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Kirin Group Human Resources Strategy

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Kirin Group Human Resources Strategy Kirin Holdings Human Resources Strategy Kirin Holdings Company, Limited December 2020 Details of the speaker Toshiya Miyoshi Kirin Holdings Company, Limited Director of the Board and Senior Executive Officer responsible for the human resources and general affairs strategy Profile Born in 1958 April 1982 Joined the Company March 2008 Representative Director and President & CEO of Yokohama Akarenga Inc. March 2010 General Manager of Personnel & General Affairs Dept. of the Company Executive Officer and General Manager of Personnel & General Affairs Dept. of the March 2012 Company Executive Officer and Director of Group Personnel & General Affairs of the Company January 2013 Executive Officer and General Manager of Personnel Dept. of KIRIN Company, Limited Senior Executive Officer and Director of Group Personnel & General Affairs of the Company March 2014 Senior Executive Officer and General Manager of Personnel Dept. of KIRIN Company, Limited Director of the Board, Senior Executive Officer of the Company (Present Position) March 2015 Senior Executive Officer of KIRIN Company, Limited Director of San Miguel Brewery Inc. (Present Position) March 2019 Director of Kirin Brewery Company, Limited (Present Position) © Kirin Holdings Company, Limited 2 Kirin Holdings Human Resources Strategy Role of the group head office in the human resources strategy Values shared by all group Corporate philosophy / One KIRIN Values employees In addition to supporting the human resources strategy of each Role of company, maximize employee engagement through the establishment Kirin Holdings of philosophy and values shared by all employees around the world Kirin Kirin Myanmar Human LION Other Mercian Brewery resources Beverage Brewery strategy of each business Human resources strategy based on the individual strategies of each company © Kirin Holdings Company, Limited 4 Why establish a human resources strategy now? ■Overall trend of society E= Environment • In light of the response to COVID-19, the corporate Global warming response to S= Society is becoming more important Water resources • Including work styles, the human resources strategy is Biodiversity being called into question • The Ito Review of Human Resources published in September 2020 also states the issues faced by Japanese companies and the responses that should be taken ⇒Human resources strategy is essential for realizing the management strategy, and grasping this point is important for understanding the feasibility of the management strategy ■Kirin S= Social G= Governance Composition of the Board • Recognize that human capital is important for realizing Human capital of Directors the management strategy Promote diversity Fair competition • In order to realize KV2027, a human resources strategy for further growing the food & beverage, pharmaceuticals and health science domains is essential • In particular, establishing the health science business is Importance has been recognized as an issue, and by explaining how Kirin will recognized again address this issue, indicate the feasibility of KV2027 © Kirin Holdings Company, Limited 5 Thinking in regards to human resources at Kirin Basic philosophy of human resources ＝ Respect humanity Respect the efforts and individuality (humanity) of each and every employee who continues to achieve personal growth and development based on unlimited potential, and actively create a place where employees can make the most of their abilities Employees Employees and Company the company are: Pledge by employees Pledge by the company “Equal partners“ (Commitment) (Commitment) To be Respect and support the “autonomous individuals” “autonomous individuals” ■ Autonomous career ■ Train professionals formation Equal ■ Independent job design relationship ■ Clarify the individual ■ Autonomous as a through work mission ■ Fair rewards member of society © Kirin Holdings Company, Limited 6 Relationship between the management strategy and human resources strategy The management strategy and human resources strategy are mutually interrelated. Human resources create value, and the organizational capability realized through a collection of individuals is linked to the management strategy. Conversely, the human resources strategy is created as an offshoot of the management strategy. Management strategy Human resources Human resources capabilities within strategy for the organization realizing the create the management management strategy strategy Human resources strategy © Kirin Holdings Company, Limited 7 History of the Kirin Group Human resources cannot be fostered overnight, so it is necessary to establish a human resources strategy from a long-term perspective. The Kirin Group has worked to foster human resources who will support our core fermentation and biotechnology and has achieved innovation and growth over the years. 