We respect our employees and aim to create a work environment where employees can work cheerfully and enthusiastically, create a nurturing work culture, and promote a balance between corporate, social, and private life within that environment and culture.

Takara Bio Group Human Resources Policy

Takara Bio Group considers human resources to be an important management capital. We are an organization in which each and every employee gathers together. Based on the belief that the collective strength of human resources is the source of sustainable growth and development of the company, we believe that it is essential to maximize the capabilities of individuals and organizations by investing in human resources in order to achieve further enhancement of corporate value and growth of the Group.
 We will promote the development of workplaces where work is fulfilling and rewarding, as well as a corporate culture that fosters people. At the same time, we will develop human resources who will support the next generation of the Group and human resources who will realize global business growth, and realize the active participation of diverse human resources.

Fostering human resources

We have put in place systems and training programs for our personnel as we strive to achieve a corporate climate that can best reflect the skills possessed by and challenges faced by our employees in our management and business practices.

Our training program includes stratified training by job level and years of service, as well as objective-based training.

Example of stratified training program

Training Objectives and details
Training for new hires,3rd-year employees,
6th-year employees, and newly appointed managers
Training on knowledge and skills required for each job level
OJT leader training Training on the role of OJT leaders (veteran employees assigned to
individual new hires) and guidance methods
Compliance leader training Group training on compliance for employee representatives selected at
each workplace

Example of objective-based training programs

Intended participants Objectives and details
All employees Fire prevention training, AED education
and training, safety confirmation
Compliance education
Study seminar to improve IT skills
Information security education
Takara Holdings History Memorial Hall tour training
Young tech-oriented employees Intellectual property training
Marketing Division employees Sales training
Employees who perform manufacturing and quality
control tasks
GMP education and training, ISO education and training

Promoting the active involvement of diverse human resources

The existence of diverse viewpoints and senses of values that reflect different experiences, technical skills, and attributes regardless of gender, nationality or other traits among employees is the strength that allows a company to continuously grow.


We believe that active involvement of diverse human resources at Takara Bio is essential to achieving continued growth going forward.

FY2021 FY2022 FY2023
Employees with disabilities (%) 2.9% 2.8% 2.4%
All employees 42.6% 43.1% 46.6%
New graduates 60.0% 47.1% 61.2%
Managerial positions 19.7% 19.8% 23.0%

Achieving a comfortable workplace environment and a work-life balance

We are working hard to put workplace and labor environments in place that will allow our employees to work comfortably, and are crafting systems to ensure that all our employees can work enthusiastically while maintaining a balance between their work and their personal lives in keeping with their individual lifestyles.

Crafting workplace and labor environments

Regular health checkups, mental health care, health consultations by occupational physicians, help lines and internal reporting systems (in Japan and at international subsidiaries)

Work-life balance

Flex time, temporary part-time work for parents, parental and caregiving leave, consultations for employees taking parental leave, reformation of long working hours, “no overtime day,” work-from-home

Takara Bio Group Sustainability Plan 2026

Theme: Human Resource Development and Organizational Development


Targets for FY2026


Development of next-generation leaders, young human resources, and executive candidates.

Implementation of training by job position and purpose.

Conducted once a year.

Job rotation according to individual interests, abilities, and aptitudes.

Creation of skill maps, use of self-assessment systems, and identification of appropriate issues through training.

Conducted once a year.

Theme: Promote the active participation of diverse human resources and realize a comfortable work environment and work-life balance


Targets for FY2026


Support for balancing work and childcare, promotion of women's careers.

(1) Enhancement of childcare support.

・Launch of in-house childcare circles.

・Expansion of corporate collaboration nursery schools.

(2) To maintain 100% return to work from childcare leave.

Maintain 100% return to work from childcare leave.

Support for injured and sick person.

Support balance between work and cancer treatment and build a systematic mental health care system.

Establish a system by fiscal 2026.

Improvement of working environment for overseas employees.

Respond to problems specific to overseas assignments (inflation, exchange rate fluctuations, etc.).

Revise regulations governing the handling of overseas employees.

Enhancement of the employment system for older workers.

Continue employment until age 70.

Revise internal regulations.

Employment of persons with disabilities.

Maintain the statutory employment rate.

Adopt to achieve the statutory employment rate.

Reduction of overtime.

Aim for 5% reduction of overtime annually compared to fiscal 2023 results.

Aim for an average of 21.2 hours per person per month (quantitative target).

Developing a working environment that can demonstrate the abilities of diverse human resources.

Review of related regulations.

Promote the establishment of a flexible work system that takes into account work-life balance.

Human Resources-related Information

Employee information (Takara Bio Group)

Item Breakdown FY2021 FY2022 FY2023
No. of employees
by region
Japan 570 669 769
Overseas U.S. 202 204 233
China 587 601 596
Europe 88 102 101
Other* 92 90 94

*Asia excluding Japan and China

Employee Information (Takara Bio)

Item Breakdown FY2021 FY2022 FY2023
No. of employees Male 327 377 411
Female 243 292 358
No. of new
graduate hires
Male 6 27 26
Female 9 24 41
Diversity Employees with disabilities (%) 2.9 2.8 2.4
Women in managerial positions (%) 19.7 22.0 23.0
Status of
Average years of service 12years and 8 month 10 years and 10 months 11 years and 9 months
Average age 41 years and 0 months 39 years and 10 months 40 years and 8 months
Average annual remuneration (Tens of thousands of yen) 695 705 709
No. of women who have taken childcare leave 7 10 11
No. of men who have taken childcare leave 4 5 5
Women who returned to work after taking childcare leave (%) 100 100 100
Monthly average of overtime hours 25.5 24.3 24.7
Annual paid holidays taken (%) 9.8 10.9 13.4
Turnover* (%) 1.8 6.7 10.2
Average years of employment (male) 13.7 11.9 12.4
Average years of employment (female) 11.4 9.5 9.5
Industrial safety
and health
No. of work-related injuries (including minor injuries) 2 3 5
Frequency 0 0 0
Frequency 0 0 0

*Turnover of newly-graduated employees who leave within three years of service