Celebrating the joys of life - Kirin Holdings...Ltd. With subsidiaries and joint ventures in...
Transcript of Celebrating the joys of life - Kirin Holdings...Ltd. With subsidiaries and joint ventures in...
Celebratingthe joys of lifeKirin Holdings Company, Limited2008 Annual ReportYear ended December 31, 2008
Established in 1907, the Kirin Group has grown to be one of the leading food and beverage manufacturers in Asia and Oceania.
Employing over 36,000 people worldwide, the Kirin Group pursues growth in an extensive range of businesses from alcohol
beverages and soft drinks to dairy foods, health foods and pharmaceuticals.
The Kirin Group will constantly seek to nurture close bonds with its customers and bring happiness through food and health
based on its marketing slogan oishisa wo egao ni—Good taste makes you smile.
The Kirin Group positioned 2009 as the final year of the 2007–2009 Kirin Group mid-term business plan, and as Year Zero in
the run-up to its next medium-term business plan. The Group has expanded core business interests through alliances with
Mercian Corp., Japan’s premier wine merchant, the integration of Kirin Pharma Co., Ltd. with the Kyowa Hakko Group, and the
acquisition of leading Australian dairy products producers National Foods Ltd. and Dairy Farmers Limited. Furthermore, in
Australia in April 2009, Kirin reached an agreement with Lion Nathan, a 46.13% owned and affiliated company of Kirin, to
acquire all remaining shares and make it a wholly-owned subsidiary of Kirin Holdings. Also in the Philippines, Kirin and San
Miguel Corporation (SMC) have entered into a Share Purchase Agreement in which Kirin purchases shares in San Miguel Brewery
Inc (SMB), the domestic beer business subsidiary of SMC through a private transaction and tender offer. As a result, Kirin will
become the holder of 48.299% of SMB, with all related transactions currently scheduled to be completed by the end of May
2009. By maintaining an aggressive, forward-looking and fast-moving management approach, the Group aims to achieve a
quantum leap in growth.
FORWARD-LOOKING STATEMENTSStatements in this report that are not historical fact are forward-looking statements based on the current beliefs, estimates, and expectations of management.Various risks and uncertainties could cause results to differ materially from these projections. These risks and uncertainties include exchange rates, changes indomestic or overseas economic conditions, changes in consumer behavior or competitor activity, and changes in laws, regulations or policies in any of the countrieswhere Kirin conducts operations. Kirin adopts measures to control these and other types of risks, but does not guarantee that such measures will be effective.
Celebratingthe joys of life
Please refer to the following URL for the financial statements and notes, including the auditor’s report, as well as for the data book.
http://www.kirinholdings.co.jp/english/ir/library/index.html
Contents
02 Celebrating the Joys of Life
02 Good times04 Good feeling06 Good health
08 Message to Our Shareholders from Kazuyasu Kato, President and CEO
10 Kirin Group Medium-Term Business Plan KV2015 Stage I
12 Interview with the President & CEO17 Review & Strategic Perspectives
18 Alcohol Beverages24 Soft Drinks and Foods28 Pharmaceuticals30 Other Businesses
31 R&D and Intellectual Property32 Corporate Social Responsibility34 The Environment35 Corporate Governance36 Consolidated Eleven-Year Summary
of Selected Financial Data38 Management’s Discussion and Analysis42 Kirin Group Companies44 Directors and Auditors45 Investor Information
For the year:SalesLess liquor taxesNet salesAlcohol beveragesSoft drinks and foodsPharmaceuticalsOther businesses
Operating income Net income
At year end:Total assetsShareholders’ equity
Net income per share:Primary
Value indicators:Operating income/sales (%)Operating income/net sales (%)Return on assets (%)Return on equity (%)Price/earnings ratio (times)Price/book value ratio (times)Dividends per share (¥)
2008/2007
27.9%(5.0)
37.31.6
51.0145.3246.6
21.020.2
6.1(12.0)
20.3
2008
$ 25,305,6024,182,038
21,123,5528,807,2837,873,0961,884,1812,558,9691,603,614
880,830
$ 28,777,57810,192,376
$ 0.92
2007
¥ 1,801,164400,555
1,400,608788,922474,560
69,90967,216
120,60866,713
¥ 2,469,6671,054,811
¥ 69.86
6.78.63.06.5
23.51.5
21.00
2008
¥ 2,303,569380,691
1,922,877801,727716,688171,517232,943145,977
80,182
¥ 2,619,623927,812
¥ 84.01
6.37.63.28.1
14.01.2
23.00
PercentagechangeMillions of yen
Thousands ofU.S. dollars
Yen U.S. dollars
Financial HighlightsKirin Holdings Company, Limited and Consolidated Subsidiaries
Years ended December 31, 2008 and 2007
Notes 1: The U.S. dollar amounts in this report are included for the convenience of readers, converted at the rate of ¥91.03= US$1.2: Yen and U.S. dollar amounts are truncated.3: The presentation of the former ‘Soft drinks’ section was changed to ‘Soft drinks and foods’ in 2008. The businesses of foods, health foods and functional foods, etc.,
which were previously included in the ‘Others’ segment, were reclassified into the ‘Soft drinks and foods’ segment in 2008. Information for 2007 has been restated toconform to the new classification; prior years have not been restated.
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A relaxed beer with colleagues to mark the end of the
working day. Or an official reception to recognize some
significant milestone. Or perhaps a simple family gathering
or meal for two. Whatever the occasion, people appreciate
and value celebrating with others by raising a glass as one
of the joys of life.
Kirin Brewery Co., Ltd. is one of Japan’s longest established
beer producers. Marking its centenary anniversary in 2007,
the KIRIN brand has been the first choice of millions of
people in Japan to mark everyday occasions and special
events. During the past 10 years, the Kirin Group has also
pioneered the development of novel market segments for
low-malt and no-malt beers. Today, KIRIN ranks among
Japan’s most trusted consumer brands.
Besides beer, happo-shu and “new genre” products, the
Kirin Group also boasts leading shares of many other
sectors of Japan’s alcohol beverages market, including
shochu, chu-hi and other ready-to-drink (RTD) products,
whisky, spirits and liqueurs. Consolidated subsidiary Mercian
Corp. is Japan’s top-ranked wine producer and trader.
Abroad, the Kirin Group owns extensive interests in
breweries and distilleries in various countries including
Australia, China and the United States. Particularly, based in
Australia, Group member Lion Nathan Ltd. has a major
share of the alcohol beverages market in Oceania. In
addition, the Group has built a strong and stable
partnership with San Miguel Group in the Philippines.
Blending innovation with a traditional insistence on the
highest standards of quality, the Kirin Group is committed
to supplying a comprehensive range of alcohol beverages
to help people continue celebrating the joys of life.
Good times
Alcohol Beverages
Kirin Holdings Company, Limited Annual Report 2008 03
Throughout Japan, the izakaya is a well-loved part of the social urban landscapewhere people go to celebrate with others,to cheer up friends, or simply to enjoy goodfood and drink after a hard working day.Here you will commonly find Kirin brands asthe beer of choice.
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Water, milk, juice and other soft drinks have come to play
an integral part of the lives of young and old alike in
today’s fast-paced society—whether as refreshment,
recreation or reward. Many consumers look to trusted
brands such as KIRIN to supply a variety of beverages to
help them stay refreshed throughout the day. The
marketing slogan for the KIRIN brand—“Good taste makes
you smile”—captures the pleasure of enjoying good food
and drink, one that transcends cultural boundaries.
The Kirin Group is committed to the long-term
development of high-quality food and beverage brands
that deliver on this promise consistently. In doing so, the
Group seeks to establish a depth of trust with consumers
that will translate over the years into higher corporate
value and earnings growth.
In Japan, the Kirin Group supplies a broad range of soft
drinks through wholly owned subsidiary Kirin Beverage Co.,
Ltd. With subsidiaries and joint ventures in fast-growing
markets in China, Thailand and Vietnam, the Kirin Group
has been seeking to establish presence in soft drinks
markets in the Asia and Oceania region.
The Group’s main food businesses are in the dairy, health
food and functional food sectors. In Japan, Group member
firms include Koiwai Dairy Products Co., Ltd. (premium
dairy products), while National Foods Ltd. and Dairy
Farmers, both Australia’s leading dairy products suppliers,
made their first full-year contributions to consolidated
performance in 2008. Also, Kirin Kyowa Foods Company,
Limited was launched in April 2009 by integrating the
Group’s subsidiary for seasonings production, Kirin Food-
Tech Co., Ltd., with the food operations of Kyowa Hakko
Foods Co., Ltd. of the Kyowa Hakko Group.
Good feeling
Soft Drinks and Foods
Kirin Holdings Company, Limited Annual Report 2008 05
No one doubts the immense popularity of futsal—a variant of soccer—in Japan. With the sportsweeping the nation, many enthusiasts look to arefreshing blast from Kirin’s soft drink line-upsafter a game to replenish lost energy and celebratethe good times.
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Good health is another of the joys of life that truly deserves
celebration. Pharmaceuticals play an important and
valuable role in enhancing the quality of life, both by
curing disease and through the alleviation of pain, suffering
and discomfort. Drug treatments supplied by the Kirin
Group help patients to overcome a range of medical
conditions including renal anemia, secondary
hyperparathyroidism associated with maintenance dialysis,
hypertension and allergies.
The Kirin Group’s pharmaceutical business evolved from
the development of biotechnology capabilities that were
originally cultivated within fermentation processes while
producing core beer products. Over a period of 25 years,
Group firm Kirin Pharma Co., Ltd. has developed and
introduced a series of innovative drugs, focusing in
particular on specialized areas such as cancer, kidney, and
immunity/infection diseases. Human antibody technology is
another therapeutic segment where the Kirin Group has
developed an advanced degree of specialized expertise.
In October 2008, Kyowa Hakko Kirin Co., Ltd. was
established through the merger of Kirin Pharma and Kyowa
Hakko Group. Having originally perfected fermentation
technology and with particular technical strengths in the
area of human antibodies, Kyowa Hakko is an excellent
strategic fit. The integration of the two companies’
strengths in robust foundation of biotechnologies,
advanced therapeutic antibody technologies and R&D skills
promises to boost significantly the operational presence of
the Kirin Group in the pharmaceutical sector. Kyowa Hakko
Kirin aims to become a Japan-based global pharmaceutical
specialist with a worldwide development and sales network
that can contribute to the health and prosperity of people
around the world by being a smart focus player in niche
but promising markets.
Good health
Pharmaceuticals
Kirin Holdings Company, Limited Annual Report 2008 07
Kirin plays an important role in ensuringthat people the world over—includingmany in Japan’s aging society—continuecelebrating life in a healthy andcomfortable way, through its ongoingwork in the pharmaceutical sector,cutting-edge technologies and innovativenew pharmaceutical products.
Kirin plays an important role in ensuringthat people the world over—includingmany in Japan’s aging society—continuecelebrating life in a healthy andcomfortable way, through its ongoingwork in the pharmaceutical sector,cutting-edge technologies and innovativenew pharmaceutical products.
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Message to Our Shareholders from Kazuyasu Kato, President and CEO
Consolidating a healthy position
The Kirin Group made further progress in fiscal 2008 toward realizing a quantumleap in growth, taking the Group into a new scale of sales and profitability in Japanand overseas. Going forward, the focus remains on optimizing operations, post-merger integration, brand development and investment in organic and acquisitivegrowth to continue delivering solid returns for shareholders.
In 2008, the US subprime loan problem erupted into a full-
fledged global financial crisis, dragging the world economy
into a major downturn. The Japanese economy recorded
steady growth in the first half of the year, but slowed
sharply in the fourth quarter as the impact of weaker US
demand coupled with sudden appreciation of the yen led
to a collapse in exports. Plunging industrial output dented
consumer confidence and caused GDP growth to turn
negative in the latter part of 2008.
Business performance overviewDespite the progressive deterioration in global economic
conditions, the Kirin Group generated strong growth in
sales and profits thanks to the consolidation of a series
of recent strategic acquisitions. In addition, excellent
performance by our consolidated subsidiary Lion Nathan,
one of the leading alcohol beverage producers in Australia,
contributed significantly to higher consolidated sales and
operating income for fiscal 2008. Also, our
core business and strong cash generator Kirin Brewery
successfully undertook initiatives focused on profitability,
on top of launching attractive new alcohol products.
Those initiatives included the introduction of price hikes
on beer, happo-shu and new genre products for the first
time in 18 years, and reduction of A&P and production
costs, for instance.
These efforts to reduce costs and start extracting greater
synergies from the closer integration of Group operations
helped to counteract raw material cost inflation.
Consolidated net sales increased 27.9% on a year-on-year
basis to ¥2,303.5 billion. Operating income rose 21.0% to
¥145.9 billion. Extraordinary gains arising from the
exchange of shares on April 1, 2008 involving Kyowa Hakko
Kogyo Co., Ltd. (“Kyowa Hakko”) and Kirin Pharma Co., Ltd.
more than offset currency translation losses due to the
yen’s sharp appreciation against the Australian dollar.
Consolidated net income rose 20.2% to ¥80.1 billion.
Kirin Holdings Company, Limited Annual Report 2008 09
Please refer to the section Review &Strategic Perspectives for a detaileddiscussion of the performance of eachof Kirin Group’s business segments.
and related products from other businesses into the soft
drinks business segment. We renamed the latter soft drinks
and foods. Following this rearrangement, the Kirin Group is
composed of three core businesses: alcohol beverages, soft
drinks and foods, and pharmaceuticals. Each of these is
strongly cash-generative. Together they provide three pillars
to support the sustained future growth of the business.
Further dividend growthWe raised dividends per share by ¥2.00 to ¥23.00,
representing a consolidated payout ratio of 27.4%. We
have paid a dividend to shareholders every year since the
company was first established in 1907. Under KV2015, our
aim is to pay a stable dividend while having set a guideline
consolidated payout ratio of 30%.
Outlook for fiscal 2009There is no doubt that 2009 will be a tough year due to the
global economic recession. In these times, we believe that
our portfolio of valued and trusted brands will be the first
choice of many consumers. We expect the synergistic
benefits derived from the ongoing integration of Group
operations to help in offsetting the impact of any softening
in demand. Overall, we are forecasting flat revenues and
profits at the level of EBITDA in fiscal 2009, largely due to
the accounting method change and Japanese yen
appreciation. However, we aim to realize organic growth in
each Group member as well as Group synergies, while also
striving to keep total shareholder dividends at current levels.
I believe that the Kirin Group has a bright future. I hope that
we can count on your continued support and understanding.
Kazuyasu Kato
President & CEO
Robust growth driven by operational integrationFiscal 2008 was a year of consolidation and further acquisition
for the Kirin Group. We consolidated Kyowa Hakko into the
Kirin Group’s accounts in April 2008, significantly expanding
the scale of our pharmaceutical operations in the process.
Kyowa Hakko merged with Kirin Pharma on October 1, 2008
to form Kyowa Hakko Kirin Co., Ltd.
Our integration of the Kyowa Hakko Group and National
Foods of Australia into consolidated operations drove top-
line revenue growth and supported further solid gains in
operating income. Later in the year, National Foods
successfully negotiated a full takeover of Dairy Farmers,
one of Australia’s major suppliers of fresh dairy products.
This move has positioned the Kirin Group as one of the top
dairy food and beverage manufacturers in the regional
Oceania market as part of our broader goal to become the
leading company in food and health business domains in
Asia and Oceania.
Within our internal planning framework, fiscal 2008 marked
the second year of our three-year medium-term business
plan for the Kirin Group covering the period 2007–2009.
This plan is Stage I of our long-term strategic vision Kirin
Group Vision 2015 (“KV2015”) to become an integrated
beverage group, with international operations generating
30% of overall sales, excluding liquor tax.
Three business pillars each generating strong cash flowWhile our domestic alcohol beverages business remains the
core generator of cash, with the acquisitions of recent
years the Kirin Group has developed into a diversified
enterprise with a major presence in the food and health
sectors. Besides alcohol beverages, we now boast
substantial operations in soft drinks, foods as well as a
broad range of dairy products, and pharmaceuticals.
