People & Culture (Human Capital)

At the Kirin Group, our fundamental HR philosophy is “Respect for Humanity,” grounded in our belief in the unlimited potential of each employee. Under this philosophy, we view human capital as the source of value creation and our competitive edge, and through continuous investment, we aim to be a company where human capital grows and wins through human capital.

While the issues and high-priority initiatives in our human capital strategy may differ by country, region, and business, the direction of connecting human capital to value creation is shared across the Group. As a model story for a human capital strategy representative of the Kirin Group to realize our vision of becoming a global leader in CSV, as set out in “Innovate2035!,” we have established the P&C (People & Culture) Story.

In the P&C Story, the “KIRIN WAY,” which represents the Group’s shared values and principles, serves as the foundation for all corporate activities and value creation. Furthermore, it positions three key factors as essential elements: “Health & Engagement (a safe environment, mental and physical health, and an energetic, positive mindset),” “Growth (self-driven individuals who proactively enhance their expertise and evolve their capabilities and values through diverse experiences),” and “DE&I (an inclusive organizational culture where self-driven individuals gather and co-create by turning differences into strengths).” By working collaboratively across Group P&C functions to mutually reinforce and link these three elements, we will enable employees to feel the “joy of working at the Kirin Group” and realize “Well-Being for Innovation”, which drives continuous innovation.

To realize “Innovate2035!,” we have defined the “KIRIN WAY” as the set of values we have long upheld, along with the behaviors required to continuously generate innovation, which all Group employees are expected to embrace. By positioning the “KIRIN WAY” as the foundation for all activities—covering all Group companies and employees globally, and linking it with management messages and human capital initiatives—we aim to ensure that it is embodied in employees’ daily decision-making and actions.

A safe environment, together with employees’ physical and mental health , vitality, and a sense of purpose and positive mindset in working at the Kirin Group, forms the foundation that enables employees to continue performing at their best.

In 2026, the Kirin Group renewed its “Kirin Group Health Declaration” as the “Kirin Group’s Well-being Statement,” clearly articulating its commitment to enhancing employees’ well-being as a source of innovation, encompassing not only physical and mental health but also social well-being. Going beyond individual health promotion, we will further evolve our efforts to enhance well-being across the entire organization, while also encouraging employees to drive their own behavioral change.

In addition, we have also established the “Kirin Group Well-Being Conference,” chaired by the CPO. In line with our commitment to contributing to the health, pleasure, and comfort of people around the world, we will advance group-wide initiatives unique to the Kirin Group.

Kirin Holdings launched Functional Axis Talent Management in 2025, managing talent across 12 key functions, including sales, marketing, R&D, SCM, and digital ICT, that we have identified as areas where specific expertise should be strengthened. Through the acquisition, development, and strategic placement of highly specialized talent, we aim to enhance business competitiveness. From 2026, we will introduce a career challenge system to expand opportunities for diverse, cross-functional experiences, further advancing the development of our talent. Other operating companies will also strengthen their businesses through talent management tailored to their respective business and regional contexts. Over the medium to long term, we will build a Group-wide framework centered on “deep expertise and diverse experience,” adopting a hybrid approach that integrates both talent-based and position-based perspectives. Through this, we will realize a human capital management model unique to the Kirin Group that leverages our globally diverse and distinctive business portfolio.

In addition, to foster the mindset and behavioral change necessary for generating innovation, we are advancing initiatives, primarily in Japan, to transform individuals, teams, and systems in an integrated manner. In line with the “KIRIN WAY,” we are promoting individual behavioral change, evolving team management to enable co-creation not only among internal members but also through collaboration with AI and external partners, and revising evaluation systems to support daily challenges. Through these efforts, we will support self-driven individuals in continuing to perform at their best.

To create the kind of innovation envisioned in “Innovate2035!”—innovation that generates new lifestyle habits in society—it is essential to bring together self-driven individuals, deepen consumer understanding from diverse perspectives, and co-create value as an organization by leveraging each individual’s strengths. The Kirin Group’s sincere culture, grounded in respect for humanity, is a key strength that underpins high levels of engagement. At the same time, there remains room for improvement in consistently translating this culture into individual challenges. Based on this recognition, we will drive a transformation toward an organization where differences are leveraged as strengths and new challenges continue to emerge. We will remove barriers to work and create an environment where everyone can thrive, while promoting the development of psychologically safe organizations. In addition, we have established recognition systems across Group companies. As a representative initiative, the KIRIN Group Award, open to all employees, celebrates behaviors and achievements aligned with the “KIRIN WAY,” enabling the sharing of best practices across the Group. We will also continue to create opportunities for employees to connect across departments and borders, fostering co-creation throughout the organization.

Kirin Holdings has been building a Group management structure composed of internal and external officers with diverse experience and high levels of expertise, with the aim of strengthening governance and enhancing the quality of decision-making. We are also advancing new initiatives, including the use of the AI Executive.

As we work toward realizing “Innovate2035!,” the importance of governance and the complexity of decision-making continue to increase under our globally diverse business portfolio, making it ever more critical to strengthen our Group management talent. In 2026, we appointed our first non-Japanese Senior Executive Officer, thereby incorporating an understanding of diverse market environments and cultures into management and further strengthening both governance and business execution.

At the same time, we are working to build a framework that enables the operation of a Group-wide succession plan, ensuring the continuous development of talent who will lead the future Group management.

We have established the following key non-financial indicators as KPIs to be achieved across the Group. LTIR is positioned as an indicator of the status of a safe work environment. Through strengthening cross-site monitoring systems and sharing best practices, we aim to create safer and better working environments.

The ratio of female managers is positioned as an initial indicator for the diversification of management talent.

In addition to an evaluation system based on absolute assessment and a positive scoring approach that also emphasizes productivity, we will create a fair environment in which diverse talent can thrive by enhancing work-life balance and support for balancing work and personal responsibilities, while also addressing challenges unique to women through initiatives such as mentoring.

Sustainable engagement is the ultimate outcome indicator for measuring the state of “Well-being for Innovation,” and we will continue to enhance it through the collective efforts of our P&C initiatives.