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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? 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 Impact The Environment Engagement Dialogue 05 Dialogue 05 Tony Goldner, Executive Director of TNFD Secretariat, Had a Dialogue with the Senior Executive Officer in Charge of CSV Strategy of Kirin Holdings, in June 2022 Executive Director of TNFD (Taskforce on Nature-related Financial Disclosures)Tony Goldner (center) Senior Executive Officer of Kirin Holdings Company, Limited (Officer in Charge of CSV Strategy, Group Environmental Manager)Ryosuke Mizouchi (right) Executive Officer and General Manager of CSV Strategy Department of Kirin Holdings Company, LimitedHiroshi Fujikawa (left) The Executive Director of TNFD Secretariat, who visited Japan on the occasion of the TNFD Consultation Group of Japan establishment meeting, and the Senior Executive Officer in charge of CSV Strategy of Kirin Holdings had a dialogue on June 15, 2022. The TNFD intends to provide a framework for organizations to report and act on nature-related risks, with the aim of supporting a shift in financial flows away from nature-negative outcomes toward nature-positive outcomes. Thoughts on the Kirin Group's holistic approach Mr. Goldner: When I attended a TNFD webinar at the end of May hosted by the Keidanren Committee on Nature Conservation, the Kirin Group presented a case study on tea leaves in Sri Lanka. I listened with great interest to your company's approach to the tea supply chain, and I looked forward to visiting Kirin and hearing about it firsthand experience during my visit to Japan. I am very interested in the fact that you engaged in initiatives in both climate change and natural capital in Sri Lanka. Why did you start this kind of initiative? Mr. Mizouchi: We feel it is our duty to make society aware of the impact of climate change on agriculture. We believe that environmental issues such as climate change, biological diversity, and water are not separate issues, but are interrelated and must be treated holistically. We initiated our activities on Sri Lanka, an important producer of tea leaves, as a vulnerable region with respect to both climate change and natural capital. Mr. Goldner: I am very sympathetic to the idea that companies should deal with environmental issues holistically. On the other hand, many companies are so focused on climate change-related initiatives that they don't have the leeway to look at natural capital. What about the Kirin Group? Mr. Mizouchi: Our business is primarily beverages and pharmaceuticals, so we depend on natural capital. We believe that the necessity to address the challenges surrounding water and agricultural resources, which are our raw materials, has helped us understand the need for holistic approaches. I think this kind of opportunity is rare for non-food companies, but water is a universal agenda and is closely related to climate change. So, if I were you I would start with water for expanding TNFD. Mr. Goldner: That's good advice for many companies since there are a lot of metrics already established for measuring water. How much have you analyzed the exposure of your business to nature-related risks? Mr. Mizouchi: We believe that we have some understanding of nature-related risks related to the beverage business. We conducted a materiality analysis and prioritized paper, tea leaves, palm oil, soybeans, and coffee beans. Those are the areas we hope to contribute to sustainable forestry and farming through procurement. Although our pharmaceutical business uses biotechnology, it is not depending very much on biological resources. On TNFD's trial disclosure Mr. Goldner: I think you will be the first in the world to try LEAP*1 and publish*2 it in the public domain, so congratulations. What are your thoughts after trying and publicizing LEAP? Mr. Mizouchi: Having worked on climate change and biological resources in a holistic manner, we were able to intuitively understand the concept of the LEAP approach, which focuses on "location" and "dependency". Our TCFD scenario analysis*3 also covers biological resources and water as physical risks. Mr. Goldner: Do you think this kind of disclosure on natural capital is useful for corporate decision-making? Mr. Mizouchi: I think it is very beneficial. Water issues and biological resource issues are location specific and depend on the area, different from greenhouse gases, which have global impacts on climate change. The issues raised by LEAP related to "location" and the approach of separating physical risk from systemic risk are also good ways of viewing natural capital issues and climate change issues from a sustainability perspective. Mr. Goldner: Systemic risk is more for central banks. It's for the policymakers to worry about. It's interesting that the Kirin Group, a manufacturer, found that very helpful. What were the most difficult aspects for you? Was it the metrics, or finding data? Mr. Mizouchi: Metrics. How we set our targets is still under consideration. Actually, water may be relatively close to greenhouse gas emissions and easier to set targets than biological resources. But KPI setting for biological resources is difficult. Mr. Goldner: While a variety of metrics have been proposed, there are concerns about setting the right KPIs. Companies have been very focused on the one-way impact that business has on nature. Unlike your company, in talking to other companies, there's almost a blind spot around how the business is dependent on natural capital, for example, the risk of ecosystem services such as pollination. SBTN*4 is helping companies set their own targets for natural capital, but it seems to us there's a problem before that. Companies’ targets should be in reference to the long-term sustainability