To reflect the new structure of the Group’s operations, from
fiscal 2008 we shifted foods, health foods, functional foods
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Kirin Group Medium-Term Business Plan KV2015 Stage I
The Kirin Group has adopted a long-term strategic framework called “Kirin GroupVision 2015,” under which it is aiming to strengthen its core domestic alcoholbeverages business and achieve a quantum leap in growth through the execution ofa Group-wide integrated beverage strategy and advancement of globalization. Itshighest priority is to enhance the corporate value of the Kirin Group by achievinggreater profitability through actions implemented under this plan.
With 2009 as both the last year of Stage I and “Year Zero”
in the run-up to the start of Stage II, the Kirin Group
will continue efforts to improve corporate value and the
value of the KIRIN brand, while developing as Asia and
Oceania’s leading company in the domains of food and
health. The Group will continue to pursue the below
three core growth strategies for qualitative expansion in
2009 and beyond.
• Facilitate organic growth at operating companies:Pursue an integrated beverages group strategy and
accelerate independent growth at operating companies.
• Create Group synergies: Establish and monitor synergy
targets, optimize group management structure and
enhance operational capabilities.
• Allocate resources dynamically: Invest in product and
area synergies with the greatest potential and optimize
business portfolio.
At Kirin Group, 2008 marked the second year of the
2007–2009 Medium-term Business Plan, which itself is Stage
I of the Kirin Group Vision 2015 (KV2015), with Stage II
running from 2010–2012 and Stage III from 2013–2015.
During 2008, Kirin pursued a wide range of business
development initiatives to become a leading food and
health company in Asia and Oceania, and in Japan, the scale
of Kirin’s business expanded significantly. As a result, the Kirin
Group came close to achieving all targets for 2009—the final
year of the current plan—a year ahead of schedule in 2008.
Results for consolidated sales and ROE in 2008 actually
exceeded the 2009 objectives of ¥2.0 trillion and 7.0%,
respectively, which have been set as milestones on the path
to the 2015 targets of ¥3.0 trillion and 10%. The strong
performance in 2008 has set a solid platform for future
growth in the final year of KV2015 Stage I and into Stage II.
KV2015: Overview
•Implement strategies tobecome an integratedbeverage Group
•Internationalize the Group
•Build the health and functionalfood business as a newbusiness pillar
Implement three strategiesto achieve growth
•Further growth in the domesticalcohol business
Strengthen foundation
•Reorganization into low costbusiness model
•Continuous improvement: Kaizen
Increased cost competitiveness
•Technical expertise
•Customer intimacy
A corporate Group based onits strengths
•Improve organizational climate
•People-focused management
•Strengthen management
Group management structure
•Change of corporate structure
•Strengthen and adjust Grouphead office functions
Establish Groupmanagement structure
The Kirin Group in 2015
•Sales:¥3.0 trillion (inc. liquor tax)¥2.5 trillion (excl. liquor tax)
•Operating income ratio:Over 10% (against sales excl. liquor tax)
•Overseas sales ratio:Approx. 30% (sales excl. liquortax, operating income)
Consolidated targets
Enhance KIRINbrand value
Quantumgrowth
Standard Groupattitude 3C
A trustedcorporate group
F
FF
E DE
Kirin Holdings Company, Limited Annual Report 2008 11
Qualitative targets and core strategy in 2009
Basic management strategies• Based on three core growth strategies, strengthen Kirin’s business foundations and realize a quantum leap in growth
1. Create renewed growth in the domestic alcohol beverage business2. Pursue a domestic integrated beverages group strategy3. Internationalize Kirin’s business under an international integrated beverages group strategy4. Develop the health food and functional food business5. Accelerate growth in pharmaceuticals business6. Further develop existing businesses7. Improve cost competitiveness
• Realize Group synergies in the context of global competition• Adopt an optimum group management structure and enhance operational capabilities with the aim of maximizing corporate value• Pursue Kirin Group CSR
Focus on three core growth strategies to achieve qualitative expansion• Facilitate organic growth at operating companies
Pursue an integrated beverages group strategy; accelerate independent growth at operating companies• Create Group synergies
Establish and monitor synergy targets; optimize group management structure and enhance operational capabilities• Allocate resources dynamically
Invest in product and area synergies with greatest potential; optimize business portfolio
In 2009, we will continue to pursue three core growth strategies under the revised medium-term business plan: facilitateindependent growth at operating companies; generate growth through Group synergies; and allocate resources on a large scale.
Qualitative expansion
2007–2009: Quantitative targets and guidelines
Quantitative targets 2007results
2008results
Consolidated sales
Operating incomeOPM
ROEEBITDAEPS (prior to goodwill amortization for investments since 2007)
EPS (subsequent to goodwill amortization for investments)
Incl. liquor taxExcl. liquor tax
Incl. liquor taxExcl. liquor tax
¥ 1,801.1¥ 1,400.6¥ 120.6
6.7%8.6%6.5%
¥ 213.1¥ 70¥ 70
¥ 2,303.5¥ 1,922.8¥ 145.9
6.3%7.6%8.1%
¥ 264.6¥ 25¥ 84
¥ 2,300.0¥ 1,930.0¥ 121.0
5.3%6.3%6.0%
¥ 269.1¥ 76¥ 60
¥ 2,150¥ 1,700¥ 1507.0% plus9.0% plus7.0% plus
———
2009 targetrevised
2009 targetoriginal
2009forecast
¥ 2,500¥ 2,100¥ 1757.0% plus8.3% plus7.0% plus
¥ 330¥ 105¥ 85
2015 target
¥ 3,000¥ 2,500¥ 250
8.0% plus10.0% plus
10.0%———
Looking ahead to KV2015 goals after early achievement of 2007–2009 targets
Quantitative targets 2007results
2008results
Sales by segment
Total salesTotal salesOverseas ratio
Alcohol (Incl. liquor tax)Soft drinks and foodsPharmaOtherIncl. liquor taxExcl. liquor taxSales excl. liquor tax
¥ 1,189.4¥ 474.5¥ 69.9¥ 67.2¥ 1,801.1¥ 1,400.6
19%
¥ 1,181.5¥ 716.6¥ 171.5¥ 233.8¥ 2,303.5¥ 1,922.8
27%
¥ 1,095.0¥ 740.0¥ 200.0¥ 265.0¥ 2,300.0¥ 1,930.0
24%
¥ 1,340¥ 590¥ 900¥ 130¥ 2,150¥ 1,700approx. 22%
2009 targetrevised
2009 targetoriginal
2009forecast
¥ 1,210¥ 780¥ 210¥ 300¥ 2,500¥ 2,100approx. 26%
* 2009 target under the medium-term business plan is revised in August 2008. Forecast for 2009 is disclosed in February 2009.* Forecasts for Lion Nathan and San Miguel Corporation in Kirin’s consolidated results for 2009 are calculated by simply reflecting forecasted exchanged rates
on 2008 results.* Consolidation timing of Lion Nathan and San Miguel at Kirin for FY 2008 and 2009 are from October 2007 to September 2008, and from October 2008 to
September 2009.
(Billions of yen)
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Interview with the President & CEO
Building on the expansion of recent yearsto focus on reforms that boost quality
Having expanded in recent years via a number of major strategic acquisitions, theKirin Group is now focusing on consolidating and integrating these gains to boostthe return on assets. In this interview, President & CEO Kazuyasu Kato discussessome of the strategic challenges that the Kirin Group is currently faced with.
Kazuyasu Kato
President and CEO
Kirin Holdings Company, Limited Annual Report 2008 13
Q. How do you see Kirin’s current businessenvironment?
A. The US subprime loan crisis has precipitated a global
economic recession. In Japan, quite a few corporations
are facing multiple challenges due to the sharp
appreciation of the yen, plunging share prices and a
collapse in manufacturing exports. The real economy
has been severely affected and we are now seeing
Japanese consumers trim spending. Retail sales trends
are deteriorating.
But it is no use moaning about the situation. On the
contrary, this economic slowdown is a major opportunity
for firms that adopt a proactive stance. Failure to do so
merely delays and dilutes recovery. Our challenge now
is to build up corporate value to support growth into
the medium and long term while at the same time
investing in our human resources. We must also hone
our technical skills to reinforce the operational base.
In practical terms, this means expanding corporate
value and technological expertise in the domestic
market while seizing opportunities in overseas markets
with growth potential. In my view, the fact that we are
facing a crisis makes it all the more important that we
concentrate on moving forward quickly along our
defined path.
Q. Where is the Kirin Group headed? What isyour long-term goal?
A. In 2006 we laid out our vision and goals for the Kirin
Group in a long-term strategic framework called
KV2015. This is comprised of three stages, each with its
own three-year mid-term business plan. In this vision, we
saw the Kirin Group developing three key qualities as a
corporate enterprise: consistent growth, consumer trust,
and a highly valued and respected corporate brand. We
are confident that the collective efforts of managers and
employees can create these three elements of corporate
value. We call these the three C’s of challenge,
commitment and collaboration.
Q. How would you describe the valuesembodied in the KIRIN brand?
A. The slogan for the KIRIN brand is “Good taste makes you
smile.” Apart from being a mark of delicious products,
we also want the KIRIN brand to embody the trust that
customers have for us as a company. We want it to
symbolize respect that we gain from the community for
who we are and for what we do. In addition, we want
the brand to have a dynamic and innovative image. For
this reason, “trust” and “innovation” are the key aspects
of ongoing brand development activities. In addition, a
program of corporate social responsibility (CSR) activities
underpins our efforts to build and maintain respect and
trust within the community.
Q. The consolidated performance targets setunder KV2015 are sales of ¥3 trillion, anoperating margin of 10% and an overseassales ratio of 30%. How do you plan toachieve these goals?
A. The three major business pillars of the Kirin Group are
presently alcohol beverages, soft drinks and
pharmaceuticals. In Japan, our aim is to create an
integrated beverage group centered on our core alcohol
and soft drinks operations so that we can gain customer
loyalty in Kirin brands and eventually forge a
KV2015: Three patterns for growth and specific initiatives(Following announcement of revised medium-term business plan)
� Specific action following announcement of revised plan (August 2008)
•Acquired all shares in Dairy Famers (NFL)•Concluded MOU regarding investment
in SMB (SMC)
•Merged Kyowa Hakko and Kirin Pharma•Merged Kyowa Hakko Food Specialties and
Kirin Food-Tech (April 2009)•Quantified objectives of synergy from 2009
•Reinforced Kirin Brewery as core business•Positioned Kirin Beverage as pillar of integrated
beverages business•Exchanged personnel between Kirin Brewery
and Kirin Beverage•Started marketing health foods and functional
foods in addition to beverages
NFL: National Foods Limited, SMC: San Miguel Corporation, SMB: San Miguel Brewery
14
commanding market position. At the same time, we have
advanced the same business strategy in Asia and Oceania,
which are geographically close and offer a good technical
and cultural fit. This region is also the one expected to
drive the world’s future economic and population
growth, making it a compelling business target.
Alongside beverages and pharmaceuticals, we aim to
develop health and functional foods as an additional
pillar of earnings. Our long-term goal is to become the
leading company in Asia and Oceania within the
domains of food and health. If we focus on this
objective, I am confident that we will be able to grow
consolidated revenues to ¥3 trillion in 2015.
Q. In the context of the ambitious KV2015targets, how do you evaluate your FY2008results and FY2009 estimates?
A. Sales and profits in FY2008 were both higher than we
had originally forecast for the second year of the Stage I
plan. However, while we are well ahead in quantity
terms, I believe that there is still considerable room for
improvement in terms of quality. This will be the
fundamental focus of the Stage II plan covering the
years FY2010–2012. As the final year of the Stage I plan,
FY2009 will primarily be a period of preparing for Stage
II. So we are currently making a dynamic shift from a
focus on quantity to a focus on quality.
Q. How do you plan to improve quality andprofitability?
A. Over the past two years, we have developed the
business of the Kirin Group based on three distinct
patterns of growth: facilitation of organic growth,
dynamic allocation of resources and creation of group
synergies. Going forward, we aim to integrate these
approaches into a more cohesive whole by pursuing
“inter-pattern” business development initiatives. This will
involve generating more synergy and reducing costs.
Maximizing synergies may also involve making our
organization leaner and more efficient in parts.
Together, we expect these various moves to boost our
consolidated operating margin significantly.
Qualitative growth will place huge demands on the Kirin
Group in terms of systems, logistics and other success
factors. Merely improving operations in small increments
will not be enough—so we will need to implement some
major reforms to optimize production and facilities.
We are well aware that meeting future targets in the
current environment will be tough. Pervasive and rapid
change means that we must be flexible in the execution
of strategy. The key is to act purposefully. Once we
have taken action, we can make improvements quickly.
Agile and responsive management of the business is
critical to success.
Kirin alcoholKirin soft drinks and foodsKirin pharmaceuticalsSan MiguelLion NathanNational Foods
Shanghai Jin Jiang Kirin Beverage & Food Co.
Siam Kirin Beverage
Vina Kirin Acecook Beverage Co., Ltd. (Vietnam)
Lion Nathan Limited
Dalian Daxue Brewery Co., Ltd.
KIRIN HOLDINGS
Kirin (China) Investment Co., Ltd.
Hangzhou Qiandaohu Brewery Co., Ltd.
Taiwan Kirin Co., Ltd.
Kirin Brewery (Zhuhai) Co., Ltd.
San Miguel Corporation
National Foods Limited
Overseas locations of the Kirin Group companies
Interview with the President & CEO
Kirin Holdings Company, Limited Annual Report 2008 15
Q. M&A has made a major contribution togrowth over the past two years. What levelof return are you generating on theseinvestments?
A. It is a little difficult to say at this early stage, but the
business integration of Kyowa Hakko and Kirin Pharma did
happen extremely smoothly. So far we have been able to
integrate processes, optimize R&D organizations and
restructure the sales division with minimal fuss. We have
found that the whole is greater than the sum of the
parts. I expect it to be a similar story with the acquisition
of National Foods, Dairy Farmers, our strengthened
alliance with San Miguel Group by investment in San
Miguel Brewery, and of course, as announced very
recently in April 2009, the agreement with Lion Nathan
to acquire all remaining shares. We expect to generate
more synergies from asset integration as we move
forward. This will boost profitability and increase our
return on investment.
Q. How will Kirin counter the long-termdeclining volume trends within the Japanesealcohol beverage and soft drinks markets?
A. While these markets are not expanding in volume terms
overall, there do remain major opportunities for Kirin to
expand as there is good growth potential in the Asia and
Oceania market. By developing and commercializing
new products for these segments ahead of our rivals—an
area where we have an excellent track record—we can
remain highly competitive and profitable. For example,
From quantity to quality —Verification of growth stage—
� Achieve sales targets ahead of schedule through large-scale investment E Enhance profitability going forward
•Exploit competitive advantages in group infrastructure and resources•Synergies, efficiency and personnel exchange•Execute strategic investment aimed at driving growth (shift focus from creating infrastructure to creating profit)
Kirin Group Business Expansion Concept
Business scale
Prof
itabi
lity
07–09 medium-term plan (1st half)Growth in scale
07–09 medium-term plan (2nd half)Shift focus to qualitative expansion
Effectively use increased cash flowfor further expansion
Three patterns for growth in 2009 Toward further growth through organic links
� Enter a stage of further growth through inter-pattern initiatives
•Continue investment in soft drink andalcohol beverage businesses mainly inAsia and Oceania that show strongsynergy potential in terms of productand geographical region, and optimizebusiness portfolio.
•Quantify and manage objectives forsynergies, and optimize the Group’soperational bases
•Promote integrated beverages groupstrategy by creating organic links in valuechains of alcohol beverage business andsoft drink business
16
Interview with the President & CEO
health consciousness is one trend that we expect to
become well established, and as such, we launched Kirin
Zero at the best possible timing. Kirin Zero’s performance
has far exceeded our expectations, and we revised
upwards our annual sales volume target twice in 2008.
