Shionogi & Co., Ltd. · TSE:4507
Shionogi & — ESG Presentation (December 2025)
22 slides from Shionogi &'s sustainability presentation, Dec 12, 2025
Slide 1: FY2025 Sustainability Meeting
FY2025 Sustainability Meeting December 12, 2025 Shionogi & Co., Ltd. 1
Slide 2: Agenda
Agenda Transformation into a Global Company toward （P.3-6） 01 Realizing our 2030 Vision 02 Sustainable Growth Centered on In-House Drug （P. 7-13） Discovery 03 Corporate Governance （P.14-20） 2
Slide 3: Transformation into a Global Company toward Realizing our 2030 Vision
Transformation into a Global Company toward Realizing our 2030 Vision 3
Slide 4: SHIONOGI's Vision: Building Innovation Platforms to Shape the Future of Healthcare
SHIONOGI’s*1 Vision Building Innovation Platforms to Shape the Future of Healthcare SHIONOGI Group Vision (2030 Vision) - What we want to achieve by 2030 - Continuously enhance our “strengths” as a drug-discovery-oriented pharma company, become the premier partner for other companies/industries for
Slide 5: Transformation into a Global Company
Transformation into a Global Company Establish a system to realize SHIONOGI Group Heritage of “research, produce and promote” globally SHIONOGI’s “Persons in the right positions or experts” make decisions based on vision for “sound discussions in appropriate forums” and “transparent criteria” manage
Slide 6: Globalizing Business and Strengthening Management Foundations
Globalizing Business and Strengthening Management Foundations Step up efforts to strengthen business through growth investments and efforts to strengthen management foundations that support them - Key areas to strengthen for globalization - - FY2025 initiatives - Business Growth investment ① In-hous
Slide 7: Sustainable Growth Centered on In-House Drug Discovery
Sustainable Growth Centered on In-House Drug Discovery 7
Slide 8: SHIONOGI's Unique Growth Strategy
SHIONOGI's Unique Growth Strategy Providing new medicines globally, based on outstanding research capabilities that drive innovation SHIONOGI’s growth strategy Growth strategy of pharmaceutical companies through acquisitions Venture Acquisitions through Innovative company A reinvestment of profits i
Slide 9: Commitment to Small Molecule Drug Discovery
Commitment to Small Molecule Drug Discovery Providing new value through in-house developed small molecule drugs - Meeting unmet medical needs through small molecule drug discovery - Abundant drug discovery Flexibility in formulation Excellent cost efficiency targets design a Enabling access to diffe
Slide 10: M&A Prioritizing the Enhancement of In-House Drug Discovery Capabilities
M&A Prioritizing the Enhancement of In-House Drug Discovery Capabilities Strengthening our proprietary pipeline through integration with JT Accelerating and enhancing the quality of the drug discovery cycle Pharmacology/ Safety and ADME Profiling Medicinal chemistry Streamlining Synthesis of the Dru
Slide 11: Concept of PMI (Post Merger Integration)
Concept of PMI (Post Merger Integration) Leverage past experiences to promote PMI for the goal of creating true synergy that goes beyond mere integration Reflections regarding Sciele Pharma, Inc.*1 M&A of JT Group’s Pharmaceutical Division*3 Lack of necessary structure, experience, know-how, and Aim
Slide 12: Evolution of Project Structure
Evolution of Project Structure Team expansion with consideration given to confidentiality and according to M&A progress 3 Current subcommittee ー December 2025 ー October 2024 450 1 25 Weekly reports on the status Initial of each subcommittee to the members About people About people management meeting
Slide 13: To Foster a Common Sense of Purpose and Values
To Foster a Common Sense of Purpose and Values Promoting PMI activities driven by serious commitment from management September October November December SHIONOGI introduction event (1) Torii social event Key attendee: Senior Vice President of Video message to all employees Key attendees: Corporate O
Slide 14: Corporate Governance
Corporate Governance ® SHIONOGI
Slide 15: Corporate Governance
Corporate Governance Governance is not just a system but a management foundation that supports sustainable improvement of corporate value ー Four pillars of SHIONOGI’s corporate governance ー Considering the balance Diversity of the Board Management transparency Faster decision-making with four stakeh
Slide 16: Transition to a Company with an Audit and Supervisory Committee (From June 2025)
Transition to a Company with an Audit and Supervisory Committee (From June 2025) Establishing a new auditing system to promote both sustainable improvement of corporate value and governance 1 2 3 Delegation of authority to the Establishment of Audit and executive side Supervisory Committee Office Pr
Slide 17: Corporate Governance System (Since June 2025)
Corporate Governance System (Since June 2025) Strong governance realized through proactive operation of the Board of Directors, Audit and Supervisory Committee, and advisory committees General Meeting of Shareholders Board of Directors Appointment/ Dismissal Appointment/ Dismissal Board of Advisory
Slide 18: Operation of Advisory Committees
Operation of Advisory Committees Although we are a company with an audit and supervisory committee, both advisory committees are functioning effectively Nomination Advisory Committee Compensation Advisory Committee Main topics of discussion Main topics of discussion The balance of expertise of the
Slide 19: Mechanisms to Enhance Effectiveness of the Board
Mechanisms to Enhance Effectiveness of the Board Continuously improving the effectiveness of the Board through multifaceted initiatives Advance briefing on agenda items to Information exchange and study meetings outside officers with outside officers Ensure earlier provision of materials. Provide
Slide 20: Board Deliberations
Board Deliberations Discussions that contribute to improving corporate value through active involvement of outside directors Examples of matters deliberated by the Board Relocation of head office*1 Comparison with the alternative option of rebuilding the old head office - BCP *2 and appropriatenes
Slide 21: Appendix
Appendix 21 @® snionoai
Slide 22: Corporate Governance Transition
Corporate Governance Transition Various measures taken to strengthen governance Percentage of outside officers (number of people) 11.1 22.2 54.5 60.0 63.6 20 Outside corporate auditor / Outside directors who are Audit and Supervisory Committee Members 2 Outside directors 15 2 Internal corporate audi