Background of Plan Formulation
Since the integration of Kyowa Hakko and Kirin Pharma, Kyowa Kirin has advanced the divestiture of non-core businesses and concentration on the pharmaceutical business, building a foundation as a Japan-originated Global Specialty Pharma (GSP). In the latter half of the 2010s, with the launches of global strategic products such as Crysvita, Poteligeo, and Nourianz, the overseas revenue ratio increased and the earnings structure underwent transformation.
Meanwhile, in the pharmaceutical industry, the business environment is undergoing major changes, including the strengthening of healthcare cost containment policies, the shift to patient-centric medicine, and advances in digital technology. Amid the advancing polarization into mega pharma competing on scale and economies of scale on one hand, and specialty pharma demonstrating presence through high value-added products on the other, Kyowa Kirin was pressed to clarify its strategy as the latter.
Under this environmental awareness, the company positioned its medium-term management plan through 2025 as the growth acceleration phase as a GSP, and looking ahead to 2030 beyond that, set forth a new vision of continuous creation of life-changing value that goes beyond mere provision of pharmaceuticals.
Purpose of the Vision
This vision aims for Kyowa Kirin to become an entity that continuously addresses unmet medical needs (UMN) as a Japan-originated Global Specialty Pharma. While maintaining antibody technology as its core, the company will combine diverse modalities and data-driven drug discovery to create pharmaceuticals and services with only-one value that cannot be substituted by other companies.
Additionally, the company aims to build a long-term sustainable business foundation through responding to medical needs from the patient's perspective, earning trust from society, and ensuring stable supply of high-quality pharmaceuticals. Through this, it aims to simultaneously enhance growth potential, profitability, and capital efficiency, completing the transition to a management model capable of continuously creating corporate value from 2030 onward.
