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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 Remuneration System for Executive Officers 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 Remuneration System for Executive Officers Basic Policy for the Remuneration of Executive Officers The Nomination and Remuneration Advisory Committee will discuss the remuneration of Directors and Executive Officers, and report to the Board based on the following policy. The Committee will consider levels of the remuneration and linkage with performance by comparing them objectively with officers’ remuneration survey data of an external research body, and incorporate findings in its report to the Board of Directors.  The Company shall establish a remuneration structure that emphasizes the linkage of remuneration with business performance and medium- to long-term corporate value and share value with the shareholders.  Remuneration levels shall be appropriate for the roles and responsibilities of the Kirin Group’s officers.  Remuneration shall be deliberated by the Nomination and Remuneration Advisory Committee, in which Non-Executive Directors constitute a majority, in order to ensure objectivity and transparency. Composition of the Remuneration In order to encourage awareness of achieving short-term performance targets and enhancing medium to long term corporate value, remuneration for Directors of the Board is composed of three parts: basic remuneration (fixed remuneration), bonus (short-term incentive remuneration), and Stock Compensation (medium- to long-term incentive remuneration). The specific composition of remuneration is as follows according to the classification of officers eligible for the payment. Officer typeFixed remunerationPerformance-linked remunerationPurpose Basic remunerationBonusStock-based remuneration Directors of the Board(excluding NonexecutiveDirectors) and Executive Officers ○ ○ ○ Because they are responsible for the execution of business, Kirin Holdings have established remuneration structure that takes into account the achievement of short-term consolidated performance targets and the improvement of corporate value over the medium to long term. Non-executive Directors ○ – – Because they are responsible for supervising and advising Company and Group management from an objective position, only basic remuneration (fixed remuneration) is provided. Audit & Supervisory Board Members ○ – – Because of their role of auditing the performance of directors’ execution of their business from an objective position, only basic remuneration (fixed remuneration) is provided. The ratio of base remuneration to performance-linked remuneration for the Representative Director of the Board & CEO is designed to be approximately 30:70 (including 30 for bonuses and 40 for stock-based remuneration), with other directors (excluding Non-Executive Directors) and Executive Officers following suit in consideration of their positions and responsibilities. Structure of performance-linked remuneration 1. Bonus The performance evaluation indicators are the Company's corporate performance evaluation indicators (consolidated normalized operating profit), business performance evaluation (Normalized operating profit of Group companies or sales and normalized operating profit of Health Science domain), and individual performance evaluation. The amount paid will vary from 0% to 200%, with 100% indicating target achievement. Mechanism for linkage of bonuses to performance The base amount of bonus is determined for each position in the bylaws. "A" is the ratio of the portion linked to corporate performance, "B" is the ratio of the portion linked to business performance, and "C" is the ratio of the portion linked to individual performance. Evaluation Weighting by each performance evaluation indicators (FY2024) Performance indicatorsRepresentative Director of the Board & CEORepresentative Director of the Board, President & COOExecutive Officer concurrently serving as operating company president, etc.Other directors and executive officers Company performance evaluation 70% 70% 20% 50% Business performance evaluation ー ー 40% ー Individual performance evaluation 30% 30% 40% 50% The Nomination and Remuneration Advisory Committee determines the specific evaluation indicators, targets and outcomes following a discussion between the Representative Director of the Board & CEO and the Representative Director of the Board, President & COO and the Non-Executive Director who is either the Chairperson or a member of the Nomination and Remuneration Advisory Committee. With regard to the priority issues, the concerned divisions and the Company's performance, the Representative Director of the Board, President & COO , after discussion with the relevant executive directors and executive officers, drafts specific evaluation indicators, targets and evaluation results, which are approved by the Representative Director of the Board & CEO, and then the Nomination and Remuneration Advisory Committee makes a decision. 2. Stock-based remuneration Stock-based remuneration is a Trust-type stock remuneration (performance based). Trust-type stock remuneration consists of (1) performance share units (the Single-Year PSU) linked to the achievement of performance in a single fiscal year, (2) restricted share units (RSUs) without performance-requirements, and (3) performance share units linked to the achievement of performance under the Medium-term Business Plan for multiple fiscal years (the Medium-term Plan PSU). The performance indicators for single-year PSU and Medium-term Plan PSU shall be ROIC, normalized EPS and non-financial indicators which are key management indicators in the Medium-term Business Plan. 