1885 1907 1982 1990 2008 2018 Founding of Establishment Established the R&D Launch Espo® Establishment of Launch Crysvita Japan Brewery of Kirin Division Kyowa Hakko Kirin In partnership with the Brewery Combine gene recombination Established through a merger Revolutionary treatment Brew real German style US Amgen, launched Company Co., and fermentation technology, between Kyowa Hakko Kogyo for pediatric XLH. beer, and meet the need the first pharmaceutical and enter the and Kirin Pharma. Welcomed Launched in Europe in for beer among foreigners Ltd. to treat renal anemia, pharmaceuticals business the human capital necessary April 2018 and in Japan residing in Japan which had been an for developing the in December 2019. unmet medical need Report proposing entry pharmaceutical business that was lacking within Kirin. into the pharmaceuticals business (1981) Also included a human resources strategy for achieving this Brewery of Japan Brewery Original image of Espo® Fermentation and biotechnology • Even prior to expanding into pharmaceuticals, Kirin had several employees with a PhD or a background in agricultural sciences, but since expanding into pharmaceuticals, the company now has a total of 161 employees with a PhD in the group (as of April 1, 2020). • Kirin’s main research laboratory is known as one of the top workplaces in Japan for graduates with a science background, and there are many excellent technical experts working there. © Kirin Holdings Company, Limited 8 Birth of the long-term management plan KV2027 To expand into pharmaceuticals, conduct the 1st business portfolio revision centered on fermentation and biotechnology. Achieve new innovation through human resources who support fermentation and biotechnology, conduct the 2nd business portfolio revision, and aim for 2027 1980s 1st business 2019 2nd business portfolio revision portfolio revision Ambidextrous Ambidextrous management Food & Food & beverages domain Deepen beverages Deepen domain Pharmaceutical domain Innovation for Innovation under expanding into pharmaceuticals KV2027 Pharmaceutical Health science Explore Explore domain domain Human resources and capabilities that support fermentation and biotechnology © Kirin Holdings Company, Limited 9 Organizational capabilities necessary to achieve further innovation Human resources necessary for realizing KV2027. Foster the personnel who are currently lacking or bring them in from outside the group. “Diversities for talent” and “Cultures of Challenge” are fundamentally related to all of these capabilities and this and will be accelerated. © Kirin Holdings Company, Limited 10 Diversities and Inclusion, Cultures for Innovation Uniform organization Organization with diversity Innovation Culture of stability Cultures for Innovation Why are “Diversities and Inclusion” and “Cultures for Innovation” needed? • Diverse human resources means having diversity in terms of gender, age, affiliation, perspective, talents and experience, and through these, trigger a chemical reaction that leads to increased organizational capabilities. • Diverse human resources are needed as a foundation for a “cultures for innovation” that makes it easier for individuals to utilize their talents. • Within this environment, ideas that differ from those in a uniform group are generated, and these lead to innovation. © Kirin Holdings Company, Limited 11 Transformation of marketing potential through a human resources strategy that does not rely on individual employees making hit products Clarify the corporate philosophy, reason for existing and management strategy Change in volumes compared数量前年比推移（ to the% ） Situation at the time ➡ Formulate a human resources previous year (％） • Long-term “losing strategy that is linked to the battle” management strategy • Nonexistent strategy 100 To date, in marketing there were • Negative spiral focused only on the people capable of making hit immediate future products, but it was not possible to Negative spiral era • Decisions made create a winning organization 90 based on company preferences Break free from Market市場 キリンビールKirin Brewery Needed a fundamental “product × certain individuals” transformation ▼ First time in Kirin Group history for Reflection and the general manager of the determination Marketing Division to be hired from outside the group © Kirin Holdings Company, Limited 12 Empowering women in the workplace Rolling out “practical experience through work” × “training programs”. Empowering women in the workplace has led to various innovations. Château Mercian’s Mariko Winery SPRING VALLEY BREWERY The enthusiasm of a female employee in her 5th year with Driven by female employees from the the company (at that time) led to a craft
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