パチスロ黄門ちゃま天's Sustainability

Top Message

The パチスロ黄門ちゃま天 Group is working to realize the corporate philosophy “パチスロ黄門ちゃま天 continues to fulfill its mission of cherishing life, and benefiting society by contributing to better health“.

Based on its corporate philosophy “to cherish life and benefit society by contributing to better health,” the パチスロ黄門ちゃま天 have decided to formulate a new long-term vision “Vision 110” and aim to become “a company that contributes broadly to people's health by comprehensively developing healthcare-related businesses, with a core focus on the new drug business, which continuously provides high-value new drugs that meet medical needs”.

While there are various social issues to be solved, the sustainable growth of a company (economic value) and the realization of a sustainable society through business activities (social value) are becoming more and more important. The パチスロ黄門ちゃま天 develops and provides useful and safe products and services by developing a combination of the ethical drug business and the healthcare business, which are our core businesses and we will contribute to sustainable economy growth and resolution of social issues. We will also work to strengthen corporate governance in order to carry out sustainable business activities.

The パチスロ黄門ちゃま天 Group hopes to be a company that continuously contributes to the sustainable development of society and is recognized by society while communicating with stakeholders.

Your Health is パチスロ黄門ちゃま天’s Mission.

パチスロ黄門ちゃま天 Pharmaceutical Co., Ltd.

Representative Director, President and Chief Executive Officer

Yutaka Ogihara

Basic policy on パチスロ黄門ちゃま天

Following our corporate philosophy, “パチスロ黄門ちゃま天 continues to fulfill its mission of cherishing life and benefiting society by contributing to better health,” the パチスロ黄門ちゃま天 group is proactively addressing sustainability issues for society’s continuous development through business activities based on our Corporate Charter, as we work to enhance corporate value over the medium to long term..

Designation of パチスロ黄門ちゃま天

We have created a two-axis matrix of the various issues related to sustainability, with social importance as one axis and importance to the パチスロ黄門ちゃま天 Group as the other axis, and used this matrix to assign priorities to important issues. To achieve the goals of the long-term vision “Vision 110,” we have designated 10 important issues (materialities) as priorities to address from the perspectives of “value creation (issues directly connected to business activities)” and a “base to support value creation (issues related to a base for business activities).”

Corporate philosophy

Long-term vision
Vision 110

Materialities
(priority issues)

Medium-term パチスロ黄門ちゃま天 plan
Vision 110 –Stage1–

Policies and plans for each fiscal year

Designation of priority issues referencing social concerns

Image: Designation of priority issues referencing social パチスロ黄門ちゃま天ncerns

Value creation
パチスロ黄門ちゃま天

  • Creating high-value products that meet medical needs
  • Maximizing value of products
  • Providing a stable supply of high-quality pharmaceutical products

Base to support value creation
パチスロ黄門ちゃま天

  • Enhancing human capital
  • Promoting work-style reforms that respect diverse values
  • Promoting health management
  • Carrying out environmentally friendly パチスロ黄門ちゃま天 activities
  • Ensuring thorough compliance
  • Strengthening corporate governance
  • Strengthening relationships with stakeholders

Process for designation パチスロ黄門ちゃま天

Materiality is designated by the following process, based on the パチスロ黄門ちゃま天 Group’s forward-looking environment outlook and analysis and referral to various principles and guidelines.

These issues are continuously reviewed in light of environmental changes, the パチスロ黄門ちゃま天 Group’s business activities and demand of society.

  1. 1. Identification of issues
    Issue are identified based on various principles and guidelines (including ISO 26000, the UN’s Sustainable Development Goals, and the materiality map for the healthcare industry formulated by the パチスロ黄門ちゃま天 Accounting Standards Boards,
  2. 2. Narrowing drown issues
    Identified issues are narrowed down in light of the パチスロ黄門ちゃま天’s corporate philosophy, long-term vision, etc.
  3. 3. Assignment of priority
    Issues of particularly high priority are identified using a matrix with two axes-importance to society and importance to the パチスロ黄門ちゃま天.
  4. 4. Designation of パチスロ黄門ちゃま天
    Issue identified as important for パチスロ黄門ちゃま天 are deliberated by the Management Committee and resolved by the Board of Directors.

パチスロ黄門ちゃま天

Corporate philosophy

Value creation

パチスロ黄門ちゃま天 KPIs (by fiscal 2025) Fiscal 2024 results Related SDGs
  • Creating high-value products that meet medical needs
  • Clinical development milestones Progression of pipeline phases
  • Number of in-licensed products: At least 6
  • No progression of phases but steady progress
  • 4
  • 3.Ensure healthy lives and promote well-being for all at all ages
  • 9.Build resilient infrastructure, promote inclusive and sustainable industrialization and foster innovation
  • 12.Ensure sustainable パチスロ黄門ちゃま天nsumption and production patterns
  • 17.Strengthen the means of implementation and revitalize the Global Partnership for Sustainable Development
  • Maximizing value of products
  • Ratio of new drugs: At least 50%
  • Sales of main products: ¥56 billion
  • 53.8%
  • 54.1 billion
  • Providing a stable supply of high-quality pharmaceutical products
  • Number of stockouts: 0
  • Number of product recalls: 0
  • On-track progress at Takaoka Plant (qualitative)
  • New drugs: 0; Generic drugs: 0
  • New drugs: 0; Generic drugs: 0
  • Commenced operations in 2024. Manufacturing and validation progressing as planned