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. The payment rate for Single-Year PSU and Medium-term Business Plan PSU will fluctuate between 0% and 200%, with 100% at the time of target achievement. Details of the trust-type stock remuneration plan  Number of points*Timing of granting of pointsTiming of delivery of shares and cash RSU Fixed points After the end of each fiscal year At a certain point in time after the lapse of two years from the start of the fiscal year when points were granted (at a certain point in time after the lapse of three years from when the number of points was determined for the RSU) Single-Year PSU The number calculated by multiplying the basic points (for the Medium-Term Plan PSU, the basic points for three years) by the performance-linked factor (0% to 200%) depending on the level of achievement of performance targets and others for each performance evaluation period Medium-Term Plan PSU After the end of the final fiscal year of the Medium-Term Business Plan At a certain point in time in the fiscal year following the final fiscal year of the Medium-Term Business Plan Basic points (fixed points for the RSU) are calculated based on the base amount predetermined for each executive rank and responsibilities. Mechanism of the trust-type stock compensation Mechanism for performance-linked trust-type stock remuneration (excluding the performance evaluation period; the scheme is common to the Single-Year PSU and the Medium-Term Plan PSU) Evaluation Weighting by each performance evaluation indicators (Fiscal 2022) Performance evaluation indicatorsEvaluation ratio ROIC 40% Normalized EPS(CAGR within the period of the Medium-Term Business Plan for the Medium-Term Plan PSU) 40% Non-financial evaluation 20% Procedures for determining the remunerations of executive officers In order to ensure fair and reasonable application of the process in line with the above-mentioned basic policy for executive remuneration, the executive remuneration shall be deliberated at the Nomination and Remuneration Advisory Committee of which the majority of the members are Non-Executive Directors and whose Chairperson is also a Non-Executive Director, and the result is reported to the Board of Directors. As for determining the specific amount of remuneration, remuneration for Directors shall be decided at the Board and that for Audit & Supervisory Board members upon consultation with Audit & Supervisory Board based on the report from the Nomination and Remuneration Advisory Committee and within the limits of the remuneration amount determined in advance at the general meeting of shareholders. Nomination and Remuneration Advisory Committee regularly deliberates on the setting of remuneration levels, the ratio of performance-linked remuneration and its mechanisms and meets in response to changes in the environment of laws and regulations related to executive remuneration and submits a report to the Board. Executive remuneration (FY2023) Officer typeTotal amount of remuneration, etc. (million yen)Total amount of remuneration (million yen) by type and number of persons Fixed remunerationPerformance-linked remuneration Monetary remunerationNon-monetary remuneration Basic RemunerationBonusPerformance-linked remuneration linked to stock price (Phantom Stock Plan)Trust-type stock compensation Total amountNumber of personsTotal amountNumber of personsTotal amountNumber of personsTotal amountNumber of persons Directors of the Board (excluding Non-executive Directors) 809 281 6 321 5 – – 207 6 Audit & Supervisory Board Members (excluding External Audit & Supervisory Board Members) 76 76 3 – – – – – – Non-executive OfficersNon-Executive Directors 142 142 8 – – – – – – External Audit & Supervisory Board Members 58 58 3 – – – – – – Total 1,084 556 20 321 5 – – 207 6 Twelve (12) Directors of the Board and five (5) Audit & Supervisory Board members remain in their positions as of the end of this fiscal year, but the amounts above include remuneration for one two(2) Directors and one (1) Audit & Supervisory Board member who retired as of March 30, 2023. There were no officers to whom the above performance-linked and stock-price-linked remuneration (Phantom Stock Plan) was applicable. Trust-type stock remuneration was delivered to Directors of the Board (excluding Non-executive Directors) as non-monetary remuneration. The above total amount of trust-type stock remuneration is the amount recorded as expenses during this fiscal year for the Board Incentive Plan (BIP) Trust. Amounts are rounded to the nearest one million yen. Remuneration totals by officer (FY2023) NameOfficer type Total amount of remuneration, etc. (million yen)Amount of remuneration by type (million yen) FixedPerformance-linked remuneration Monetary remunerationNon-monetary remuneration Basic remunerationBonusStock-based remuneration Yoshinori Isozaki President & CEO 338 103 137 98 Keisuke Nishimura Representative Director, Senior Executive Vice President 172 62 67 43 Toshiya Miyoshi Director of the Board 111 43 42 25 Only those persons whose total amount of remuneration, etc. exceeds 100 million yen are disclosed. The total amount of trust-type stock-based remuneration above is the amount posted as expenses during the fiscal year for the Board Incentive Plan (BIP) trust. Amounts are rounded to the nearest one million yen.  Terms for forfeiture and return of stock-based compensation (Malus and Clawback clauses) In the event that the Board of Directors recognizes that a Director, etc. has committed a misconduct, resigned for his/her own reasons, or that there are other reasons why it is reasonable not to allow him/her to acquire all or part of the beneficiary rights or entitlements, the Company may demand that the Director, etc. forfeit his/her entitlement to compensation under the stock compensation plan or return the money equivalent to the Company shares delivered to him/her. 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