We will also continue trying to seed new concepts within
the consumer’s mind. The crucial thing is to raise
profitability while trying to expand our operations. At the
same time, it is critical that the value that we offer
through our brands and products matches the value that
customers want. We must always stay in tune with the
trends of consumer tastes and preferences.
Q. Where do you think that Kirin’s strengths lie?
A. I think that our technical expertise gives us a competitive
advantage, not only in product development and
commercialization but also in areas such as packaging,
merchandizing and marketing. Particularly in terms of
merchandizing, the Kirin Group promotes comprehensive
Group-wide initiatives for alcohol products, including wine
and soft drinks. Also, our technical expertise and R&D
capabilities are actually based on fermentation-related
procedures and technique, which have been cultivated
while producing alcohol beverages for over a century.
Another major strength is our close relationships
with customers. These help us to grasp quickly how
consumer preferences are evolving based on
interactive communication. In turn, this gives Kirin
an advantage when it comes to persuading people
to try brand extensions.
Q. What do you expect from Kirin Groupemployees?
A. We should never be satisfied and continually aim higher.
In the midst of rapidly changing business conditions, it is
vital that employees be versatile in their thinking and
ready to take the initiative. Other themes that will be
important as we work to realize the KV2015 vision are
diversity and the international angle. As we expand our
operations outside of Japan, we will need to deepen our
understanding and respect local ways while also seeking
the most appropriate integration of businesses and
operations as required.
Q. Do you have any final point that you wouldlike to emphasize?
A. We are making steady progress toward achieving the
long-term goals of KV2015. Due to the current
economic downturn, foreign currency trends, and the
changes in accounting method, our numerical
performance and forecasts are down. However, we are
on the right track on a local basis and in terms of organic
growth. I ask our shareholders, employees and other
stakeholders to be patient, because it will take a little
more time for us to see the returns on the major
investments that we have made in the past few years. I
believe that we must continue to change and that the
prime emphasis for the Kirin Group is on reforms to
boost quality. The benefits are within our grasp.
“We are making steady
progress toward achieving the
long-term goals of KV2015.”
Alcohol beverages
Soft drinks and foods
Pharmaceuticals
Other businesses
10%8%
31%
51%
17%
4%
68%
11%
Operatingincome
Breakdown by business segment
Review & Strategic Perspectives
Kirin Holdings Company, Limited Annual Report 2008 17
Sales(Incl. liquor tax)
18
Review & Strategic Perspectives l Alcohol Beverages
The main focus in 2008 was on the development
of Kirin Group operations as a comprehensive
alcohol beverages business spanning all
categories. A mixture of cost reductions, price
hikes and operational synergies helped to boost
profits despite a slight overall dip in sales.
Extracting greater valuefrom trusted brands
Kirin Holdings Company, Limited Annual Report 2008 19
2008 in Review
The alcohol beverages segment recorded
consolidated net sales of ¥1,181.5 billion, a
fall of 0.7% relative to the previous year.
Operating income increased 13.9% in year-
on-year terms to ¥109.9 billion.
Domestic operations
The overall Japanese market for beer-type
beverages contracted by around 3% in
volume terms in 2008. This reflected the
ongoing population decline and shifting
consumer preferences. Consumer sentiment
deteriorated sharply toward the end of the
year as the economy plunged into recession.
Price increases introduced from February
2008 also had an impact on the market. Both
beer and happo-shu recorded single-digit
declines in volume terms, while new genre
products surged to overtake the happo-shu
category for the first time. The main growth
segments included low-carbohydrate
products (both happo-shu and RTD (ready-to-
drink)) and liquor-based RTDs with higher
alcohol content. Kirin Brewery’s sales of
180.2 million cases* in the combined
beer/happo-shu/new genre segment
represented a year-on-year decline of 3.3%,
in line with the broader market.
a positive reception from customers. Kirin
also extended the range of Two Dogs pre-
mixed cocktails as part of its strategy to
reinforce leadership within the growing RTD
market segment.
On the sales side, Kirin Brewery adopted a
new market-based organizational structure in
September 2008 as part of the evolution
toward a value-based sales approach.
Through this new structure, Kirin aims to be
able to respond more flexibly and rapidly to
ongoing changes in the market place as
customer needs continue to diversify. By
studying specific characteristics of each
market segment, Kirin aims to develop a
more detailed understanding of evolving
consumer preferences and forge closer
customer relationships.
Kirin also sought to expand its product
portfolio within the imported premium beer
and RTD segments further through licensing
agreements. In November 2008, Kirin
announced a deal to import and market
products starting in June 2009 from UK-
based Diageo plc. The imported range will
include major brands such as Guinness® and
Smirnoff Ice®.
Kirin Brewery posted higher earnings despite
a dip in net sales in 2008 amid a sharply
Kirin Brewery focused in 2008 on three core
themes: strengthening of core brands to
reinforce leading positions across each
category; strengthening of low-carbohydrate
products to drive growth within this
segment; and various initiatives to stimulate
overall demand.
Strong growth in the new genre category
boosted sales of Kirin Nodogoshi Nama,
which remained the dominant market leader
as consumers displayed a tendency to
gravitate toward core brands. The successful
launches of Kirin Strong Seven (higher alcohol
content) and Kirin Sparkling Hop with a
fruitier hops aroma further strengthened
Kirin’s hold on the new genre segment. In
the happo-shu category, the core brand
Kirin Tanrei Nama performed well and sales
targets for Kirin ZERO (a zero-carbohydrate
and low-calorie happo-shu) were revised
upward twice. In beer, the primary focus was
on reinforcing the Kirin Ichiban Shiboriproduct lineup. In the RTD segment, Kirin
launched new ZERO (zero-calorie) and
STRONG (with higher alcohol content and
a fuller taste) line extensions to the Kirin Chu-hi Hyoketsu range to appeal to diverse
tastes and emerging consumer preferences
for a greater range of health-conscious
choices. The alternative value propositions
offered by these products helped both gain * One case is equivalent to 20 large bottles (12.66L)
for beer/happo-shu/new genre and 24x250ml cans(6L) for RTD.
Kirin Nodogoshi NamaKirin Lager Beer Kirin Ichiban Shibori
20
deteriorating operating environment. In
February 2008, Kirin led the industry in
raising prices for beer, happo-shu and new
genre products for the first time in 18 years
to pass on a portion of the increase in input
costs due to sharply higher raw material
prices. The strong performance of happo-shu
and new genre lines combined with
significant savings in sales and marketing
expenses to support profits.
Wine sales by Kirin Group member company
Mercian were 5% higher than in fiscal 2007,
against flat sales of wine across the industry.
Preservative-free domestic wines and
imported labels such as Frontera and Sunrisesold well, but sales of mid-range wines
suffered in the headwind created by the
severe economic downturn in the final
quarter of 2008. Mercian revamped its pricing
approach and deepened collaboration with
Kirin Merchandizing in sales of everyday
wines. Overall, Mercian posted higher profits
on lower sales.
Overseas operations
Sales at Australia-based Lion Nathan were
4.6% up in volume terms and 6.5% ahead of
the previous year in local currency terms.
Lion Nathan was able to absorb higher input
prices by promoting a shift within the
Australian market toward premium beer
genre segment to bolster its market position
through the reinforcement of core brands
and the development of high-growth areas
such as low-carbohydrate products and RTDs.
In overall volume terms, Kirin is targeting a
decline of less than 1% in year-on-year terms
by achieving double-digit growth in new
genre lines to offset the projected decline in
beer sales volumes. Kirin also expects to
record a nearly double-digit increase in sales
volumes of RTDs.
In overseas markets, the comprehensive
beverage strategy articulated for the Kirin
Group will remain focused primarily on Asia
and Oceania. Development of the business in
China is progressing through Kirin (China)
Investment Co., Ltd. In Australia in April 2009,
Kirin reached an agreement with Lion
Nathan, a 46.13% owned and affiliated
company of Kirin, to acquire all remaining
shares and make it a wholly-owned subsidiary
of Kirin Holdings. Lion Nathan plans to build
further on the enhanced business
foundations developed over the past three
years through a mixture of brand
development and capital investment. In the
Philippines, Kirin and San Miguel Corporation
(SMC) have entered into a Share Purchase
Agreement by which Kirin purchases shares in
San Miguel Brewery Inc (SMB), the domestic
beer business subsidiary of SMC through a
brands. The consolidation of premium
brewer J. Boag & Son Pty Ltd. in January 2008
contributed toward a solid performance in
terms of sales and operating income.
Currency fluctuations had only a minor
impact on sales translation despite the sharp
appreciation of the yen against the Australian
dollar from October 2008 (Lion Nathan’s
financial year-end is in September). The
average exchange rate was 97.38 yen/A$ for
the year to September 2008, compared with
96.72 yen/A$ in the previous year.
In China, Kirin’s overall sales volumes declined
amid harsh competition and a sharp slowing
of the local economy in the second half.
Higher raw material costs were a major factor
in a year-on-year fall in operating income.
In local currency terms, Philippines-based
equity-method affiliate San Miguel Brewery
Inc. posted 23% growth in operating income
on a year-on-year gain in sales of 10%. Other
operations also turned in a strong
performance.
Fiscal 2009 outlook: overview
Business conditions are expected to remain
particularly challenging in 2009, both in
Japan and overseas markets, due to the
global economic downturn. Kirin Brewery is
focusing mainly on the beer/happo-shu/new
Review & Strategic Perspectives l Alcohol Beverages
Kirin Strong Seven Kirin Hyoketsu ZEROKirin Hyoketsu StrongKirin Sparkling HopKirin Tanrei Nama Kirin ZERO
Kirin Holdings Company, Limited Annual Report 2008 21
private transaction and tender offer. As a
result, Kirin will become the holder of
48.299% of SMB, with all related transactions
currently scheduled to be completed by the
end of May 2009.
Strategic Perspectives
The Kirin Group’s overarching strategic
objective is to develop an integrated
beverages business with comprehensive
cross-category brand coverage and a leading
presence in Japan and across regional
markets in Asia and Oceania.
Within its domestic alcohol business, Kirin
Brewery is focusing on three key strategic
themes: strengthening core brands,
responding to greater consumer health
consciousness, and increasing overall demand.
Strengthening core brands
In its 20th anniversary year, Kirin plans to
renew the mainstay Kirin Ichiban Shiboriproduct range to broaden its appeal to
customers and invigorate the entire beer
category. Research suggests that Japan’s
beer drinkers increasingly tend to prefer a
lighter and softer taste. The new beer will
offer a clearer taste by increasing malt
content to 100%.
lineup to cater for a broader range of tastes
as the happo-shu market segment matures.
Tanrei W features a 99% reduction in purines
(compared with Kirin’s standard happo-shu)
combined with wine polyphenols to deliver
an outstanding taste.
Increasing overall demand
Consumption of alcohol in Japan has been in
long-term decline as a result of low birth
rates and an aging population. However, the
Kirin Group views the alcohol and soft drinks
markets as a single entity and fuses strengths
in each business to increase overall demand.
Kirin’s overall strategy to generate strong
cash flow within this environment is two-
pronged. First, Kirin is focused on leveraging
its leading position as a comprehensive
beverages producer to develop products for
each segment of the market. With this
approach, investments in crossover products
and drinks designed to cultivate entirely new
segments will deliver higher returns due to
the core strength of KIRIN and other
mainstay brands.
Second, Kirin is working to stimulate overall
demand to counteract the effects of a
dwindling and aging consumer population.
The successful launches of Kirin Strong Sevenand Kirin Sparkling Hop in 2008 are good
In the growth segments of happo-shu and
new genre products, Kirin plans to reinforce
its category-leading brands Kirin Tanrei Namaand Kirin Nodogoshi Nama based on new
marketing and advertising campaigns. To
strengthen its dominant position in the
happo-shu segment with Kirin Tanrei Namaand Kirin Tanrei Green Label (a low-
carbohydrate happo-shu), Kirin is strongly
promoting its value of authentic taste with
refreshing crispness. Meanwhile, in the new
genre market, Kirin plans to develop the
popular television advertising campaign for
Kirin Nodogoshi Nama to bolster its appeal as
a product backed by technical excellence.
Responding to greater consumer health
consciousness
Health consciousness is an emerging long-
term trend among consumers in the
Japanese market. Kirin has developed a
number of products to reinforce its grip on
the established happo-shu market as line
extensions for the popular Kirin Tanrei brand.
Introduced in 2002, Kirin Tanrei Green Labelwas the first low-carbohydrate happo-shu,
featuring 70% less carbohydrates than Kirin’s
standard happo-shu. In 2008, Kirin launched
Kirin ZERO (a zero-carbohydrate and low-
calorie happo-shu), which became a major
hit. In February 2009, Kirin introduced TanreiW as another line extension to diversify the
Four Roses Bourbon Whiskey Mercian Franzia WineMercian Bon RougeChateau MercianKirin Hakusui
22
examples of how Kirin can offer new value
propositions to new genre markets.
In April 2009, Kirin will launch Kirin FREE, a
new beer-tasting beverage that is aimed at
developing an entirely novel market
segment. Extensive consumer research
undertaken by Kirin has revealed that many
adults in Japan would welcome a drink that
tastes like beer but is completely non-
alcohol. This is partly linked to tighter
regulations on drunk-driving. A zero-alcohol
beer-tasting beverage also appeals to many
people for drinking in a variety of situations
where imbibing alcohol is undesirable: a
night out as the designated driver, a workday
lunch, or a trip to the gym. Kirin has
developed a new processing method using
the world’s first innovative patent-pending
technologies to enable the production of a
beer-tasting beverage with 0.00% alcohol.
Adoption of evidence-based marketing
approaches
Kirin is placing a greater emphasis on
evidence-based marketing approaches in the
development of new products. This involves
providing consumers with easy-to-grasp
evidence so that they have a clear rationale
for discovering the value embodied in a
clearly defined product. In a world of highly
segmented consumer tastes, evidence-based
foods, Kirin Chu-hi Hyoketsu Aperitif is
designed for drinking both before and during
a meal. This type of value positioning is part
of a strategy to extend the consumption of
RTDs to meal-related settings.
Elsewhere, in the distribution sector, Kirin
Brewery is pursuing an integrated logistics
strategy with Kirin Logistics Co., Ltd. in a
bid to maximize value within the overall
supply chain.
marketing is a valuable way of persuading
customers to differentiate one brand over
another and try a new product.
The marketing of Tanrei W and Kirin FREEprovide examples of this approach in action.
Kirin is promoting these new products
aimed at meeting customers’ expectations
regarding health.
Improved profitability through operational
integration and greater synergy
Kirin’s goal is to generate greater synergy
within the Kirin Group’s alcohol beverage
business through initiatives covering
the entire value chain from product
development and production to supply chain
management (SCM), marketing and sales.
An important aspect of this is deepening
the alliance between Kirin Brewery and
Mercian. Besides cross-promotional and
marketing opportunities for everyday wines,
this alliance is also the source of a joint
product development program. A good
example of such initiatives is Kirin Chu-hiHyoketsu Aperitif, a new RTD that targets
consumers in their 20s and 30s. Combining
Kirin’s market-leading technology for making
RTDs that have a refreshing lemony taste
with Mercian’s knowledge of how grape-
derived tastes combine well with different
Review & Strategic Perspectives l Alcohol Beverages
San Miguel brands Products in ChinaLion Nathan brands
Kirin Holdings Company, Limited Annual Report 2008 23
New ProductsNovel alternative choices for health-conscious consumers
Kirin FREE
Kirin FREE has been created with the aim of pioneering the development of an entirely new
category: the non-alcohol beer-tasting beverage. This type of drink satisfies the demands of those
who would like to have a beer but for various reasons have to avoid alcohol. In doing so, in the light
of heightened concerns about the dangers posed by drunk-driving, this new product promises to
fulfill an emerging but important social need.
Kirin has developed new processing technology to manufacture this product. The key breakthrough
allows yeast to be eliminated from the fermentation process, thus delivering a product containing
no alcohol. Kirin FREE has even been consumer-tested using driving simulators to check that
drinking the product does not lead to any impairment in driving performance.
