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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 Long-term Management Vision and Medium-Term Business Plan 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 Long-term Management Vision and Medium-Term Business Plan Long-Term Vision KV2027, 2019 Medium-Term Business Plan Kirin Group 2022-2024 Medium-Term Business Plan Kirin Group Business Strategy for FY2024 Long-Term Vision KV2027, 2019 Medium-Term Business Plan Growth strategy must be based on the new reality Stronger existing core businesses are essential for growth Social issues such as QOL and preventative healthcare create growth opportunities bridging food and pharmaceuticals Changes in society Global increase in natural disasters Greater uncertainty caused by drastic changes in economic systems Corporations expected to contribute to resolving social issues Changes in the market Maturation of beer market in developed countries global shift towards craft beers and premium products Expansion of regulations for alcoholic beverages and mounting pressure to implement sugar tax Introduction of public policies to reduce healthcare costs Risk Management Redefine business domain to enable sustainable growth To create value across our world of Food & Beverages to Pharmaceuticals, Kirin Holdings established the Health Science domain to takes advantage of its unique strengths, in addition to the existing business domains, namely the Food & Beverages domain (alcoholic and non-alcoholic beverages businesses) and the Pharmaceuticals domain (Pharmaceuticals Business). In the Health Science domain, Kirin Holdings will grow the business into another core of its business by honing the core fermentation technology and biotechnology that have been cultivated since its founding, and by leveraging the organizational excellence and assets that Kirin Holdings has amassed over the years. Food & Beverages Health Science Pharmaceuticals 2022 MTBP is the second stage of KV2027 Kirin Group 2022-2024 Medium-Term Business Plan February 14, 2022 Business environment Management Issues for Sustainable Growth—Group Materiality Matrix (GMM) Kirin Holdings has organized its Management Issues for Sustainable Growth (Kirin Holdings Materiality Matrix (GMM)), which outlines the challenges it should address to operate and develop sustainably in partnership with society. The Group evaluates the GMM from the two perspectives of impact on its business and impact on stakeholders. As the Group considers that the GMM will change over time, it re-evaluates and revises the GMM every time it formulates a three-year Medium-Term Business Plan. In line with the formulation of the 2022–2024 Medium-Term Business Plan, Kirin Holdings made the GMM better meet social demands by refining the aspects of the GMM and re-evaluating the importance of it in light of changes to the business environment, including the COVID-19 pandemic, and stakeholder expectations. There is no difference in importance among the items in each cell. Reference Management Issues for Sustainable Growth (Group Materiality Matrix) Kirin Group CSV Purpose Kirin Group CSV commitment Basic Policy Based on the outcome produced by FY2021, we will accelerate growth. Implementing business structure reforms with an eye to post-COVID-19 Creating new value Important Commitments Increase profit in the Food & Beverages domain that leads cash generation Scale up business in the Health Science domain that will become a large pillar of the future Strengthen global base in the Pharmaceuticals domain that establishes our position as a Global Specialty Pharmaceutical Company KPIs Financial targets*1 ROIC*2 FY2024 10%+ Normalized EPS*3 CAGR 11%+ Financial indicators are evaluated by excluding the impact of exchange rate fluctuations when overseas subsidiaries are consolidated and other factors. ROIC = Profit after tax before interest / (Average total interest-bearing liabilities at beginning and end of the period + Average total equity at beginning and end of the period) Normalized EPS = Normalized profit / Average number of shares outstanding during periodNormalized profit = Profit attributable to owners of the Company ± Other operating income and expenses and other items after income taxes Non-financial targets Items Themes Non-financial Indicators Target Level in 2024 Environment Climate Change Reduction rate of GHG emissions 23%(50% in 2030) Containers and Packaging Percentage of recycled resin used in PET bottles 38% (50% in 2027) Water resources Water use intensity at manufacturing sites with high water stress*5 3.0kL/kL(Under 2.4kL/kL in 2025) Health Progress of mid-term health science strategy Achievement level in supporting the maintenance of immune function1. Recognition rate of LC-Plasma function in Japan2. Number of people continuing to take LC-Plasma 1. 45%2. 1,900,000 people(1. 50% in 2027) Achievement level of new value creation in the immunity, brain function, and intestinal environment domains and Achievement level of promotion of collaboration with pharmaceuticals domain Not disclosed*4 Employees Organizational Culture Employee engagement score 75% Diversity Achievement level in “Increasing diversity”*61. Ratio of female managers in Japan2. Ratio of career hires in Japan 1. 15%2. 