of the ecosystem. But how can you set a target as a company if you don't know what the health of the ecosystem is? Do you think the governments or other organizations should set targets to deal with this situation, for example? Mr. Mizouchi: If we have a global target and that is cascaded down, it is easier for us to adopt that target. But we cannot wait for the external targets to be set because we are already facing a severe impact from climate change in our business. We have to find our own target. For example, two years ago, the California bushfires affected our vineyards with smoke damage. The smell of smoke made it impossible to use red wine grapes, and the wine industry was severely affected. We also had typhoon impacts. We in the food industry, who best understand the risks to natural capital such as biological resources, feel that we have to speak out and let society know the risks. If the risk is widely shared and countermeasures are taken, it will eventually benefit the business. For this reason, a scientific approach to target setting is key. Mr. Goldner: Dialogues around a biological diversity framework, such as the COP15*5, have been delayed partly because of COVID-19. Unlike climate change, natural capital impacts vary depending on the area and should be replaced with targets related to ecosystem impacts at the local level. There are still many issues to be addressed about how to translate global targets to the local level, and it will take time to develop a consistent way to measure the health of an ecosystem. I look forward to progress in the dialogues at COP15. Outlook for the future Mr. Goldner: TNFD plans to conduct a pilot test of a global supply chain. We hope that you will join us and use the knowledge you have gained so far. Mr. Mizouchi: Yes, absolutely. We are also participating in the SBTN water self-pilot test. A Lion plant in Australia is the target under consideration. Mr. Goldner: In the future, the TNFD framework and SBTN target setting should be linked. We expect that your company's knowledge in working on these two areas will be helpful in exploring measures for collaboration between TNFD and SBTN. Mr. Mizouchi: In the Environmental Report released this year, we made a pilot disclosure using the LEAP approach proposed by TNFD because we want to work with international organizations like SBTN, TNFD, and TCFD to help achieve a sustainable society. Mr. Goldner: I think it's a great idea. I believe that the LEAP disclosures made public in your Environmental Report will be helpful not only to the TNFD Secretariat but also to many other companies. TNFD believes that by working with the ISSB*6, we can create rules and a standard global baseline related to sustainability reporting. Mr. Mizouchi: I am also a member of the Japanese government's study group to formulate opinions on the ISSB's exposure draft. We recently submitted an opinion letter to the IFRS Foundation based on the results of our study. Mr. Goldner: The ISSB is focused on climate change now, but dialogues have begun on what the next agenda should be. TNFD wants "nature" on top of its agenda. Ideally, the IFRS Foundation will put "nature" in its process early next year. Mr. Mizouchi: I think that’s a great idea. Mr. Goldner: I would very much appreciate your support. Mr. Mizouchi: I am sure that in 10 years Japan will lead the world not only in decarbonization but also in the conservation of natural resources and sustainable use of natural capital. This is because natural capital is very linked and familiar to Japanese culture. I believe that Japan can leverage its strengths in this field to foster the growth industries of the future. Mr. Goldner: I believe that the G7 summit to be held in Japan next year will be a good leadership opportunity for Japan. Japan has the largest number of companies participating in TNFD's Forum. Many policymakers assume that natural capital might be at the top of their agenda for next year. This will be the perfect time to push from a policy perspective. Thank you so much for today. LEAP: The approach to assessing nature-related risks and opportunities proposed in the beta version of the TNFD framework. LEAP refers to the four approaches of Locate, Evaluate, Assess, and Prepare. TNFD's LinkedIn page featured a case study of the Kirin Group's pioneering use of the LEAP approach proposed by TNFD for nature-related risk and opportunity assessment in the 2022 edition of its Environmental Report. (August 15, 2022)https://www.linkedin.com/posts/taskforce-on-nature-related-financial-disclosures-tnfd_tnfd-naturalcapital-nature-activity-6964860358343692288-IfR2/?utm_source=linkedin_share&utm_medium=member_desktop_web TCFD Scenario Analysis: Our latest scenario analysis is disclosed at the site below.https://www.kirinholdings.com/en/impact/env/tcfd/ SBTN: An abbreviation for Science-Based Targets for Nature, an organization that sets science-based targets for natural capital to achieve a sustainable earth system. The Kirin Group is the first in Japan's pharmaceutical and food industry to participate in the SBTs for Nature Corporate Engagement Program (CEP), a natural capital goal-setting initiative. COP15: Fifteenth meeting of the Conference of the Parties to the Convention on Biological Diversity. ISSB: The International Sustainability Standards Board (ISSB), a newly established body in November 2021 by the IFRS Foundation responsible for developing International Financial Reporting Standards (IFRS). It aims to develop international disclosure standards on sustainability. IFRS Foundation: A private, non-profit organization responsible for the development of International Financial Reporting Standards (IFRS). Engagement Dialogue 01 Dialogue 02 Dialogue 03 Dialogue 04 Dialogue 05 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