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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. 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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? 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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 2009 February 10, 2009 Kirin Group Business Approach for 2009 Year Zero in lead-up to next three-year plan, as Kirin aims to create Group premium Kirin Group has positioned 2009, the final year of the 2007-2009 Kirin Group medium-term business plan, as Year Zero in the run-up to its next medium-term business plan. During 2008, Kirin maintained an aggressive, forward-looking and fast-moving management approach amid a rapidly changing economic environment, undertaking a range of initiatives aimed at shifting the Company to a new trajectory and achieving a quantum leap in growth. In 2009, we will continue to pursue three core growth strategies: facilitate independent growth at operating companies; generate growth through Group synergies; and allocate resources on a large scale. Rather than aiming for purely quantitative growth, we are instigating a major strategic shift toward qualitative growth that will enhance the value of the KIRIN brand. In addition, we will pursue CSR initiatives that reflect the kind of company Kirin is while reinforcing the level of public trust in Kirin Group. Outline of 2009 Business Plan Focus on three core growth strategies to achieve qualitative expansion Facilitate organic growth at operating companies Pursue a comprehensive beverages group strategy; accelerate independent growth at operating companies Create Group synergies Establish and monitor synergy targets; optimize group management structure and enhance operational capabilities Allocate resources dynamically Invest in product and area synergies with greatest potential; optimize business portfolio Basic management strategies Based on three core growth strategies, strengthen Kirin's business foundations and realize a quantum leap in growth Create renewed growth in the domestic alcohol beverage business Pursue a domestic comprehensive beverages group strategy Internationalize Kirin's business under an international comprehensive beverages group strategy Develop the health food and functional food business Accelerate growth in pharmaceuticals business Further develop existing businesses Improve cost competitiveness Realize Group synergies in the context of global competition Adopt an optimum group management structure and enhance operational capabilities with the aim of maximizing corporate value Pursue Kirin Group CSR Quantitative targets for 2009   2008 2009 target FYI: 2009 target (original mid-term business plan) FYI: 2009 target (revised mid-term business plan) Consolidated sales including liquor tax ¥2303.5 billion ¥2.3 trillion ¥2.15 trillion ¥2.5 trillion Consolidated sales excluding liquor tax ¥1922.8 billion ¥1.93 trillion ¥1.7 trillion ¥2.1 trillion Operating income ¥145.9 billion ¥121.0 billion ¥150 billion plus ¥175 billion Operating income ratio including liquor tax 6.3% 5.3% 7% plus 7% plus Operating income ratio excluding liquor tax 7.6% 6.3% 9% plus 8.3% plus ROE 8.1% 6.0% 7% plus 7% plus Sales ratio from Overseas business excluding liquor tax 27% 24% Approx. 22% Approx. 26% Specific initiatives during 2009 1. Facilitate organic growth at operating companies Kirin Group aims to increase our corporate value and become a leading company in Asia and Oceania by creating a group premium using group synergies. To accelerate the independent growth at operating companies needed to support this, it is important that we maximize synergies in each business based on our strategy of becoming a comprehensive beverages group, a unique business model which we aim to establish. Kirin Brewery, the foundation business of the Group and our largest Group operating company in the domestic market, heads our strategy of becoming a comprehensive beverages group in Japan. Kirin Brewery will continue to win unparalleled levels of customer support by improving its product solutions in the alcohol beverages business and strengthening collaboration between Group companies, while building the robust company structure needed to yield stable earnings in a tough business environment. During 2009 we will continue to pursue a marketing strategy based on three core policies: (i) strengthen core brands; (ii) improve our response to consumer health consciousness; and (iii) increase overall demand. We will also address diversifying customer needs by advancing the concept of evidence marketing1 and thereby further increase the levels of customer support that we receive. 