Medium-Term Management Plan

ASKA Pharmaceutical Holdings' Medium-Term Management Plan 2025

Presentation 1.25MB

Management Policy

In order to remain a company that is trusted by society, we will continue to contribute to healthcare by transforming into a leading company in the specialty areas within our domestic pharmaceutical business, and by creating pharmaceutical products that meet social needs through innovations. Furthermore, building upon our current business, we are aiming to become a “Total Healthcare Company” by conducting business operations domestically as well as internationally across the entire healthcare market of Prevention, Testing and Diagnostics, Treatment, and post-treatment.

Management Vision

Become a Total Healthcare Company with a Strong Foundation as a Specialty Pharma Company

Four Visions

  • 1. Expand business scope centered on pharmaceutical products
  • 2. Improve business operations through promoting open innovations
  • 3. Become the top domestic company regarding our specialty areas for pharmaceutical products
  • 4. Continue to be a company that holds Society’s trust

Target Figures

Sales
(consolidated)
Operating profit rate
(Consolidated)
ROE
(Return on Equity)
70 billion yen 8% 8%

Progress Chart

Seven Strategies

1. Enhancing Corporate Value by Strengthening Initiatives in the Specialty Areas
  • Contribute to improving women's QOL as a leading company in the field of obstetrics and gynecology
  • Promote awareness activities within the thyroid field and contribute to the treatment of potential patients
2. Continuous Creation of New Drugs through Advanced Drug Discovery
  • Leverage open innovations to continuously create new drugs
  • Promote and enhance global alliance activities as well as In-and-Out-licensing activities
3. Overseas Operations
  • Develop and provide high-quality pharmaceuticals within Asia, and strengthen our presence
4. Providing New Value to Realize “Total Healthcare”
  • Strengthen animal reproduction, immunity, and nutrition to support the health of companion animals
  • Take on new business challenges within the Testing and Diagnostic business, etc.
5. Improving Operational Efficiency, managing Costs, and Reinforcing Our Financial Base
  • Promote cost efficiency
  • Promote operational efficiency by engaging in DX
6. Foster an Organizational Culture that Emphasizes thorough Compliance and Accountability
  • Ensure company compliance and enhance trustworthiness from society
  • Achieve a high quality and stable supply chain at any given time
  • Strengthen corporate governance under the HD system
7. Develop Human Resources to Realize Growth Strategies
  • Develop and attract human resources that are capable of responding to new business opportunities as well as the changing environment
  • Create an environment in which a diverse range of talent can thrive, including women, professionals at every stage of their work journey and active seniors. “ASKA Pharmaceutical Holdings aims to achieve its financial targets and to contribute to the realization of SDGs by addressing social issues through its business activities.”

(7 Strategies)Medium-Term Management Plan 2025: Results of the 3rd year, and Future Efforts
Strategies Results of the 3rd year Future efforts
  • Achieved No. 1 sales in the Ob/Gyn area
  • RIFXIMA received approval for the pediatric indication
  • Signed an agreement with SUSMED for joint R&D and marketing of therapeutic apps
  • Contribute to women’s health through new approaches
  • Further penetration of RIFXIMA
  • Initiated Ph I/II for AKP-022 (relugolix combination tablets)
  • Preparation for filing LF111 to authorities
  • Signed a joint research agreement to develop a new treatment for preeclampsia with Red Arrow Therapeutics
  • Expansion of development pipeline
  • Progress in the Development of AKP-022 (relugolix combination tablets)
  • Creation of in-house seeds
  • Executed capital increase to Hataphar (Vietnam)
  • Hataphar's new plant WHO-GMP approval filed
  • Step up collaboration
  • Preparation for PIC/S GMP acquisition
  • Established CVC fund and started investment
  • Started selling training videos on women's health
  • Launched new feed additives
  • Launched two new hormone measurement kits
  • Further investment in and promotion of areas peripheral to pharmaceuticals
  • Fast-track launch of the Femtech business
  • Promote the development of new products for veterinary use
  • Early expansion of hormone measurement kits
  • Continuation of cost reduction measures
    (Cost of sales ratio:FY2020 54.0%→ FY2023 51.2%)
  • Rethinking of unprofitable product portfolio
  • Continued response to cost increases due to external factors
  • Continued review of quality management system
  • Continued implementation of compliance training
  • Maintenance of quality culture
  • Expansion of flexible work styles through various measures
  • Recognized as the “White 500” enterprise for three consecutive years as ASKA HD, six consecutive years as ASKA Pharmaceutical
  • Expansion of education and training programs
  • Creation of work support grant and coverage of cancer insurance for employees
  • Strengthen HR development through Next-Generation Leader Development Program
  • Continue making investments that draw out the value of human resources