Tanrei W
Launched in February 2009, Tanrei W is a new low-carbohydrate happo-shu that contains 99% less
purines than Kirin’s standard happo-shu. It also contains wine polyphenols to ensure an
outstandingly fresh, crisp taste. Developed jointly in collaboration with Mercian, it will be promoted
as a healthier option for happo-shu drinkers.
Kirin Chu-hi Hyoketsu Aperitif
Developed in collaboration with Mercian, this new range of RTDs offers consumers a refreshing and
unique alcohol alternative to wine or beer, either before or with a meal. Mixing grapes used for
wine with lemon juice and vodka creates a fascinating combination that helps to promote digestion
of fatty foods while complementing many types of meat and fish.
From a marketing viewpoint, this approach helps to extend the potential number of hours in a day
when consumers would consider choosing an RTD, which in Japan is often viewed as something to
drink after a meal.
Kirin Shochu Tanrei Straight
Introduced in March 2009 in selected parts of Japan, Kirin Shochu Tanrei Straight is a shochu that
should be enjoyed straight and chilled. While many people still prefer to mix shochu with ice and
water, Kirin Shochu Tanrei Straight taps into a new drinking style while also catering to an evolving
preference for lighter and crisper tasting beverages. As the most widely consumed form of alcohol
in Japan, the market for shochu is one where the rewards for creating new categories are
potentially greatest. The product is also yet another result of greater synergy within the Kirin Group,
since it is partly based on Mercian’s technological superiority in processing liquors.
24
Review & Strategic Perspectives l Soft Drinks and Foods
The soft drinks market in Japan is facing
unprecedented environmental change due to the
economic slowdown and higher material costs.
Kirin Beverage is striving to cope with the
challenge by placing the highest priority on
strengthening core brands. The newly
consolidated companies National Foods and Dairy
Farmers have started contributing to Kirin Group
and are becoming key bridges to growing markets
in Asia and Oceania.
Potential for enhancedearnings from operationalintegration and long-termbrand development
Kirin Nama-cha
Kirin Holdings Company, Limited Annual Report 2008 25
2008 in Review
The soft drinks and foods segment recorded
consolidated net sales of ¥716.6 billion, an
increase of 51.0% over the previous year. This
result reflected consolidation of National
Foods, Dairy Farmers, and the food business of
Kyowa Hakko Group.
Operating income fell 59.9% in year-on-year
terms to ¥6.4 billion. This decline was largely
due to a combination of factors, including
significantly higher input costs and a drop-off in
consumer spending in key markets in Japan
caused by the economic downturn. In addition,
goodwill and brand amortization costs arising
from the acquisition of National Foods in
Australia were booked at the consolidated level.
Kirin Beverage
Until recently, the segment ‘mineral water and
green tea’ was a growth area in the Japanese
soft drinks market. However, in 2008, the
market shrank by an estimated 2% in volume
terms. This reflected a sharp deterioration in
consumer sentiment associated with the
economic downturn.
Kirin Beverage posted total domestic sales of
196 million cases on a parent company basis.
This performance, which was on a par with fiscal
2007, was better than the broader market.
In its overseas operations, Kirin Beverage
recorded a 13% increase in sales volumes
compared with the previous year. Sales of KirinGogo-no-kocha Milk Tea in China in the 500ml
PET bottle format were significantly higher
than in 2007, particularly in the Shanghai
market. This contributed strongly to the
robust overseas performance.
Overall, Kirin Beverage posted lower earnings
on slightly higher sales in fiscal 2008. The gains
in operating income from higher sales volumes,
an improved container mix and various gains in
production efficiency were offset primarily by
higher raw material costs, the impact of brand
investment and a weaker channel mix (which
pushed up sales and promotional expenses), as
well as higher depreciation expenses.
National Foods
Australia-based National Foods recorded 2%
year-on-year growth in sales volumes. Sales in
local currency terms were 6% ahead of the
previous year. In the core milk segment,
National Foods made a series of price revisions
during the year to pass on higher input costs.
Consumers responded by shifting to lower-
priced milk products, especially as the
economic downturn began to bite later in
2008. Sales of juices declined slightly amid
price competition and a similar shift toward a
lower-priced product mix. The dairy segment,
During the year Kirin Beverage focused on
strengthening core brands Kirin Nama-cha(green tea), Kirin Gogo-no-kocha (black tea)
and Kirin FIRE (canned coffee). The long-
selling Kirin LEMON carbonated soft drink
underwent a major renewal to mark the 80th
anniversary of its market introduction, with
sales volumes rising approximately 72%.
Major new product launches included KirinUruru-cha (a barley-based blended tea that is
being promoted as a way of replacing key
daily nutrients such as potassium, vitamin C
and collagen) and the Sekai-no-Kitchen-Karaseries. The latter are value-added series of
beverages inspired by various recipes from
around the world.
As part of the ongoing implementation of the
Kirin Group’s integrated beverages business
strategy, Kirin Brewery and Kirin Beverage
initiated exchanges of personnel within
domestic operations to promote the enhanced
sharing of operational expertise and experience.
Synergy-oriented efforts also focused on
developing Kirin Beverage’s sales in the key
vending machine channel through the active
promotion of machine installation within each
regional market in Japan. In addition, the two
firms cooperated by making joint proposals to
restaurants, hotels, other on-premise outlets and
volume retailers with the aim of establishing
and building customer relationships.
Kirin Gogo-no-kocha Kirin FIREKirin LEMONKirin Ururu-cha
26
including yoghurts, dairy snacks and diet
products, generated the best growth, in part
due to higher prices as well. Elsewhere, sales
from cheese and international operations (in
Southeast Asia and New Zealand) were broadly
flat compared with fiscal 2007.
Raw milk costs surged significantly as the result
of higher global demand for milk-based
ingredients and continuing drought-related
effects. This applied downward pressure to
profit margins in milk—although this was offset
to some extent by steady price increases, and
profits generally stabilized during the second
half of the year. Higher oil prices pushed up
distribution costs, with a significant impact on
earnings. Overall, National Foods recorded
lower operating income in local currency
terms than in the previous year.
In November 2008, National Foods successfully
completed the acquisition of Dairy Farmers,
Australia’s second-largest supplier of fresh dairy
produce. Dairy Farmers, which developed into a
cooperative of around 2,000 farmer members,
owns some of Australia’s best-loved dairy
brands, including Dairy Farmers (milk), COON(cheese), Ski and Thick & Creamy (yoghurt). The
Dairy Farmers business was consolidated into
the National Foods accounts from December
2008 and will make its first full-year contribution
to Kirin Group results in fiscal 2009.
will give a substantial boost to the sales of
National Foods in local currency terms. Overall,
Kirin expects consolidated net sales to grow
3.3% in year-on-year terms to ¥740.0 billion.
Operating income is expected to recover in
year-on-year terms, based on a combination
of increased sales volumes and improvements
in manufacturing efficiency. In Japan, Kirin
Beverage plans to focus on fully reforming
cost management structures while pursuing
further synergy through expanded initiatives in
collaboration with Kirin Brewery. In Australia,
National Foods is seeking to reduce costs
through the integration of purchasing and
production functions with Dairy Farmers.
Although the company expects to book a
related restructuring charge in 2009, the
establishment of a uniquely strong brand
portfolio across all dairy product categories
promises to generate higher margins over the
long term. Overall, Kirin is forecasting
consolidated operating income of ¥12.0
billion for the segment, a projected increase of
86.6% in year-on-year terms.
Strategic Perspectives
Soft drinks
In soft drinks, the primary strategic objective is
to build a comprehensive beverage business
Others
Kirin Food-Tech Co., Ltd., a Group member firm
primarily engaged in the manufacture of food
seasonings and additives, entered into an
agreement in October 2008 to merge its
operations with Kyowa Hakko Food Specialties
Co., Ltd. Following the integration of the two
businesses in April 2009, the merged operation
was renamed Kirin Kyowa Foods Co., Ltd.
Higher input costs and weaker overall demand
for processed foods dented profits at these
businesses during fiscal 2008.
In China, Kirin Food-Tech Shanghai Co., Ltd.
was established in April 2008 as a wholly
owned subsidiary of Kirin Food-Tech. Local
operations started in July 2008. The Chinese
market is expected to offer the potential for
substantial growth going forward.
Fiscal 2009 outlook: overview
Soft consumption trends due to the continued
economic downturn, both in Japan and the
Asia & Oceania region, are likely to weigh
heavily on business performance throughout
this segment during fiscal 2009. Kirin Beverage
is targeting a 3% increase in overall sales
volume in Japan and overseas in such countries
as Vietnam, where operations are scheduled to
get underway in the second half of the year. In
Australia, the consolidation of Dairy Farmers
Review & Strategic Perspectives l Soft Drinks and Foods
Koiwai Junsui-Mikan Kirin Alkali-Ion-no-MizuVolvicKirin Sekai-no-Kitchen-Kara Series
Kirin Holdings Company, Limited Annual Report 2008 27
through greater integration with Kirin
Brewery’s alcohol operations. Reflecting the
mature nature of the core domestic market,
Kirin Beverage is switching its main focus from
quantitative to qualitative growth with the aim
of reinforcing profitability over the medium
and long term.
This strategic shift involves creating high-
value-added products to satisfy diversifying
consumer preferences while at the same time
leveraging internal alliances to enhance
customer relationships, upgrade product R&D
programs and boost earnings based on intra-
Group synergy.
The Kirin Group is also focused on ongoing
dynamic expansion into overseas markets
such as China, Thailand and Vietnam to
develop the revenue base and support long-
term earnings growth.
Product strategy based on fundamental
consumer trends
Based on market research, Kirin Beverage has
identified three key themes driving value
perceptions among consumers in Japan. First,
consumer tastes are polarizing toward quality
and price. Second, consumers are seeking the
assurance that products are both safe and
good for long-term health as core qualities to
underpin their trust in the brand. Third,
reinforce the market position of Japan’s top-
selling black tea*.
*Resource: Food Marketing Institute
Building on its successful launch in 2008,
plans also call for the development of the
blended tea Kirin Ururu-cha as an everyday
drink to complement health. The redesigned
packaging and marketing campaign will
reinforce the healthy image of the brand
while emphasizing related benefits such as a
doubling of the collagen content and its
caffeine-free characteristics.
Foods
In Australia, following the acquisition of Dairy
Farmers, the major focus of National Foods in
2009 will be on specific integration measures
to realize cost reductions and other synergies
through efforts to rationalize production
facilities and leverage increased economies
of scale in procurement.
In Japan, following the establishment of Kirin
Kyowa Foods in April 2009, efforts will focus
on optimizing organizational structures and
achieving other benefits from integration as
quickly as possible. The merger offers the
Kirin Group the opportunity to boost its
presence within the food materials sector.
greater environmental awareness among
consumers is driving demand for products
that satisfy related needs.
In line with these fundamental trends, Kirin
Beverage has defined its product development
concept as “making great-tasting products
that are good for the body, mind and
environment.” Based on this concept, Kirin
aims to continue building its core brands while
developing new products that offer consumers
original lifestyle-related value.
Development of new high-value-added
product offerings
Kirin Beverage plans to introduce a number
of new products in 2009 that offer
consumers enhanced value based on the
“body/mind/eco” concept.
In March 2009, the company launched a
renewed version of core green tea brand
Kirin Nama-cha. With a refreshing yet
accessible taste derived from the use of high-
quality leaves, this product is positioned as a
truly modern drink offering consumers
original value.
Based on the health-oriented theme of “For
your body in the afternoon,” Kirin Beverage
plans to launch a new low-sugar variant of
Kirin Gogo-no-kocha during 2009 to
National Foods’ major brands: from left, PURA, Big M, Berri, Tasmanian Heritage
28
Review & Strategic Perspectives l Pharmaceuticals
The ongoing development of integrated
pharmaceutical operations under Kyowa Hakko
Kirin promises to make a substantial contribution
to the future earnings of the Kirin Group.
Building a new pillar offuture earnings growth
2008 in Review
The pharmaceuticals segment posted
consolidated net sales of ¥171.5 billion, an
increase of 145.3% over the previous year.
Operating income increased 116.9% in year-
on-year terms to ¥28.2 billion. These results
mainly reflected the consolidation of the
Kyowa Hakko Group from April 2008.
Kirin Pharma Co., Ltd. merged with Kyowa
Hakko Kogyo Co., Ltd. in October 2008 to
form Kyowa Hakko Kirin Co., Ltd. (“KHK”). This
segment comprises the operations of KHK
and Kirin-Amgen, Inc., a US-based
biotechnology joint venture that is a Kirin
Group equity-method affiliate.
Fiscal 2008 performance: overview
Sales of several core products increased
steadily, including anemia treatments NESP®and ESPO® and the anti-allergic medicines
Allelock® and Patanol®. In particular, NESP®,
the next-generation drug to ESPO®, is
gradually penetrating the market.
Major new product introductions included
REGPARA® in January 2008 and Coversyl®,
an ACE inhibitor for the treatment of
hypertension, in April 2008. REGPARA®, which
has been launched in tablet form, is a new
class of agent for the treatment of secondary
to US-based Amgen of an anti-CCR4
humanized monoclonal antibody using
our POTELLIGENT® antibody technology.
There were a number of notable in-licensing
achievements during the year that helped to
develop KHK’s product pipeline and enhance
R&D capabilities.
In June 2008, Kyowa Hakko announced an
exclusive alliance with US-based Alnylam
Pharmaceuticals, Inc. aimed at development
and commercialization in Japan and other
major Asian markets of ALN-RSV01, one of an
entirely new class of medicines known as
RNAi therapeutics. These can potentially
target the causes of disease by preventing
the intracellular production of disease-
causing proteins by harnessing the natural
phenomenon of RNA interference. ALN-
RSV01 is currently in Phase II clinical
development by Alnylam for the treatment
of respiratory syncytial virus (RSV) infection in
the United States.
In June, Kyowa Hakko also concluded a joint
domestic sales agreement for a transdermal
absorption-type continuous-action drug to
treat cancer pain that is under development
by Japan-based Hisamitsu Pharmaceutical
Co., Inc. An NDA for this drug was filed in
Japan during 2008.
hyperparathyroidism, a complication of
maintenance dialysis. It works by suppressing
the secretion of parathyroid hormone
through a direct interaction with parathyroid
calcium receptors, while simultaneously
lowering serum calcium and phosphorus
levels. KHK is now working to achieve rapid
market penetration with REGPARA®.
In overseas operations, KHK’s local Asian
subsidiaries recorded substantial growth
in sales in local currency terms, but
unfavorable exchange rate movements
weakened the resulting boost to sales at
the consolidated level.
Clinical development and licensing
activities
During fiscal 2008, regulatory applications
were filed in Japan for NESP® relating to
additional clinical indications in maintenance
dialysis and after chemotherapy for cancer. A
number of drug approval applications were
also filed in overseas markets for NESP® and
other drugs. In China, regulatory approval
was granted for the additional indication of
angina pectoris for Coniel®, a long-acting
calcium antagonist that is mainly used to
treat hypertension.
A large up-front payment was booked in
fiscal 2008 relating to the out-licensing
ESPO®
NESP®
REGPARA®
Kirin Holdings Company, Limited Annual Report 2008 29
In July, Kyowa Hakko announced that it had
entered into a strategic research collaboration
agreement with the Lonza Group of
Switzerland. This will allow KHK to utilize
Lonza’s GS (glutamine synthetase) Gene
Expression SystemTM technology to realize
efficient production of therapeutic recombinant
proteins and monoclonal antibodies.
Pipeline status overview
In Japan, Phase II clinical trials are currently
progressing with a number of compounds,
including treatments for neutropenia (KRN125),
Parkinson’s disease (KW-6002, KW-6500) and
irritable bowel syndrome (KW-7158). Drugs in
Phase I studies in Japan include a therapeutic
antibody for hematological cancers (KW-0761),
a recombinant antithrombin used to inhibit
coagulation of blood (KW-3357), and an oral
anticancer agent (ARQ197).
