若手ストライカー

If Javascript is turned off, turn it on. Purpose Impact Domains Drivers Open Search Open Profile Investors Careers Newsroom Contact Us JP EN Open Search Open Products Information Search Close JP EN Purpose Impact Domains Drivers Profile Investors Careers Newsroom Contact Us Using this Website Privacy Policy Site Map Products Information Close Purpose Purpose Impact Domains Drivers Profile Investors Newsroom Purpose Message from Top Management CSV Purpose Long-term Management Vision and Medium-Term Business Plan KIRIN’s HISTORY Corporate Governance Risk Management Value Creation Model About Kirin Group Impact The Origin and Progress of CSV Management CSV Management Management Issues for Sustainable Growth (Group Materiality Matrix) A Responsible Alcohol Producer Health and Well-Being Community Engagement 　Respect for human rights The Environment Other material agenda and governance Domains Product brands Food & Beverages Health Science Pharmaceuticals Drivers Core technology that assures value creation Consumer centric marketing ICT accelerating value creation Diversity and inclusion, culture for innovation Financial strategy Profile Corporate Policy Corporate Overview Management Group Companies Company History Our Approaches in Quality Investors Management Policy Chart Generator Financial Data Non-Financial Information Share-related Information IR Library Individual Investors IR Events Calendar IR website user guide Disclaimer FAQs Third-Party Evaluations Newsroom News Releases Media kit Media Contacts Long-term Management Vision and Medium-Term Business Plan Management Plan Releases and Presentations Value Creation Model Value Creation Story Corporate Governance Overview Management Structure Management, Leadership & Advisory Remuneration System for Executive Officers Risk Management Compliance Kirin Group Tax Policy CSV Management 2022-2024 CSV Commitments Establishment and Operation of the Group CSV Committee Group Sustainability Meetings on Specific Issues Stakeholder Engagement Endorsement and participation in external organizations and initiatives United Nations Global Compact Policies Social contribution activities Sustainable Finance Marketing Communication Policy(MCP) Health and Well-Being What is “Health & Well-being” in Kirin Group? Ensuring food safety and security Ensuring stable supply, safety and reliability as a pharmaceutical company Provide pharmaceuticals for Unmet Medical Needs Support for maintaining the immune system Ensuring occupational health and safety Support for the prevention of non-communicable diseases Implementation of health management Helping to improve the performance of brain function and prevent decline Improvement of access to nutrition Community Engagement Respect for human rights Sustainable development of communities in raw material production areas and business development regions Creating bonds and trust for people's well-being Enhancing the sustainability of food economy Sustainable supply chain Community Topics Respect for human rights Kirin Group Human Rights Policy Embedding the Kirin Group Human Rights Policy in practice Implementing Human Rights Due Diligence The Environment Sustainable use of biological resources Sustainable use of water resources Sustainable recycling of containers and packaging Overcoming climate change Kirin Group's Environmental Vision 2050 Message from Top Management Engagement Vision / Policies / Structure Environmental management and CSV Holistic Environmental Management Information Disclosure Based on the TCFD Framework, TNFD Framework Draft, etc. Our Holistic Approach Third-Party Evaluations of environment Environmental Topics A Responsible Alcohol Producer Dealing with alcohol-related problems Policy and System Food and Beverages Kirin Brewery Company, Limited Lion Pty Ltd Kirin Beverage Company, Limited Mercian Coca-Cola Beverages Northeast, Inc. Health Science domain Message from Senior Executive Officer of Health Science Strategy Kirin Holdings Company, Limited Kyowa Hakko Bio Co., Ltd. Koiwai Dairy Products Co., Ltd. Kirin Beverage Company, Limited Core technology that assures value creation Accelerating intellectual property activities that leverage technological capabilities for the business Diversity and inclusion, culture for innovation Strengthening the human capital capability Diversity Cultivating the organizational culture Corporate Policy Achieving "Joy brings us together" The Story Behind Kirin Beer Labels Corporate Overview Barrier-free route to Kirin Group Head Office Group Companies Kirin Brewery Company, Limited Kirin Beverage Company, Limited Mercian Corporation Company History 1885‐1949 1950‐1989 1990‐1999 2000‐2009 2010‐2019 2020‐ Our Approaches in Quality Quality management Ensuring Product Safety and Reliability in the Food & Beverages