Financial and Capital Strategy

Recognition of Changes in the Business Environment and Progress of Medium-Term Management Plan 2025

We will need to continue with the implementation of the strategies of the medium-term management plan, increasing profitability while improving capital efficiency through appropriate capital allocation. The Group will maintain a balance of investing in growth and improving capital efficiency as we strive to enhance our corporate value.

Growth Investments

As the core of the Group is the pharmaceutical business, we recognize that R&D investment is a source of future earnings and is vital for increasing corporate value. In drug discovery research, we are promoting open innovation and utilizing external resources. In business development, we are strengthening our strategy of in-licensing drugs under development and enhancing our pipeline in specialty areas and fields of expertise. Aiming to become a total healthcare company, we will actively invest in promising business fields, not only in pharmaceutical products, while also pursuing capital alliances with other companies and M&A.
Furthermore, one of the Group’s medium-term management plan strategies is to “Develop Human Resources to Realize Growth Strategies.” To enhance our specialty and ability to create, we are working toward various goals such as developing and acquiring human resources who can respond to new businesses and changes in the environment, and creating a workplace environment where diverse human resources can play an active role. Achieving sustainable corporate value enhancement depends on linking management and human resources strategies. With this in mind, we view human resources, the most important of all management resources, as a form of capital, and work to maximize their capabilities through autonomous learning, which leads to value creation.

Assessment of Financial Soundness

We view ensuring the stability of our financial base as an important management issue for the Group. On the other hand, from the viewpoint of capital efficiency, the Group judges appropriately whether or not to continue cross-shareholdings. We strive to reduce the holding of shares determined not to have sufficient meaning as appropriate.
We will also continue working to balance equity and interest-bearing debt while ensuring a stable financial base and enhancing capital efficiency by thoroughly examining investment projects and properly controlling risks and costs.

Policy for Returns to Shareholders

The Group regards the return of profits to shareholders as an important management issue. We aim to return appropriate profits to our shareholders by achieving strong results and continuously improving our corporate value. Our basic policy regarding dividends is to maintain stable dividends while considering necessary management resources such as internal reserves for long-term business development and future funding needs.
We will also continue working to balance equity and interest-bearing debt while ensuring a stable financial base and enhancing capital efficiency by thoroughly examining investment projects and properly controlling risks and costs.

Continue to take initiatives to swiftly achieve a PBR of above 1x

1. Growth strategy
  • Implementation of growth strategy
  • Optimal cash allocation

2. Strengthen shareholder returns
  • Dividend payout benchmark ratio of 30% from FY2024
  • Minimum annual dividend of 30 yen per share




Dividends and Dividend Payout Ratio

3. Strengthen IR activities
  • Creation of dialogue opportunities
  • Expansion of information disclosures



Non-Financial Strategies

”We aim to achieve our financial targets and contribute to the realization of the SDGs by addressing social issues through our business activities.”

Promotion of Sustainability

The ASKA Pharmaceutical Holdings Group pursues ESG management so that it can solve social issues through its business. In this, we are guided by the corporate philosophy, “Contribute toward the improvement of people’s health and progress in society through the development of innovative products.”
The Group has identified 11 material issues (most important issues). Of these, ”contribution to women’s health“ and ”contribution to animal health“ are particularly relevant material issues for the Company and are being promoted by the entire Group. We will also work to address climate change by reducing CO2 emissions through expanded use of solar power generation and the introduction of clean energy, and strengthen our human capital by developing and acquiring human resources capable of responding to new businesses and changes in the business and social environment, and by creating a working environment in which a diverse range of human resources, including women, career professionals, and seniors, can play an active role.
In April 2023, we established a new Sustainability Promotion Section in the Corporate Planning Department with the aim of further accelerating our efforts. We will continue to meet the expectations of our stakeholders by placing sustainability at the center of our management, striking a balance between maximizing the economic value of the Company and enhancing its social value.