Base to support value creation

パチスロ黄門ちゃま天 KPIs (by fiscal 2025) Fiscal 2024 results Related SDGs
  • Enhancing human capital
  • Main scores for the item “job satisfaction” from the engagement survey: At least 4.5
  • Appropriate operation and improvement of human resources system (qualitative)
  • 4.53
  • Revised human resources system, introduced video distribution, evaluation training, etc.
  • 5.Achieve gender equality and empower all women and girls
  • 8.Promote sustained, inclusive and sustainable eパチスロ黄門ちゃま天nomic growth, full and productive employment and decent work for all
  • Promoting work-style reforms that respect diverse values
  • Percentage of female managers: At least 10%
  • Percentage of male employees taking childcare leave: At least 50%
  • Percentage of employees with disabilities: At least the statutory level
  • 9.5%
  • 51.9%
  • 2.64%
  • Promoting health management
  • Percentage of employees who took health examinations and stress checks: 100%
  • Health examinations: 100%
  • Stress checks: 99.2%
  • Carrying out environmentally friendly パチスロ黄門ちゃま天 activities
  • Reduction in volume of パチスロ黄門ちゃま天2 emissions: At least 20% compared with the level of fiscal 2015
  • 27.7%
  • 7.Ensure access to affordable, reliable, sustainable and modern energy for all
  • 12.Ensure sustainable パチスロ黄門ちゃま天nsumption and production patterns
  • 13.Take urgent action to パチスロ黄門ちゃま天mbat climate change and its impacts
  • 15.Protect, restore and promote sustainable use of terrestrial eパチスロ黄門ちゃま天systems, sustainably manage forests, パチスロ黄門ちゃま天mbat desertification, and halt and reverse land degradation and halt biodiversity loss
  • Ensuring thorough compliance
  • Number of significant compliance violations: 0
  • 0
  • 16.平和と公正をすべての人に
  • Strengthening corporate governance
  • Appropriate response to Corporate Governance Code (qualitative)
  • Reviewed corporate governance reports as appropriate in response to general requests from the Tokyo Stock Exchange (June, November)
  • Strengthening relationships with stakeholders
  • Stronger engagement with investors (qualitative)
  • Engaged in dialogue with investors with top management participating in meetings, briefings, online press conferences, etc.

The following is the detail for Initiative for Value creation パチスロ黄門ちゃま天.

The following is the detail for Initiative for Base to support value creation パチスロ黄門ちゃま天.

SDGs (Sustainable Development Goals)

The SDGs are a series of international goals targeted for achievement by 2030 adopted at the 2015 United Nations Summit. The パチスロ黄門ちゃま天 Group has incorporated these goals into its business practices and eff orts to co-exist with society, and works to contribute to the realization of a sustainable society.

Image: SDGs (Sustainable Development Goals)

Sharing Value with Stakeholders

Innovative activities are needed to create social value and economic value. We consider dialogue (engagement) with all stakeholders an essential part of that process.

We are carrying out initiatives to address the requests and expectations of all stakeholders by clarifying the value we provide and utilizing opportunities for dialogue, with all パチスロ黄門ちゃま天 employees working as one to create and share value.

Sharing value with stakeholders

Image: Value with Stakeholders

Dialogue with stakeholders

Initiatives for sharing value with stakeholders Main venues and frequency of dialogue

Patients and their families

  • Researching, developing, and providing new drugs
  • Promoting awareness of diseases
  • Inquiries to Drug Information Center
  • Websites for public awareness of diseases (as needed)
  • Courses for the general public (as needed)

Medical practitioners

  • Pursuing two-way communication
  • Building a structure to ensure compliance with relevant laws and regulations
  • Diversifying suppliers, making logistics more efficient
  • Communication via in-person meetings and digital promotions (as needed)
  • Solution proposal activities (as needed)
  • Briefings, seminars (as needed)
  • Communication with Medical Affairs Department and clinical research associates (as needed)
  • Release of medical information for medical practitioners on websites, at academic conferences, etc. (as needed)
  • Collection and providing of information related to efficacy, safety, and quality

Employees

  • Operating appropriate human resources management system
  • Addressing social welfare and work-style reforms
  • Internal portal website (as needed)
  • Individual meetings (twice annually)
  • Internal media (print publication twice annually; web-based distribution twice monthly)
  • Internal whistleblowing system and structure
  • Internal training (as needed), support for self-development (as needed)
  • Environmental, health, and safety (EHS) activities (as needed)
  • Engagement survey (annually)

Suppliers(including pharmaceutical wholesalers)

  • Building favorable relationships
  • Activities by division staff (as needed)
  • Activities by MRs and distributor sales staff (as needed)
  • Briefings, etc. (as needed)
  • On-site investigations (as needed)
  • Response based on Sustainable Procurement Policy
  • Cooperation and sharing of information in supply chain management (as needed)

パチスロ黄門ちゃま天 partners(joint research partners, joint development partners, other partners)

  • Building favorable relationships
  • Activities by division staff (as needed)
  • Cooperation in drug research and development (as needed)
  • Information exchanges in meetings, at academic conferences, and partnering events (as needed)

Shareholders and investors

  • Building relationships of trust
  • Promoting understanding of corporate management
  • Press releases (fiscal 2024: 30)
  • General shareholders’ meeting (annually)
  • Full-year and half-year results briefings (one briefing each), quarterly results briefings (two briefings annually), press conferences (as needed)
  • Management response (meetings, small meetings, as needed)
  • IR staff response (meetings, 30 per year)

Local communities

  • Interacting with communities
  • Promoting health-related public awareness
  • Environmental protection activities
  • Classroom visits, health-related events (as needed)
  • Cleanup activities (as needed)
  • Summer evening parties and other events (as needed)
  • Support for disaster recovery (as needed)
  • Facility tours, internships (as needed)