Corporate Guide

Long-Term Management Vision

Long-Term Management Vision,
“TaKaRa Group Challenge for the 100th”

TGC100 [for 2020-2025]

Vision
Where the Takara Group
wants to be
Smiles in Life
~Smiles are Life’s Treasure~

In 2020, TAKARA HOLDINGS INC. formulated TaKaRa Group Challenge for the 100th(hereinafter, TGC100), a six-year long-term management vision ending in the fiscal year ending March 31, 2026, which is the centennial of the Group's foundation. And the Company has worked progressively on the Medium-Term Management Plan for 2022 (the fiscal year ending March 31, 2021 through the fiscal year ending March 31, 2023) for three years. As a conclusion to TGC100, the Medium-Term Management Plan for 2025(the fiscal year ending March 31, 2024 through the fiscal year ending March 31, 2026)adopts a management policy to increase enterprise value over a three-year period by accelerating investments in growth and high-priority fields※1, focusing on utilizing products and services to solve social issues and creating long-term and sustainable growth capital to raise our earning capacity, all while enhancing our value chain for solving social issues.

  • ※1 growth and high-priority fields 
  • Takara Shuzo:Enhance the safety and security of production systems; develop and nurture "hit" products; focused brand development
    Takara Shuzo Int’l Group:Expand food wholesale sites in North America and Europe; expand Washu (A general term for Japanese traditional alcoholic beverages under the Liquor Tax Act such as refined sake, shochu, and mirin, including innovative Japanese alcoholic beverages that incorporate Japanese elements)
    Takara Bio Group:Expand the reagents and equipment business; expand the CDMO (contract development and manufacturing organization) business; maximize the value of drug discovery platform technologies
Vision ~Smiles in Life~

Medium-Term Management Plan

Medium-Term Management Plan for 2025

[for 2023-2025]

Corporate Management Objectives

During this period, Takara Group intends to accelerate investing in businesses
in growth and high-priority fields to increase the Group's enterprise value

The Takara Group intends to accelerate investing in businesses in growth and high-priority fields and motivate employees to achieve greater productivity and drive innovation at work.
In addition, we will establish and enhance the Group’s two unique business models with global and sustainable implications. All these efforts will enable us to remain on the growth path and achieve the Group’s Vision.
Furthermore, we will upgrade our corporate communications programs as part of our efforts to increase the Group’s enterprise value.

Financial Targets(the fiscal year ending March 31, 2026)

  • Consolidated net sales

    420billion yen or more

  • Consolidated operating income

    38billion yen or more

  • ROE

    9.0% or more

  • ROIC

    7.5% or more

Percentage of net sales from overseas operations

60.0% or more

60.0% or more
for Takara Group except for
Takara Bio Group

Five Key Strategic Initiatives

Ensure ROIC-driven corporate management is practiced across the Group and
invest in businesses in growth and high-priority fields
  • 3-year investment plan 88 billion yen, ROIC target of 7.5% or more
Establish and strengthen Takara's unique business models that facilitate the operational enhancement
and the medium- and long-term provision of value while enhancing social sustainability
Takara Group's two unique business models
  • ※2 A general term for Japanese traditional alcoholic beverages under the Liquor Tax Act such as refined sake, shochu, and mirin, including innovative Japanese alcoholic beverages that incorporate Japanese elements
  • ※3 A general term for traditional Japanese food originating in Japan and food originating overseas and adapted in Japan into innovative Japanese food
More aggressively invest in the Group’s intangible assets, including human capital and IT
(Motivate employees to have a greater sense of pride and purpose at work to achieve greater productivity and drive innovation)
  • We will renew our corporate culture and foster a sense of satisfaction by diversifying the Group's human resources and increasing employee engagement, while taking steps to enhance our human resources portfolio required for growth and high-priority fields.
  • We will renew our operations and make it easier to work by updating our business operation with paperless systems and digitalization, and rebuild the domestic Group companies' core systems.
Step up group-wide efforts to drive corporate sustainability
  • We will comply with disclosure standards including the TCFD framework as appropriate, and enhance our initiatives for solving social issues through our business.
Upgrade corporate communications programs
  • We aim to increase enterprise value by building understanding, sympathy, and appreciation with internal and external stakeholders.