Domain Ensuring Product Safety and Reliability in the Health Science Domain Chart Generator Yearly Data Quarterly Data Management Policy Corporate Disclosure Policy Financial Data Message from the Chief Financial Officer Management Analysis Of Financial Position, Operating Results, And Cash Flows Business Segments Consolidated Balance Sheets Consolidated Statements of Income Statements of Cash Flows Non-Financial Information Message from Senior Executive Officer of CSV Strategy ESG Databook Guideline Content Index Share-related Information General Meetings of Shareholders Dividend Payments and Own-share Repurchase Stock Information Share Data Stock Quote Bonds and Rating Analyst Coverage Articles of Incorporation and Regulations Public Notice IR Library Financial Results（Financial Results/Presentations/Financial Statements） IR News Releases IR Events Releases and Presentations Archive Integrated Report Investor’s Guide Market data and Sales Kirin Group Environmental Report Management Plan Releases and Presentations Long-term (Archive) Medium-term (Archive) Current Fiscal Year (Archive) Management Structure Interview with Independent Non-executive Directors 2022-2024 CSV Commitments 2019-2021 CSV Commitments Social contribution activities The Pink Ribbon Activity JICA-KIRIN Fellowship Program Marketing Communication Policy(MCP) Guidelines of Product Labeling Respect for human rights Kirin Group Human Rights Policy Embedding the Kirin Group Human Rights Policy in practice Implementing Human Rights Due Diligence Sustainable development of communities in raw material production areas and business development regions Japanese hops Tea Leaves Vineyards Sustainable supply chain Policy on Sustainable Procurement Activities to Promote Sustainable Procurement Working Together with Suppliers Engagement Dialogue 01 Dialogue 02 Dialogue 03 Dialogue 04 Dialogue 05 Holistic Environmental Management Information Disclosure Based on the TCFD Framework, TNFD Framework Draft, etc. Risks and Opportunities Dealing with alcohol-related problems What is Slow Drinking? Other initiatives in Japan Business Segments Year Quarter Consolidated Balance Sheets Year Quarter Consolidated Statements of Income Year Quarter Statements of Cash Flows Year Quarter General Meetings of Shareholders Previous Fiscal Years Financial Results（Financial Results/Presentations/Financial Statements） Archive IR Events Releases and Presentations Archive KIRIN R＆D DAY 2020 Archive Integrated Report Integrated Report PDF Kirin Integrated Report 2023 Kirin Integrated Report 2022 Kirin Integrated Report 2021 KIRIN CSV REPORT 2020 KIRIN CSV REPORT 2019 KIRIN REPORT 2018 KIRIN REPORT 2016 KIRIN REPORT 2015 Annual Reports (Back numbers) Market data and Sales Domestic sale outline report(Monthly) Domestic Monthly sales report(Archive) Domestic Alcohol market data(Year) Beer consumption by region(Year) Beer consumption by country(Year) Domestic Soft drink market data(Year) Kirin Group Environmental Report Archive Kirin Group Human Rights Policy Feedback from stakeholders during the establishment of the 2018 Human Rights Policy Activities to Promote Sustainable Procurement Past Reports on human rights impact assessments of supply chains JICA-KIRIN Fellowship Program Greetings from the Host Institution Representatives Overview Fellow Introduction About United Nations University-Kirin Fellowship KIRIN CSV REPORT 2020 Message from Top Management Past and Present Special Feature: Growth Strategies for the Health Science Domain Strengthening Organizational Capabilities Financial and Non-financial Highlights Message from the Chief Financial Officer Interview with the Non-executive Director KIRIN CSV REPORT 2019 Message from Top Management Interview with the Chief Financial Officer Strengthening Our Non-Financial Assets CSV Stories CASE1 Pharmaceuticals business CSV Stories CASE2 Businesses bridging Pharmaceuticals and Food & Beverages CSV Stories CASE3 Community Engagement CSV Stories CASE4 The Environment CSV Stories CASE5 A Responsible Alcohol Producer Discussion with Management Interview with an Outside Director Financial and Non-financial Highlights Past and Present KIRIN REPORT 2018 Message from Top Management Discussion with Management, Part1 Discussion with Management, Part2 Interview with an Outside Director CASE1 Kirin Ichiban Shibori Relaunch and Craft Beer Market Development CASE2 Pharmaceuticals for Worldwide Markets CASE3 Lactococcus lactis strain Plasma Stars in New Products CASE4 Advanced High-Efficiency Facilities at Myanmar Brewery History of the Kirin Group The Kirin Group Today Overview by segment and business for fiscal 2017 Management's discussion & analysis Financial & Non-Financial Highlights KIRIN REPORT 2016 To Our Stakeholders Long-Term Management Vision and Medium-Term Business