1. A marketing technique that promotes products by providing customers with easy-to-understand evidence and product value that is supported by technological or other forms of proof Mercian will focus its resources on wine and processing liquors, working to improve revenue and earnings while pursuing a customer-oriented strategy of selection and concentration toward becoming Japan's strong number one. Mercian will also collaborate with Kirin Brewery and Kirin Merchandising in measures aimed at strengthening its marketing capabilities. Kirin Beverage, another key to our strategy of becoming a comprehensive beverages group in the domestic market, has returned to fundamental customer-oriented values with a major strategic shift from quantitative growth to qualitative growth. Targeting medium- to long-term growth, our aims at Kirin Beverage are to reinforce our earnings base and strengthen competitiveness along new axes. Kirin Beverage will also continue to create new value using alliances with Kirin Brewery in each value chain. We are pursuing our strategy of becoming a comprehensive beverages group overseas, and aim to continue to achieve qualitative growth mainly in Asia and Oceania with the objective of achieving an overseas sales ratio of 30% in 2015. In China we will strengthen alliances with soft drinks companies that carry leading brands such as Gogono-kocha Milk Tea, mainly through Kirin (China) Investment Co., Ltd., and enhance our activities with a focus on the priority region of the Yangtze delta. In Australia we will reinforce the foundations of our businesses in the food and health sector, which includes health and functional foods, mainly through National Foods Limited. We will also examine a comprehensive beverages group strategy involving Lion Nathan Limited. In the Philippines we will strengthen our strategic alliance with San Miguel. In Vietnam, which continues to gain prominence as a growth market, we will start full-fledged beverage operations in the second half of 2009 with the commissioning of a factory. In Thailand we will enhance our product portfolio by developing products in new categories. In the health and functional food business, we have started initiatives aimed at channeling the capabilities of the entire Group into a project to promote health and functional food business development. We will pursue groupwide product development of "all foods that customers consume for the benefit of their health," with beverages forming the core, aiming to launch the first phase of products in 2010. In the seasoning business, Kirin Kyowa Foods Co., Ltd., which will be newly established in 2009, will leverage fermentation technologies developed at Kyowa Hakko Foods Co., Ltd. and Kirin Food-Tech Company Limited to provide a platform for new food ingredient proposals that appeal to customers' taste and health values. In the pharmaceuticals business, we will aim to maximize synergies and, based on the 2008-2010 Kyowa Hakko Kirin medium-term management plan, will pursue a global specialty pharmaceuticals strategy, aiming to contribute to the health and wellbeing of people around the world using antibody-related and other cutting-edge biotechnology—particularly in the key fields of cancer, kidney diseases and infectious diseases. We have prioritized the creation of specific synergic effects in marketing and research and development; and in domestic sales we will prioritize kidney therapies in our allocation of resources to increase our share of the ESA2 market. In addition, in overseas operations we will begin building a long-term earnings base in Asia and examine the feasibility of establishing a proprietary sales network in North America. In research and development, we will build a research framework that fully leverages the strengths of the integrating companies, and will concentrate our overseas development locations while also newly establishing production facilities. We will clarify the order of priority for items currently in the development pipeline, with the aim of early commercialization of pharmaceuticals that address the needs of the global market. 2. Erythropoiesis Stimulating Agents 2. Create group synergies During the first half of the current medium-term management plan, we mainly focused on expanding our business territories with a view to achieving quantum growth. From 2009 until the next business plan, we will prioritize the creation of revenue synergies, by combining these expanded operational resources, and cost synergies, from the effective use, adjustment and integration of expanded operational resources. First, we will focus on fourteen priority tasks that arise in synergy projects, and pursue alliances between operating companies and division. We will set specific synergy targets, formulate timelines for their achievement, and monitor progress for each of these key tasks. In revenue synergies, we will strengthen sales channels through alliances between Kirin Brewery and Kirin Merchandising and Mercian, and pursue initiatives through Kirin Brewery and Kirin Beverage in the commercial market and in vending machine business, while strengthening sales of ESAs through the pharmaceuticals business integration. To achieve this we will set specific synergy targets, formulate timelines for their achievement, and monitor progress for each key task. In cost synergies we will pursue collaboration in production, group-wide initiatives to cut procurement costs (some of which is already underway), upgrade our procurement capabilities, and reassess our production and distribution location network to devise the optimal configuration from a group perspective. Overseas we will also set synergy targets for our business in China, mainly through Kirin (China) Investment Co., Ltd., and for our strategy of becoming a comprehensive