Atsushi Maruo
Senior Managing Member of the Board of Directors,
Representative Director, in charge of Sustainability
ASKA Pharmaceutical Holdings

Basic Policy for Sustainability

The Company has established CSR guiding principles and works for the ongoing growth for the Group as a whole and to contribute to society. As a trusted company, we will increase profitability through sound business practices and fulfill our social responsibilities as a good corporate citizen.

  1. Supplying High-Quality Pharmaceuticals
    1. All employees conduct business with integrity guided by our corporate philosophy.
    2. We provide a stable supply of high-quality pharmaceuticals with excellent efficacy and safety profiles.
  2. Ensuring Compliance
    1. We are thoroughly committed to corporate ethics and to compliance with all laws and regulations.
    2. We maintain fair relationships with stakeholders and conduct transactions that are fair, transparent, and based on free competition.
    3. Regarding the protection of personal information, we manage the information in compliance with our privacy policy.
  3. Respecting Human Rights
    1. We respect the human rights of all people affected by our business practices.
    2. We respect the diversity of our employees and strive to foster a safe and comfortable corporate culture.
  4. Contributing to Communities and Society
    1. As a good corporate citizen, we communicate with the local community and broader society while striving to contribute to the world.
  5. Preserving the Environment
    1. We participate in the realization of a sustainable society through environmental preservation and by practicing environmental management.

Materiality Map

Mapping of Material Issues

The Group aims to become a total healthcare company with a strong foundation as a specialty pharma company. To contribute to solving social issues and building a sustainable society, we established the ESG Committee in 2021. In 2023, we revised our material issues in response to the changing business and social environment and identified 11 most important issues as our material issues. We recognize “contribution to women’s health” and “contribution to animal health” as distinctive material issues for the Company.
By focusing on these and other group-wide materiality initiatives in accordance with the Medium-Term Management Plan, we will contribute to the realization of a sustainable society and aim to achieve sustainable growth through the creation of social value and to enhance corporate value from a medium- to long-term perspective.

Company-wide Action Plan and KPIs for Material Issues

ESG Material Issues Company-wide Action Plan KPIs SDGs
E Environmental protection and continuous reduction of environmental impact Environmental protection, continuous reduction of environmental impact, and promotion of environmental management 1. Reduction of CO2 emissions: Reduction of 46% from FY2013 (FY2030)
2. Reduction of total waste
3. Improvement in recycling rates
4. Promotion of environmental measures
5. Environmentally conscious business operations
6. Reduction of the use of natural resources
7. Reduction of emissions of environmentally harmful substances (reduction of the impact of nitrogen on the environment by promoting low-protein feed)
S Human resource development Development of human resources to realize growth strategies 1. Number of in-house recruitment system and interdepartmental transfers
(number of career challenges)
2. Number of elective training courses taken: Next-generation leader training Number of selective  training courses taken: Training to promote the advancement of women (career development of female employees)/other selective training as a measure to support the autonomous learning of employees Expenditures per employee (for education)
3. Promote the implementation of internal and external hierarchical training/selective training (career development of female employees)
Employee engagement Creation of an environment that promotes understanding of the organization, sympathy, and motivation to take action, and achievement of work-life balance that respects the health and diversity of our employees 1. Optimization of working hours: Promotion of the use of annual paid leave as planned, guidance for promotion of the use of annual leave, provision of annual leave (taken hourly), etc.
2. Health management initiatives
3. Promotion of various working styles: telecommunicating, telework, flextime, short-time work, etc.
4. Implementation of regular stress checks and surveys for engagement
5. Promotion of women’s advancement in active roles (FY2024 target): Percentage of female managers (15%)
Percentage of female medical representatives (20%)
6. Promotion of active roles for diverse human resources
7. Measures to support development of the next generation: Maternity leave
 (utilization rate 100%) / Childcare leave for male employees (utilization rate 100%)
8. Support for medical representatives to take maternity leave and childcare leave (implementation of reintegration programs, social gatherings, etc.)
Creation of innovative products Expansion of pipeline through open innovation 1. Promotion of in-house research themes
2. Reinforcement of alliance activities
Expanding access to healthcare Contributions to specialty areas by taking advantage of our own strengths 1. Provision of comprehensive information on specialty areas (Ob/Gyn, thyroid)
2. Promotion of accurate information and raising disease awareness
3. Early identification of diseases through activities to promote testing and diagnostics
4. Early detection of disease through non-invasive measurement kit
Contribution to women’s health Total support for women’s health 1. Contribution to women’s healthcare by providing products for each of women’s life stages
2. New initiatives for women’s healthcare
3. Promotion of the advancement of women through activities to raise awareness on health and diseases
4. Sexual education initiatives for younger generation
5. Activities to raise awareness among families and partners about women’s health issues
Contribution to animal health Contribution to creation of a society where people and animals can coexist 1. Promotion of animal welfare
2. Development and provision of products useful for maintaining the health of companion animals
3. Development and provision of non-invasive measurement kit products using body hair
4. Promotion of biodiversity
Stable supply of high-quality products
Ensuring product quality and stable procurement and supply
1. Reinforcement of supply chain management
2. Implementation of appropriate GMP audits
3. Implementation of appropriate GQP (ensuring that a quality assurance system is in place)
Promotion of proper use of products Ensuring safety and providing information on proper use 1. Implementation of appropriate clinical trials (GCP compliance)
2. Adequate implementation of GVP and RMP
3. Compliance with GVP and guidelines for activities for provision of sales information
4. Dissemination of materials and knowledge to promote proper use, and strengthening product education for medical representatives, etc.
5. Prompt provision of latest information through website
G Corporate governance Establishment of corporate system for continuous growth 1. Fostering corporate culture and climate that respect healthy business ethics
2. Ensuring real equality of shareholders
3. Social contribution activities that lead to solving social issues
4. Constructive dialogue with stakeholders
5. Appropriate disclosure and explanation of management strategy, performance, financial condition, capital policy, etc.
Secure compliance with laws and regulations, enforcement of compliance Thorough maintenance of compliance and fostering an organizational climate that emphasizes reliability 1. Compliance system mainly promoted by Group Compliance Promotion Committee
2. Continuous implementation of preventive measures against serious incidents

