Group Mission 2030
The Group formulated the Group Mission 2030 by incorporating issues addressed by the current “Challenge the Next Stage” mid-term business plan and analyzing these and other medium- and long-term changes in the business environment as either risks or business opportunities that will exert a serious impact on its business model.
The mission, which has been formulated to facilitate the implementation of the Group Philosophy and Group Vision as the Company moves toward and beyond 2030 , identifies the Group’s mission and direction in each of four areas, providing a roadmap for the achievement of each.
Specifically, it divides the run-up to 2030 into three phases—a platform-strengthening and investment stage, a growth stage, and an achievement stage. By developing highly competitive business models through the implementation of business strategies in each stage, the Group will build a robust business portfolio characterized by high growth, profitability, and efficiency.
Together with our customers.
Together with society.
Together with the next generation.
Together with our people.
Building a robust business portfolio characterized by high growth, profitability, and efficiency
Resolving social issues through our businesses: Initiatives to address ESG issues
Human Resources Strategy
Mid teram Business Plam 2021
The Mid-term Business Plan 2021 outlines the Group’s actions during the platform-strengthening and investment stage as it works to implement the vision set forth in the Group Mission 2030. Specifically, the Group will work to maximize cash flows and advance its growth strategies in line with the basic policies described below.
Guidelines for Key Indicators
Instead of setting forth fixed, quantitative targets for the three-year period it covers, the Mid-term Business Plan 2021 offers guidelines for principal performance indicators.
It also provides policies for setting targets for single fiscal years based on changes in the business environment and progress in implementing priority strategies and the Company’s investment strategy.
・Organic growth in existing businesses along with new M&As
・Operating margin in existing businesses (3%) minus investment strategy costs plus profit/loss from new M&As
・Transition of the International Beverage Business to profitability
|Cash flows (CFs)||
・Operating cash flows created by existing businesses: ¥40 billion yen or greater
・Capital investment necessary in existing businesses: About ¥28 billion
・Growth investments in existing businesses: About ¥12 billion
・Investment in the health care segment to execute new M&As: About ¥30 billion
・Launch of the orphan drug business: About ¥3 billion
|Return to shareholders||
・Return of profits to shareholders through stable dividends