30% Occupational health and safety Lost time injury frequency rate*7 0.95(0.40 in Japan) Specific indicators and target levels are not disclosed for strategic reasons, as they include content related to intellectual property. Tooheys Brewery, Castlemaine Perkins, James Boag Brewery (LION). The target group is employees of Kirin Holdings. Major group companies that have production and logistics functions within the group will be included. Partner companies within the plant premises are also included. Financial Policy We expect cash flows from operating activities of approximately ¥700.0 billion in total during the three-year period of the 2022–2024 MTBP. The top-priority use of funds is to pay dividends. We will maintain the dividend payout ratio on normalized EPS of at least 40% and plan to pay the total amount of dividends of approximately ¥230.0 billion. In the 2019–2021 MTBP, we planned to make capital expenditures of approximately ¥310.0 billion. In the 2022–2024 MTBP, we classified capital expenditures under foundation investment and growth investment and increased the total amount of capital expenditures to approximately ¥400.0 billion. In addition to usual capital investments, we will secure an investment framework for new growth in the three domains and put more money into the framework to help improve our corporate value. We will also explore M&A investment opportunities, aiming to expand our business in addition to our organic growth. Particularly in the Health Science domain, where we aim to expand, we will examine broad opportunities available in Japan and abroad. We will procure funds for M&A investments by reducing the size of our balance sheet and selling non-core businesses through portfolio management. We emphasize balance sheet management in the 2022–2024 MTBP. We seek to optimize working capital by centralizing cash held by the Group companies in Japan and abroad on the global cash management system that we introduced in 2021 and to improve the cash conversion cycle (CCC) through streamlining SCM*7. Through these efforts, we will generate cash of approximately ¥100.0 billion during the three-year period of the 2022–2024 MTBP.In managing the business portfolio, we will consider selling some businesses that the Board deems non-core businesses after continuous discussions.We will put a priority on diverting the funds generated through the balance sheet management and portfolio management to M&A investments in order to acquire future growth drivers. Meanwhile, we will flexibly decide on additional shareholder returns centered on the acquisition of treasury share while considering investment opportunities and the balance of cash inflows and outflows. Supply Chain Management (SCM) refers to the efficient establishment and management of the supply chain, including the procurement of raw materials, production at factories, and the supply, demand, and distribution of products. Non-financial Policy We will put more effort into non-financial initiatives in accordance with the basic policy of the 2022–2024 MTBP. We will build a solid organizational foundation by strengthening our organizational capabilities to achieve innovation with an eye on post-COVID-19, thoroughly utilizing Kirin Holdings’ DNA of focusing on quality, building an SCM system that balances efficiency and sustainability, and strengthening governance to support value creation. In light of stakeholder expectations in addition to the strengthening of our organizational capabilities, we have set again non-financial targets so that they are directly connected to economic value. We will improve the steps of input–business–output in our Value Creation Model and produce greater outcomes to promote CSV management. CSV Management Governance structure to actively and voluntarily promote CSV CSV Commitment Medium-to long-term action plans for each Group company to realize the "CSV Purpose” Disclosure of non-financial information The Kirin Group assesses the resilience of its strategies and the risks and opportunities they pose to society and the company, including issues related to climate change, and proactively discloses information to a wide range of stakeholders. TCFD Kirin Group Disclosure Based on TCFD(KH) Kirin Group Disclosure Based on TCFD(KKC) Corporate Governance We further promote medium- and long-term value sharing with shareholders and investors by linking key performance indicators (financial and non-financial targets) and annual normalized operating profit with remuneration of officers. Performance evaluation indicators Yearly bonus Consolidated normalized operating profit*8, individual performance evaluation Trust-type stock compensation*9 Normalized EPS, ROIC, non-financial evaluation*10 Normalized operating profit is a profit indicator for measuring recurring performance which is calculated by deducting cost of sales and selling, general and administrative expenses from revenue. Non-financial indicators will be determined based on an item-by-item evaluation of the achievement level of specific indicators defined for each item in the three categories of "environment," "health," and "employees," followed by an overall evaluation based on the results of these evaluations and qualitative considerations. Non-financial evaluation is an assessment of the progress and the achievement level of the CSV commitment. Specifically, the CSV commitment is comprehensively assessed against initiatives for four key issues (A Responsible Alcohol Producer, Health and Well-Being, Community Engagement, and The Environment). DOWNLOAD News Release(February 14, 2022) PresentationPDF:2.05MB Archive Management Plan Releases and Presentations (Medium-term) Management Plan Releases and Presentations Long-term Management Plan(Archive) Kirin Group Business Strategy for FY2024 Reference KIRIN Brewery Business Strategy for FY2024 KIRIN Beverage Business Strategy for FY2024PDF:1.07MB Archive Management Plan Releases and Presentations (Current Fiscal Year) Related Information Impact Domains Corporate Overview Investor Relations 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