In the United States, Phase I studies are
underway for an injectable human monoclonal
antibody for treating cancer (KRN330) and an
oral anticancer (KW-2449). Another anticancer
agent (KW-2478) is involved in Phase I studies
in Europe. NESP® is in Phase II trials in China for
the treatment of anemia during maintenance
kidney dialysis. In July 2008, joint Phase I
studies with US-based Nuvelo, Inc. were
initiated in Australia for an inflammatory bowel
disease treatment (NU-206).
enterprise. KHK’s main therapeutic areas
of strategic focus are oncology, nephrology
and immunology.
Core technical strengths in antibody
technologies
KHK has inherited an extensive base of
expertise in biotechnology from both Kirin
Pharma and Kyowa Hakko. The knowledge
derived from gene-recombination
technology can be applied to the precise
modification of sugar chains in biological
molecules such as antibodies. This in turn
enables the biological activity of such
antibodies to be enhanced, with potential
therapeutic applications in many areas.
One example is KHK’s original POTELLIGENT®
antibody technology. This can be applied to
reduce fucose, a sugar chain naturally present
in antibodies. This makes it possible to
enhance ADCC activity. Animal studies have
demonstrated that the cytotoxic qualities of
specific antibodies in promoting the killing of
tumor cells can be magnified by a factor of a
hundred using POTELLIGENT® antibody
technology. KHK has already out-licensed one
of the first therapeutic antibodies (KW-0761)
developed using this technology to
biotechnology giant Amgen and received up-
front payment of US$100m, which was
recorded as extraordinary income in 2008.
Fiscal 2009 outlook: overview
In a difficult operating environment, KHK
plans to forge ahead with realizing
integration synergies from efficiency gains
across sales, marketing and R&D. Promotional
efforts are being focused primarily on anti-
anemia drugs NESP® and ESPO®, the anti-
allergics Allelock® and Patanol®, and
REGPARA® tablets for the treatment of
secondary hyperparathyroidism.
Elsewhere, plans call for construction work to
continue on a new production plant to
supply antibody medicines for clinical trials.
Overall, this segment is expected to record
flat earnings at the operating level in fiscal
2009 on a double-digit increase in sales.
KHK plans to move its accounting year-end
from March 31 to December 31 from fiscal
2009, subject to shareholder approval in June
2009. This move is aimed at enhancing
administrative efficiency within the Kirin Group.
Strategic Perspectives
The merger of Kirin Pharma and Kyowa Hakko
has combined two of Japan’s major
biopharmaceutical companies to create in
KHK a world-class R&D-based life sciences
Coniel® Patanol® Allelock®
30
Review & Strategic Perspectives l Other Businesses
Segment overview
The remodeled segment principally
comprises three businesses.
The bio-chemicals business involves applying
advanced fermentation and synthesis
technologies to manufacture amino acids,
nucleic acids and related compounds for
pharmaceuticals, pharmaceutical
intermediates, foods and dietary supplements,
and cosmetics. The core Kirin Group firm in
this business is Kyowa Hakko Bio Co., Ltd.
The chemicals business supplies a range of
petrochemical products—including solvents
used in paints and inks, raw materials for
plasticizers used as additives in PVC products,
specialty chemicals for environment-friendly
products and products for advanced
technologies. The core enterprise is Kyowa
Hakko Chemical Co., Ltd.
The agribio business spans over 30 Kirin
Group affiliates worldwide engaged in
production of agricultural and horticultural
products, including potatoes, and seeds and
cuttings for ornamental flowers. Advanced
breeding techniques have enabled the Kirin
Agribio Group to develop an extensive range
of superior floral and potato varieties and
capture about 35% of the global nursery
market for carnations.
offset the impact of a harsh domestic
business environment, notably in the
seedlings business.
The other businesses segment posted
consolidated net sales of ¥233.8 billion,
an increase of 247.9% compared with the
previous year. This result reflected the
consolidation of the Kyowa Hakko Group
from April 2008. Operating income more
than doubled, rising 188.8% in year-on-year
terms to ¥18.2 billion (prior to eliminations).
Fiscal 2009 outlook: strategic overview
Results from bio-chemicals and chemicals
businesses originally from Kyowa Hakko Kirin
will be reflected on a full-year basis in 2009.
However, continued harsh economic
conditions are expected to impact forecasts
to a certain extent.
The prime strategic focus in this segment is
on business development in growth areas
where the Kirin Group enjoys technical
superiority. These include amino acids
(KYOWA HAKKO BIO), specialty chemicals
(KYOWA HAKKO CHEMICAL) and seedling
production (Kirin Agribio Group). At the same
time, these businesses are investing in the
development of new, high-value-added
products to supplement earnings from
existing core product portfolios.
This segment also includes a number of
entities that contribute to the revitalization
of local communities, including the
redevelopment of former brewery sites.
Other business activities include the
operation of commercial facilities inside
Yokohama’s Red Brick Warehouse (Yokohama
Akarenga Co., Ltd.) and the Yokohama Arena
event hall (Yokohama Arena Co., Ltd.).
Fiscal 2008 review
Revenues increased from bio-chemical
operations due to firm demand for amino
acids in pharmaceutical and industrial-use
raw materials. Rapid yen appreciation in
the second half of the year limited sales
growth, however.
In the chemicals business, the first half saw
steady growth in sales, supported by price
increases implemented for mainstay
products to recover higher raw material and
energy costs. The global economic slowdown
had a negative impact on operations in the
second half of the year, particularly due to
the collapse in the prices of oil, naphtha and
other petroleum derivatives. Overall
performance was on a par with fiscal 2007.
The agribio business generated higher
earnings despite a dip in sales revenue. A
steady performance at overseas subsidiaries
The transfer of food-related operations and
consolidation of Kyowa Hakko substantially
transformed the nature of this segment during
fiscal 2008.
Establishment of “agri-bio-chem” business base
Kirin Holdings Company, Limited Annual Report 2008 31
R&D and Intellectual Property
Overview of R&D in 2008 Kirin Group R&D spending in fiscal 2008 was
¥54 billion, including ¥5.5 billion in the
alcohol beverages business, ¥2.5 billion in the
soft drinks and foods business, ¥38.3 billion in
the pharmaceuticals business, and ¥4.6 billion
in Kirin’s other businesses, including health
and functional foods businesses, and agribio
business. A further ¥2.8 billion was recorded
for Group-wide fundamental research
expenses at the Central Laboratories for
Frontier Technology. Around 2,300
employees in the Kirin Group were directly
involved in R&D as of December 31, 2008.
Having shifted to a holding company
structure in July 2007, Kirin is continuing to
pursue greater synergies between Group
companies, bringing R&D functions into closer
proximity and increasing information sharing
and R&D collaboration between different
entities throughout the organization.
Kirin Holdings R&DResearch at Kirin Holdings Co., Ltd. is focused
on advanced fermentation and biotechnology.
Activities include R&D into the effects of
various food ingredients on the body and
efforts to realize greater competitive
advantages and improved corporate value. It
is also working to develop safety evaluation
technologies that ensure the utmost safety
relating to the food products of Kirin Group
companies. One key achievement of the
Central Laboratories for Frontier Technology
has been success in elucidating the characters
of spore-forming bacteria not killed in regular
heat sterilization.
Kirin Group Companies’ R&DAll R&D carried out at Kirin Group companies
is focused on two key areas of strength—
technical expertise and customer intimacy.
In alcohol beverages, Kirin Brewery Co., Ltd. is
engaged in the analysis of customer tastes,
and R&D of packaging, production equipment
and quality control. The division has realized
attractive alcohol products that satisfy diverse
market demands, including the market’s first
“zero-carbohydrate” drinks such as Kirin Zero.
In soft drinks, Kirin Beverage Co., Ltd. is
dedicated to developing new products, raising
quality control and anticipating future tastes
for the greater satisfaction of future
customers. One success has been KIRIN Ururu-cha, which exemplifies dedication to improving
existing products and adding new value.
In foods, Kirin Food-Tech Co., Ltd. produces
healthy, tasty and highly functional food
ingredients and seasonings through advanced
fermentation and yeast-related technologies.
In pharmaceuticals, Kyowa Hakko Kirin Co.,
Ltd. focuses on R&D into the creation of new
medical value in targeting the strategic
sectors of cancer, kidney, and
immunity/infection diseases.
Cooperation and collaborationBy partnering with other companies and
external organizations, the Kirin Group is
continually introducing new technologies
and building an ever-stronger research
network. As an example, Kirin has formed
partnerships and alliances with U.S.
companies Amgen Inc. and Medarex, Inc. to
speed up development processes and gain
access to technologies in pharmaceuticals.
Intellectual property: The catalyst for further success The Kirin Group treats intellectual property as
an important business resource. Systematic
efforts are made to employ intellectual
property effectively in improving the
competitive position of the Kirin Group, to
protect intellectual property rights from
infringement, and to avoid infringing the
intellectual property rights of other parties.
The Kirin Group continually strives to file
patent applications, obtain patents, and use
them in line with its core technologies and
business objectives.
The Intellectual Property Department at Kirin
Holdings is in charge of planning and promoting
the intellectual property strategies of the Kirin
Group, as well as handling patent rights, utility
model rights, design rights and plant breeders’
rights (through species registration). Certain
Group companies have their own autonomous
intellectual property organizations to plan and
promote patent strategies in line with their
respective business strategies.
In July 2006 Kirin issued its first Kirin Group
Intellectual Property Report to collate
information regarding Kirin’s management
structure and systems for R&D and intellectual
property in a format that meets the needs and
expectations of Kirin’s stakeholders. The latest
edition of this report is available online at:
The Kirin Group invests substantially in research and development (R&D) activities tosupport its ongoing progress. Securing, protecting and utilizing related intellectualproperty is another prime aim to ensure a competitive edge.
http://www.kirinholdings.co.jp/english/ir/ip/index.html
Center for Food Safety Science, Central Laboratories forFrontier Technology (Gunma Prefecture)
1. CreateIncrease patent applications for technology thatmakes a strong contribution to the business bysetting a target number of patent applications.
2. Obtain patentsConfirm direction of procedures for the awarding ofpatents with the Operations Division. Select and focuson obtaining patents necessary to the business.
3. Apply patented technologyExecute patent portfolio management. Use ofpatents for our own exclusive use/licensing activities.
The Kirin Group Intellectual Property Creation Cycle
Respect for other companies’ patent rights(Patent infringement prevention and avoidance systems)
Create
Obtain patents
Apply patentedtechnology
32
Corporate Social Responsibility
Kirin Group CSR explainedThe Kirin Group actively addresses the need
for CSR in all of its corporate activities from
two perspectives: CSR through Business and
CSR as a Corporate Citizen in its aim to
coexist harmoniously with nature and society.
CSR through Business This means that the Kirin Group will always
maintain an awareness of CSR throughout its
day-to-day operations, aiming to bring CSR to
a higher level. Efforts will be made to observe
all obligations as a corporation, ensuring
stricter enforcement of compliance,
advancing thorough risk management,
reinforcing quality assurance systems to
ensure comprehensive food safety and
reliability, promoting respect for diversity,
implementing environmental management,
maintaining strong IT security, and promoting
responsible drinking, while transmitting
information and presenting valuable proposals
that encourage people to maintain diets
supportive of personal wellbeing.
In addition, from 2009, to better enable
contribution to society that befits a group
whose business philosophy revolves around
food and health, the Kirin Group has set a
medium- to long-term Group-wide goal of
becoming a “Low Carbon Corporate Group,”
and will initiate actions based on this.
Throughout all the value chains of its
business activities, the Kirin Group will aim
not only to minimize carbon emissions but
also to work to realize a society based on a
simple yet prosperous way of living and a
harmonious coexistence with nature.
CSR as a Corporate Citizen This involves going beyond the scope of
regular business activities to pursue
additional CSR activities such as environmental
initiatives and sports sponsorship. In addition
to continuing forest conservation activities
aimed at protecting water quality, this year
the Kirin Group will again be the official
sponsors of Japan’s national soccer team and
will hold Kirin Soccer Field, an initiative aimed
at cultivating the next generation. Through
the United Nations University-Kirin Fellowship
Program, which is now entering its 17th year,
the Kirin Group provides study opportunities
for researchers from developing countries in
Asia who specialize in food science and
technology, and in doing so continue to
make a contribution toward resolving food-
supply issues in those countries. Follow-up
fellowships are also provided to help cover
research and development expenses for
two years after the researchers return
home to ensure the knowledge and
technologies acquired are properly utilized
and disseminated.
Reporting on CSR Kirin provides a comprehensive description of
Group-wide CSR activities in the annual Kirin
Group CSR Report, which was first published
in 2005 and incorporates coverage of key
CSR activities and policies, commentary from
third-party advisors, and all the information
that previously was published in the annual
Environmental Report.
The Kirin Group CSR Report is available in
English online at:
www.kirinholdings.co.jp/english/csr
Some of the topics covered by the report are
as follows:
Risk management and compliance
Compliance-based risk management and
internal control are the foundations for
sustainable and responsible business
practice. Kirin is expanding its risk
management system to encompass all
Group companies, and a Group-wide risk
management system was completed at
the end of 2008. A bottom-up, three-tier
approach is taken to the actual
implementation of risk management,
under which all divisions and business
locations have the first responsibility for
risk management, followed by the Group
Risk Management Committee and the
Internal Audit Department. Initiatives
implemented by Kirin to strengthen
compliance include: formulating and
distributing a compliance handbook to
Group employees; setting up a compliance
hotline; and conducting awareness-raising
seminars for Group employees.
Compliance guidelines were formulated in
2003, and training is provided to all Group
personnel to instill the fundamentals of
compliance. This ensures swift and accurate
disclosure, fair and honest behavior, and
sensitivity to changes in society.
Responsibilities as a manufacturer of
alcohol beverages
As a leading producer of alcohol beverages,
Kirin is highly aware of its responsibilities and
is strongly committed to the prevention of
alcohol-related problems such as under-age
drinking, driving under the influence of
alcohol, and binge drinking. Kirin carried out
a range of initiatives during 2008 to promote
appropriate drinking habits, which included
the distribution of cautionary posters and
stickers to bars and restaurants, the cessation
of in-store sampling campaigns, the use of
warning messages in advertisements, and
educational activities to spread correct
knowledge about the characteristics of
alcohol and its effects on the body.
Commitment to product quality
Kirin strongly believes that quality control is
the foundation of its business. In July 2007,
Kirin views corporate social responsibility (CSR) as a built-in, self-regulating mechanismwhereby business monitors and ensures adherence to law, ethical standards andinternational norms. Each business takes responsibility for the impact of its activities on theenvironment, consumers, employees, communities, stakeholders and all other members ofthe public sphere, while encouraging community growth and development, and voluntarilyeliminating practices that harm the public sphere. Kirin deliberately incorporates publicinterest into corporate decision-making and strives to honor the Triple Bottom Line.
Kirin Holdings Company, Limited Annual Report 2008 33
the Quality Assurance Department was
established under the holding company
system to enhance comprehensive Group
management of product quality assurance.
In each Group business a General Director
ensures quality assurance at every stage of
the value chain, from product development
to sales. To enhance quality throughout the
Group, Kirin operates under defined Group
Quality Standards and Guidelines, through
which efforts are made to improve quality
management outcomes.
Together with society
As a corporate citizen in coexistence with
the community and a global company with
an increasing sphere of influence, the Kirin
Group seeks to build strong partnerships
with the many different communities it
serves, and advance numerous activities
focusing on social contribution. The Kirin
Group is also dedicated to social welfare
and corporate philanthropy, and makes
cultural contributions such as support for
sports, the arts and food culture.
Kirin Welfare Foundation, founded in 1981,
provides support in areas that public welfare
organizations do not easily reach, with a
focus on exchange activities for family
caregivers, improving self-reliance in the
disabled, sound upbringing in youth and
aid for community and welfare activities.
Kirin Collaboration Club supports volunteer
activities by Kirin Brewery employees, such
as local nature conservation and clean-ups.