beverages group in Australia. Another issue that we will address toward creating synergies in 2009 will be to start specific measures to strengthen our management structure and operational capabilities. In our aim to achieve the optimal Group management structure, we will transfer functions from Kirin Holdings to the operating companies and Group service businesses. We have designated four divisions as Centers of Excellence (our production technology division, our packaging research center, our market research office, and the Kirin Holdings Center for Food Safety Science), and we will continue our endeavor to improve the competence of the Group as a whole. In addition, we will focus on the allocation of personnel needed to achieve the quantum leap in growth targeted by KV2015. As part of our aim of becoming a leading company in Asia and Oceania we will develop a framework for the steady cultivation of dynamic, globally minded personnel with strong management potential. We will also ensure that the creation is supported from an administrative and organizational point of view, making use of personnel exchanges within the group while also aiming to leverage the resources of key management personnel in the Group. Furthermore, by instilling a culture of diversity and respect for work-life balance, we will revitalize not only the Group as a whole but also the individuals within it. 3. Allocate resources dynamically In order to more extensively pursue our initiatives to facilitate organic growth at operating companies and create group synergies, we will continue to explore opportunities for investment in fields with strong synergistic effects between existing core businesses and products. Investment targets overview Pursue unique growth strategy of becoming a comprehensive beverages group Achieve a quantum leap in growth to create revenue/cost synergies Reinforce infrastructure and functions to create cost synergies As a means to support these initiatives and maximize corporate value, we will continue to pursue a financial strategy to realize shareholder-focused management and a quantum leap in growth. To secure the funds required for a quantum leap in growth, we will also review our asset and business portfolio while preserving strong financial fundamentals with a focus on our rating. The main options we will consider in our fund procurement activities will include borrowings, corporate bonds, and other interest-bearing liabilities. We aim to continue making consistent payments, targeting a consolidated dividend payout ratio of 30% or more. In fiscal year 2009, while giving due consideration to goodwill and other amortization costs that arise from strategic growth investments, we plan to pay the same amount of dividend as in the previous year. We will consider the possibility of implementing share buybacks as appropriate, while taking into account investment required for strategic growth along with the need to maintain robust financials. 4. Kirin Group CSR Kirin Group will address the CSR perspective in all of its corporate activities, proactively pursuing initiatives from the perspectives of CSR through Business and CSR as a Corporate Citizen in its aim to coexist harmoniously with nature and society. CSR through Business means that we will always maintain an awareness of CSR throughout our day-to-day operations, aiming to bring CSR to a higher level. We will observe our obligations as a corporation, ensuring stricter enforcement of compliance, enforcing thorough risk management, reinforcing our quality assurance systems to ensure thorough provision of food safety and reliability, promoting respect for diversity, implementing environmental management, maintaining strong IT security, and promoting responsible drinking, while transmitting information and presenting value proposals that encourage people to maintain diets supportive of personal wellbeing. In addition, from 2009, to better enable us to make a contribution to society that befits a group whose business philosophy is food and health, we have set a medium-to-long-term group-wide goal of becoming a "Low Carbon Corporate Group," and will initiate actions based on this. Throughout all the value chains of our business activities we will aim not only to minimize carbon emissions but also to work to realize a society based on a simple yet prosperous way of living and a harmonious coexistence with nature. CSR as a Corporate Citizen involves going beyond the scope of our regular business activities to pursue additional CSR activities such as environmental initiatives and sports sponsorship. In addition to continuing forest conservation activities aimed at protecting water quality, this year we will again be the official sponsors of Japan's national soccer team and will hold Kirin Soccer Field, an initiative aimed at cultivating the next generation. Through the United Nations University—Kirin Fellowship Program, which is now entering its 17th year, we will also provide study opportunities for research fellows from developing countries who specialize in fermentation and biotechnology, and in doing so continue to make our contribution toward resolving the food-supply issues in developing countries. 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