【入金不要ボーナス$40】ビーベット(BeeBet)の登録方法を画像 ...

If Javascript is turned off, turn it on. 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 [first sentense] Home Investor Relations IR Library KIRIN REPORT [Integrated Report] KIRIN REPORT 2015 A Conversation between Outside Directors Print A Conversation between Outside Directors The Corporate Governance Code took effect from June 2015, and the question of how to implement proactive governance and enhance governance systems has become an important management issue for companies.   Kirin Holdings is working to enhance corporate governance in order to increase corporate value. To that end, the Company is taking such steps as appointing an outside director as Chairman of the Board and appointing a female officer to the Board of Directors.   In April 2016, Toshio Arima, an outside director, became Chairman of the Board, and Kimie Iwata transitioned from outside Audit & Supervisory Board Member to outside director. These two directors engaged in a conversation and provided their opinions about Kirin's corporate governance. Changes in the Kirin Group during the Directors' Tenure The "New KV2021" Long-Term Business Plan and the New Medium-Term Business Plan Progress in Kirin's Governance Changes in the Kirin Group during the Directors' Tenure Arima: Kirin is a company that is taking a sincere approach to management. Since I joined the Company, I have had a high opinion of the corporate culture, in which officers and employees accurately recognize important management themes and issues and work to tackle them in a straightforward manner. However, I also think that there have been some issues where the approach may have been too refined and not aggressive enough. President Isozaki has indicated the importance of "practical strength," and this concept could apply to driving success in the face of intense competition or to launching an all-out response to changes in the operating environment. In that regard, perhaps the approach could have been more aggressive in some areas. However, looking at the recent reversal in the market share for beer and the structural reforms at Brasil Kirin, I am pleased to say that I am starting to see positive changes, such as the assignment of precise priorities to management issues and the implementation of finely tuned initiatives. Iwata: My thoughts are similar to those of Mr. Arima. I think that the Company is taking a very sincere approach, including both managers and employees. I am pleased to have the opportunity to work together with everyone, and I have a strong sense of trustworthiness. However, on the other hand, I have had the impression that there has not been a sufficient sense of urgency in responding to the competitive situation and changes in the operating environment, perhaps because there still remains a bit of the mindset from the Company's former position of market dominance.   I became an outside Audit & Supervisory Board Member of Kirin Holdings in 2012, and it was about that time that the Company began to face challenges in terms of profitability. However, there was hope for improvement because it was clear where the problems were. For example, there were significant problems with management in Brazil, and there were failures in such areas as product renewals and sales agents. Nonetheless, the causes were clear, and now countermeasures are being implemented. The issue of widely dispersed marketing investment has also begun to be addressed with the gradual assignment of priorities. Looking over the past year, I have started to see positive signs. Arima: Overseas, one issue is the extent to which management is being conducted from a global viewpoint. And another important issue is how global human resources will be developed. These are issues that will require some time to address, and they will not be resolved quickly. However, as an outside director, I will be taking a close look at these issues. The "New KV2021" Long-Term Business Plan and the New Medium-Term Business Plan Iwata: I was very impressed with the "New KV2021" vision. "Creating social value" and "creating economic value" are positioned as having equal merit in terms of management success. This is a clear declaration that the Company will achieve both. I think this reflects a recognition that the only way for Kirin to achieve sustained growth is to grow together with society. Moreover, the strategic framework incorporates Kirin's distinctive approach to CSV. CSV management is indispensable for sustained growth, yet there are a surprisingly small number of companies that have a deep understanding of the essence of CSV management and are working earnestly to implement it. In that regard, Kirin is taking a serious approach to CSV, and I believe it to be a company that is extremely advanced in this area.   Of course, a future issue for Kirin will be reflecting the vision in its future annual plans and implementing it on a broad scale. Arima: I feel the same way about the vision. After all, it has to be implemented with "conviction." And to have that conviction, an effective methodology is essential. As Ms. Iwata said, the next issue is to demonstrate the methodology. The Company will follow a two-axis approach that incorporates both social value creation and economic value creation, with management plans and CSV unified. To that end, Kirin will need to incorporate a specific methodology into the time frame, while providing detailed explanations and making the vision more practical for growth. Iwata: The Company has made clear that business will be grown through the creation of social value, and I am starting to see specific progress in this area. This is a positive development. A number of steps have been taken in a very good direction, such as the launches of Hyoketsu® products that use peaches from the Tohoku region and Ichiban Shibori products that leverage the individuality of regions throughout Japan. However, these initiatives have just gotten under way. The real challenges are still ahead. "Health" is a key word in the current medium-term business plan, and I look forward to seeing how this key word will be given shape in the creation of value. Arima: I am paying considerable attention to time frames. Companies must manage their businesses and succeed in the face of competition. The use of Tohoku peaches is, in a sense, only a relatively small initiative, but I think of this as part of the process of building a business model through the accumulation of these types of initiatives. If a methodology can be identified, then it can be implemented in a variety of directions. In addition, society also benefits when employees are active outside the Company in areas other than business activities, such as volunteering. Progress in Kirin's Governance Iwata: I believe that Kirin is doing an excellent job in regard to governance. Kirin has reduced the number of inside directors. In addition, while continuing to utilize the "Company with Audit & Supervisory Board" system of governance, Kirin has established committees that conduct a wide range of discussions. I think that the Company has an extremely advanced governance structure. In particular, at meetings of the Board of Directors the atmosphere is conducive to free and open expression by the outside directors. Accordingly, we are speaking our minds without hesitation. Of course, this is also our responsibility, but I think that there are still some points that need improvement, such as the ways in which agenda items are decided and time is allocated. Arima: I agree. If I were to add one more thing, when I was asked to be Chairman, I was not sure what to do and I hesitated, because I thought that this was one method of further progress for the management of Japanese companies. Now that I have undertaken this position, I will pursue changes accordingly. The first will be the method of holding discussions. To increase the efficiency of time utilization, I think we should establish a framework for clarifying the discussion points that will be addressed and for providing explanations. And the decisions, or agreements, should lead to action. I think we should strive for discussions that make absolutely clear what the next step will be.   Another issue is the way in which discussion points are selected. I think that the Company should have a framework for holding discussions that incorporate, from an outside viewpoint, important topics such as challenges and risks that Kirin faces but are not readily visible from an insider's perspective. Iwata: This year, I transitioned from outside Audit & Supervisory Board Member to outside director. In 2012, I became Kirin's first female Audit & Supervisory Board Member, and now I have become the Company's first female director. With a focus on diversity, the Company is working to increase the number of outside directors and to include more women. I will strive to understand what is expected of me in this setting. Thus far, I have expressed my thoughts in a natural manner, and there will be no change to this basic position now that I have become an outside director. In other words, in contrast with employees who have been with Kirin for their entire careers, I have experience outside Kirin in government and in corporate management, and in addition I also have experience as a woman and as a consumer. Accordingly, I have information that reflects a different sense of values. I will strive to leverage those characteristics, and without being limited by the conventional wisdom of the Company, I will add my opinions to discussions without hesitation, even if they are minority positions.   With responsibility for a portion of the management of this large company in a challenging market environment, I know that I have taken on an extremely important task, but moving forward I will do my utmost to make full use of my experience. KIRIN REPORT 2015 KEY POINTS ABOUT KIRIN Financial and Non-Financial Highlights 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 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