Talent Management Program | Takeda Pharmaceuticals
Delivering our vision with a highly engaged workforce
Our heritage and deeply rooted values are the foundation of our culture, and everyone who joins Takeda learns our history and values during their orientation. In addition, we intentionally weave these elements into every development and learning program we offer
Ensuring each and every employee feels engaged and has an opportunity to contribute across the organization is essential. Effective communication is not just top-down dialogue from senior leaders, but it is two-way dialogue that solicits ongoing feedback from all levels and functions within the organization.
We do this in a number of ways– from encouraging all employees to ask questions directly of our executive team in regular town-hall style question-and-answer sessions to engaging our employees in selecting our Global CSR (Corporate Social Responsibility) Program partners.
We want our employees to feel invested in and passionate about their work and the impact they have on patients’ lives. We look for exceptional talent and then engage them in open and ongoing discussions to enhance performance and development. We use our “Quality Conversations” framework to empower managers and teams to communicate clearly and frequently to build trust, deliver impact and move our business forward. We also prepare high-potential individuals for new opportunities so that we’re constantly improving our bench strength of leaders and experts.
The Global Risk Management Policy determines in its Principles that managing risk is the responsibility of everyone from the Board of Directors to the employee. It has been published and made available to all business units, business functions and Local Operating Companies (LOCs). In the annual Enterprise Risk Assessment (ERA) process, risks (including human capital risks) are identified, assessed and reported to the relevant local committee by each business unit, business function or LOC. Human capital risks can therefore be raised from anywhere across Takeda, or be raised directly within the HR function’s risk assessment. All individual risk assessments are then aggregated into an enterprise risk heatmap, allowing the Risk, Ethics and Compliance Committee (RECC) and the Board of Directors to obtain an enterprise view. In addition, the effectiveness of mitigating controls & any remaining residual risk can be assessed and prioritized for further actions if required.
TOP EMPLOYER® Certification
We are one of only 15 companies to achieve Global Top Employer certification for 2023, the sixth year in a row. In addition to the global certification, we are also recognized as a Top Employer across 22 countries, strengthening its commitment to creating a diverse, equitable and inclusive working environment and an exceptional employee experience.
We believe that stock ownership provides colleagues the opportunity to invest in their own future as well as Takeda’s and align their interests with external stakeholders.
Employee Health, Well-being and Resilience
Our employees worldwide deserve extraordinary experiences as they strive to achieve their professional ambitions and thrive at work and at home. As part of this, we are constantly evaluating and enhancing our health and well-being programs based on the evolving needs of our employees.
When COVID-19 progressed around the world, our values guided us as an organization. We acted quickly and created a Global Crisis Management Committee. This was a cross-functional team of internal subject matter experts, including virologists and epidemiologists, who helped to ensure our decisions and policies were guided by science. The team developed robust risk mitigation plans to protect the health and safety of all our employees from the start, immediately implementing a global remote working policy, travel restrictions and robust, enhanced safety protocols for employees in critical onsite operations.
Aligned to the benefits and policies in each country, we launched a number of efforts to help our people navigate pandemic-related challenges and support their overall well-being. For example, in some countries, we moved quickly to increase paid time off for employees to help support those navigating illness and caregiving for family members. In others, we added additional volunteer days for our employees so they could help on the front lines or in their local communities, and we ramped up support for our working parents and caregivers.
In addition, we recognized the importance of collecting new data and information to better understand and address the evolving needs of our employees, adhering to Takeda’s privacy and security values and applicable regulations. Thus, we pivoted our annual employee experience survey to deploy a global survey focused on health and well-being.
Learn more about our Global Environment, Health and Safety Policy.
Looking after the health, safety and well-being of our colleagues and the communities where we work, live and serve is important to us. From breast cancer awareness workshops and biometric screenings in Austria and Switzerland to mindfulness education and regular lunch-and-learns on nutrition, exercise, mental health and cancer risks in the U.S., we make sure our people have the resources they need to lead healthy lives. In Asia, we prioritize four key issues with our employees: preventing lifestyle diseases and promoting smoking cessation, supporting early detection and treatment of cancer, responding to health issues specific to women and supporting mental health.
Our health and safety efforts are guided by the following principles:
We work to be a global leader in health and safety through innovative management practices, working to prevent incidents, and proactively recognizing potential hazards and related risks while working to eliminate them.
We provide the tools, resources and programs to support our employees in making healthy lifestyle choices.
We include Environment, Health and Safety (EHS) principles in Takeda’s culture through leadership involvement and accountability, as well as by encouraging our employees to consider EHS in all aspects of their work and reduce those risks wherever they can.
We make sure to include the viewpoints of our employee works councils and partners, where appropriate, when developing and improving our processes.