Plan CFO’s Message Overview of the Kirin Group’s Business Kirin’s Foundation for Value Creation Interview with an Outside Director KIRIN REPORT 2015 KEY POINTS ABOUT KIRIN Long-Term Management Vision and Medium-Term Business Plan KIRIN’S GROWTH STRATEGIES A Conversation between Outside Directors Management Issues for Sustainable Growth (Group Materiality Matrix) Technology (R&D) Foundation SCM Foundation Human Resources Foundation Fellow Introduction 2019 Fellow Researchers and Research Themes 2018 Fellow Researchers and Research Themes 2017 Fellow Researchers and Research Themes About United Nations University-Kirin Fellowship List of Former United Nations University-Kirin Fellows Special Feature: Growth Strategies for the Health Science Domain Strategic Decisions in 2019 / Message from the Officer in Charge of Health Business Strategy Part1 Interview with the Executive Officer of R&D Strategy Part2 Creating Synergies with FANCL Corporation Strengthening Organizational Capabilities Enhancing Kirin Beverage's marketing capabilities Development of our human resources Strengthening Our Non-Financial Assets Honkirin and our marketing reform R&D Strategy:Technology creating trusted value Human resources strategies:Diversity and inclusion, culture for innovation Financial & Non-Financial Highlights Financial Highlights Non-Financial Highlights To Our Stakeholders Kirin’s Management Environment,Vision, and Strategies Progress with the Medium-Term Business Plan Issues and Future Initiatives Aiming to Be a Company That Is Completely Trusted Long-Term Management Vision and Medium-Term Business Plan Long-Term Management Vision Medium-Term Business Plan Recognizing the Challenges and Future Initiatives Kirin’s Foundation for Value Creation The Kirin Group’s Value Creation Marketing Research & Development Supply Chain KEY POINTS ABOUT KIRIN Business Structure / Earnings Structure Kirin's History of Progress Long-Term Management Vision and Medium-Term Business Plan Long-Term Management Vision Medium-Term Business Plan List of Former United Nations University-Kirin Fellows 2016 Fellow's Research Projects 2015 Fellow's Research Projects 2014 Fellow's Research Projects 2013 Fellow's Research Projects 2012 Fellow's Research Projects 2011 Fellow's Research Projects 2010 Fellow's Research Projects 2009 Fellow's Research Projects Close [first sentense] Home Newsroom News Releases 2012 October 15, 2012 Kirin announces Kirin Group Vision 2021 and Kirin Group Medium-term Business Plan 2013-2015 Kirin Holdings Company, Limited (President & CEO Senji Miyake, hereafter, “Kirin”) today announced its new long-term business outlook, Kirin Group Vision 2021 (“KV2021”), along with the Kirin Group Medium-term Business Plan 2013-2015, Kirin’s first medium-term business plan under KV2021. Kirin Group Vision 2021 Since 2007, Kirin has been pursuing business development under Kirin Group Vision 2015 (“KV2015”), with the aim of putting the Group on a new trajectory of growth. As part of this, Kirin has been expanding its business foundation - primarily outside of Japan - and pursuing a domestic and international integrated beverages group strategy, while supporting higher corporate value by improving efficiency and profitability through group synergies and lean management. Kirin’s business and the associated operating environment have changed greatly since KV2015 was formulated, and it has now become necessary to develop a new roadmap for progress. Accordingly, Kirin has created a vision that reflects the new business scope and applies the learning gained from implementing KV2015. The axis of KV2021 is brand-centered management, with the aim of ensuring that Kirin is the best partner for consumers in their special life moments while pursuing organic growth and applying world-class management excellence to increase corporate value. Kirin will support this vision for growth with a stronger management structure. With Kirin Holdings as global headquarters and core regional headquarters in Japan, Oceania, Brazil and Southeast Asia, the Group’s organization will facilitate to take control of their businesses and making speedy decisions while enabling optimization of the Group performance. Core Kirin values, known as “One Kirin” Values, will be shared throughout the Group, and by building stronger links within and between Kirin’s diverse businesses and operating regions, Kirin will pursue growth as a global corporate citizen. KV2021 Help people foster stronger bonds by offering customer-oriented and quality-focused value. Build a corporate group where a diversity of people enjoy working and businesses grow with local communities, protecting the environment. Develop businesses globally in the field of “Food and Well-being”, with each region pursuing self-sustained growth in a locally