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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 Home Purpose Corporate Governance Risk Management Integrated Report Contents Integrated Report TopPage About Kirin Group Long-term Management Vision and Medium-Term Business Plan CSV Purpose&Commitments Message from Top Management Message from the Chief Financial Officer Message from Senior Executive Officer of CSV Strategy Scenario Analysis (TCFD) Holistic Approach to environmental issues Message from Senior Executive Officer of Health Science Strategy Interview with Independent Non-executive Directors INPUT INPUT Diversity and inclusion, culture for innovation Core-technology that assures value creation Consumer centric marketing expertise ICT accelerating value creation BUSINESS BUSINESS Food & Beverages domain Health Science domain Pharmaceuticals domain OUTPUT OUTPUT Financial and Non-financial Highlights Management Analysis Of Financial Position, Operating Results, And Cash Flows OUTCOME OUTCOME Health and well-being Community Engagement The Environment A Responsible Alcohol Producer Corporate Governance Corporate Governance Overview Management Structure Management, Leadership & Advisory Remuneration System for Executive Officers Compliance Kirin Group Tax Policy Risk Management Risk Management Approach to risk management The Kirin Group defines risk as uncertainty with the potential to seriously impede the accomplishment of business targets or impact business continuity. The Group also defines crisis as risk manifested at a certain point and requiring urgent action. The Group’s fundamental risk management policy is to mitigate risk, prevent risk from being actualized, and keep risk within a manageable level so that we can earn trust of our stakeholders in a sustainable manner. By treating strategies and risks as two sides of the same coin, we assess and implement appropriate risk control measures by analyzing risks in the phases of selecting and implementing strategies, as well as risks that could develop into crises, from various perspectives. Risk information is disclosed in a timely and appropriate manner on our corporate website and other means. Risk management structure and process for determining and monitoring significant risk The Group has established the Group Risk and Compliance Committee consisting of Kirin Holding’s Senior Executive Officers or higher and chaired by the Executive Officer in Charge of Risk. The committee oversees the Group’s risk management activities, including collecting risk information, controlling risks, setting risk policy for the medium-term business plans and for each fiscal year, preparing important items for compliance, introducing risk reduction measures, communicating the information and implementing countermeasures when a risk arises, and providing necessary instructions and support to Group companies. The Board also oversees the effectiveness of risk management through deliberations and reports on the Group’s major risks. (Figure 1) Figure 1 Risk management structure To identify the Group’s major risks, each Group company examines and identifies risks related to its strategy and business execution and risks that could develop into a serious crisis based on the Kirin Group’s risk management policy set for each fiscal year. Kirin Holdings aggregates these business-specific risks and investigates common risks across the Group. The Group Risk and Compliance Committee assesses the potential quantitative and qualitative impacts of major risks, such as economic losses, business continuity, and damage to reputation, from the perspective of overall Group management and classifies the risks in terms of priority, taking into account its likelihood of occurrence. The Board deliberates the assessments and determines the major risks for the Group. (Figure 2) The Group’s major risks are managed centrally on a risk map based on their degree of impact and likelihood of occurrence. With regard to the most major risks, the Board also takes stock of changes in risk conditions and reviews measures against these risks. Kirin Holdings and the Group companies frame and implement measures tailored to each risk. Meanwhile, Kirin Holdings provides necessary support and instructions to Group companies, and Group companies report and consult with Kirin Holdings, thereby promoting and operating risk management in cooperation with each other. (Figures 3 and 4) Each Group company and Kirin Holdings monitor the status of both strategies and risks on a quarterly basis to appropriately manage and control strategic risks. At the same time, we have put in place various risk management systems that are designed to prevent the manifestation of risks that could develop into a crisis and minimize any potential negative impact when a risk does develop into a crisis. Figure 2 Process for determining significant risk Figure 3 Process for determining significant risk Figure 4 Risk map Figure 5 PDCA cycles for risk management The Kirin Group has established a risk management system based on the framework of the ISO 31000 risk management standard. Kirin group significant risk Major risks associated with the execution of Kirin Group's strategies, businesses, and other activities are described here. Please refer to the following for details on measures for each risk, such as scenario analysis for ESG-related risks. KIRIN Group significant risk A Responsible Alcohol Producer Policy and System Policy on Sustainable Procurement Respect for human rights Measures against Information Security Risks*1 Practice for Privacy Data Protection*2 The Kirin Group has established a KIRIN-CSIRT (Computer Security Incident Response Team) to respond to increasingly serious threats from cyber-attacks, and is working on information-security measures, which are one of the major risks for