Training and Development of Employees
Human Resource Development Policy
Sumitomo Pharma upholds "Improve individual capabilities and collaborate with peers" in item 4 of the Declaration of Conduct, which serves as the code of conduct for our employees and executives. Based on the belief that individual growth and business growth are mutually reinforcing , we position each and every one of our people as playing a central role in our Sustainability Management. Through our human resources strategies aligned with our management strategies, we aim to maximize the potential of each employee, foster individual growth, and thereby achieve sustainable business growth while continuously creating value for society.
We recognize our people as key drivers of value creation, and have defined the "Desired Talent for Sumitomo Pharma Employees" as the starting point for this approach.
By promoting human resource development and fostering an organizational culture in an integrated manner, we are working to strengthen our human capital base to sustainably support value creation.
Desired Talent for Sumitomo Pharma Employees
To sustainably create value as a research-driven pharmaceutical company, it is essential that each individual takes ownership, thinks proactively, acts with initiative, and creates meaningful impact.
To this end, we have moved beyond conventional frameworks such as "responding to change" and "embracing challenges," and have redefined our "Desired Talent" to emphasize behaviors that drive a robust value creation cycle.
We seek individuals who "Go Beyond Expectations," "Go Beyond Boundaries," and "Go Beyond Own Limits."
By putting these "beyond" behaviors into practice, our people contribute to both individual and organizational growth, as we strive to achieve sustainable value creation.
An Environment in Which Employees Can Fully Exercise Their Capabilities
We place great importance on creating an environment where each and every employee can demonstrate their abilities and maximize their autonomy and creativity.
In addition to providing a safe and encouraging work environment, we foster a culture in which our people take the initiative in pursuing their own growth and development. Through ongoing dialogue and feedback, including regular one-on-one meetings between supervisors and employees, we promote a shared understanding of individual roles and efforts toward value creation throughout the year. In this way, we support our people in balancing individual growth with the achievement of results and create an environment where they can fully demonstrate their capabilities.
Through these talent management initiatives, we strive to maximize the potential of our people while enhancing the organization's overall learning and execution capabilities.
In addition, through our self-reporting system and internal job posting program, we support job assignments and development opportunities based on each employee's career aspirations, motivation, and individual circumstances. These systems provide opportunities for proactive growth and diverse challenges, encouraging employees to take on challenges proactively, develop their skills, and expand their capabilities.
Training System
We have established a comprehensive training system that supports our people’s growth at every stage, from strengthening the foundational capabilities of early-career employees to developing future leadership and executive talent.
Our system consists of the following three pillars:
1. Grade-Specific and Promotion Training
We provide a systematic program of grade-specific training for employees at all levels, from department heads and managers to general employees. By enhancing understanding of the roles and responsibilities required at each level and strengthening management capabilities and professional expertise, we aim to improve the organization's overall execution capabilities.
2. Training for Selected Employees (Theme-Based Development)
We offer advanced training programs for future leaders and key talent who are expected to play important roles in the management of the Company.
Based on strategically important themes, we focus on developing leaders through our Executive Forum, digital human resources through DX training, and global human resources through overseas assignments and language proficiency enhancement programs.
3. Training for All Employees (Supporting Self-Directed Growth)
We provide an environment that supports the self-directed growth of all employees through career development support, self-improvement programs, e-learning, and feedback training.
Through these opportunities, we encourage our people to take ownership of their growth, develop their skills, expand their capabilities, and take on new challenges proactively.
Training for Selected Employees
To develop future leaders and executive talent, we established the SMP Academy, a training program for selected employees, in July 2016. Since its launch, the program has supported the development of 644 employees.
Building on this initiative and in response to the rapidly changing business environment, we renewed our leadership development framework in fiscal 2025 and launched the Executive Forum. This program is designed to accelerate the development of talent capable of accurately identifying business challenges and risks and making timely, high-quality decisions.
The Executive Forum consists of two levels, Basic and Advanced, and provides annual development opportunities for approximately 40 future leaders and executive candidates. The program focuses on strengthening strategic thinking and decision-making capabilities from a management perspective while enhancing the leadership and execution capabilities needed to drive organizational success.
Going forward, we will continue to systematically develop the next generation of leaders and executive candidates based on the Group's human resources portfolio and further strengthen the talent foundation that supports sustainable value creation.
