Case studies
Gilead Sciences
Localising Gilead Sciences' EVP for the Japanese market
Gilead Sciences
Localising Gilead Sciences' EVP for the Japanese market
Case studies
Case studies
Gilead Sciences
Localising Gilead Sciences' EVP for the Japanese market
Challenge
Gilead needed to understand how to adapt their employer branding for optimised resonance with Japanese employees and recruitment candidates.
Gilead Sciences are a US-based biopharmaceutical company known for developing the influenza treatment Tamiflu and Remdesivir (the first approved COVID-19 treatment in Japan), as well as their high market share in HIV and hepatitis C therapies.
Operating in more than 35 countries globally, Gilead have strengthened their employer branding by defining an Employee Value Proposition (EVP) at a global level, which they aimed to implement across all markets.
However, successful implementation and adoption of the EVP required localisation that would account for regional work styles, business context, and cultural nuances. Alongside Gilead’s partner Maximum, Fabric supported Gilead's Japanese subsidiary with EVP localisation as a partner well-versed in both global and Japanese cultures.
Challenge
Gilead needed to understand how to adapt their employer branding for optimised resonance with Japanese employees and recruitment candidates.
Gilead Sciences are a US-based biopharmaceutical company known for developing the influenza treatment Tamiflu and Remdesivir (the first approved COVID-19 treatment in Japan), as well as their high market share in HIV and hepatitis C therapies.
Operating in more than 35 countries globally, Gilead have strengthened their employer branding by defining an Employee Value Proposition (EVP) at a global level, which they aimed to implement across all markets.
However, successful implementation and adoption of the EVP required localisation that would account for regional work styles, business context, and cultural nuances. Alongside Gilead’s partner Maximum, Fabric supported Gilead's Japanese subsidiary with EVP localisation as a partner well-versed in both global and Japanese cultures.
Challenge
Gilead needed to understand how to adapt their employer branding for optimised resonance with Japanese employees and recruitment candidates.
Gilead Sciences are a US-based biopharmaceutical company known for developing the influenza treatment Tamiflu and Remdesivir (the first approved COVID-19 treatment in Japan), as well as their high market share in HIV and hepatitis C therapies.
Operating in more than 35 countries globally, Gilead have strengthened their employer branding by defining an Employee Value Proposition (EVP) at a global level, which they aimed to implement across all markets.
However, successful implementation and adoption of the EVP required localisation that would account for regional work styles, business context, and cultural nuances. Alongside Gilead’s partner Maximum, Fabric supported Gilead's Japanese subsidiary with EVP localisation as a partner well-versed in both global and Japanese cultures.
Approach
We explored the realities of Gilead’s Japanese subsidiary to enable precise tuning of the EVP for local needs.
To identify key localisation points, we analysed the alignment between the globally developed EVP and the employee experience within the Japanese subsidiary, including work styles and mindsets. This involved interviews with a diverse range of executive members from the Japanese entity (five executives across HR, PR, Sales, and innovation departments).
We then refined the tone of voice and specific expressions in Japanese, conducting thorough discussions to ensure the transcreation preserved the structure and meaning embedded in the original English EVP while adapting it appropriately for Japan.
Approach
We explored the realities of Gilead’s Japanese subsidiary to enable precise tuning of the EVP for local needs.
To identify key localisation points, we analysed the alignment between the globally developed EVP and the employee experience within the Japanese subsidiary, including work styles and mindsets. This involved interviews with a diverse range of executive members from the Japanese entity (five executives across HR, PR, Sales, and innovation departments).
We then refined the tone of voice and specific expressions in Japanese, conducting thorough discussions to ensure the transcreation preserved the structure and meaning embedded in the original English EVP while adapting it appropriately for Japan.
Approach
We explored the realities of Gilead’s Japanese subsidiary to enable precise tuning of the EVP for local needs.
To identify key localisation points, we analysed the alignment between the globally developed EVP and the employee experience within the Japanese subsidiary, including work styles and mindsets. This involved interviews with a diverse range of executive members from the Japanese entity (five executives across HR, PR, Sales, and innovation departments).
We then refined the tone of voice and specific expressions in Japanese, conducting thorough discussions to ensure the transcreation preserved the structure and meaning embedded in the original English EVP while adapting it appropriately for Japan.
EVP engagement workshop for 120 management leaders
The finalised Japanese version of the EVP was shared with over 120 manager-level staff during a leadership training program.