Major Material Issue Initiatives Achievements

This section introduces the results of our efforts for material issue KPIs that are of particular interest to our stakeholders.
Our ESG Committee will oversee material issue initiatives and drive improvements.

E:  Environmental protection and continuous reduction of environmental impact
Company-wide Action Plan Environmental protection, continuous reduction of environmental impact, and promotion of environmental management
SDGs
KPIs 1st half of FY2023 activity report
Reduction of CO2 emissions: Reduction of 46% from FY2013 (FY2030)
  • CO2 emissions in the 1st half of FY2023 Total: 5,047[t-CO2] YOY 103%
  • Progress of solar power installation: construction was completed in October, and progress is on track for operation in April. ( planned to cover approx. 7% of the Iwaki Factory's electricity use).
  • The installation of heat pumps is currently under scrutiny.
  • Held company-wide energy management meeting and confirmed annual targets and mid- to long-term targets.
Reduction of total waste
  • Total amount of waste from the Iwaki Factory (2020: 128t, 2021: 153t, 2022: 137t ,first half of 2023: 88t)
  • Total annual waste volume is expected to increase this fiscal year due to increased production volume. We will work to reduce the amount of waste from non-performing assets (raw materials/finished products, etc.).
  • Crushed trees and other materials with crushers to reduce the amount of general waste generated.
  • Total amount of waste in the 1st half of 2023: 16.5 tons (36% of the planned annual waste amount of 45.9 tons for FY2023 submitted to Minato City)
Improvement in recycling rates
  • Recycling rate at Iwaki Factory: 2020: 67%, 2021: 58%, 2022: 79%, 1st half of 2023: approx. 93%
  • Recycling of metal is in progress. Conducted sequential recycling of machinery and other valuable resources related to the renovation of the No. 1 formulation building.
  • Head office: Percentage of waste to be recycled in the 1st half of 2023: 71.6% (11.8 tons recycled/16.5 tons of waste)
Promotion of environmental measures
  • Shonan Research Center's efforts:
    1. promotion of A/C night mode
  • 2. fluorocarbon inspection
  • 3. installation of air purifiers in each room/periodic cleaning (July) 
  • Full-scale activities for this year's ISO 14001 environmental management system started at the Iwaki Factory. Scheduled to conduct periodic external audits.
  • CO2 emissions were reduced (125t-CO2/year) by reducing utility costs associated with reduced product storage space due to the relocation of the warehouse to outside facilities.
  • Confirmed the report on the implementation of the FY2022 Mid-Term Environmental Plan and the FY2023-2025 Mid-Term Environmental Plan at the Company-Wide Environmental Management Meeting.。
  • Promoted the purchase of green products at the head office. Ratio of green products purchased: 44% (in the 1st half of 2023)
Environmentally conscious business operations
  • Shonan Research Center maintains a system for promoting environmental preservation, in accordance with the "Agreement on Environmental Preservation" between Fujisawa City/Kamakura City, which Shonan iPark has concluded. We also participated in the Environmental Conservation Committee/Energy Conservation Committee/Disaster Prevention Promotion Committee.
  • Selected environmentally friendly products such as green products for stationery purchases.
  • Reduced the number of transportation trucks by approximately 20% by moving to outside warehouses.
Reduction of the use of natural resources
  • Animal Health Initiatives
     1. Continuing to reduce the use of phosphorus ore, a natural resource, by marketing the feed additive Phytase.
     2. L-histidine hydrochloride was designated as a new feed additive. Expected to contribute to the reduction of fishmeal use in fish feed and to the conservation of natural fishmeal resources.
Reduction of emissions of environmentally harmful substances (reduction of the impact of nitrogen on the environment by promoting low-protein feed)
  • Animal Health Initiatives
    1. Promote low-protein feed by spreading the use of feed-use amino acids, and L-isoleucine was designated as a new feed additive.
    2. Promote L-isoleucine (LYS) to further lower the protein content of compound feeds.
S: Human resource development
Company-wide Action Plan Development of human resources to realize growth strategies
SDGs
  
