they are and what talent they bring, they speak up and share brave ideas in unimaginable ways.
Inclusion
When we foster inclusive environments that create psychological safety, a sense of belonging, and empowerment, there is high-quality and efficient collaboration, problem-solving, decision-making, innovation and ultimately, VALUE creation. In Japan, we are promoting activities to encourage “Reflection and Dialogue” on the personal values and purpose that each employee holds in mind in order to enhance the inclusive culture. In the US, we are proud of our 7 Employee Impact Groups that foster a sense of belonging and focus on aspects of career, culture, commerce, and community.
Astellas is committed to pursuing organizational health through the support of varying work styles and the promotion of employee health, ensuring all employees enjoy physical and mental wellbeing, thus enabling them to strive for even greater productivity. Putting into practice work styles that allow every employee to demonstrate high productivity and creativity and realize their own potential will energize us as an organization and lead to corporate growth as One Astellas.
Creating safe, healthy working environments
Ensuring employee safety in the workplace is a crucial component of Astellas’ management philosophy. Along with providing a pleasant workplace for its employees, who are key Company stakeholders, Astellas believes that one of its major responsibilities is to ensure employee safety.
Since its inception in 2005, Astellas has not experienced any accidents leading to the loss of life among employees (including contract employees and business contractors). In order to prevent such work-related accidents and minimize the impact when such accidents occur, Astellas is promoting initiatives to ensure the safety of its working environments. These initiatives include activities based on knowledge obtained from past experience and consideration of measures to identify and address work-related risks.
The Company will continue to share information regarding occupational safety and accident prevention throughout the Group, based on the belief that business sites will be able to utilize this information including case examples of work-related accidents to lower risk on an ongoing basis.
Occupational health & safety action plan
Astellas has drawn up an Occupational Health & Safety Action Plan for the purpose of maintaining and securing a safe work environment, preventing work-related accidents, and minimizing accidents caused by workplace mishaps. The Astellas Environment, Health & Safety (EHS) Policy and Guidelines set forth unified standards that identify Astellas’ aspirations in its EHS activities. Based on this policy and guidelines, Astellas is building an EHS management system at each business site and promoting related activities.
| Severity Rate of Work-Related Injuries |
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| Risk Assessment |
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To prevent work-related accidents, we share information on work-related accidents and near-misses that have occurred at business sites in Japan and overseas, without identifying any individuals involved. We are striving from more diverse perspectives to ensure a safe work environment.
From January to December 2024, there were no work-related fatalities, and 9 cases of injuries requiring leaves of absence. The largest number of workdays lost was 96 days because of an injury from a fall sustained in transit. We will strive for risk reduction activities on a global scale through safety awareness-raising activities to maintain a work-related accident severity rate of 0.005 or less.
Global
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 17 | 20 | 9 |
| Frequency rate *1 | 0.57 | 0.66 | 0.32 |
| Severity rate *2 | 0.016 | 0.005 | 0.008 |
Japan
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 2 | 2 | 1 |
| Frequency rate *1 | 0.20 | 0.20 | 0.11 |
| Severity rate *2 | 0.001 | 0.002 | 0.000 |
US
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 4 | 8 | 1 |
| Frequency rate *1 | 0.54 | 1.00 | 0.13 |
| Severity rate *2 | 0.001 | 0.007 | 0.000 |
Established Markets
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 4 | 7 | 4 |
| Frequency rate *1 | 0.59 | 1.01 | 0.62 |
| Severity rate *2 | 0.058 | 0.007 | 0.025 |
China
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 0 | 0 | 0 |
| Frequency rate *1 | 0.00 | 0.00 | 0.00 |
| Severity rate *2 | 0.000 | 0.000 | 0.000 |
International Markets
| 2022.1-12 | 2023.1-12 | 2024.1-12 | |
| Number of work-related injuries (leave of absence) | 7 | 3 | 3 |
| Frequency rate *1 | 0.235 | 1.01 | 0.86 |
| Severity rate *2 | 0.023 | 0.006 | 0.015 |
Safety initiatives
Astellas is building management systems related to occupational health and safety, security, accident prevention and other priorities, and is making well-organized and systematic efforts to implement occupational health and safety management activities. Astellas employees are required to give top priority to safety in all business operations, as confirmed by both management and labor. Moreover, Astellas strives to ensure the safety of all of its workers. With regard to safety management of business contractors, regular safety education is regulated under the Astellas EHS Policy and Guidelines and Astellas requires business contractors obtain permission to perform certain tasks, as necessary. Furthermore, Astellas has built a system to prevent accidents and other troubles in such ways as providing information on hazards and harmfulness related to outsourced operations to companies commissioned to conduct operations in Astellas business sites.