optimized way. Management goals Achieve sustainable increases in corporate value through organic growth and world-class management excellence. Key management indices Average growth rates of normalized EBITDA and EPS Basic policy Pursue brand-centered management, leveraging a diversity of “people& organizations”, “businesses &brands” and “operating regions & markets” to co-create value and grow together with customers and society. - Use deep insight into customers and communities and innovate for new value - Shift to a regionally driven ‘global federation’ management structure, enabling autonomous management while optimizing the Group performance - Create a constructive organizational culture through dialogue and efforts for harmonization as a foundation for new value Kirin Group Mid-term Business Plan 2013-2015 The 2013 MTBP is the start of initiatives under KV2021. Kirin positions this plan as “three years to shift to organic growth”, and using brand-centered management seeks to increase corporate value by establishing and maintaining superior competitive positions. Basic Policy Establish and deploy Kirin Group’s Brand-Centered Management Deliver results according to the business stage at which each region is positioned Foster competitiveness and powerful brands that help us promote the further growth of Japanese Integrated Beverages Business. Quantitative targets - Mid single-digit CAGR in normalized EBITDA - High single-digit CAGR in normalized EPS Quantitative guidance* - 2015 Group consolidated sales ¥2,300 billion plus; operating income ¥180 billion plus - Starting from the 2013 MTBP, MTBP guidance on sales and operating income will be updated every year. * Normalization: Removing extraordinary gains and losses and other non-operating items to reflect actual earnings more accurately Normalized EBITDA = operating income + depreciation + goodwill amortization + dividends received from equity method affiliated companies Normalized EPS = adjusted net income / average number of shares outstanding during period Adjusted net income = net income + depreciation of goodwill etc. ± extraordinary gains or losses after income taxes and minority interests Policy by business and region 1. Integrated beverages business (1) Japan Under a new structure arising from the establishment of Kirin Company in January 2013, initiatives will be directed at putting Kirin’s core domestic integrated beverages business on a sustainable growth trajectory, with the aim of achieving higher sales and earnings over the coming three years. Through a wide range of business activities, Kirin aims to create shared value with customers and communities, strengthening core brands and pursuing innovation by selectively allocating strategic resources within and across alcohol and soft drink businesses. Kirin will also support a strong competitive position through structural measures such as improving the efficiency of overlapping functions and reducing costs. Kirin will also apply the knowledge and experience gained in both alcohol and soft drink operations to develop new categories and business models that can drive growth. (2) Oceania Kirin will pursue further sustainable growth at Lion by increasing sales and reducing costs. In alcohol beverages, Lion will enhance and strengthen its brand portfolio, making use of newly acquired international brands, craft beer brands and other growth categories. In soft drinks, the strategic focus will be on reforming the cost structure to improve profitability while allocating appropriate resources to establish NARTD brand as source of future growth. (3) Brazil At Schincariol, Kirin’s strategy is to build a strong brand portfolio in both beer and soft drink operations. Kirin seeks to establish a strong No. 2 position in the beer business, and to increase brand presence in the growing premium category. In soft drinks, the strategy is to boost earnings through the launch of high added value products. Operationally, Kirin will work to ensure low cost operations by improving value chain processes, aiming to significantly increase overall profitability at Schincariol. (4) Southeast Asia Under the management of Kirin Holdings Singapore, Kirin will work to build a business　foundation in each market, centered on Vietnam and Thailand. In soft drinks, initiatives will be taken to create growth by strengthening the sales foundation, reinvesting in existing brands, introducing new brands, and offering products in new categories. In beer, the KIRIN brand will be actively developed as a premium product experience. 