Page 25 - Kirin Holdings Case Study

create a prosperous society and a healthier customer base.

(See Appendix 10) (7)

Isozaki believes that today investors are not only concerned
with financial performance and shareholder value; they also

see the social contributions of companies, such as initiatives

related to environmental, social and governance (ESG)

criteria as important. But for him and the company creating
shared value is not simply a conceptual approach it is, as

Kirin management sees it ‘an important duty to provide a

clear and comprehensive explanation to investors about the
Group’s initiatives for tackling issues confronting society,

specifically in the three areas of health and well-being,

community engagement, and the environment, and how

those initiatives eventually lead to economic value.’ (5)

Two policies are followed to further CSV management and
develop businesses, products and services that address

customers' latent needs and have a positive impact on

society. (1,3,5)
“The first policy is to strengthen management's intangible

assets: human resources, brands, R&D, and supply chain

and IT. These are assets that the Group has gained over the

years in response to changes in the business environment.
Strengthening our human resources is of particular

importance as human resources are our engine for growth.

To enhance diversity in human resources and organizational

structure, we offer not only entry-level positions, but also an
increasing number of mid-career positions to attract

candidates with valuable experience and expertise. To

accelerate workstyle reform, we are cultivating an