The training included an EVP workshop that explained what EVPs were, and incorporated exercises that allowed individuals to interpret and deepen their understanding of the Japanese EVP by relating it to their personal experiences. Group work also simulated how the EVP could be applied in actual business operations using recruitment target personas.
EVP engagement workshop for 120 management leaders
The finalised Japanese version of the EVP was shared with over 120 manager-level staff during a leadership training program.
The training included an EVP workshop that explained what EVPs were, and incorporated exercises that allowed individuals to interpret and deepen their understanding of the Japanese EVP by relating it to their personal experiences. Group work also simulated how the EVP could be applied in actual business operations using recruitment target personas.
EVP engagement workshop for 120 management leaders
The finalised Japanese version of the EVP was shared with over 120 manager-level staff during a leadership training program.
The training included an EVP workshop that explained what EVPs were, and incorporated exercises that allowed individuals to interpret and deepen their understanding of the Japanese EVP by relating it to their personal experiences. Group work also simulated how the EVP could be applied in actual business operations using recruitment target personas.
Outcomes
The Gilead team in Japan gained a more thorough understanding of the EVP, developing a clear, shared vision for implementation.
By conducting practical simulations through the workshop—addressing which audiences should receive EVP messaging and in which scenarios—we ensured the EVP wouldn't remain merely an abstract concept or message. This enabled both Japanese executives and leadership teams to understand the role of the EVP with greater clarity and resolution.
Gilead's Japanese subsidiary plans to continue refining this developed EVP and use it as a guideline while developing internal and external recruitment branding communication initiatives.
Outcomes
The Gilead team in Japan gained a more thorough understanding of the EVP, developing a clear, shared vision for implementation.
By conducting practical simulations through the workshop—addressing which audiences should receive EVP messaging and in which scenarios—we ensured the EVP wouldn't remain merely an abstract concept or message. This enabled both Japanese executives and leadership teams to understand the role of the EVP with greater clarity and resolution.
Gilead's Japanese subsidiary plans to continue refining this developed EVP and use it as a guideline while developing internal and external recruitment branding communication initiatives.
Outcomes
The Gilead team in Japan gained a more thorough understanding of the EVP, developing a clear, shared vision for implementation.
By conducting practical simulations through the workshop—addressing which audiences should receive EVP messaging and in which scenarios—we ensured the EVP wouldn't remain merely an abstract concept or message. This enabled both Japanese executives and leadership teams to understand the role of the EVP with greater clarity and resolution.
Gilead's Japanese subsidiary plans to continue refining this developed EVP and use it as a guideline while developing internal and external recruitment branding communication initiatives.
Contributors
Fabric
Soichiro Yanagi
Program Director
Eileen Kao
Program Manager
Ai Yamanaka
Senior Strategic Designer
Gilead Sciences
Alex Toledo
Yuki Hori
Maximum
Li Xiong Chu
Suyue Zhou
Jill Xu
Dan Fish
Related case studies
Fabric is collaborating with Andersen Consulting
Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku Tokyo 153-0051
Japan
Fabric is collaborating with Andersen Consulting
Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku Tokyo 153-0051
Japan
Copyright Ⓒ Fabric 2025
Fabric is collaborating with Andersen Consulting
Nakame Gallery Street J4
2-45-12 Kami-meguro
Meguro-ku Tokyo 153-0051
Japan
Approach
We engaged NEC employees to develop NEC’s values and vision for open innovation in a multi-phase co-creation process.
We engaged NEC employees to develop NEC’s values and vision for open innovation in a multi-phase co-creation process.
Our team listed the elements that needed to be clarified during message development: the raison d'être of new business development, their aspirational vision, and core values. From there, we designed employee surveys, interviews, and workshops to explore each element in depth, collecting multifaceted insights.
Our approach to insight discovery and message development included:
Analysis of existing data, including past employee pulse surveys
Design and implementation of surveys for new business development division members (80 people)
Interviews with department heads, new transfers from venture companies, and members from other departments
Workshops with new business development division members
(20 people)Integration of insights and message development from all research
Our team listed the elements that needed to be clarified during message development: the raison d'être of new business development, their aspirational vision, and core values. From there, we designed employee surveys, interviews, and workshops to explore each element in depth, collecting multifaceted insights.
Our approach to insight discovery and message development included:
Analysis of existing data, including past employee pulse surveys
Design and implementation of surveys for new business development division members (80 people)
Interviews with department heads, new transfers from venture companies, and members from other departments
Workshops with new business development division members
(20 people)Integration of insights and message development from all research