Kirin Holdings Co. Ltd. · TSE:2503
Kirin — Investor Day (July 2026)
45 slides from Kirin's investor day presentation, Jul 8, 2026
Slide 1: Investor Day 2026: Opening Remarks
Investor Day 2026 Opening Remarks Director of the Board, Senior Executive Officer President of Health Science Business Division, Kirin Holdings Company, Limited Toru Yoshimura July 8, 2026
Slide 2: The Health Science Business Enters Its Next Stage of Growth
The Health Science Business Enters Its Next Stage of Growth The Health Science Business achieved profitability in 2025. Starting in 2026, Kirin Health Science International (KHSI) will accelerate growth through its establishment and aim to become one of the largest health science companies in APAC r
Slide 3: Unique and Robust Assets & Capabilities
Unique and Robust Assets & Capabilities BRAND GEOGRAPHIC PROPRIETARY CATEGORIES PORTFOLIO FOOTPRINT INGREDIENTS ⚫Skincare products ⚫Japan ⚫Australia & New Zealand(ANZ) ⚫LC-Plasma ⚫Koji sterols ⚫Supplements (VDS) ⚫Citicoline ⚫KW-LB etc. ⚫China ⚫Food & Beverages (F&B) ⚫Kinmizuhiki ⚫Southeast Asia (SEA
Slide 4: Program for Today
Program for Today Program 01 Program 02 Program 03 KIRIN’s Proprietary High-value- Health Science Business FANCL’s Growth Strategy added Ingredients Deployment Growth Strategy in APAC in Japan Strategy Senior Executive Officer Kirin Holdings Company, Limited Senior Executive Officer Director of the
Slide 5: Health Science Business Growth Strategy in APAC
Health Science Business Growth Strategy in APAC Senior Executive Officer Kirin Holdings Company, Limited President Kirin Health Science International Chief Executive Officer and Managing Director Blackmores Limited Alastair Symington July 8, 2026
Slide 6: Closing the Healthspan Gap Through Preventative Health
Closing the Healthspan Gap Through Preventative Health The widening healthspan gap is fueling demand for prevention across consumers, healthcare professionals, and health systems — opening a significant growth opportunity in preventive medicine and wellbeing. Challenge: The Healthspan Gap Opportunit
Slide 7: Preventative Health Leadership Requires a Holistic Ecosystem
Preventative Health Leadership Requires a Holistic Ecosystem to Address The Significant Societal Need Evidence Based Products Preventative Diagnostics Digital Health Services ⚫ One of the most critical and ⚫ Early detection is crucial for ⚫ Individualized health services that Why scalable levers to
Slide 8: Why Kirin Group is Uniquely Positioned to Lead
Why Kirin Group is Uniquely Positioned to Lead BRAND GEOGRAPHIC PROPRIETARY CATEGORIES PORTFOLIO FOOTPRINT INGREDIENTS ⚫Skincare products ⚫Japan ⚫LC-Plasma ⚫Koji sterols ⚫Supplements (VDS) ⚫Australia & New Zealand (ANZ) ⚫Citicoline ⚫KW-LB etc. ⚫China ⚫Food & beverages (F&B) ⚫Kinmizuhiki ⚫Southeast A
Slide 9: Operational Evolution Led by Kirin Health Science International (KHSI)
Operational Evolution Led by Kirin Health Science International (KHSI) A category-led model that optimizes group-wide resource allocation and unifies global operations to drive sustainable growth BEFORE: AFTER: Entity-Based Operations Global Category-based model (KHSI) serving the markets Each entit
Slide 10: Harnessing Our Proven Operating Models and Capabilities
Harnessing Our Proven Operating Models and Capabilities Accelerate Kirin Health Science Business Global Expansion Accelerate Kirin Health Science Business Global Expansion 1 2 3 Kirin Group Brand Value Unified Operating Model Talent & Organization Strengthen APAC Leverage Blackmores Enhance Capabili
Slide 11: How It All Comes Together
How It All Comes Together Building a winning model through the integration of markets, categories and brands — and establishing a platform that maximizes profitability. Phase 1: 2026-2028 Phase 2: 2029-2030 Maximize Profitability through Category Build an Integrated Model across VDS, Skincare and F&
Slide 12: KHSI Value Creation Model – Scaling Across Regions and Brands
KHSI Value Creation Model – Scaling Across Regions and Brands Maximize business value through the scaling of supply chain, global capabilities, and innovation Supply Chain and Global Capabilities & Talent Innovation Scale Advantage ⚫ Global procurement leverage ⚫ Global capabilities that can scale ⚫
Slide 13: Kirin Health Science 2035 Growth Target
Kirin Health Science 2035 Growth Target Kirin Health Science Quantitative Target KHSI International Vision Revenue Our vision is to become a global leader in Aim for 500 bn yen through creating PREVENTATIVE inner and outer health through a added value in the group complementary portfolio of categori