May 24, 2008 KIRIN CUP SOCCER 2008 – ALL FOR 2010! – vs Republic of Cote d’lvoire ©J.LEAGUE PHOTOS
The United Nations University-Kirin Fellowship Program
34
The Environment
Kirin Group Environmental PolicyKirin Group, which operates in the food and
health domain, adopts measures to minimize
its own impact on the environment and
resolve environmental issues, such as making
all businesses low carbon. A further aim is to
realize a prosperous society that lives in
harmonious coexistence with nature by
proposing ways to create environmental value
for customers.
The environment is viewed as one of the most
critical issues of corporate social responsibility.
Environmental activities are conducted
throughout the entire value chain and in all
business areas, with assurances given via
assessments and audits. Since top
management and all personnel participate,
environmental policies have become an intrinsic
part of management, and lofty objectives set.
Behavioral charter
Joint deliveries to cut CO2 emissionsand help curb global warmingKirin Brewery Co., Ltd. and Sapporo Breweries
Ltd. have begun joint deliveries in some parts
of the distribution channels in Hokkaido to
reduce their environmental burdens.
Sapporo Breweries has been jointly delivering its
products in Hokkaido with two other alcohol
manufacturers on all of its routes, and now Kirin
Brewery has joined in a part of the routes.
Through this combined effort, they can cut
about 24.4 tons, or 20%, of their total annual
CO2 emissions.
Both companies aim to further reduce their
environmental loads in light of the results of this
initiative, and have started investigating the
possibility of expanding joint deliveries to other
regions in Hokkaido as well as other parts of Japan.
While engaged in fair competition in the
market, both companies are trying to contribute
further to the development of a sustainable
society by striving to cooperate beyond existing
frameworks to tackle environmental issues of
growing concern worldwide.
Kirin Brewery declares commitment toEco FirstKirin Brewery aims to be an environmentally
advanced company, with a focus on four
initiatives outlined in the Eco First Commitment:
practice the 3Rs in packaging and containers,
recycle materials, prevent global warming, and
conserve water sources around factory premises
throughout Japan. Eco First was established by
the Ministry of the Environment to promote
environmental conservation activities among
leading industry participants. Kirin Brewery
was the first manufacturing company to declare
its commitment in June 2008, and achieved
its first annual target of a 39% reduction in
CO2 compared with 1990 levels (unit basis) in
2008. Future targets include a 50% reduction
(overall emissions) and 45% reduction (unit
basis) by 2012.
Protecting water qualityMuch of Kirin’s business depends on having a
high quality water supply. Kirin therefore
continuously works to improve its water-
recycling processes, and regularly conducts local
forestation projects across Japan, which not only
protect water quality, but also help sustain
biodiversity and preserve the ecosystem.
Drive on biofuels outputKirin Group consistently seeks to reduce energy
and switch to more environmentally friendly
forms of supply. As one example, Kirin Brewery
has been involved in a government-backed
project to construct a bioethanol plant in
Tokachi, Hokkaido in conjunction with
Mitsubishi Corporation. Kirin Brewery provides
fermenting, biotechnology and factory
construction expertise to the plant, which
became operational in March 2009.
Environmental efforts at Kirin Beverage Kirin Beverage acquired ISO14001
certification at its head office at the end of
2008. During 2009 it will advance measures
to further incorporate environmental
considerations into management approach
and shift to low carbon emission operations.
In the vending machine business it will
continue environmental initiatives that include
adoption of non-fluorocarbon refrigeration
equipment, which release almost zero
greenhouse gases, and increase use of heat
pump-equipped vending machines, which
substantially reduce energy consumption
compared with conventional machines.
Environmental and safety activities atKyowa Hakko KirinBased on basic principles concerning the
environment, safety and product safety,
Kyowa Hakko Kirin formulates an annual
environmental safety policy, objectives,
targets and a plan for their achievement, and
is promoting activities under both an
environmental management system that
integrates ISO14001 management and an
occupational safety and health management
system (OSHMS). Also, a Group-wide
environmental safety program aimed at
preventing global warming and achieving
zero emissions called Kyowa Eco-project seeks
to conserve energy and fuel at its plants.
Other activities include reducing electricity
consumption and paper use.
Working towards a sustainable future for people and the planet
Legal complianceWe shall comply with all environmental laws andagreements and set voluntary standards based on highmoral standards.
Environmental managementWe shall create an environmental management systemclosely linked to management strategy and makeongoing improvements.
Environmental performanceWe shall promote resource and energy conservation,reduction of greenhouse gas emissions, pollutionprevention, and the 3Rs (Reduce, Reuse and Recycle).
Technological developmentWe shall develop technologies that help protect theenvironment and enable us to live in harmony with nature.
Human resource developmentWe shall continually foster personnel that can make ameaningful contribution to environmental preservation.
CommunicationWe shall conduct eco-based activities that benefit thelocal community and suitably disclose environmentalinformation to ensure transparency and increase trustfrom society.
Forest conservation program to protect water qualityin Kochi Prefecture
Kirin Holdings Company, Limited Annual Report 2008 35
Corporate Governance
Kirin is committed to strong corporate
governance to ensure fair, efficient
management and increase trust both
internally and externally. In addition to
complying with the requirements of laws and
regulations, Kirin has made its governance
system even more sound and transparent.
This includes a revision of corporate
governance structure as well as of
organizational structure to a parallel array of
operating companies (grouped in segments
such as alcohol beverages, soft drinks and
foods, and pharmaceuticals) and functional
companies under the holding company
system adopted on July 1, 2007.
To achieve a quantum leap in growth under
the Kirin Group Vision 2015, the roles and
responsibilities of each entity have been
clearly defined. This acts to boost decision-
making speed and quality, enhance
autonomy and ensure sounder, more
transparent management in each company,
which in turn helps to amplify corporate value
across-the-board.
The Board of Directors of Kirin Holdings
makes key management decisions for the
Kirin Group, ensures optimum allocation of
resources, and seeks to maximize Group
synergies and develop the most effective
Group strategy. The Group Executive
Committee within Kirin Holdings provides
support for investment decisions and
strategic issues that may impact operations.
At the operating level, each company
functions independently, with the boards of
each making key operating decisions on
issues affecting their businesses, such as
reviewing contribution of operating
companies, and deciding on possible business
alliances, investments and other matters.
Each operating company has an Executive
Committee, which supports the decision-
making processes of each CEO and facilitates
effective communication and information
sharing between entities.
Kirin has implemented a definitive system for
internal controls in line with laws and
regulations, in particular to ensure efficient
conduct of business by directors and
employees. Additionally, various committees
have been formed at the holding company
level to contribute to robust, transparent
management. These include a Group CSR
Committee, a Group Risk Management
Committee, and a Group Information
Disclosure Committee. The Appointment
Advisory Committee and Compensation
Advisory Committee nominate board members
and auditors at Kirin Holdings, appoint
presidents at major Group companies, and
deliberate on executive compensation from
the perspectives of objectivity and fairness.
Holding company governance structure
Group companies
Compensation Advisory Committee
Appointment Advisory Committee
Group Executive Committee
Group CSR CommitteeGroup Risk Management CommitteeGroup Information Disclosure Committee
Shareholders
Board of Auditors Board of Directors
Operating companies Service companies
President
Group Head OfficeDivisions
Internal AuditDepartment
AccountingAuditor
Auditing
Auditing
Internal Auditing
Intern
al Au
ditin
g
Aiming for transparent, fair and efficient management
36
Consolidated Eleven-Year Summary of Selected Financial DataKirin Holdings Company, Limited and Consolidated SubsidiariesYears ended December 31,
For the Year:SalesLess liquor taxesNet sales
Alcohol beverages1
Soft drinks and foods2
Pharmaceuticals3
Other businessesCost of salesGross profitSelling, general and administrative expensesOperating Income Income before income taxes and minority interestsNet IncomeEBITDA4
At year end:Total assetsBondsLong-term debtShareholders’ equity5
Net income per share:PrimaryDiluted
Net assets per share applicable to the yearValue indicators:
Liquidity ratios:Debt/equity ratio (times)6
Interest coverage ratio (times)7
Investment indicators:Price/earnings ratio (times)8
Price/book value ratio (times)9
Dividends and payout ratio:Dividends per share (¥)Payout ratio (%)
Return indicators:Return on assets (%)10
Return on equity (%)11
Turnover ratios:Asset turnover (times)12
Inventory turnover (times)13
2006
¥ 1,665,946402,321
1,263,625696,986392,729
67,245106,664585,531678,093561,735116,358111,560
53,512191,161
¥ 1,963,58698,830
116,586993,989
¥ 55.98—
1,040.44
0.2412.6
33.41.8
17.0030.4
2.75.4
0.8515.6
2005
¥ 1,632,249397,527
1,234,721621,819380,177
67,605165,118576,393658,328546,619111,708109,001
51,263188,459
¥ 1,937,866106,241
54,236972,601
¥ 53.23—
1,016.74
0.2612.6
25.81.4
14.5027.2
2.75.6
0.8718.4
2007
¥ 1,801,164400,555
1,400,608788,922474,560
69,90967,216
678,058722,550601,942120,608128,413
66,713213,129
¥ 2,469,66792,831
112,2441,054,811
¥ 69.86—
1,104.83
0.5810.1
23.51.5
21.0030.1
3.06.5
0.8113.4
2008
¥ 2,303,569380,691
1,922,877801,727716,688171,517232,943
1,012,204910,673764,696145,977165,735
80,182264,620
¥ 2,619,623242,850257,731927,812
¥ 84.01—
972.19
0.725.6
14.01.2
23.0027.4
3.28.1
0.9112.5
Millions of yen
Yen
Notes 1: The presentation of the former ‘Beer’ section was changed to ‘Alcohol beverages’ in 2001. The businesses of engineering, logistics, etc., which were previously included inthe ‘Others’ segment, were reclassified into the ‘Alcohol beverages’ segment in 2007. Information for 2006 has been restated to conform to the new classification; prioryears have not been restated.
2: The presentation of the former ‘Soft drinks’ section was changed to ‘Soft drinks and foods’ in 2008. The businesses of foods, health foods and functional foods, etc., whichwere previously included in the ‘Others’ segment, were reclassified into the ‘Soft drinks and foods’ segment in 2008. Information for 2007 has been restated to conformto the new classification; prior years have not been restated.
3: Kirin’s business segments were reorganized from 2003 into four segments: Alcohol beverages, soft drinks, pharmaceuticals and other businesses. Business segmentinformation for 2002 has been restated to conform to the new classification; prior years have not been restated.
4: In 2008: EBITDA = Operating income + equity in earnings of affiliates + Depreciation and amortization + Amortization of goodwill (excluding non-recurring depreciation) +special income and expenses (excluding gain on change in equity)Before 2007: EBITDA = Income before income taxes and minority interests - Interest income - Dividend income + Interest expense + Depreciation and amortization +Amortization of goodwill
Kirin Holdings Company, Limited Annual Report 2008 37
2002
¥ 1,583,248445,935
1,137,313623,586342,946
49,617121,163554,264583,048493,259
89,78974,51732,540
157,742
¥ 1,744,131129,948105,148769,227
¥ 33.26—
795.71
0.3710.4
22.70.9
12.0036.2
1.94.2
0.9321.2
2001
¥ 1,561,879461,265
1,100,614616,739332,951
—150,922538,642561,972486,907
75,06557,13423,122
139,233
¥ 1,661,65287,40074,511
782,902
¥ 23.4923.48
795.25
0.248.1
39.91.2
12.0051.1
1.43.0
0.9524.3
2003
¥ 1,597,509431,749
1,165,760613,673359,622
57,540134,924555,223610,536508,981101,555
78,14732,395
165,412
¥ 1,787,867167,428
93,617803,882
¥ 33.27—
831.84
0.3510.7
27.41.1
12.0035.8
1.84.1
0.9118.5
2004
¥ 1,654,886430,957
1,223,929622,333372,392
62,702166,500577,092646,836537,444109,392110,018
49,099193,507
¥ 1,823,790171,564
67,119858,615
¥ 50.58—
888.65
0.3111.1
20.01.1
13.5026.7
2.75.9
0.9219.2
1999
¥ 1,451,520544,270907,250523,926280,610
—102,714433,359473,891396,649
77,24169,34933,245
—
¥ 1,430,021—
26,957725,942
¥ 32.5732.51
724.15
0.0529.5
33.11.5
12.0036.9
2.34.6
1.0128.7
1998
¥ 1,477,288582,362894,926530,636276,534
—87,755
453,421441,504371,735
69,76860,41527,058
—
¥ 1,443,179—
22,306735,196
¥ 25.9325.83
715.54
0.0624.1
55.72.0
12.0046.5
1.93.6
1.0228.4
2000
¥ 1,580,825507,617
1,073,208604,265318,006
—150,936513,384559,823465,425
93,39771,24532,924
—
¥ 1,627,40027,61292,370
768,486
¥ 33.1833.06
780.58
0.1911.6
30.91.3
12.0036.3
2.24.4
1.0327.7
Millions of yen
Yen
5: Shareholders’ equity = Total net assets - Minority interests - Subscription rights to shares (as recorded on the balance sheet)6: Debt = Short-term loans and current maturities of long-term debt + Bonds + Long-term debt7: In 2008: Interest coverage ratio = Net cash provided by operating activities/Interest paid
Before 2007: Interest coverage ratio = (Operating income + Interest and dividend income)/Interest expense8: PER = Year-end share price/Net income per share9: PBR = Year-end share price/Net assets per share
10: ROA = Net income/Average total assets11: ROE = Net income/Average shareholders’ equity12: Asset turnover = Sales/Average total assets13: Inventory turnover = Sales/Average inventories
Please refer to the following URL for the financial statements and notes, including the auditor’s report, as well as for the data book.http://www.kirinholdings.co.jp/english/ir/library/index.html
38
Management’s Discussion and Analysis
Operating performanceBusiness environment overview
Financial instability spread as the problems in the US subprime loan market precipitated a crisis. The global
economy decelerated sharply from September 2008. Although governments worldwide took emergency
measures to try to stabilize financial markets, by the end of the year the global economy had slowed to a
virtual standstill due to a combination of falling asset prices, reduced demand, inventory de-stocking and
lower consumer confidence.
In Japan, although growth held up in the first half of the year, the impact of weaker US demand coupled with
a sudden appreciation of the yen led to a collapse in exports. Plunging industrial output dented consumer
confidence and caused GDP growth to turn sharply negative in the final quarter of 2008. Raw material prices
remained elevated for most of the year, putting further downward pressure on corporate earnings.
Elsewhere in Asia, demand for consumer goods held up fairly well despite the knock-on effects of lower US
demand on the region’s manufacturing exports. Supported by a resilient banking system, the Australian
economy continued to outperform its OECD peers in relative terms.
Analysis of consolidated sales and earnings
Consolidated net sales (including liquor taxes) rose 27.9% to ¥2,303.5 billion, marking another year of record
sales for the Kirin Group. Consolidation of National Foods and the Kyowa Hakko Group were key drivers of
top-line revenue growth. Excluding the effect of liquor taxes, consolidated net sales grew 37.3% to ¥1,922.8
billion. The cost of sales rose 49.3% to ¥1,012.2 billion and gross profit increased 26.0% to ¥910.6 billion.
Reflecting sharply higher raw material costs, among other factors, the gross margin (excluding liquor taxes)
declined by 4.2 percentage points from 51.6% to 47.4%.
Operating income and expenses
Selling, general and administrative (SG&A) expenses rose 27.0% to ¥764.6 billion, primarily due to the
consolidation of the Kyowa Hakko Group and National Foods. Reflecting successful cost-reduction efforts, the
ratio of SG&A expenses to net sales (excluding liquor taxes) fell by 3.2 percentage points, from 43.0% to 39.8%.
Consolidated R&D expenses increased from ¥28.5 billion to ¥54.0 billion due to the significant expansion of
operations within the Pharmaceuticals segment following the consolidation of the Kyowa Hakko Group. R&D
spending in fiscal 2008 represented 2.8% of consolidated net sales (excluding liquor taxes).
Consolidated operating income increased 21.0% to ¥145.9 billion, reaching a new high for the sixth
consecutive year. Higher raw material costs and other expenses, along with goodwill and brand amortization
expenses arising from the acquisition of National Foods, offset the boost to earnings due to higher sales and
the consolidation of the Kyowa Hakko Group. Excluding the effect of liquor taxes, the operating margin
decreased by 1.0 percentage point, from 8.6% to 7.6%.
