Theme “Good to Great” emphasizes development into company capable of sustain growth

The theme of our current medium-term business plan is “Good to Great.” Through this plan, we will become a company capable of sustained growth, as we—the Company, our structures, and our human resources—evolve from good to great.

Transition from Imai Shoten to Fuji Pharma
We will not be known merely as a company subscribing to the business formula championed by the founding family but one in which all employees embrace the underlying motivation that led to its establishment. As Fuji Pharma, we will pursue goals from a wider perspective that includes a presence overseas.

Transition from nakayoshi club to professional organization
We will grow beyond a structure in which people simply work well together to one in which all employees are part of a professional organization that allows everyone to demonstrate creativity and sophisticated specialization and spotlight successes in respective departments.

Transition from hardworking staff to strategic staff
Instead of passive responses, all employees will adopt the active approaches of strategic staff, empowered to think, plan, and act as individuals, in support of our development into a company capable of sustained growth.

Basic Policy

Our basic policy is to strengthen existing core businesses, namely injection agents and medical care for women, and quickly establish a pipeline to new businesses that effectively utilize internal and external resources.

Emphasizing new injectable agents, we will enhance our presence in selected disease domains.
We will shift away from cancer diagnostics and contrast media in favor of a significantly broader presence in specific domains, especially cancer treatments and anticancer agents, blood-forming agents, antiemetics and narcotics. We will build a platform for growth that ensures competitive superiority in acute medical care, where our focus will be on large-scale production of injection agents such as D&D and DDS anticancer agents and the biosimilar (follow-on biologic) granulocyte colony-stimulating factor (G-CSF).

We will establish ourselves as a leading company in the field of medical care for women.
We will increase support for hormone therapy in the field of obstetrics and gynecology, including a continuous supply of new hormone agents to treat infertility, primarily, as well as dysmenorrhea, endometriosis and menopausal disorders and for contraception. We will boost our contribution to the medical care of women with strategic products, namely new drugs for dysmenorrhea and generic oral contraceptives.

We will build a new operating framework for success into the next 50 years.
Looking ahead 50 years, one of the key points is to secure sales of \50 billion at some point through a wider range of alliances, new businesses and new strategic products, complemented by a confident push into overseas markets. We will draft a half-century policy on the theme of self-sustaining, lasting growth by the close of the fiscal year ending September 30, 2014, and design a new business execution structure.

Basic Strategies

(1)We will establish a business execution structure centered around research and development.

(2)We will establish a business presence in strategic disease domains.

(3)We will complete a highly active drug factory that will serve as a Good Manufacturing Practice (GMP) model for Japan as well as for Europe and the United States.

(4)We will reinforce our pipeline to the next generation of human resources and revamp the operating framework.

Business Targets