Slide 14: KHSI will Deliver Half of the Domain Revenue by 2030
KHSI will Deliver Half of the Domain Revenue of Health Science Business by 2030 Revenue target achieved through organic growth across three strategic geographies 2026 – 2030 CAGR % KHSI Total China +11% Sales Revenue in FY2030 ¥150bn SEA +12% (AUD $1.5bn) 2026 – 2030 ANZ +7% Total CAGR % +10 % *Excl
Slide 15: KHSI 2030 Strategic Pillars
KHSI 2030 Strategic Pillars Where to Science Based Nutrition & Preventative Diagnostics Digital Health Services Play Skincare GROWTH DRIVERS FOUNDATION 01 02 03 04 05 Innovate in Expansion China Lead in Digital Transform and Healthy Ageing, across SEA Integration and Health Digitise our Immunity, Gu
Slide 16: FANCL Value Creation within KHSI
FANCL Value Creation within KHSI With FANCL’s direct sales structure now established across APAC, we will expand the FANCL brand into key markets across the region. Elevate FANCL from a category player into a broader, premium Health Science brand built on ageing care, inner- outer solutions, and tru
Slide 17: China Integration and Growth Plan within KHSI
China Integration and Growth Plan within KHSI Unifying FANCL and Blackmores VDS under a Group-wide Direct Sales Model in September 2026 Unified China Operations Across VDS and Skincare from 2028 Driving Above-Market Growth Through an Expanded Portfolio and Multi-Channel Reach TODAY From Sep 2026 Fro
Slide 18: SEA Skincare Market Entry Leveraging Group Strengths
SEA Skincare Market Entry Leveraging Group Strengths Leveraging our Group's combined strengths to build a skincare business in Thailand and expand across SEA through Blackmores' established market footprint MARKET OPPORTUNITY STRATEGIC APPROACH PRIORITIZED ACTION High-Growth Skincare Market in SEA C
Slide 19: Building the Leading Preventative Health Platform in APAC
Building the Leading Preventative Health Platform in APAC Three reasons we will win Significant Unique Clear 01 02 03 Opportunity Right to Win Pathway to Value A structural, decades-long shift in APAC A foundation few competitors can replicate. KHSI as the integrated, scalable platform. Where to pla
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Slide 21: FANCL's Growth Strategy In Japan
FANCL’s Growth Strategy In Japan Senior Executive Officer Kirin Holdings Company, Limited President, Representative Director FANCL Corporation Hideki Mitsuhashi July 8, 2026
Slide 22: FANCL's Competitive Advantage
FANCL's Competitive Advantage FANCL has continued to grow by leveraging its strengths in highly distinctive products with advanced functionality, strong Customer Relationship Management (CRM) capabilities in its direct-to-consumer business and the solid customer base those capabilities have built, a
Slide 23: Challenges Facing FANCL
Challenges Facing FANCL Competition has increased in both skincare and supplements, creating an environment in which product functionality alone is no longer enough for customers to choose FANCL. Brand image dilution resulting from diversification has made it less clear who the brand is for, leading
Slide 24: Shift in Strategic Direction
Shift in Strategic Direction Position long-term growth on moving beyond product feature-focused messaging and increasing the number of customers who identify with the FANCL brand, and formulate a long-term vision. 2035 Vision To become the most trusted brand for customers by addressing unmet beauty
Slide 25: Overall Strategy: FANCL Vision 2035 (Seven Core Strategies)
Overall Strategy: FANCL Vision 2035 (Seven Core Strategies) Strengthen core functions in human capital, IT and digital, R&D, and Supply Chain Management (SCM) with the marketing strategy—which is essential to increasing the number of customers who resonate with FANCL—at the center of all initiatives
Slide 26: Maximize Marketing Organizational Capabilities by Combining FANCL and KIRIN
Maximize Marketing Organizational Capabilities by Combining the Strengths of FANCL and KIRIN By combining the strengths of FANCL and KIRIN, and starting from empathy with the brand, establish a sustainable growth model that drives new customer acquisition, retention, and stronger loyalty Customers M
Slide 27: Overall Marketing Framework
Overall Marketing Framework Starting with the FANCL brand experience, which communicates “Truth” about skin and health and resolves customers’ concerns, encourage trial through a product lineup that addresses both skin and health, and build fandom through FANCL’s strength in CRM Theme: “Truth” FANCL
Slide 28: 2026 Key Action: FANCL SKIN PATCH
2026 Key Action: "FANCL SKIN PATCH" © Kirin Holdings Company, Limited 28
Slide 29: What is FANCL SKIN PATCH?