Developing Global Talent
We are committed to developing global talent capable of creating value in an increasingly global business environment. In addition to strengthening English proficiency, we provide opportunities for our people to gain international experience through assignments to overseas subsidiaries, as well as academic and research institutions outside Japan.
We also offer the SMPA Mentor Program, a voluntary mentoring initiative conducted in collaboration with Sumitomo Pharma America, Inc. Through this program, employees can participate in mentoring, learning, and discussions in English. Ongoing interactions among employees help support career development, enhance job performance, and strengthen global communication skills.
In addition, to raise the overall level of English proficiency across the company, we provide opportunities for all employees to take the TOEIC test three times a year. Going forward, we will continue to strengthen our global talent development efforts through closer collaboration with the Executive Forum, enhancement of existing English-language development programs, and the introduction of new initiatives.
Developing Talent to Enable Innovation and Operational Transformation through Digital Transformation
In August 2021, we launched a DX training program with the goal of developing 100 data scientists*1. The program includes e-learning courses for all employees and managers, as well as advanced courses designed to provide practical data science expertise.By fiscal 2024, we achieved our goal of developing 100 citizen data scientists*2. In addition, we established a new category of DX talent, citizen developers*3, and aim to develop 150 employees in this category by fiscal 2027.
We are also placing a strong focus on artificial intelligence (AI), which is expected to play an essential role in future business transformation. Through our training initiatives, we are fostering talent capable of seamlessly integrating AI into their daily work.
By actively leveraging data, digital technologies, and AI, we are developing digital talent with the capabilities to solve diverse business challenges and create new value. Through these efforts, we aim to transform ourselves into a data-driven pharmaceutical company while driving new value creation and operational transformation.
- *1Based on "Skill Checklist Ver. 3.01" by the Japan Data Scientist Society
- *2Employees who serve as catalysts for data-driven value creation
- *3Employees capable of independently driving workplace efficiency improvements
Talent Management for Strategic Talent Allocation and Human Resource Development
By establishing a centralized talent database, we are able to promptly identify the status of internal talent allocation and employee skills across the organization. Utilizing this talent information in personnel assignments and other human resource decisions enables us to place the right people in the right positions in a timely and accurate manner, while ensuring a high level of transparency in talent management.
Going forward, we will continue to strengthen our talent management practices through the visualization and analysis of human capital data. By doing so, we will create an environment in which every employee can fully demonstrate their capabilities, support the growth of both our people and the organization, and ultimately maximize business performance.
Developing Human Resources through Application of Research Project System
We have adopted the Research Project-based Management System ("Research Project System") to accelerate the development of innovative pharmaceutical products. Under this system, enthusiastic researchers who propose research themes are appointed as Research Project Leaders and lead their projects through all stages of the research process together with their team members. This system grants Research Project Leaders, regardless of age or years of experience, authority over project budgets and personnel evaluations, enabling them to manage their projects with a high degree of autonomy while contributing to both research achievements and talent development. To date, 11 drug candidates developed under this Research Project System have advanced to clinical studies, and more than 15 research projects are currently underway. Since the system was introduced, 46 researchers have been appointed as Research Project Leaders.
Training for Medical Representatives
Sumitomo Pharma provides training for medical representatives (MRs) with the aim of nurturing MRs who can work with healthcare professionals and help solve the challenges they face. OJT serves as the basis of our approach to MR training, and we encourage them to take ownership of their learning and act independently.
Those with less than three years of experience are considered early-career MRs in development and participate in a training program entitled "Sumitomo Pharma―MR Basic Program." The program includes the FL (Freshers Leader) System, under which employees close in tenure support newly assigned MRs in their learning, as well as the DEGEICO System, through which MRs build mentoring relationships with experienced colleagues in neighboring offices and gain practical experience through joint visits to healthcare professionals. Through these programs, MRs acquire the mindset, knowledge, and skills necessary to perform their roles effectively from a variety of perspectives. Furthermore, to respond to the evolving needs of healthcare professionals and patients, all MRs participate in ongoing training to ensure they acquire the latest medical information. We have also made available various tools for self-study, thereby providing an extensive training system to develop professional MRs who can contribute meaningfully to the medical community.