In addition, it will be crucial to continuously develop occupational health and safety managers with specialized skills, and provide the training needed to integrate the approved procedures into day-to-day activities. Accordingly, Astellas has been improving skills by fostering collaboration between business sites and divisions, along with enhancing various safety education initiatives.
At business sites that must be established under laws and regulations, Astellas has set up occupational health and safety committees led by the business site manager and attended by representatives of labor and management. These committees meet on a regular basis to hold discussions on maintaining occupational health and safety, and safe workplace environments. The committees conduct activities such as identifying hazards, performing risk assessments and sharing information on occupational health and safety.
We support our employees’ working styles and well-being and strive for organizational health.
Astellas has been recognized by Japan’s Ministry of Economy, Trade and Industry as a 2025 Certified KIH Outstanding Organization (White 500) in the large enterprise category. This certification is awarded to the top 500 companies that demonstrate outstanding practices in KIH.
Fostering Employee Well-being and a Sound Corporate Culture
Putting into practice work styles that allow every employee to demonstrate high productivity and creativity and realize their own potential will energize us as an organization and lead to corporate growth as One Astellas. The realization of such work styles is predicated on employee well-being and the creation of a sound corporate culture.
A sound corporate culture requires a psychologically safe environment in which all employees respect each other and can actively communicate with peace of mind. Astellas is committed to pursuing organizational health through the support of diverse work styles and the promotion of employee health, ensuring all employees enjoy physical and mental wellbeing, thus enabling them to strive for even greater productivity.
Priority Items for KIH (Japan)
Supporting Health
Fostering Safe and Secure Workplaces
Work style reform
KIH Promotion System
Astellas' KIH promotion system is led by the President and CEO, with strategic direction provided by the Executive Officer in charge of Human Resources. The HR Department, Health Insurance Association, and Labor Union work together to plan and implement these initiatives.
Reference (1): Results of Initiatives KIH(numerical values)
| Results | Targets | Mid-term Goals | |||||
| Main Category | Subcategory | FY2022 | FY2023 | FY2024 | FY2024 | FY2025 | FY2027 |
| Improved rate of lifestyle habits | Establishment of exercise habits(based on health checkup questionnaire) | 26.5% | 27.4% | 29.8% | 30% | 32% | 34% |
| Breakfast skipping rate (based on health checkup questionnaire) | 21.2% | 22.3% | 21.0% | 20% | 18% | ||
| Percentage of respondents who feel well-rested after sleep (based on healthcheckup questionnaire) | 67.2% | 65.6% | 67.2% | 68% | 70% | ||
| Improved employee productivity (presenteeism) | WHO-HPQ： Health and work Performance Questionnaire (lost productiveity rate) | 32.9% | 33.1% | 31.7% | 31% | 30% | 28% |
| Improved employee engagement | Work engagement score from stress check (deviation value) | 54.0 | 54.3 | 55.0 | 55.0 | 56.0 | 57.0 |
| Health support | Annual health examination attendance rate | 100% | 100% | 100% | 100% | 100% | 200% |
| Secondary health checkup rate | 93.8% | 92.8% | 95.0% | 100% | 100% | 100% | |
| Specific health guidance implementation rate ※Including voluntary continuous insured persons and dependents ,etc. |
75.0% | 53.5% | 80% | 80% | 80% | ||
| Employees with appropriate body weight rate (BMI between 18.5 and less than 25) | 65.4% | 65.9% | 65% | 66% | 68% | ||
| Stress check participation rate | 95.1% | 96.3% | 97.6% | 100% | 100% | 100% | |
| Heavily stressed individuals rate | 5.3% | 5.4% | 5.3% | 5% | 4% | ||
| Work Style Reform | Annual paid leave acquisition rate (figure is companywide average) |
78.4% | 85.6% | 76.6% | 85% | 85% | 85% |
| Annual paid leave acquisition rate (ratio of individuals taking at least 70% of leave) |
69.2% | 71.1% | 67.0% | 100% | 100% | 100% | |
| Number of people exceeding 80 hours of overtime in terms of health management time ※Health management time is calculated by subtracting prescribed working hours from total working hours |
98 | 71 | 59 | ||||
The Specific health guidance implementation rate (Results) for FY24 will be announced around October 2025.