KPIs 1st half of FY2023 activity report
Number of in-house recruitment system and interdepartmental transfers
(number of career challenges)
  • The internal recruitment in the second half of 2023 is to be publicly announced so that it can be reflected in the personnel changes effective April 1, 2024.
Number of elective training courses taken
: Next-generation leader training Number of selective training courses taken
: Training to promote the advancement of women (career development of female employees)/ other selective training as a measure to support the autonomous learning of employees Expenditures per employee (for education)
  • The following is a list of major training programs conducted during the fiscal year (the amount invested per employee will be reported at the end of the fiscal year)
    1. Elective training: "Next Generation Leader Training (Apple Program)" was conducted 2 times (15 participants). 
    2. Elective training: "Women's Self-Leadership Training" was conducted 1 time as career development for female employees (19 participants) 
    3. Selective training as a measure to support self-directed learning: "One-on-One Communication Training": Conducted 1 time (17 trainees)
    Logical thinking training: Conducted 1 time (17 participants) 
    4. Training for section managers (coaching training): Conducted 2 times (79 participants) 
    5. Leadership training for executives: Conducted 1 time (43 participants)
    6. Training for medical management specialists: Conducted 1 time (8 participants) 
    7. New employee induction training: Conducted in April-August (9 participants)
    8. Selective training (presentation training): Conducted 3 times (31 participants)
    9. Training for newly appointed executives: Conducted 1 time (3 participants)
    10. Training for career professionals: Coducted in April (2 participants)
    11. Sustainability training: Conducted 2 times in April and July.
  • Disseminated videos on ESG and material issues to all employees, promoting company-wide ESG management.
    (Attendance rate: 96.1%, Confirmation test correct answer rate: 84.3%)
Promote the implementation of internal and external level specific training/selective training (career development of female employees)
  • As a career development program for female employees, "Women's Self-Leadership Training" was conducted. The program provided an opportunity for female employees who "want to challenge management positions in the future" or "are wondering if they can take on such a challenge" to think about "what is their distinctive leadership style. On the day of the event, a panel session was held with board members and other female executives, who answered questions and provided advice to the participants.
S: Contribution to women’s health
Company-wide Action Plan
Total support for women’s health
SDGs
  