2. Pharmaceuticals and Bio-chemical At Kyowa Hakko Kirin, strategy will be focused on enhancing the product line-up and pipeline in its core therapeutic areas and accelerating the development of strong competitive positions in these areas. Global development will continue to be advanced by strengthening operations in the US and Europe and implementing strategies in Asia that reflect the prevailing environment in each country. In R&D, Kyowa Hakko Kirin will continue efforts to create innovative therapeutic agents to address unmet medical needs. At Kyowa Hakko Bio, strategy will be focused on achieving further technical developments and enhancing the supply structure, centered on the expanding global market for high added value amino acids. 3. Foods and other businesses At Kirin Kyowa Foods, the business will be extended from its current core of processed foods to encompass retail and restaurant food and business development in China. At the same time, continuous measures will be taken to reduce manufacturing costs and improve earnings. Overall Group policy 1. Global management structure Kirin will take a number of steps to strengthen its management structure in pursuit of long-term global growth. This includes restructuring the Group internally to create Kirin Company as the headquarters in Japan for domestic integrated beverage business. Along with the existing regional headquarters in Oceania, Brazil and Southeast Asia, this will facilitate autonomous development and fast-moving management of companies in close alignment with their local consumers. Kirin Holdings will function as global headquarters to promote synergies by allocating resources and sharing functions across businesses and borders. A further initiative is the establishment of an International Advisory Board (IAB) to provide advice and recommendations on strategy and governance in respect of the Kirin Group outside Japan, reporting in to Kirin Holdings President and CEO. This board comprises non-executive directors from Lion and Schincariol, and will draw on their broad global business experience to propose ideas and advise on global development. 2. Financial strategy Kirin aims to enhance returns to shareholders, increasing dividends in accordance with growth in EPS using a target consolidated payout ratio of 30% of normalized EPS. By adopting the concept of normalized EPS, Kirin aims to ensure closer alignment between cash flow generation and dividends, using EPS growth as a management index and as a basis for assessing dividends. Debt repayment will be balanced with enhancement of shareholder returns and undertaken progressively to improve financial flexibility. Dividend payments and debt repayment will be prioritized, and additional shareholder returns, including share buybacks, will also be considered. 3. CSR policy In support of Kirin’s brand-centered management approach, through which Kirin aims to deepen engagement with stakeholders and take its CSR activities to the next level, Kirin is adopting a “CSV” (Creating Shared Value) approach to business. CSV is a management concept that combines two ideas: engaging in societal issues to create social value, and improving a company’s competitive position. With CSV, Kirin aims to co-create value with a wide range of stakeholders, primarily through its overall business activities along the value chain. Kirin’s defined stakeholder groups are the same throughout the organization: customers, employees, shareholders and investors, business partners, communities, and the environment. From among the issues pertinent to each stakeholder group, Kirin will address four core themes (protecting the environment, improving food safety and security, protecting human rights and working conditions, and prevention of corruption in all its forms) and two additional themes associated specifically with Kirin (promoting health, and strengthening bonds between people and society). Integrated Report Share Please do not forward or share information about alcoholic beverages with anyone under the legal drinking age. Purpose Message from Top Management CSV Purpose Long-term Management Vision and Medium-Term Business Plan KIRIN’s HISTORY Corporate Governance Risk Management Value Creation Model Impact CSV management Management Issues for Sustainable Growth (Group Materiality Matrix) A Responsible Alcohol Producer Health and Well-Being Community Engagement The Environment Other material agenda and governance Domains Product brand Food & Beverages Health Science Pharmaceuticals Drivers Core technology that assures value creation Consumer centric marketing ICT accelerating value creation Diversity and inclusion, culture for innovation Financial Strategy Profile Investors Careers Newsroom Contact Us Terms and Conditions Privacy Policy Site Map You must be of legal drinking age to consume alcohol. Don't drink and drive. Enjoy responsibly. It is advisable not to drink alcohol during pregnancy and breastfeeding. Do not litter! Let's recycle after drinking! © 2007-2024 Kirin Holdings Company, Limited. TOP