Non-operating income and expenses
Interest and dividend income increased 23.4% to ¥8.9 billion, while interest expense surged 101.2% to
¥25.3 billion. This resulted in a net financial loss of ¥11.1 billion in year-on-year terms, from ¥5.3 billion to
¥16.4 billion. The Group also recorded foreign currency translation losses of ¥37.2 billion, primarily due to
sharp appreciation of the yen against the Australian dollar in the latter part of 2008. Net non-operating
income and expenses equaled a loss of ¥42.9 billion, compared with a profit of ¥2.7 billion in the previous
year. This was the principal factor responsible for the 16.5% decline in consolidated ordinary income to
¥103.0 billion.
Exceptional items
Special income included a gain on change in equity of ¥72.6 billion arising from the exchange of shares on April 1,
2008 involving Kyowa Hakko Kogyo Co., Ltd. and Kirin Pharma Co., Ltd. Special expenses included items arising
from the disposal of fixed assets (¥5.3 billion), asset impairment (¥3.5 billion), devaluation of investment securities
Note: Unless otherwise stated, all comparisons are with the previous fiscal year (FY07). Under the pure holding companystructure adopted in July 2007, consolidated financial disclosures by Kirin Holdings Company, Limited (“the Company”) relate tothe worldwide operations of the group of companies operating under this umbrella (“the Kirin Group,” or “the Group”) and arein accordance with Japanese GAAP.
04 05 06 07 08
Net salesCost of sales
Gross profit margin
577.0577.0 576.3 585.5678.0
1,012.2
47.4
576.3 585.5
1,223.9 1,234.7 1,263.6
678.0
1,012.2
1,400.6
52.8 53.3 53.751.6
1,922.8
47.4
Net sales, cost of sales andgross profit margin
Perc
ent
Billi
ons
of y
en
04 05 06 07 08
Selling, general and adminstrative expensesPercentage of net sales
39.839.8
537.4 546.6 561.7601.9
764.6
43.044.544.343.9
Selling, general andadministrative expenses andpercentage of net sales
Perc
ent
Billi
ons
of y
en
04
49.0 51.253.5
66.7
80.1
84.01
69.86
55.9853.23
50.58
05 06 07 08
Net incomeNet income per share
Net income andNet income per share
Perc
ent
Billi
ons
of y
en
Kirin Holdings Company, Limited Annual Report 2008 39
(¥5.8 billion), liquidation of business (¥2.7 billion) and amortization of goodwill (¥1.5 billion). The Group also
booked charges totaling ¥8.0 billion relating to business restructuring and integration. Overall, exceptional
items generated a net gain of ¥62.6 billion, compared with a net gain of ¥5.0 billion in the previous year.
Pretax and net income
Consolidated income before income taxes and minority interests rose 29.1% to ¥165.7 billion. Income taxes
increased 35.8% to ¥68.3 billion. This yielded an effective tax rate of 41.3% for fiscal 2008, a year-on-year
increase of 2.1 points. Minority interests increased 51.1% to ¥17.1 billion.
Consolidated net income rose 20.2% to ¥80.1 billion. The net return on sales (excluding liquor taxes)
declined by 0.6 percentage points, from 4.8% to 4.2%.
Performance by business segment
The Company moved the food, health food and functional food businesses from the other businesses
segment to the soft drinks segment and renamed it the “soft drinks and foods” segment.
Alcohol beverages
The segment posted a 0.7% decline in consolidated net sales to ¥1,181.5 billion (excluding inter-segment
transactions). Operating income increased 13.9% to ¥109.9 billion. Declines in sales of beer in line with the
domestic market were offset by higher sales in growth segments such as new genre products and RTDs.
Double-digit growth in earnings despite the slight dip in sales reflected a mixture of cost reductions and
price hikes, which have contributed to offset increases in raw material costs and so on.
Soft drinks and foods
The segment recorded a 51.0% increase in consolidated net sales to ¥716.6 billion. This reflected the
consolidation of National foods and food business of the Kyowa Hakko Group. Operating income fell 59.9%
to ¥6.4 billion, largely due to significantly higher input costs, and lower consumer spending in key markets
due to the economic downturn. In addition, goodwill and brand amortization costs arose from the
acquisition of National Foods and Diary Farmers.
Pharmaceuticals
Consolidated net sales surged 145.3% to ¥171.5 billion and operating income rose 116.9% to ¥28.2 billion,
mainly reflecting the consolidation of the Kyowa Hakko Group. Sales of core products such as NESP, ESPO
and Coniel continued to expand in Japan and other major markets. The Group made significant progress in
developing its clinical development pipeline and also concluded agreements that enabled it to gain access
to valuable pharmaceuticals development and production technology. Also, the Group has announced that
Amgen would receive an exclusive license to develop and commercialize Kyowa Hakko’s humanized
monoclonal antibody KW-0761 worldwide, except in Japan, Korea, China and Taiwan. And under the terms
of the deal, the Company received an upfront payment from Amgen of $100 million.
Other Businesses
This segment mainly comprises bio-chemicals, chemicals and the Group’s agribio business, which includes various agricultural products and floriculture.
Consolidated net sales increased 247.9% to ¥233.8 billion, mostly due to the consolidation of the Kyowa Hakko Group. Operating income increased
188.8% to ¥18.2 billion.
Performance by geographic segment
Sales in Japan (excluding inter-segment transactions) increased 16.9% to ¥1,787.8 billion and accounted for 77.6% of consolidated net sales.
Operating income rose 32.4% to ¥119.6 billion, despite increasing raw material costs. This reflected the effects of price hikes implemented by Kirin
Brewery to recover higher input costs, together with active cost-reduction efforts. Consolidation of Kyowa Hakko also made a contribution to growth
in Group earnings.
Sales of beer, happoshu and new genre products declined in volume terms due to demographic factors and the impact of the emerging global recession.
Sales of soft drinks by Kirin Beverage were flat in volume terms, as efforts to stimulate demand through brand renewal helped to offset falling consumer
sentiment. In the Pharmaceuticals segment, Kyowa Hakko Kirin made a significant contribution to growth in consolidated sales and earnings. Similar
benefits were seen in the Other Businesses segment due to the consolidation of the bio-chemical and chemical operations of the Kyowa Hakko Group.
Sales in Asia & Oceania (mainly East Asia outside Japan, Southeast Asia and Oceania) increased 108.0% to ¥438.0 billion, largely due to the consolidation
of Australia-based National Foods. The region contributed 19.0% of consolidated net sales. Operating income declined 0.3% to ¥35.7 billion.
Please refer to the following URL for the financial statements and notes, including the auditor’s report, as well as for the data book.http://www.kirinholdings.co.jp/english/ir/library/index.html
04 05 06 07 08
Alcohol beveragesSoft drinks and foods
PharmaceuticalsOther businesses
166.5
62.7372.3
622.3
165.1
67.6380.1
621.8
106.667.2
392.7
696.9
67.269.9
474.5
788.9
232.9
171.5
716.6
801.7
166.5
62.7372.3
622.3
165.1
67.6380.1
621.8
106.667.2
392.7
696.9
67.269.9
474.5
788.9
232.9
171.5
716.6
801.7
Net sales by business segment
Billi
ons
of y
en
04 05 06 07 08
Asia/OceaniaJapan
Others
57.41,018.3 1,029.6
57.8 1,130.2
77.51,408.7
436.6
208.8176.1158.9156.8
1,011.4
61.5
55.7 57.41,018.3 1,029.6
57.8 1,130.2
77.51,408.7
436.6
208.8176.1158.9156.8
1,011.4
61.5
55.7
Net sales by geographic segment
Billi
ons
of y
en
*Engineering, distribution and other such companies thatwere previously included in the other business segmenthave been transferred into the alcohol beverages businesssegment. Figures for 2007 and 2006 have been restatedto reflect the new business segment allocations.
40
Management’s Discussion and Analysis
Sales in other regions (primarily the United States and Europe) rose 25.8% to ¥77.5 billion, accounting for
3.4% of consolidated net sales. Operating income grew by 32.4% to ¥7.9 billion.
Overseas sales expanded from ¥282.3 billion to ¥571.2 billion, an increase of 102.3%. The overseas sales
ratio for the Kirin Group was 29.7% for the fiscal year ended December 2008, a year-on-year increase of 9.5
percentage points.
Financial positionAssets
Total assets at December 31, 2008 amounted to ¥2,619.6 billion, increasing by ¥149.9 billion, or 6.1%,
compared with the previous fiscal year-end.
Current assets grew by ¥191.5 billion, or 30.2%, to ¥826.2 billion. This mainly reflected the increase in the
scope of consolidation. The major components of growth were increases of ¥85.5 billion in trade notes and
accounts receivable, of ¥70.6 billion in inventories, and of ¥17.6 billion in cash.
Net property, plant, and equipment grew by ¥155.3 billion to ¥791.3 billion, while intangible assets grew by
¥62.5 billion to ¥449.4 billion due to goodwill and other factors. These increases were chiefly attributable to
the acquisition of shares in Kyowa Hakko Kirin Co., Ltd. Investments and other assets fell by ¥259.5 billion,
mainly due to a decrease in shares of investments in affiliated companies as well as the Group’s portfolio of
investment securities after a slump in share prices. Total fixed assets decreased by ¥41.6 billion, or 2.3%,
compared with the previous year-end, to ¥1,793.4 billion.
Liabilities
Total liabilities at December 31, 2008 amounted to ¥1,469.6 billion, increasing by ¥99.5 billion, or 7.3%,
compared with the previous fiscal year-end.
Current liabilities decreased by ¥172.1 billion, or 19.3%, compared with the previous year-end, to ¥719.6 billion.
Long-term debt grew by ¥145.4 billion and bonds (including those with maturities of less than a year) increased
by ¥194.1 billion, while short-term loans payable (including the current portion of long-term debt) decreased by
¥285.5 billion. This was due to the Group refinancing the short-term loans used to fund the acquisitions of
National Foods and shares in Kyowa Hakko Kirin by issuing bonds and securing debt with longer maturities.
Total long-term liabilities amounting to ¥750.0 billion were 56.8% higher than at the previous fiscal year-end.
Besides an overall year-on-year increase in bonds and long-term debt totaling ¥295.5 billion, as mentioned
above, this figure reflected a ¥22.5 billion increase in employees’ pension and retirement benefits and a
decrease in deferred tax liabilities of ¥32.5 billion.
Net assets
Total net assets at December 31, 2008 amounted to ¥1,149.9 billion, increasing by ¥50.4 billion, or 4.6%,
compared with the prior fiscal year-end. Net assets per share declined by ¥132.64 to ¥972.19.
Total shareholders’ equity at December 31, 2008 of ¥983.7 billion was ¥57.0 billion, or 6.2%, higher than at
the previous year-end. This change primarily reflected growth in retained earnings of ¥57.7 billion due to net
income of ¥80.1 billion, less dividend payments totaling ¥22.4 billion.
Total valuation and translation adjustments decreased by ¥184.0 billion in year-on-year terms, moving from
a net gain of ¥128.0 billion to a net loss of ¥55.9 billion. Net unrealized holding gains on securities fell by
¥87.3 billion, while the negative offset due to foreign currency translation adjustments was ¥88.7 billion at
the fiscal 2008 year-end, compared with a positive contribution of ¥7.6 billion a year earlier.
Minority interests expanded substantially during the year, increasing from ¥44.7 billion to ¥222.0 billion. This
was primarily due to the consolidation of Kyowa Hakko Kirin.
Cash flows
The balance of consolidated cash and cash equivalents grew by ¥16.1 billion during fiscal 2008, amounting to
¥68.4 billion at the year-end. Consolidation effects contributed to a net increase in cash of ¥43.7 billion.
04
83.769.0
38.0
62.9 59.9 66.8
126.0
-38.0-29.5
-155.0
05 06 07 08
Free cash flowsCapital expenditure
Free cash flows* andcapital expenditure
Billi
ons
of y
en
04
178.0
117.4 126.0 106.6
-257.1
114.8
71.2
128.0124.6
140.2
05 06 07 08
Working capitalCurrent ratio
Working capital and current ratio
Perc
ent
Billi
ons
of y
en
04
1,122.1 1,221.21,235.0
1,664.61,591.6
05 06 07 08
Long-term debt and bondsShort-term loans/long-termdebt with current maturitiesand bonds due within one yearShareholders’ equity
858.6 972.6993.9
1,054.8927.8
24.8238.6
160.318.2
215.4
25.6
404.7
205.0
163.3
500.5
858.6 972.6993.9
1,054.8927.8
24.8238.6
160.318.2
215.4
25.6
404.7
205.0
163.3
500.5
Total capital
Billi
ons
of y
en
*Free cash flows = Net cash provided by operatingactivities — Net cash used in investing activities
Kirin Holdings Company, Limited Annual Report 2008 41
Net cash provided by operating activities increased by ¥16.6 billion to ¥131.2 billion. Major contributing factors
included growth in income before income taxes and minority interests of ¥37.3 billion; an increase in depreciation
and amortization of ¥24.0 billion; an increase of ¥14.9 billion in amortization of goodwill; a net year-on-year
decline in trade notes and accounts receivable of ¥20.3 billion; and a cash-positive impact due to foreign currency
translation losses totaling ¥35.9 billion. These factors offset the large cash-negative impact of the gain on changes
in equity (¥72.6 billion); income taxes paid increased by ¥18.7 billion, and interest paid increased by ¥11.6 billion.
Net cash used in investing activities totaled ¥169.3 billion, declining by ¥100.2 billion compared with the
previous year. The major cash-absorbing items of expenditure were payments for purchases of property, plant
and equipment and intangible assets, which increased by ¥59.1 billion to ¥126.0 billion, and ¥73.4 billion for
the acquisition of shares in newly consolidated subsidiaries (compared with an equivalent prior-year figure of
¥70.5 billion). These factors were offset by a net drop in cash outflows due to purchases of securities of
¥181.6 billion in year-on-year terms. Proceeds from sales of property, plant and equipment and intangible
assets also generated an overall cash inflow of ¥26.5 billion.
Net cash provided by financing activities totaled ¥26.6 billion, declining by ¥94.8 billion relative to fiscal 2007.
Bond issuance created a net inflow of cash of ¥199.9 billion. Net cash outflow due to borrowings was ¥127.4
billion, compared with net cash inflow of ¥151.2 billion in fiscal 2007. Cash dividend payments yielded an
overall outflow of ¥41.5 billion, an increase of ¥11.7 billion in year-on-year terms.
Key consolidated financial indicators
Earnings per share (EPS) increased from ¥70 to ¥84. Ignoring the gain on change in equity (¥72.6 billion) due
to the exchange of shares with Kyowa Hakko Kogyo, and excluding non-recurring depreciation, EBITDA grew
by 24.2% from ¥213.1 billion to ¥264.6 billion.
Return on equity (ROE: defined as net income divided by net assets adjusted for minority interests) increased from
6.5% to 8.1%. Return on assets (ROA: defined as net income divided by total assets) increased from 3.0% to 3.2%.
The equity ratio (defined as net assets, adjusted for minority interests, as a proportion of total assets) at the
end of fiscal 2008 was 35.4%, a decrease of 7.3 percentage points compared with the previous year-end.
Reflecting growth in long-term liabilities, the consolidated D/E ratio (defined as the sum of short-term loans,
long-term debt and bonds, divided by net assets adjusted for minority interests) was 0.72 at the end of
December 2008, compared with 0.58 a year earlier.
Debt service coverage (defined as total interest-bearing liabilities divided by operating cash flow) was
552.1% at the end of December 2008, compared with 588.1% a year earlier. The interest coverage ratio
(defined as operating cash flow divided by interest expense) was 5.6 times for fiscal 2008, compared with
9.9 times in the previous year.
Dividend policy and dividends
Comprising interim and final dividends of ¥11.5 per share, annual dividends for fiscal 2008 totaled ¥23.0 per share.