Reference (2): Astellas KIH Strategy Map
KIH Strategy Map is a tool that visualizes the health investment story and is continuously utilized to efficiently and effectively implement the PDCA cycle.
In FY2024, we implemented measures focusing on “Health promotion measures”, “Anti-harassment measures”, “Overwork measures” and “Encouraging employees to take paid leave” which are on the Astellas KIH Strategy Map. For the details, please check [Fiscal 2024 Specific measures and results].
Work-life balance
Various work schedule systems
At Astellas, evaluation is based on the roles and achievements of each employee, and we have introduced a working hour system that allows diverse work styles, such as a super flextime system and a discretionary labor system, depending on the job.
From April 2020, Astellas and our Group companies in Japan have abolished core time and switched from a flextime system to a super flextime system, and from November 2020, introduced a super flextime system for Medical Representative( MR) employees.
Child-care support initiatives
Declining birthrate is a substantial issue in Japan, and it is essential to support families raising children and promote the creation of an environment with far fewer barriers. Companies, too, are required to take initiatives for a harmonious balance between work and child care.
Astellas was certified as a standard-compliant general company based on the Act on Promotion of Measures to Support Raising Next-Generation Children in 2007, 2012, 2014 and 2018, acquired the Kurumin mark, and acquired Platinum Kurumin in 2019.
Communication is a key component of our child-care and child-raising support endeavors. In an effort to facilitate the easy and smooth return to work after completing maternity or childcare leave, Astellas holds a variety of support events for the benefit of employees while still on leave. These events help provide up-to-date information concerning the Company, opportunities to undertake personal development and training as well as details and access to new programs.
In addition to support measures such as corporate contracts with babysitter dispatch companies, subsidies when using them, and subsidies for childcare costs when returning to work after childcare leave, the period of reduced working hours for childcare is extended, the Working at Home Program, and Introduction of work location limited system for MR employees. Astellas has introduced various childcare support systems.
Programs That Address Major Events in Employees' Lives
Promoting opportunities for women to excel (Japan)
Diversity of human resources has various perspectives such as race, nationality, gender, and age, and issues vary depending on the situation of each country or region. Recognizing that gender diversity is not sufficient in Japan, we started our activities with the promotion of "women's advancement" as a starting point. In 2007, the WIND (Women's Innovative Network for Diversity) project was launched as a project under the direct control of the president, and "change management" that promotes changes in the awareness and behavior of workplaces, bosses, and women, and the structure of business processes and personnel systems. We have promoted both "framework reforms" such as operations at the same time. In all position grades, all employees working at Astellas will work with enthusiasm and satisfaction, aiming to be active regardless of gender, and solving problems that will lead to the abilities of diverse human resources. We believe that this will lead to the strengthening of the competitiveness of Astellas as a whole, and we will continue to promote our efforts.
In fiscal 2013, our efforts were recognized and we were awarded the "Diversity Management Selection 100" by the Ministry of Economy, Trade and Industry (METI) for our initiatives to actively promote diversity among our employees.