KPIs 1st half of FY2023 activity report
Contribution to women’s healthcare by providing products for each of women’s life stages
  • Initiatives of the Development Division: Progressed smoothly in clinical trials for the following gynecological development products in cooperation with the CRO and relevant departments.
  • 1. Ph III study of LF111 (oral contraceptive) progressed well.
    2. Initiated Ph I/II study of AKP-022 (uterine fibroids).
  • 3. Preparing to initiate TRM-270 Ph III study (gynecology).
  • Initiatives of the Business Development Division
  • 1. At the request of the Business Development Dept. and the Portfolio Management Dept., conducted a scientific assessment to expand product lineups for women's life stages.
    2. Signed a joint research and development agreement with SUSMED for a digital therapeutic app in the field of obstetrics and gynecology.
  • Launch of hair and nail cortisol measurement kit contributes to total support of women's health. 
New initiatives for women's healthcare
  • Proposed thyroid function tests for corporate health checkups.
  • As a Corporate Venture Capital (CVC) initiative, agreed to invest in one company from the ASKA Innovation Fund.
  • Started sales of "Training Videos on Women's Health"
    (New website "Mint⁺ Femknowledge" opened on October 3)
Promotion of the advancement of women through activities to raise awareness on health and diseases
  • The Japan Society for Occupational Health and the Comfortable Menstruation Project jointly held a luncheon seminar, "Dealing with Menstrual Problems as a Key to Improving Productivity in the Workplace.
    (More than 240 attendees at the venue, 226 live-streaming viewers, and 637 on-demand viewers).
    An article titled "Neglecting Women's Health Issues is Costly for Companies" was also published in Nikkei Medical Online and Nikkei Business (2 articles in total).
  • Articles on menstruation, women's bodies and health were published by Mint+.
Sexual education initiatives for younger generation
  • Sales Division: onducted web-based lectures for medical professionals on the treatment of adolescent dysmenorrhea and iron deficiency anemia (2 times). Also, exhibited information sharing materials for patients at the Contraception and STD Prevention Seminar for Instructors (SRH Seminar) (2 times, 200 attendees in total)
  • Mint⁺ teens: uploaded 2 articles on the correct way to cope with menstruation, mainly for high school students.
    We also posted 5 feeds on Instagram.
  • Mint⁺: Added the 2023 edition of the Health and Physical Education Supplementary Material for High School Students (PDF).
    (Booklets provided: 170,000 copies / 429 schools)
  • Online seminar "Aging in a wonderful way! Menopause and Women's Health" (1 time/July)
Activities to raise awareness among families and partners about women’s health issues
  • Human Resources Department: Plan and organize a study session for employees and their families as part of the knowledge raising regarding cervical cancer.
  • Mint⁺: ABC HEALTH LABO
  • 5 articles including "Preconception Care for Your Own and Your Family's Health Starting Today" (average monthly users: approx. 300,000 / PV: approx. 400,000)
S: Contribution to animal health
Company-wide Action Plan
Contribution to creation of a society where people and animals can coexist
SDGs
     
KPIs 1st half of FY2023 activity report
Promotion of animal welfare
  • Shonan Research Center Initiatives
  • 1. Disclose ethical considerations in research on the Company's website (continued)
  • 2. Conducted animal experiments at AAALAC-certified facilities in compliance with company regulations and Shonan iPark's animal experimentation rules. (continued) 
    3. Participated in the animal memorial service at Shonan iPark on September 12 (Tue.)
  • Animal Health Initiatives
  • 1. Participated in the academic societies (WJVF/JBVP) that promote "animal welfare" as a corporate sponsor and exhibitor.
    WJVF: Total of 1,494 people including veterinarians, pet nurses and students, etc. participated on July 8-9, 2023
    JBVP: Total of 2,806 people including veterinarians, pet nurses, students, and citizens, etc. participated on September 23-24, 2023
  • 2. THYLOBLOCK Tablets (for the treatment of feline hyperthyroidism):.
        GPSP (122 cases/efficacy rate 97%) "Interim Analysis Report" submitted by Ministry of Agriculture, Forestry and Fisheries
  • 3. Trilostane tablets "ASKA" (for treatment of canine hyperadrenocorticism): 
     (1) Distribution of scientific materials (20,000 copies)
     (2) Briefing sessions for distributors, veterinary hospitals, and handling of various other inquiries, etc.
Development and provision of products useful for maintaining the health of companion animals
  • Provided information to raise awareness of endocrine disorders through THYLOBLOCK tablets and trilostane tablets "ASKA".
  • Promote the development of therapeutic agents for companion animal diseases
    (Started formulation design of one new formulation)
Development and provision of non-invasive measurement kit products using body hair
  • Clinical trials are underway using feline body hair to measure hormones for early detection of disease.
Promotion of biodiversity
  • Promoted a biodiverse environment by providing a diverse range of products that target animals, including livestock, pets, and aquatic creatures.



Materiality