This represented an increase of ¥2.0 per share in year-on-year terms and a consolidated payout ratio of 27.4%.
Kirin attaches great importance to returning an appropriate level of profits to shareholders through stable dividend
payments. A dividend has been paid to shareholders every year since the firm was first established in 1907. Under
the three-year medium-term business plan for the Kirin Group covering the period FY2007-09 (the first stage of
the KV2015 strategic business vision), the company aims to boost the consolidated payout ratio to 30%.
Projections for fiscal 2009
In light of the severe extent of the global economic downturn, management expects business conditions to
remain harsh in fiscal 2009. The core objective will be to reinforce the earnings base by generating intra-Group
synergies and by reducing marketing and other SG&A expenses where possible.
Management is projecting double-digit declines in consolidated operating and net income on broadly flat net sales.
This forecast reflects anticipated currency translation losses (mainly related to Australia-based Lion Nathan) along
with changes in accounting policies that will boost depreciation and amortization expenses relating to Kirin Brewery
facilities. Increases in raw material costs will be offset to some extent by lower sales and advertising expenses.
04
28.2 28.7 28.2 28.5
2.0
2.8
2.22.32.3
05 06 07 08
R&D expensesPercentage of net sales
54.054.0
R&D expenses andpercentage of net sales
Billi
ons
of y
en
04
5.95.6
5.4
6.5
8.1
05 06 07 08
ROE
Perc
ent
Perc
ent
Please refer to the following URL for the financial statements and notes, including the auditor’s report, as well as for the data book.http://www.kirinholdings.co.jp/english/ir/library/index.html
04
193.5 188.4 191.1
213.1
264.6
05 06 07 08
EBITDA
Billi
ons
of y
en
42
Kirin Group Companies (As of December 31, 2008)
Kirin Group includes 371 consolidated subsidiaries, one unconsolidatedsubsidiary and 26 affiliates accounted for by the equity method.
Key Group companies in Japan and overseas include the following:
Company name Main businessLocationPaid-in capital
(¥ million unless stated)Percentage of holding Established
Alcohol beverages1 Kirin Brewery Company, LimitedKirin Engineering Co., Ltd.
Kirin Techno-System Corporation
Kirin Merchandising Co., Ltd.
Kirin Logistics Co., Ltd.Ei Sho Gen Co., Ltd.Kirin Distillery Co., Ltd.Kirin City Co., Ltd.Kirin & Communications Co., Ltd.
Mercian Corporation
2 Lion Nathan Limited
Kirin Australia Pty. Ltd.Taiwan Kirin Co., Ltd.3 Kirin (China) Investment Co., Ltd.
4 Kirin Brewery (Zhuhai) Co., Ltd.
5 Raymond Vineyard & Cellar, Inc.6 Kirin Brewery of America, LLC
7 Four Roses Distillery LLC8 Kirin Europe GmbH9 San Miguel Corporation
0 Dalian Daxue Brewery Co., Ltd.Heineken Japan Co. Ltd.
A Hangzhou QiandaohuBrewery Company, Ltd.
Soft drinks and foodsKirin Beverage Co., Ltd.Hokkaido Kirin Beverage Co., Ltd.Tokyo Kirin Beverage Service Co., Ltd.Kansai Kirin Beverage Service Co., Ltd.Vivax Co., Ltd.Kirin MC Danone Waters Co., Ltd.1 Shanghai Jin Jiang Kirin
Beverage & Food Co., Ltd.2 Kirin Beverage (Shanghai) Ltd.Siam Kirin Beverage Co., Ltd.3 Coca-Cola Bottling Company of
Northern New England, Inc.Nagano Tomato Co., Ltd.
Koiwai Dairy Products Co., Ltd.4 Kirin Holdings (Australia) Pty. Ltd.5 National Foods LimitedBerri Ltd.Dairy Farmers LimitedKirin Food-Tech Company, Limited6 Indústria Agrícola Tozan Ltda.Kirin Tropicana, Inc.Cosmo Foods Co., Ltd.
7 PT Kirin-Miwon Foods
Tokyo, JapanKanagawa, Japan
Kanagawa, Japan
Tokyo, Japan
Tokyo, JapanTokyo, JapanShizuoka, JapanTokyo, JapanTokyo, Japan
Tokyo, Japan
Sydney, Australia
Western Australia, AustraliaTaipei, TaiwanShanghai, China
Zhuhai, China
California, U.S.A.California, U.S.A.
Kentucky, U.S.A.Dusseldorf, GermanyMetro Manila, Philippines
Dalian, ChinaTokyo, Japan
Hangzhou, China
Tokyo, JapanHokkaido, JapanTokyo, JapanOsaka, JapanHiroshima, JapanTokyo, JapanShanghai, China
Shanghai, ChinaBangkok, ThailandNew Hampshire, U.S.A.
Nagano, Japan
Tokyo, JapanMelbourne, AustraliaMelbourne, AustraliaVictoria, AustraliaNew South Wales, AustraliaTokyo, JapanSao Paulo, BrazilTokyo, JapanTokyo, Japan
Jakarta, Indonesia
Manufacture and sale of beer and other alcohol beveragesPlant engineering for alcohol beverage, soft drink, foodand pharmaceutical industriesDevelopment, manufacturing and sale of systems toimprove efficiency in bottling, pharmaceutical,automobile and other industriesMerchandising of Kirin products at volume outlets; on-premise quality control and merchandisingDistribution of Kirin products and general goodsProduction and sale of Chinese liqueursProduction of alcohol beveragesManagement of nationwide chain of beer pubsPR activities, centered on management of customerfacilities at factories, theme parksManufacture and sale of wine and other alcoholbeverages, chemicals, pharmaceuticals and feedstuffsProduction and sale of alcohol beverages in Australia andNew ZealandProduction of high-quality maltImport and sale of Kirin brand beer, sakeManagement of alcohol beverages business in China;sale of Kirin brand beer in Yantze River DeltaProduction and sale of beer in Pearl River Delta;production base Kirin Group in AsiaProduction and sale of wineManagement of Kirin brand beer business in the United StatesProduction and sale of Four Roses bourbonKirin brand beer business in EuropeProduction and sale of beer and food products mainly inthe PhilippinesProduction and sale of beer in Northeast ChinaLicensed production and domestic marketing ofHeineken beerProduction and sale of beer at Zhejiang Provice in China
Development, production and marketing of soft drinksSale of soft drinksSale of soft drinksSale of soft drinksSale of soft drinksMarketing and sale of soft drinksSale of soft drinks and alcohol beverages
Sale of soft drinksSale of soft drinksManufacture and sale of Coca-Cola products and othersoft drinks in six states of the New England regionManufacture and sale of ketchup, tomato juice, etc.;manufacture of Kirin Beverage brand soft drinksManufacture and sale of soft drinks and dairy foodsHolding company of National Foods GroupManufacture and sale of soft drinks and dairy foodsSale of soft drinksManufacture and sale of dairy foodsManufacture and sale of seasonings and food additivesProduction and sale of sake and food products in BrazilSale of soft drinksManufacture and sale of natural seasonings, and healthfood ingredientsManufacture and sale of seasonings and food additives
30,0001,000
1,590
10
5049010
10050
20,972
AU$436M
AU$12MTW$60MUS$150M
US$74M
US$21.7MUS$13
US$60MEUR 76K
PHP 16,112M
RMB 150.3M200
RMB 265M
8,416801010
4901,500
US$24.8M
UD$17.5MTB 85M
US$0.93M
711
1,689AU$2,023MAU$552M
AU$186.5MAU$81.9M
5,000BRR 1,000M
48052
US$20K
100100
100
100
10099.9100100100
50.8
46.1
100100100
100
100100
10010019.9
2549
25
10010010010010051
57.8
100100100
99.4
75.510010010010010088.450
34.1
50
July 2007Mar. 1988
Jan. 1990
Sept. 2002
Jan. 2000July 1948Aug. 1972May 1983Feb. 1988
Dec. 1934
1860
June 1976May 1988Dec. 2004
Dec. 1996
May 1971July 1996
Feb. 2002Oct. 19911890
Aug. 2001June 1983
July 1998
Apr. 1963Dec. 1971Jan. 2000Jan. 2001Apr. 1990Nov. 2002Mar. 1996
Apr. 2006May 2005May 1977
Apr. 1957
Jun.1976Oct. 20071991July 1985Jan. 1900Apr. 2002Nov. 1934Jan. 1991Nov. 1969
Apr. 2006
43Kirin Holdings Company, Limited Annual Report 2008
Company name Main businessLocationPaid-in capital
(¥ million unless stated)Percentage of holding Established
PharmaceuticalsKyowa Hakko Kirin Co., Ltd.1 BioWa, Inc.2 Kyowa Hakko Kirin Pharma, Inc.3 Kyowa Hakko Kirin California, Inc.4 Jeil-Kirin Pharm. Inc.5 Kyowa Hakko Kirin (Hong Kong)
Co., Ltd.6 Kirin Kunpeng (China)
Bio-Pharmaceutical Co., Ltd.7 Kirin-Amgen, Inc.
Other businessesKyowa Hakko Bio Co., Ltd.Kyowa Hakko Chemical Co., Ltd.Kirin Agribio Co., Ltd.
Japan Potato, Corp.1 Kirin Agribio EC B.V.2 Kirin Agribio Shanghai Co., Ltd.
Kirin Real Estate Co., Ltd.
Yokohama Arena Co., Ltd.Kirin International Trading Inc.
Kirin Hotel Development Co., Ltd.Kamakura Kaihin Hotel Co., Ltd.Tsurumi Warehouse Co., Ltd.
Kirin Echo Co., Ltd.
Yokohama Akarenga Inc.
Kirin Business System Co., Ltd.Kirin Business Expert Co., Ltd.Tokita Seed Co., Ltd.
Verde Co., Ltd.3 Qingdao International Seeds
Co., Ltd.
Tokyo, JapanPrinceton, U.S.A.Princeton, U.S.A.California, U.S.A.Seoul, KoreaHong Kong
Shanghai, China
California, U.S.A.
Tokyo, JapanTokyo, JapanTokyo, Japan
Tokyo, JapanDe Lier, NetherlandsShanghai, China
Tokyo, Japan
Kanagawa, JapanTokyo, Japan
Hyogo, JapanKanagawa, JapanKanagawa, Japan
Tokyo, Japan
Kanagawa, Japan
Tokyo, JapanTokyo, JapanSaitama, Japan
Aichi, JapanQingdao, China
R&D, Manufacture and Sales of pharmaceutical productsLicensing Business ActivitiesDevelopment of pharmaceutical productsResearch of pharmaceutical productsSale of G-CSF, Aranesp, Busulfex, and RenagelSale of Aranesp, Busulfex, and Renagel
Manufacture and sale of G-CSF and EPO in China; sale ofBusulfex in ChinaR&D and licensing of pharmaceutical products
R&D, Manufacture and Sales of Bio-Chemical productsR&D, Manufacture and Sales of Chemical productsOversees group management and domestic sale ofproprietary carnations, chrysanthemums, roses, petunias,and related productsSale of potato varieties, seeds and vegetablesHolding company in EuropeProduction of seedlings and management of royalties inChinaManagement and real estate brokerage of leasedoffices, company housing and welfare facilitiesManagement of large event hall in YokohamaFood and beverage export and import; importing ofmalt from AustraliaHotel operationsManagement of membership tennis clubWarehouse operations specializing in hazardousmaterials and frozen goodsProcessing and sales of by-products feed and insurances sales agentManagement of commercial premises in landmark brickbuildingDevelopment and management of IT systemsProvision of shared Group administrative servicesDevelopment of tomato, onion, komatsuna varieties andsale of seedlingsProduction and sale of cells tissue-culturedBreeding of vegetable seeds and production and sale ofseeds and seedlings
26,745US$10MUS$0.1MUS$0.1MKRW 2.2B
HK$6M
US$29.8M
US$10
10,0005,320
30
65EUR 18KRMB 5M
10
10,000100
101940
408
2,090
50500148
98120
50.110010010090
100
70
50
100100100
93100100
100
58.8100
10091.4100
100
71.8
10010024.7
27.545
Oct. 2008Feb. 2003Oct. 1992Sep. 1988May 1991Aug. 1993
June 1997
May 1984
Oct. 2008Apr. 2004Nov. 2001
Mar. 2000Apr. 2004Apr. 2004
Aug. 1976
Nov. 1986June 1979
Sep. 1998Mar. 1916Dec. 1947
Oct. 1941
July 2000
May 1988Nov. 1947
Jan. 1975May 1990
44
Directors and Auditors (As of March 26, 2009)
President & CEOKazuyasu Kato
Executive Vice PresidentsKazuhiro SatoSenji Miyake
Managing DirectorsEtsuji TawadaYoshiharu Furumoto (CFO)Yuji Owada
DirectorsYuzuru MatsudaSatoru KishiAkira Genma
Standing AuditorsHitoshi OshimaTetsuo Iwasa
AuditorsToyoshi NakanoTeruo OzakiKazuo Tezuka
From left: Etsuji Tawada, Kazuhiro Sato, Yoshiharu Furumoto, Kazuyasu Kato, Yuji Owada, Senji Miyake, Yuzuru Matsuda
Kirin Holdings Company, Limited Annual Report 2008 45
Investor Information (As of December 31, 2008)
Head Office
10-1 Shinkawa 2-chome, Chuo-ku
Tokyo 104-8288, Japan
Tel: +81-3-5541-5321
Fax: +81-3-5540-3547
Further Information
Kirin Holdings Company, Limited
Corporate Communications Dept. IR Section
Tel: +81-3-5540-3455
Fax: +81-3-5540-3550
e-mail: [email protected]
URL: http://www.kirinholdings.co.jp/english/ir
Date of Incorporation
February 23, 1907Note: On July 1, 2007, accompanying the shift to a pure holding company structure,Kirin Holdings Company, Limited changed its name from Kirin Brewery Company, Limited.
Paid-in Capital
¥102,045 million
Authorized Shares
1,732,026,000
Outstanding Shares
984,508,387
Number of Shareholders
133,636
Number of Employees
36,554 (consolidated)
263 (non-consolidated)
General Meeting of Shareholders
March 26, 2009
Stock Listings
Tokyo, Osaka, Nagoya, Fukuoka, Sapporo
Ticker Symbol Numbers
ODR: 2503
ADR: KNBWY
Transfer Agent
Mitsubishi UFJ Trust and Banking Corporation
Corporate Agency Division
7-10-11 Higashi Suna, Koto-ku Tokyo 137-8081
Tel: +81-3-5391-1900
Major Shareholders
Japan Trustee Service Bank of Japan Ltd. (Trust account)
Meiji Yasuda Life Insurance Company
Japan Trustee Service Bank of Japan Ltd. (Trust account 4G)
The Master Trust Bank of Japan, Ltd. (Trust account)
The Bank of Tokyo-Mitsubishi UFJ, Ltd.
Isono Shokai, Limited
Japan Trustee Service Bank of Japan Ltd. (Trust account 4)
The Moxley and Company
Melon Bank Treaty Clients Omnibus
State Street Bank and Trust Company
Kirin Holdings Company, Limited
5.17%
4.43
4.16
4.12
3.56
2.36
2.30
2.08
1.58
1.29
Percentage of totalshares outstanding
0
30
60
90
120
140
0
30
60
90
120
140
¥600
¥800
¥1,000
¥1,200
¥1,400
¥1,600
¥1,800
¥2,000
2004 2005 2006 2007 2008 2009
2004 2005 2006 2007 2008 2009 ¥6,000
¥8,000
¥10,000
¥12,000
¥14,000
¥16,000
¥18,000
¥20,000
Millions of shares Millions of shares
Nikkei 225 average (right scale)
Trading volume
* Simple average of monthly highs and lows
Share price (left scale)
Monthly share price range & trade volume Tokyo Stock Exchange
Printed in Japan with soy ink on recycled paper.
Please refer to the following URL for the financial statements and notes, including the auditor’s report, as well as for the data book.
http://www.kirinholdings.co.jp/english/ir/library/index.html