Page 27 - Kirin Holdings Case Study

functionality and resources, we will use partnerships and

M&A, evaluating each case on its own merits.” (1)

Kirin also aimed to continuously create value through
innovations by bringing together employees who have

diverse values and specialties, and were sympathetic to its

corporate philosophy and strategies.

To achieve its CSV goals the Kirin Group undertook its

medium- to long-term growth in its first three-year plan
(2016-18) whilst accelerating its shift to CSV as the core of its

management. To achieve this Kirin Group’s first policy was

to strengthen management's intangible assets: human

resources, brands, R&D, and supply chain and IT. These
were assets that the Group had gained over the years in

response to changes in the business environment.

Strengthening its human resources was of particular
importance as human resources were seen as its engine for

growth.

“….. will offer redefined joy of food and well-being by

focusing on people, nature, and craftsmanship and

contribute toward a spiritually rich society.
In addition to the "Food & Beverages domain" and

"Pharmaceuticals domain" which are existing businesses, we

will establish a new "domain bridging Pharmaceuticals and
Food & Beverages ” between these two domains, and we will

expand our business globally in Japan, Asia and Oceania.” (1)

(See Diagram 7)

“To pioneer new ventures, we must break down the walls of

our existing business domains and methodologies.