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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 [ここから本文です。] Home Investor Relations IR Library Integrated Report KIRIN CSV REPORT 2019 Interview with an Outside Director Print Corporate GovernanceInterview with an Outside Director Maximizing groupsynergy to gaina conglomerate premium Chieko MatsudaOutside Audit & Supervisory Board Member More effective governance requires a more diverse board Many companies have been focusing on corporate governance in recent years. Superficial changes cannot, however,ignite the frank and open boardroom discourse that would enhance oversight. At Kirin Holdings, our Board of Directors and Audit & Supervisory Board meetings benefited from engaged outside members who contributed their honest opinions based on personal experience and specialized knowledge.This kind of discussion gives our decision-making and supervisory functions a consistent level of effectiveness. Auditing offers many opportunities to visit a company and observe operations. By gathering information on the spot, an outside auditor learns first-hand about a firm’s inner workings. At Kirin Holdings, the Audit & Supervisory Board arranges inspections of manufacturing sites and other facilities, inviting the outside directors as well, so they may gain a valuable addition to their formal duties. Outside auditors and directors need to take an independent,third-party view of management. On-site inspections and conversations with employees deepen our objective understanding of the business and its operations. Creating such learning opportunities at Kirin Holdings has enhanced effective governance. Diversity of board members is also essential to assure effective governance. Diversity is often discussed as gender diversity, that is, appointment of female executives. This simplistic formula is not enough. The important point here is to expand the definition of diversity to include each individual’s knowledge, expertise, experience, and values. The diversity of Kirin Holdings’ outside directors and outside auditors shows breadth and balance spanning the legal sector, government sector, corporate management and other areas. Looking ahead to overseas expansion, diversity of the board could, possibly, be further reframed to encompass nationality, ethnicity, and more. Skillful investment for maximum synergies In January 2019 the Kirin Group began executing Kirin Group Vision 2027 and the 2019-2021 Medium-Term Business Plan (2019 MTBP). In the planning process the board held spirited discussions focusing on CSV management as the core of our long-term-management vision and on growth scenarios in regard to the medium-term plan. It is common for firms to bring in their outside directors only after a plan has been more or less finalized internally. Kirin Holdings distinguishes itself by involving outside directors in many discussions from the start. Giving outside directors many chances to share their thoughts with management is also worthy in terms of the governance goals of enhancing transparency and fairness. A major pillar of our 2019 MTBP is launching and growing businesses bridging pharmaceuticals and food & beverages. Progress in this direction will mean further diversification for the Group. From an investor’s viewpoint, I think the unstated theme of our new Medium-Term Business Plan is to earn a conglomerate premium. This calls for Kirin Holdings to optimize its business portfolio and leverage the Group’s management resources, such as capital, human resources, and customer base. Here, it is important to maximize intra-business synergies in unique ways, as only a diversified business can. Worldwide we are seeing that skillful business portfolio management is crucial to a diversified company’s performance and its attractiveness to investors. Since Kirin Holdings itself is an investor in its several business domains, the financial markets demand a finely honed ability to gauge risk and return. Again, investors also expect Kirin as a whole to strive for intra-business synergies. Above all, the Kirin Group must firmly establish its identity as a model of CSV management. I think we will win the support of stakeholders in general and investors in particular by actively engaging them in positive dialogue about matters of concern to them. As an outside auditor, I am committed to carrying out my duties in a way that fulfills society’s expectations for the Kirin Group. PROFILE Chieko Matsuda　Outside Audit & Supervisory Board Member Ms. Matsuda was appointed as a member of the Outside Audit & Supervisory Board of Kirin Holdings in 2016. She had joined The Long-Term Credit Bank of Japan, Ltd., in 1987, after which she worked for Moody’s Japan, Ltd. Corporation, Corporate Directions, Inc., and Booz & Co., Inc. Ms. Matsuda is also a professor on the faculty of the Economics and Business Administration and the Graduate School of Management of Tokyo Metropolitan University. KIRIN CSV REPORT 2019 Message from Top Management Interview with the CFO 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 CSV Stories CASE1 Pharmaceuticals business CASE2 Businesses bridging Pharmaceuticals and Food & Beverages CASE3 Community Engagement CASE4 The Environment CASE5 A Responsible Alcohol Producer Discussion with Management Interview with an Outside Director Financial・Non-Financial Highlights Past and Present Integrated Report Share Please do not forward or share information about alcoholic beverages with anyone under the legal drinking age. 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