In fiscal 2015 and 2018, Astellas was selected as a Nadeshiko Brand company by the Ministry of Economy, Trade and Industry (METI) and the Tokyo Stock Exchange (TSE). This honor has been given for excellence in encouraging women’s success in the workplace as a listed company.
As of March 2024, the ratio of female in Board of Directors was 46%, the ratio of female employees in Japan was 32% and the ratio of female in managerial positions in Japan was 18%.
General business owner action plan based on the Act on the Promotion of Women's Advancement (Japan)
We will formulate the following action plan in order to aim for all employees working at Astellas to work with enthusiasm and satisfaction in all position grades and to be active regardless of gender.
Goal (1): Increase the percentage of female executives to 20% or more (aim for 30% by 2030)
Goal (2): Increase the rate of male employees taking childcare leave and leave to 100%
Support for Keidanren’s “30% Challenge”
Astellas supports Keidanren’s “30% Challenge”.
This initiative is one of the drivers of Keidanren’s “New Growth Strategy” published in November 2020, to accelerate the “promotion of active participation in workforce by diverse people”. “30% Challenge” aims towards the aspirational target of “30% of Executives to be Women by 2030”.
In agreement with the “30% Challenge”, Astellas will continuously promote women’s empowerment initiatives to further enhance Diversity, Equity & Inclusion and our VALUE.
Keidanren “30% Challenge”
Green Supply Support Office
Astellas believes that one of its social responsibilities is to provide people with disabilities with work opportunities suitable to their skills and abilities, so that they can pursue independent lifestyles and actively participate in society. We have been striving to create appropriate work environments and programs in order to achieve this goal.
As a specific initiative, the Green Supply Support Office was established at the Tsukuba Research Center for the first time in April 2011, and established at the Yaizu Formulation Research Center in October 2014, and established at the head office as the third base in April 2016.
Employees with disabilities, called “green staff”, who work here, collect and process confidential documents, maintain greenery, grow flowers, and grow employee uniforms and shoes according to their disability characteristics and workplace characteristics. We conduct daily activities such as cleaning, cleaning work, and promoting the use of reusable products. While developing and providing duties according to these characteristics, we have created an environment where the “green staff” can play an active role, and are making efforts toward the independence of each individual.
In addition, from fiscal 2013, we participated in general incorporated association Accessibility Consortium of Enterprises (ACE), aiming to "Establish a new employment model of people with disabilities with society which contribute to the growth of the company."
People with disabilities employed
| Main Category | FY 2015 | FY 2016 | FY 2017 | FY 2018 | FY 2019 | FY 2020 | FY 2021 | FY 2022 | FY 2023 |
|---|---|---|---|---|---|---|---|---|---|
| People with disabilities employed as a percentage of workforce | 2.15% | 2.18% | 2.31% | 2.30% | 2.11% | 2.37% | 2.49% | 2.78% | 2.73% |
Relationship with the Labor Union
The Astellas Labor Union comprises employees from Astellas Pharma Inc. As of March 31, 2024, the number of union members stood at 2,861. The Astellas Labor Union accedes to Japanese Federation of Pharmaceutical and Cosmetic Industry Workers' Unions, one of the domestic federation of industrial unions. The Management Council, the Workplace Council and the Health and Safety Committee serve as labor-management negotiation bodies that provide advice, exchange opinions based on their unique perspectives and share a mutual understanding and recognition of labor and management themes.
Health management
Medical checkups
In addition to legally required health checkups and special health examinations, Astellas offers voluntary examinations and biosafety health examinations for those who handle pathogens or clinical materials.
Follow-ups after a health examination are a key component of its health management program, and the Company encourages employees to take a second health examination if a more precise diagnosis or retesting is deemed necessary.
As a result of health examinations, 20.1% of Astellas Group employees in Japan required retesting or a more precise checkup in fiscal 2023. Of these, 6.4％ have not been retested.
We will enhance our follow-ups on employees with health risks, and encourage them to proactively managing their own health, through such methods as early retesting. Health Insurance Association recommends walking more, dieting, and making changes in lifestyle as ways to improve health, ideas embodied in its program. In fiscal 2023, 2,267 employees participated in this program.