What is "FANCL SKIN PATCH"? A brand action that seeks to make a broad impact on society, grounded not merely in differentiating through the functions or value of individual products, but in FANCL’s belief and commitment to eliminating the concerns of people who struggle without understanding their o
Slide 30: 2026 Key Action: FANCL SKIN PATCH
2026 Key Action: "FANCL SKIN PATCH" FA N C L SK IN PATC H : St ra t egic Signif ic ance a nd Obje ctive s 1 Expand brand touchpoints with new customers Expand the customer base Create a high-quality brand experience 2 through FANCL's proprietary research technologies Earn customer empathy and custom
Slide 31: Promote Continuity and Build Brand Loyalty by Leveraging D2C Capabilities
Promote Continuity and Build Brand Loyalty by Leveraging FANCL’s D2C Capabilities By combining new marketing approaches with the D2C capabilities that FANCL has cultivated over the years, FANCL will implement a range of CRM initiatives for SKIN PATCH users to encourage product trial, continued use,
Slide 32: Recent Results
Recent Results The customer base expanded significantly as the number of customers who identify with FANCL increased. The increase in the cross-purchase rate of skincare products and supplements also contributed to higher retention and a higher average spending per customer, supporting business grow
Slide 33: For Future Growth
For Future Growth By continuing to increase the number of customers who identify with the brand over time, FANCL will strengthen its customer base in both scale and quality and achieve sustained improvements in profitability. Number of Domestic Customers (Plan) New Customers Over 10 years Number of
Slide 34: Growth Outlook Based on FANCL's Domestic Medium- to Long-term Strategy
Growth outlook based on FANCL’s Domestic Medium- to Long-term Strategy Based on a review of its marketing strategy, FANCL will build its business foundation by acquiring customers who resonate with the brand. Aims to deliver sales growth that exceeds market growth* and improve the NOP margin by more
Slide 35: KIRIN's Proprietary High-value-added Ingredients Deployment Strategy
KIRIN’s Proprietary High-value-added Ingredients Deployment Strategy Director of the Board, Senior Executive Officer President of Health Science Business Division Kirin Holdings Company, Limited Toru Yoshimura July 8, 2026
Slide 36: Strengths of KIRIN's Health Science Business: Proprietary Ingredients
Strengths of KIRIN's Health Science Business: Proprietary High-value-added Ingredients Building a competitive advantage by developing proprietary ingredients through the combination of strong R&D capabilities and business development capabilities Proprietary ingredients backed by strong R&D capabili
Slide 37: Strategic Model for Deploying Proprietary Ingredients: LC-Plasma
Strategic Model for Deploying Proprietary Ingredients (Example) LC- Plasma Achieve differentiation and higher added value for science-based materials, and aim for profit growth by expanding the business globally. Obtained evidence in Japan and overseas that supports higher added Pharmaceutical value
Slide 38: Status of Rollout of Proprietary Ingredients: LC-Plasma
Status of rollout of proprietary ingredients: LC-Plasma In June 2026, the Therapeutic Goods Administration (TGA) of Australia approved the use of the ingredient. This marked a major step toward expanding overseas operations. KIRIN will expand into Europe, Central and South America, and Africa throug
Slide 39: Status of Rollout of Proprietary Ingredients: LC-Plasma
Status of rollout of proprietary ingredients: LC-Plasma KIRIN plans to launch small plastic bottle products in Singapore. In Vietnam, the local subsidiary significantly renewed its product lineup. Promote a multi-category strategy that builds awareness of ingredients and expands the customer base in
Slide 40: The LC-Plasma Business is Entering a Phase of Profit Expansion
The LC-Plasma Business is Entering a Phase of Profit Expansion While growing the business with Japan as its core market, KIRIN aims to accelerate overseas expansion and achieve revenue of JPY 60 bn and NOP margin of 20% by 2030. As part of planting seeds for further growth, KIRIN will expand into ne
Slide 41: Status of Deployment of Proprietary Ingredients: Citicoline
Status of Deployment of Proprietary Ingredients: Citicoline In the cognitive function field, citicoline has established a strong position in Europe and the United States under the Cognizin® brand In Australia and New Zealand as well, KIRIN will also expand its B2B business, starting with broader mar
Slide 42: Further Growth of the Proprietary Ingredients Business Through Innovation
Further Growth of the Proprietary Ingredients Business Through Innovation KIRIN will drive innovation and enhance added value by strengthening material functions and building a collaborative R&D framework across the Group. Other Examples of Material Function Enhancement Creating Innovation by combin
Slide 43: Investor Day 2026: Closing Remarks
Investor Day 2026 Closing Remarks
Slide 44: Closing: Growth Story of the Health Science Business
Closing: Growth Story of the Health Science Business Accelerate organic growth by creating synergies in APAC, driving sustainable growth in existing businesses, and expanding high-value-added materials. At the same time, by combining overseas expansion with the acquisition of new assets through M&A,
Slide 45: This material is intended for informational purposes only
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