Page 9 - Kirin Holdings Teaching Note

finely-honed ability to gauge risk and return. Again,

investors also expect Kirin as a whole to strive for intra-

business synergies. Above all, the Kirin Group must firmly

establish its identity as a model of CSV management.

I think we will win the support of stakeholders in general

and investors in particular by actively engaging them in

positive dialogue about matters of concern to them. As an

outside auditor, I am committed to carrying out my duties in

a way that fulfils society’s expectations for the Kirin Group.”
(5)

Isozaki was the ideal leader to implement the New Kirin

Group Vision 2021and 27, with its long-term management

vision, calling for the promotion of management reform and

including the enhancement of corporate governance.

Revitalisation to Growth

• Further improve cash generation at existing businesses

• Maximise corporate value by enhancing shareholder
returns

• Pursue sustainable growth by combining existing

expertise to establish and foster new businesses

bridging Pharmaceuticals and Food and Beverages

The business environment was changing but executives still

have to make decisions. For Isozaki ‘running a business was

imagination’. In the past it was all about mass producing one

product. Today it is about multiple products, multiple

subsidiaries and disparate employee bases. All subject to