Medium-term Business Plan “Vision 110 -Stage 2-”

Strategy of Vision 110 -Stage 2-

Strategy

Strategy 1Expanding our development pipeline through proactive in-licensing investment

Try for drug innovation through new drug discovery strategies

  • Engaging in a wide range of licensing activities, regardless of modalities or therapeutic areas
  • Utilizing all available means to ensure the successful acquisition of in-licensed products

Image: Expanding our development pipeline through proactive in-licensing investment

Strategy 2Strengthening our capability to create high-value new drugs that meet medical needs

Enriching the scope and improving the quality of research themes through a therapeutic area-focused R&D structure

Image: Enriching the scope and improving the quality of research themes through a therapeutic area-focused R&D structure

Strategy 3Maximizing the uptake of new drugs

Focusing on maximizing the uptake of our three core products—Beova and Lasvic, which serve as growth drivers, along with the newly added Sirturo.

Products Stage 2 Goals & OutlookFY2029 Targets Initiatives to maximize market uptake and penetration
Beova 27 billion yen or more
  • Target: Achieve 60% patient market share in Overactive Bladder therapeutics
  • Identifying and reaching latent patients through disease awareness initiatives
  • Expanding market penetration beyond urology to general internal medicine
Lasvic 12 billion yen or more
  • Target: Achieve a 50% revenue share in the oral fluoroquinolone (NQ) market
  • Securing prescriptions by ensuring guideline adherence (promoting proper use)
  • Establishing a position as the first-choice treatment for elderly patients and those with underlying respiratory conditions suffering from respiratory or ENT infections
Sirturo 20 billion yen or more at an early stage
  • Creating prescription opportunities by leveraging our extensive coverage in both Hospital (HP) and General Practitioner (GP) markets—the established operational foundation for Lasvic
  • Deploying promotional activities on par with those for a new product launch
  • Establishing a definitive position as a treatment for pulmonary Mycobacterium avium complex (MAC) disease

Strategy 4Promoting healthcare-related businesses that have synergies with the new drugs business

Ensuring stable supply of generic drugs and improving business profitability

Strengthen production capacity for drugs and reduce manufacturing costs

Promoting the expansion of infectious disease-related products

Strengthening the reliability assurance system to support diversified business operations

Strategy 5Building a sustainable corporate foundation

Improving cost competitiveness

  • Driving cost optimization

Management focused on capital costs and stock price

  • Reduction of strategic shareholdings
  • Initiatives to enhance PBR

Reduction Target

  • Less than 10% of consolidated net assets by FY2030
Toward improving PBR

Image: Toward improving PBR

Enhancing human capital

  • Developing and acquiring core talent to lead the realization of our long-term vision
  • Continuous revision of the HR system to enhance employee engagement
  • Work-style reforms that embrace diverse perspectives
  • Promoting Health and Productivity Management initiatives

KPIs and Stage 2 Exit Targets

  • Employee Engagement Score: 4.7 or higher
  • Percentage of Women in Management: 15% or higher
  • Paternal Leave Take-up Rate: 90% or higher
  • Disability Employment Rate: At or above the statutory requirement
  • Health and Stress Check Participation Rates: 100%

Environment, Compliance, and Governance

  • Efforts to achieve 2030 CO2emission reduction targets
  • Ensuring strict compliance with all laws, codes of conduct, and their spirit, rooted in high ethical standards
  • Strengthening corporate governance
  • Ensuring appropriate engagement with all stakeholders

KPIs and Stage 2 Exit Targets

  • CO2emission reduction rate (vs. FY2015): 41% or higher
  • Number of serious compliance violations: 0