Mid-Term Business Plan

The Chugai Group has formulated a new medium-term business plan, “IBI 21,” which covers the period FY2019 through FY2021. Based on the strategic alliance with Roche, the Chugai Group has entered a new stage of transformation, aiming to acquire further competitive advantage as well as achieve sustained profit growth and expanded corporate value.

Name

The name of the new mid-term business plan, “IBI 21,” expresses our attitude toward pursuing continuous innovation based on “INNOVATION BEYOND IMAGINATION (IBI),” and the challenges we will take on at a new stage with “21.”

Chugai’s Basic Policy

In an environment marked by population growth and aging populations throughout the world, the realization of sustainable healthcare, along with changes in the global environment and poverty due to economic disparity, has become a major challenges to the sustainability of society worldwide.

Mega-trends

  • Remarkable advances in life sciences and digital technologies
  • Dramatic demographic shifts
  • Threats to the sustainability of society and the global environment

Impact on healthcare industry

  • Higher benchmarks set for innovation
  • Falling drug prices due to clampdown on healthcare costs
  • Stricter evaluation of cost-effectiveness
  • Increased calls to participate in solving social issues

Companies are required to sincerely address underlying social issues and make efforts to solve them for sustainable business growth. Chugai strives to develop hand in hand with society by solving social issues through its business activities.

Chugai’s Basic Policy

Chugai’s Basic Policy

Mid-Term Business Plan: 5 Strategies

Under the two-part priority agenda of “Create global growth drivers and maximize value” and “Strengthen HR and infrastructure that support Chugai’s business,” we will implement five strategies with the aim of accelerating the advancement of society and Chugai by generating innovation focused on novel drugs.

Mid-Term Business Plan: 5 Strategies

Mid-Term Business Plan: 5 Strategies Strategy 1: Value Creation Strategy 2: Value Delivery Strategy 3: Promote advances in personalized healthcare (PHC) Strategy 4: Strengthening human capital and conduct structural reform Strategy 5: Strengthening sustainable platforms

Strategy 1: Value Creation

Tackle a new dimension of drug discovery to realize innovative drug discovery to cure and control diseases

Strategy 1: Value Creation Tackle a new dimension of drug discovery to realize innovative drug discovery to cure and control diseases

Strategy 2: Value Delivery

Contribute to “advanced and sustainable patient-centered healthcare” and focus our activities on growth driver products in Japan and overseas

Strategy 2: Value Delivery Contribute to “advanced and sustainable patient-centered healthcare” and focus our activities on growth driver products in Japan and overseas

Strategy 3: Promote advances in personalized healthcare (PHC)

Aim for a new stage in PHC that provides optimal therapy for each “individual”

Strategy 3: Promote advances in personalized healthcare (PHC) Aim for a new stage in PHC that provides optimal therapy for each “individual”

Strategy 4: Strengthening human capital and conduct structural reform

Further strengthen Chugai’s efforts to obtain, nurture and assign sophisticated and diverse human resources with a view to the medium to long term

Strategy 4: Strengthening human capital and conduct structural reform Further strengthen Chugai’s efforts to obtain, nurture and assign sophisticated and diverse human resources with a view to the medium to long term

Strategy 5: Strengthening sustainable platforms

Work on key issues (materiality) identified in light of our mission and the impact of our business on the economy, society and the environment

Strategy 5: Strengthening sustainable platforms Work on key issues (materiality) identified in light of our mission and the impact of our business on the economy, society and the environment

IBI 21 Quantitative Outlook

Under the new mid-term business plan, we will make essential investments for future growth, while maintaining the momentum of growth achieved during the previous mid-term business plan “IBI 18,” and realize sustainable profit growth and expansion of corporate value.

IBI 21 Quantitative Outlook

IBI 21 Growth Outlook

In addition to market penetration of growth drivers in Japan and overseas, the approval and launch of satralizumab will support further growth.

IBI 21 Growth Outlook

Basic Principles of Increasing Corporate Value and Shareholder Returns

Chugai will continue to target a Core EPS payout ratio of 50 percent on average while maintaining stable dividends

Chugai‘s basic strategy is to continuously generate profits and increase its corporate value by focusing on innovation and realizing advanced and sustainable patient-centric healthcare. The results will then be returned to shareholders through higher valuation in the capital markets and stable dividends.
In IBI 21, we will continue to target a Core EPS payout ratio of 50 percent on average while maintaining stable dividends. We remain committed to generating steady profit growth and maintaining appropriate returns to shareholders.

Basic Principles of Increasing Corporate Value and Shareholder Returns

Presentation Materials

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Management Policy

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