the Kirin Group. We have established a security response system within the Group and countermeasures by human, physical and technological side. By doing this we can strengthen countermeasures against the threat of cyber attacks, such as virus infections and unauthorized access from outside. From the perspective of respect for human rights, The Kirin Group supports the eight basic principles listed in “Recommendation of the Council Concerning Guidelines Governing the Protection of Privacy and Transborder Flows of Personal Data” adopted by the Organization for Economic Cooperation and Development (OECD) and established “Kirin Group Privacy Data Protection Policy” to put these principles into practice.In addition to the eight basic principles, the Kirin Group Privacy Data Protection Policy includes Kirin's own initiatives for continuous improvement in response to changes in social norms and employee education.We will evaluate each Group company based on the Privacy Data Protection Policy, formulate improvement plans for each company in the future, monitor the status of implementation, and disclose the status of compliance and improvement. We will appoint responsible officer of privacy data protection at each company and strive to raise understanding and awareness of privacy data protection. Crisis Management and Business Continuity Planning In the event of a crisis, Kirin Holdings provides the required support and instructions to Group companies, and Group companies report to and consult with Kirin Holdings, thereby mutually working together and establishing a system to respond appropriately. In addition, the Company is pursuing the maintenance of a BCP in preparation for all kinds of crisis events such as natural disasters and infectious diseases, and we have conducted a drill for a hypothetical earthquake directly under the Tokyo metropolitan area in 2022. We are regularly reviewing our initial response to disasters and recovery plans for business continuity, and shall strive to expand and improve our effective business continuity plan. Risk Management Initiatives Strengthening risk management of the upstream supply chain in 2023 Recently, stakeholders' interest and regulations regarding human rights and environment issues in our supply chain has been becoming stricter. The procurement environment is becoming more challenging due to increasing geopolitical risks, depreciating yen and increasing prices of raw materials, among other factors. Consequently, the significance of risk management in the upstream supply chain is continuously increasing. Kirin Group considers human rights and environmental issues, procurement costs, and supply disruptions to be major risks. As the Group's procurement department, we are working with subsidiaries and suppliers to strengthen risk management upstream in the supply chain in response to changes in the internal and external environment. In terms of sustainability risk management in supply chain, we formulated Kirin Group Sustainable Procurement Policy in 2017, which supports a set of essential values in the areas of human rights, labor, environment, and anti-corruption as defined by the United Nations Global Compact. This procurement policy consists of steady focus on quality, compliance, respect for human rights, environmental conservation, and coexistence and co-prosperity with suppliers, and we have declared that we will conduct our procurement activities in accordance with these five themes. In 2023, we will establish a "Sustainable Supplier Code of Conduct" covering the entire Kirin Group, with content consistent with global standards in line with revisions to Kirin Group Human Rights Policy and changes in the business environment, aiming to strengthen each Group company’s risk management. In conducting our human rights due diligence, we assessed and prioritized risks in our supply chain. In 2023, we worked with our suppliers to conduct third-party on-site audits of Argentine grape juice supply chain, which we identified as high-risk, to confirm that there were no significant issues. We also participate in Sedex Working Team established by the Japanese food and beverage industry to promote human rights due diligence efforts with other companies.,. Regarding the risk of fluctuations in procurement costs, we strive to stabilize costs through long-term contracts with suppliers and foreign exchange forward contracts. As for the risk of supply disruptions due to climate change and geopolitical issues, we are working to enhance the resilience of the supply chain for each item by multi-sourcing and increasing inventories. We will continue to enhance our sustainability with a global perspective, thereby increasing our corporate value and contributing to society. Japanese Food & Beverage Industry | Sedex Quality initiatives In 2022 The Kirin Group is pursuing Group-wide initiatives to foster a "Culture that values quality" as outlined in the 2022-2024 Mid-term Business Plan. The Group defines quality as "satisfying consumers by providing products and services that meet their expectations." We have established the Kirin group Global Quality Management Principles (KGQMP), which represent the Kirin Group’s Quality Policy and Action Principles based on the Kirin Group's management principles of "consumer-first approach" and "steady focus on quality" in order to achieve higher quality. This principle is the basis of quality management that the Kirin Group values throughout the entire value chain, from raw material procurement, to delivery of products and services to consumers through product development, manufacturing, and logistics. This concept is reflected in the quality management systems of each Group company in the food & beverages domain, health science domain, and pharmaceutical domain, both in Japan and overseas, and leads to products and