Mental health care
Mental health problems can arise due to a variety of factors, such as stress from work or daily life. Astellas has a system in place for employees to seek counseling with psychiatrists or help through the independent Employee Assistance Program (EAP)*1.
Since 2008, we also offer mental health checkups based on "The Brief Job Stress Questionnaire" published by the Ministry of Health, Labour and Welfare.
From fiscal 2016, we conduct a stress check test based on the regulation and adjust work environment by considering results.
*1A part of the Employee Assistance Program, which helps employees with mental health issues.
Prevention of overwork
Long working hours is said to lead to physical, mental health disorders. As prevention of overwork measures in Astellas, we use time management system to grasp properly. From fiscal year 2015, we undertook "Work Style Reform". The purpose of the project is to enable the coordination of an enhanced life with a highly productive and creative work style for each individual.
Supporting volunteer activities
In Japan, we have introduced systems for supporting employees who engage in volunteer work.
Our Volunteer Leave Program allows for up to five days of leave to be taken each year, to support participation in activities in social welfare, environmental protection, disaster relief, and international cooperation, and for the acquisition of knowledge and technical skills necessary for volunteer activities.
The Volunteer Leave of Absence System also supports an employee' volunteer activities over the long term and allows leaves of absence of up to three years.
The Bone-Marrow Registration Leave Program reflects our respect of employees' wishes to donate their bone marrow. The system lets employees take special leave to register and donate.
The Changing Tomorrow Day, which was launched in fiscal 2010, is our effort to encourage all employees to participate in volunteer activities. It has led to a higher awareness of volunteering among our employees.
*1A part of the Employee Assistance Program, which helps employees with mental health issues.
Sickness and injury leave
An unexpected illness or injury can be a life-changing event. While employees often recover from using paid annual leave over a brief period, a system is needed to support employees during a longer period recuperation from an illness or injury.
In fiscal 2023, 24 employees at Astellas Pharma Inc. participated in the Short-Term Disability Leave. The Short-Term Disability Leave of up to 30 business days shall be granted when an employee requires additional or continued hospitalization and/or recuperation at home after receiving medical treatment for one month or more. This leave shall commence immediately after one month.
If more time is needed than allowed under the Short-Term Disability Leave, Astellas offers support systems including medical treatment benefits provided by Kyosaikai (a mutual aid association for regular employees), sickness and injury benefits from Health Insurance Association and income indemnity insurance for employees with long-term disabilities-a group insurance benefit.
In addition, to support the balancing of medical treatment and work, we introduced special medical leave in installments and a shortened work hours system in 2018, creating an environment in which employees can flexibly balance medical treatment and work without any concerns.
Compensation for wage levels
Astellas’ rewards practices ensure recognition of our employees’ contribution to our mission and enterprise value as a company – which includes our commitment to ensuring all employees earn a living wage above minimum wage level in the markets we operate.
Astellas annually surveys wedge levels and ensures pay ranges and employee rewards are set above any minimum wage level in the markets we operate. We will continue our practices of providing competitive pay in the markets we operate, aiming to exceed a living market competitive wage to all.
Equal pay for work of equal value
Astellas’ rewards practices ensure recognition of our employees’ contribution to our mission and enterprise value as a company – which includes equal pay for equal value.
Astellas’ global practices dictate that employee compensation decisions provide equal opportunity for pay regardless of gender or other protected category (e.g., race, sexual orientation, disability, etc.).
We will continue our practices of providing equal pay for equal work and experience, irrespective of gender, race, or other minority group consistent with our Diversity, Equity, and Inclusion commitments as a global organization.
Astellas declared our support for the United Nations Global Compact (UNGC) in 2011. We also joined the "Forward Faster"* initiative led by the UNGC in 2023 as an early mover.
*Forward Faster is a UNGC-led initiative, which has set a total of 9 goals in 5 categories (Gender Equality, Climate Action, Living Wage, Water Resilience, Finance & Investment) to accelerate the Sustainable Development Goals (SDGs).
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