Business Objectives

Takara Shuzo

To maintain the global leadership position in the Washu market, Takara Shuzo leverages its engineering excellence and “Made-in-Japan quality”※4 to develop and market products that create new demand in growth areas, and also to enhance its brand equity. The company works more closely with the Takara Shuzo Int’l Group to resolve social issues and bolster its profit and profit margin.

  • ※4 Takara's promise of high-quality, world-class global products produced in Japan, as a company regarded as high quality and trustworthy in safety and security within Japan and able to deliver the same value to people around the world.
Takara Shuzo Int’l Group

The Takara Shuzo Int’l Group works more closely with Takara Shuzo and other Takara Group companies around the globe to expand its portfolio of export and locally manufactured products, as well as to enhance its global presence as a wholesaler of Japanese food with a strength in Washu. All these efforts will enable the group to take full advantage of having both Washu and Japanese foodstuffs in its offerings in order to bolster the global awareness and acceptance of Japanese food culture. The group intends to play its part in resolving social issues and become a global leader in the Washu and Japanese food markets.

Collaboration between Takara Shuzo and the Takara Shuzo Int’l Group

Takara Shuzo and the Takara Shuzo Int’l Group work together to develop traditional※5 and innovative※6 Washu products that meet the needs and trends of the global markets, as well as to enhance brand marketing, with a focus on building MIO into a global brand. All these efforts will enable us to market Washu more widely in the world and bolster Takara's presence as a global leader in the Washu market.

  • ※5 Sake that meets the standards set forth in the Liquor Tax Act of Japan
  • ※6 Innovative Japanese alcoholic beverage that expands the sphere of conventional Washu
Takara Bio Group

The Taraka Bio Group boosts R&D spending to develop new reagents and equipment, expand CDMO service offerings, and develop base technology for creating additional modalities. All these efforts will enable the group to expand its business into clinical and drug-discovery areas faster and to enhance its presence as a prominent platform provider of a critical infrastructure for the global life science industry.

Domestic Group Companies

Domestic Group companies allocate more of their corporate resources to businesses in growth and high-priority fields. This will enable us to enhance our business models to sustain growth, while helping the Takara Group improve its ROE and resolve social issues.

Takara Holdings' Corporate Departments

Takara Holdings’ corporate departments work closely with the Group’s business units to make group-wide corporate management more robust in order to better sustain the Group’s global business models. At the same time, we build a workplace environment in which all Group employees have a sense of pride and purpose toward improving productivity and driving innovation. All these efforts will help enhance the effectiveness of the process for achieving the Group Vision and earn a higher level of trust from internal and external stakeholders.

Commitment to Corporate Sustainability

Actions to be taken in the Medium-Term Plan

Resolve social issues through the business of providing products and services
Well-balanced diet
Promote the appeal and new value of Washu and Japanese food, etc.
Environment
Develop environmentally friendly products and support environmentally friendly packaging methods
Community
Promotion of local economies
Wellness
Support global life sciences research and development; provide health conscious products, etc.
Enhance the value chain that supports resolving social issues
Safety and Reliability
Maintain safety and security in product quality assurance in each company
Responsible Alcohol Producer
Raise awareness around proper consumption of alcoholic beverages (prohibition of drinking by persons
under the age of 20; prohibition of driving under the influence of alcohol, etc.) and market responsibly
Environment
Implement CO₂ emissions reduction plans (by investing in facilities, among others)
Human
Resources
Nurture human resources to lead the next generation and global human resources;
implement human resources diversification initiatives; etc.
Procurement
Require suppliers to comply with guidelines
Human Rights
Implement human rights due diligence processes
Governance
Bolster corporate governance

Vision Realization Process

Takara Group Medium-Term Management Plan for 2025 Systematic Chart
(Vision realization process)

Systematize the process of realizing our Vision into a Vision Realization Process by solving social issues while increasing the earning capacity of the business, through the establishment of the Takara’s unique business model as well as the promotion of our business

Vision Realization Process