services of reliable quality. The Quality Assurance Department of Kirin Holdings Company, Limited carries out activities to understand the quality assurance status of each Group company and pursue improvements through regular dialogues on quality assurance with major Group operating companies in Japan and overseas, in order to further enhance the autonomous quality assurance activities of each company. We set common indicators (KH indicators)for quality assurance that are measurable across all entities, including input indicators such as the status of international certification and the sufficiency of resources for quality assurance operations, as well as output indicators such as the number of quality incidents and consumer complaints, and exchange opinions for monitoring and improvement. The status of each Group company is discussed by the Group Executive Committee and reported annually to the Board of Directors. We have established "Guidelines for assurance of raw material safety in the Kirin Group (food business in Japan)" for the procurement of raw materials in the value chain that the Kirin Group is responsible for, and ensure the safety of the raw materials we use by assessing risks to raw materials handled by Group companies and taking appropriate measures based on a wide range of risk information, including information from government and research institutions in Japan and abroad that is regularly collected by the Quality Assurance Department of Kirin Holdings Company, Limited. In addition, we operate food quality management systems (ISO9001) and food safety management systems (FSSC22000, etc.) that incorporate the concept of international standards as part of our quality assurance initiatives in development, manufacturing, and logistics, and define "Food Defense Guidelines" and "Microbial Assurance Guidelines" to ensure the quality and safety of the products we deliver to consumers. In the quality management system for the alcoholic and beverage business in Japan, we horizontally deploy examples and measures to prevent recurrence through meetings attended by quality assurance managers of each operating company, so that quality problems that occur in a particular business are not kept within that particular company. In addition, the Food Safety and Quality Assurance Center, a specialized organization within the Group responsible for product inspection and analysis, provides technical support for the Group's advanced quality assurance system. We will continue to deliver safe and reliable products and services to our consumers through these Group-wide initiatives, as well as by fostering a culture that values quality. Our Approaches in Quality Making BCP all hazardous In 2021 In the past, the Group has developed a Business Continuity Plan (BCP) for each disaster, such as earthquakes and highly virulent influenza, with each company considering its own countermeasures. However, in recent years, in addition to earthquakes, torrential rains, and infectious diseases, various crisis events have been occurring around the world, such as heightened geopolitical risks and cyber attacks, which not only affect our business in isolation but also have a combined impact on our business, creating a highly uncertain business environment. Therefore, since 2021, we have been working to improve the resilience of our business continuity plan by reviewing our approach to individual crisis events and shifting to an "all-hazards BCP" that focuses on the loss of management resources, including damage to employees and facilities and the temporary suspension of head office functions.While taking into account the basic approach that has been in place for some time, we have established the Group BCP Basic Policy as the content common to all Kirin Group companies, reiterating that respect for human life is the top priority, and organizing operations related to employee safety and safety confirmation in the event of an emergency as an initial response plan. In addition, with regard to the maintenance and continuation of corporate activities at each group company, we confirmed the status of BCP creation, and in the domestic food domain, we established a recovery plan and target recovery time, identified priority operations to achieve them, and formulated a new business continuity plan for an all-hazard type situation. In formulating the plan, we have assumed a situation in which management resources that we normally take for granted, such as personnel, facilities, and equipment, would be restricted from normal use, and we have clarified decision makers and substitutes, examined alternative means, and otherwise developed a system and structure to ensure a certain level of business continuity in the event of an emergency.We recognize that the expansion of our business continuity plan is a never-ending effort, and we plan to continue to make constant improvements by establishing an annual PDCA cycle, including regular opportunities to review the contents of the plan. In addition, as a contingency preparedness measure, we will strive to improve the accuracy and effectiveness of the BCP itself by ensuring that it is well understood and widely understood within the group through drills, training, and annual reviews of priority operations, as well as by addressing new issues as they arise. We will continue to improve the flexibility and effectiveness of our business continuity plan so that we can fulfill our social responsibilities by strengthening our ability to respond to various crisis events, minimizing the impact of damage, and maintaining and quickly restoring our business. Corporate Governance Overview Management Structure Management, Leadership & Advisory Remuneration System for Executive Officers Risk Management Compliance Kirin Group Tax Policy 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