About UsLong-Term Vision and Mid-Term Business Plan
Sawai Group has drawn up a vision for the future that we want to aim for by FY2030, "Sawai Group Vision 2030," and we have formulated a new medium-term management plan, "START 2024," for the first three years toward realizing that vision.
Sawai Group Holdings established its corporate philosophy of “Always putting healthier lives first,” which will be our guide for what we exist for, how we work and where we are heading. Also, we have set and will aim to realize our ultimate objective of "realizing a sustainable society through the generics business" and "contributing to the extension of healthy lifespans through new businesses."
Always putting healthier
- Working to resolve social issues
through Sawai Group businesses
- Realizing a sustainable society through the generics business
Contributing to the extension of healthy lifespans through new businesses
We will strive to contribute to the health of as many people as possible as a healthcare corporate group developing sustainably alongside society, with the generic drugs as our core business.
Our Long-term Vision,
“Sawai Group Vision 2030”
To create a world where more people can receive healthcare services and live a full life with peace of mind, we strive to become a company that continues contributing to people's health by providing products and services based on scientific evidence that meet individual needs.
Sawai GroupVision 2030
The World We Want to Build
A world where more people can receive healthcare services and live a full life with peace of mind among society
Our Ideal State
A company with a strong presence that continues to contribute to people's health by providing a multifaceted mix of products and services based on scientific evidence that meet individual needs
We will take on the challenges of new businesses with the generics business as our core. As a leading company in the primary care field of generics, we aim to provide a wide range of options ranging from prevention to treatment, not limited to drug therapy. We will also enter the new drug development business in the rare diseases field in order to provide unprecedented treatment opportunities.
Targets and Prerequisite Values
|Revenue||153.6 billion yen||260 billion yen|
|15.7%||20.0% or more|
|Revenue||―||80 billion yen|
|Revenue||33.6 billion yen||60 billion yen|
|Total revenue||187.2 billion yen||400 billion yen|
|ROE||5.8%||10% or more|
In the Japanese business, we aim to achieve a generics market share of 20% or more. With a production capacity of more than 23 billion tablets, we strive to fulfill our social responsibilities as an indispensable company and as a pharmaceutical social infrastructure company, selling 20 billion tablets annually, which is the number 1 sales volume among all pharmaceutical manufacturers in Japan.
Medium-Term Business Plan,
Three Categories for Growth 2024 Onward
1 Expanding share in the Japanese generics market
- • Increasing sales of new products
- • Strengthening stable supply capabilities
2 Business investment for future growth in the US
Entry into new businesses
3 Cultivating new growth areas
- • Digital medical devices business
- • Orphan drug business
- • Health food business
(1) Expanding Generics Market Share in Japan
Increasing Sales of New Products
Planning for launch of over 85 products in the next three years.
Going forward, we will continue to outperform industry peers through our strategy of leveraging our intellectual property strengths and aiming to expand profits in the generics business in Japan as a whole.
●New product launch plan
|Number of ingredients||14||11||14|
|Number of products||32||27||26|
|Original drug market
(billions of yen)
Strengthening Stable Supply Capabilities
Aiming to further improve supply capacity by taking all reasonable measures in anticipation of industry reorganization and consolidation, e.g. building new factories, acquiring factories, securing high-quality production contractors.
(2) Business investment for future growth in the US business
Planning upfront investment in facilities and R&D etc. for improving profitability in the future during the three year period ending in FY2023, aiming for growth from 2024 onward.
Future earnings image
(3) Cultivating New Growth Areas
Sawai Group will aggressively invest in growth opportunities other than generics and boldly take on the challenge of new businesses that can leverage the strengths we’ve cultivated in our existing business. In particular, we will focus on investing a total of 30 billion yen over the next three years in the three areas of new drugs targeting orphan diseases, digital medical devices, and health foods.
New drug businesses
Digital medical devices business
Health food business
Longer healthy lifespans
With Sustainable Development Goal 3, which is, "Ensure healthy lives and promote well-being for all at all ages," as our priority goal, we will promote initiatives toward environment, society, and governance.
Issues to Address and Targets (quantitative/etc.)
Through our business activities to date, we have contributed to a reduction in medical expenses of nearly JPY300 billion per year by continuing to offer a stable supply of generics drugs in response to the social issue of increasing medical expenses. We will continue to realize a sustainable social security system and improve healthcare access, targeting healthcare cost savings equivalent to approximately twice the sales of the generic pharmaceuticals business in Japan and the United States. In addition, we will expand our business beyond the generic drug business to a broader healthcare field that includes both pre-symptomatic illness and prevention, thereby contributing to the extension of healthy lifespans.
1) Contributing to sustainable social security systems and improved access to healthcare (medical cost savings using generics)
Achieving medical cost savings impact of approx.2x of Japan & US generics business sales
2) Contributing to longer healthy life spans through new businesses
Expanding business to a wider range of healthcare domains, including pre-symptomatic illness and prevention
Relationships with stakeholders
3) E：Environmentally friendly production
Reduce CO2 emissions by 46% in FY2030 on a gross volume basis (based on FY 2013 emissions +α)
Net zero CO2 emissions by 2050
Waste plastic recycling rate of 65% or more (in 2030)
4) S：Talent development, work styles/motivation, respect for human rights
Safe and diverse work environment
Promotion of diversity
Initiatives for respect of human rights
5) G：Deepening corporate governance
Improvement and deepening of governance
through conversion to holding company structure
Stronger risk management/compliance
For details of the Long-Term Vision and Medium-Term Management Plan, visit here.