Takeda is a values-based company. It has been since it was founded in 1781 by Chobei Takeda, an herbalist who sold traditional Japanese and Chinese medicines in Osaka, Japan. Chobei was an Omi Shonin, one of a group of merchants who distinguished themselves through their adherence to Sanpo-Yoshi, a business principle that literally translates as “three-way satisfaction.” For the Omi, the three guiding principles were good for the seller (urite yoshi), good for the buyer (kaite yoshi) and good for society (seken yoshi).
These guiding principles lead to the values of Integrity, Fairness, Honesty and Perseverance that make up what we call “Takeda-ism.” Today, we are a global company with approximately 50,000 colleagues in about 80 countries. We bring Takeda-ism to life through actions based on Patient-Trust-Reputation-Business, in that order, to form a philosophy that’s ingrained in our ways of working. And as an R&D-driven company, these values align perfectly with our commitment to discover and deliver life-transforming treatments for patients.
Most pharmaceutical companies put patients at the center of their thinking. It’s what makes our industry special. What sets Takeda apart is how we make business decisions. We prioritize Patient needs first, then ask ourselves if this decision builds Trust with society, which in turn strengthens our Reputation.
If the answer is “yes,” then Business performance will follow.
Our values guide not only what we do, but how we do it. It’s about creating lasting value for society — we think as much about the next decade as we do the next quarter. And while we strive every day to address unmet medical needs by delivering life-transforming or life-saving medicines and vaccines that translate into sustainable growth and provide value for shareholders, our purpose is deliberately broader: Better health for people, brighter future for the world.
We’re proud of our purpose-led and values-based approach. We hear from external stakeholders that we’re unique in the way we build this approach into our early access programs, including our free “named patient programs” to help provide better access to medicines that are not available to people in their own countries. We’re told that it comes to life in our commercial negotiations around reimbursement and pricing. It’s even guided the way we designed our business — with our Vaccines Business Unit, for example, we intentionally chose to go after some of the most challenging infectious disease targets such as dengue, at a time when a safe and effective vaccine did not exist. Most recently, this approach was behind the significant enhancements we made to our Patient Assistance Programs for U.S. patients who qualified for and needed extra help as a result of the COVID-19 pandemic.
Our aspiration is to create exceptional opportunities and experiences for every member of our diverse global team.
Like all global organizations, the COVID-19 pandemic has tested our organizational resilience. It’s also reminded us why we come to work every day — to make a difference for patients and the communities in which we live and operate.
Strict safety protocols have enabled employees in R&D, manufacturing and distribution to supply medicines uninterrupted. And we’ve paused some of our noncritical clinical studies, so that we can refocus certain areas of R&D to identify and develop potential coronavirus treatments.
We’ve also pioneered cross-industry partnerships such as the CoVIg-19 Plasma Alliance (see page 24), co-led by the President of our Plasma-Derived Therapies Business Unit, Julie Kim. And Andy Plump, President of R&D, is taking a leadership role within the R&D Alliance.
We’ve shown extraordinary resilience and flexibility as a company, demonstrating great creativity in the way we work and where we work, as well as how we interact with each other and with our stakeholders. We’ve set up a cross-functional team that is soliciting employee input to build a holistic and data-driven approach to design the right future working environment for Takeda post COVID-19.
At the same time, we’ve continued to move ahead with measures to help achieve our goal to be carbon neutral across our value chain in FY2020 and help achieve our goal of reaching zero carbon emissions from operations by 2040. To reflect our new organization, we refreshed our corporate philosophy to make sure our purpose and our commitment to providing sustainable value to society are embedded in the imperatives that will help us realize our vision.
Our promise to put patients first is stronger than ever. Today, Takeda has 14 successful global brands and an exciting pipeline of innovative medicines. Our R&D engine continues to translate science into potentially life-changing therapies and vaccines in areas of high unmet need. We’re partnering with policymakers and payors to support the sustainability of health care systems, while also developing innovative pricing and contract strategies. And we’re staying on top of rapid changes in technology and the delivery of health care, innovating responsibly and ethically in the process. COVID-19 has accelerated the role of digital services and adoption of technologies such as Artificial Intelligence (AI) and machine learning. At Takeda, we’re undergoing a digital transformation that will help us embrace and champion these new approaches, while limiting our environmental impact.
As you’ll see in this comprehensive report, we made many achievements in 2019 that demonstrate the commitments articulated in our vision — “Discover and deliver life-transforming treatments, guided by our commitment to Patients, our People and the Planet.” You’ll also learn how our values drive our actions. They help us allocate resources and make choices so we can play a meaningful role in meeting major global challenges — from public health, to climate change, to social justice.
What we do today will make a difference for tomorrow and beyond. I’m confident that Takeda will continue to be a company that innovates for patients and that’s trusted by society; a company that’s loved — not just now, but in 200 years’ time.
President and Chief Executive Officer