Well-being is a cornerstone of our People-First culture. As a result, we support behaviors that enable work-life balance, mental and physical wellness, and resources to deliver on our financial, family and community needs. Our mission of ‘Better Health for People, Brighter Future for the World,’ is only possible when we take care of our own well-being and support the same for our colleagues. We are committed to adhering to all local laws on working hours/overtime or maximum working hours by having strong policies, practices and time keeping systems in place. For example, in Japan our allowable working hours are less than what is even permitted by country law. To ensure adherence and our commitment, we notify our Japan managers and employees who are close to the upper limit of overtime.
With people at the center of all that we do, we are committed to putting our people first in times of workforce restructuring. We have local severance policies or social plans that provide level of pay, benefits and outplacement services to employees negatively impacted by workforce restructuring. There is no better talent than internal talent so before and after notification we are identifying internal opportunities for those that may be impacted. Where national individual and collective consultation requirements apply, we commit to meet all applicable obligations, including meeting the spirit and intent of that legislation of any local or regional obligation.
Diversity, Equity & Inclusion
We embrace and celebrate diversity in all its forms (race, ethnicity, age, gender, gender identity, nationality, social origin, religion, sexual orientation, disability, physical appearance and other individual characteristics), and strive to give patients and our people equitable access to opportunities to achieve their full potential. We take a values-based approach to inclusive patient experiences, inclusive work environments, workforce diversity and societal impact. As a company, our objective is to have a workforce as diverse as the talent pools in the communities where we operate and the patients we serve. We do this to power a more equitable society.
52% of employees globally are women.
41% of manager-level roles are held by women.
6 women are on the executive team.
The COVID-19 pandemic and increased calls for social change worldwide have highlighted inequalities that continue to persist in society. We believe in the importance of diversity, equity and inclusion (DE&I) – not only within the company, but also with our suppliers and in the economies and communities where we operate and serve patients.
We are committed to a fair, equitable and non-discriminatory workplace where there are meaningful platforms for dialogue and progress. This starts from the top – our managers are expected to act as role models for our values every day. We are committed to finding ways, large and small, to affect change, show respect and demonstrate compassion for underrepresented individuals or communities suffering injustice – not only through our words, but through our actions.
As a values-based organization, we want to have a workforce that is as diverse as the communities and patients we serve. We also empower our employees to help us foster a diverse, equitable, inclusive, safe, open and collaborative working environment in which employees can contribute, perform and grow as individuals. For example, all 10 of our colleague-led Takeda Resource Groups came together after recent global events related to racism and injustice to support our colleagues, plan educational programs and create forums for discussion with leaders.
DE&I is a critical commitment for patient communities as well. We recently launched our Center for Health Equity and Patient Affairs (HEPA). HEPA will operate as a center of excellence, positioning Takeda as a leader in health equity and patient centricity to create a more inclusive ecosystem and strengthen trust and reputation with patients and other key external stakeholders around the world. It will ensure that DE&I considerations inform our planning for clinical trials and other research and development activities.
Takeda Resource Groups (TRGs) are voluntary, employee-led groups composed of individuals with shared aspirations, characteristics and life experiences, as well as allies and advocates. Today, we have 10 TRGs around the world (as of March 31, 2021).
Black Leadership Council: IGNITE (young professionals)
Building Asian Leaders: IMPACTO (LatinX community)
EnAbles (employees with disabilities and allies): PACT (working parents and caregivers)
Faith@Work: STRIVE (military service-connected employees)
Gender Parity Takeda Resource Group: Take Pride (LBGTQ+ employees and allies)
Enabling employees to thrive inside and outside of Takeda through a lifelong learning mindset
Innovation is our path forward, and our people are the drivers of that innovation. COVID-19 has only accelerated the speed of change and created urgency for constant improvement and innovation. That’s why we offer unique opportunities for employees to learn, grow and progress professionally while making a difference in people’s lives.
This ranges from formal trainings and multi-year professional development opportunities to on-demand resources to help people managers and their teams have ongoing development discussions that can help enhance performance. For example, our Accelerator Program is a five-year development journey for high-potential employees who are early in their career to have global development experiences through at least two international assignments. The Accelerator Program is intended to prepare talent for future leadership roles at Takeda. In addition, in Japan we piloted a career support program in 2020 whereby employees can apply for a short term assignment in another department or on a project in order to gain exposure and build their capabilities. We also encourage our employees to learn and use new technology, such as virtual reality. In one example of this, our global manufacturing facilities are embracing virtual reality to create operational training efficiencies.
Investing in our people helps our teams stay ahead of the curve and ultimately, the time we spend on learning and development moves our business forward
We make available tuition reimbursement programs at the local level for full- and part-time employees to undertake external degree programs beneficial to their careers. In addition, we allow for individuals to grow their knowledge and skills and maintain their necessary certifications through funding available at the department or organizational level. This may include workshops, seminars, conferences, institutes, courses for which continuing education units (CEUs) are awarded and courses at nondegree-granting institutions, which are required or approved by management as necessary and/or appropriate for the performance of an employee’s job.