Mid-Term Business Plan (FY9/2025-9/2029)
- Top
- Mid-Term Business Plan (FY9/2025-9/2029)
Positioning of the Mid-Term Business Plan (FY9/2025 - FY9/2029)
We have formulated "Long-term Vision for 2035: Always focusing on creating new value to women's healthcare and contributing to society where everyone can enjoy well-being" as a long-term goal that defines where we want to be in 10 years. The Mid-Term Business Plan (FY9/2025 - FY9/2029) embodies our strategies for the first five years to achieve this "Long-term Vision for 2035".

Management Objectives
We will accelerate growth centered on women's healthcare and biosimilars, aiming for sales of JPY 80.0 billion, operating income of JPY 10.0 billion, EPS growth of 17% per year, and ROE of 10% or more in the end of FY9/2029, the final year of our Mid-Term Business Plan.
We will aim to raise both ROE and PER to achieve a P/B ratio over 1x as soon as possible. We will shift from being a traditional generic drug company and accelerate profitable growth by expanding the composition of profitable women's healthcare and biosimilars.



Growth Strategy
1.Greater contributions to women's healthcare
A woman's life is greatly influenced by hormones, and there are a wide range of health issues specific to women at each life stage, such as menstruation, pregnancy, childbirth, and menopause. In addition, as women continue to advance in society, we believe that solving women's health problems are one of the important issue for the nation. In this Mid-Term Business Plan, we will contribute to the well-being of women of various generations by expanding our market share of oral contraceptives and menopausal drugs, starting with the launch of dysmenorrhea treatment.


2.Expansion of the biosimilar business
In 2018, we entered into an exclusive partnership with Alvotech of Iceland to strengthen the development and marketing biosimilars in Japan. We plan to launch several new products during the current Mid-Term Business Plan period, and will contribute to reducing the economic burden and medical costs for patients through the widespread use of biosimilars.
A biosimilar is a pharmaceutical product manufactured using genetic recombination technology or cell culture techniques, among others, used to produce proteins such as hormones and antibodies. Unlike generic drugs, biosimilars have complex molecular structures and are considered more challenging to develop.

3.Growth in the global CMO business
The global CMO/CDMO market is expected to continue to grow, driven by the trend toward horizontal division of labor in the pharmaceutical industry. We aim to expand our global CMO business by increasing the number of contract manufacturing for both domestic and overseas markets by our Thai subsidiary OLIC and Toyama Plant.

4.Strategic investments for future growth
Based on our long experience, we have accumulated through our business activities in women's healthcare, we will create new value by strengthening the areas of seed exploration, research, and development of those in the early development phase. In addition, as a strategic investment for the next stage growth, we plan to aggressively invest in intangible assets, particularly in R&D expenses.


Reinforcing the management base
1.Strengthening HR development
Since our founding, we have been striving to nurture our employees, valuing the idea that "people come first" and "people are important," which underlies one of our management philosophies, "Our corporate growth is proportional to our personal growth".
Based on the indicators of the personnel evaluation system "virtue-based evaluations" introduced in 2011, we will build a fair, open, and unified organization so that each and every employee can proactively achieve further growth and contribution. In order to realize our Long-term Vision for 2035, "Always focusing on creating new value to women's healthcare and contributing to society where everyone can enjoy well-being," we will maximize the individuality of our employees and realize sustainable enhancement of corporate value.
2.Advancing organizational functions
We will strengthen its R&D infrastructure, including the search for seeds, maintain the supply chain to ensure a stable supply, which is currently a social issue, and enhance its efficient production system. We will also strengthen the foundation for promoting life cycle management to maximize the value of marketed pharmaceutical products.
3.Promoting digitalization
The use of digital technology has become indispensable, we will carry out company-wide reforms. We will establish an organizational structure dedicated to digitalization, develop digital human resources, reform our corporate culture, and further utilize data and improve management efficiency by making use of the digitalization that has been established.
Shareholder Return Policy
We consider the maintenance and further enhancement of stable dividends to shareholders to be an important management issue. In determining profit distribution, we take into consideration the status of net income, future performance trends, internal reserves for future business development, and other factors in a comprehensive manner. Our basic policy is to maintain a dividend payout ratio of 30% based on after-tax operating income, taking into consideration the balance between investment for growth and financial soundness. We will also consider increasing dividends in line with future EPS growth.
