Alfresa Group

22–24
Mid-term Management Plan:
Leap into the Future”An Evolving Healthcare Consortium”
May 16, 2022
Alfresa Holdings Corporation

Contents
22–24 Mid-term Management Plan

Leap into the Future“An Evolving Healthcare Consortium”(1) The Alfresa Group’s Sustainability Management(Long-Term Strategy)(2) 22–24 Mid-term Management Plan: Group Management Policies(3) 22–24 Mid-term Management Plan: Measures by Segment

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2

（1）The Alfresa Group’s
Sustainability Management(Long-Term Strategy)

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3

The Alfresa Group’s Principles
Our Philosophy

We create and deliver a fresh life for all.

Our Vision

We aim to become a Healthcare Consortium that provides products
and services in every health-related field.

Our Promises
Reliability

SafetySincerity• We always provide reliable products and services and strive toenhance customer satisfaction.
• We respect individual characteristics and personalities and strive to maintain andimprove a pleasant working environment.
• We raise corporate value as a corporate group operating in the health-related industry.
• We conduct proper trade under fair and free competition.
• We strive to proactively engage with society by providing appropriate information in atimely manner.
• We contribute to local communities through our business operations.
• We strive to protect the global environment.

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4

The Alfresa Group’s Basic Sustainability Policy
The Alfresa Group’s

Basic Sustainability Policy

We create and deliver a fresh life for all.
We believe it is important to realize a sustainable society
in order to create and deliver a fresh life for all.

We aim to contribute to the development of a society inwhich everyone can live in good health,while at the same time increasing our corporate value in a sustainable manner,by conducting business activities based on the Alfresa Group’s principles
and by addressing social and environmental issues.
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5

Important Sustainability Issues
for the Alfresa Group

1
2
3

4

Improvementof quality of
products andservices

The Group helps resolve social issues,
focusing on realizing a health-oriented society,by always providing reliable products
and services.

Value
creation andinnovation

The Group promotes digital transformation(DX) and other initiatives in order to improvecustomer satisfaction and productivity while
also venturing into new business domains
related to health and treatment.

Environmental
protection

The Group has established the Alfresa Group’s
Environmental Policy and strives to protect theenvironment through business activities
intended to realize a health-oriented society.

Contribution
to localcommunities

The Group contributes to local health andtreatments through business activities
conducted by each of its Group companies.
These activities have been developed overmany years and are rooted in the community.

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5
6
7
8

Activeparticipationof human
resources

The Group has established the Alfresa Group’s
Diversity Policy and takes steps to create anenvironment where people can work together
and display their individual talents.

Compliance

The Group will promote sincere businessactivities premised on the observance of laws,
internal and external regulations,and social norms.

Riskmanagement

The Group will formulate measures to
respond to natural disasters, pandemics,
system-related troubles, and other events toensure a stable supply of health andtreatment-related products and services.

Corporate
governance

The Group promotes control and supervision
over corporate management in order to fulfill
its corporate social responsibilities andimprove corporate value.

6

The Alfresa Group’s Aspiration (Long-Term Goals)
Life Journey
Newbornbaby

Improvementof healthPresymptomatic
illness andprevention

MedicalRelated
Business

Provide the health andmedical services necessaryfor each stage of a person’slife journey

Diagnosis
andTreatment

SelfMedication
Products
Wholesaling
Business

Provide pharmaceuticals, diagnostic
reagents, medical devices, andother goods to patients in a variety
of modalities

Prevention of
exacerbation

Nursingcare

Terminal
care

ElderlypersonNew
Businesses
EthicalPharmaceuticals
Wholesaling
Business

Manufacturing
Business
Distribute the datanecessary to automate andoptimize the distribution of
goods and services
Develop and manufacture
pharmaceuticals,diagnostic reagents,and other products

Providing products and services in every health-related fieldBecoming a Healthcare Consortium
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7

（2）22–24 Mid-term Management Plan:
Group Management Policies

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8

The Business Environment Surrounding the Alfresa Group
Major
Trends intheBusiness
Environment

Super-agedsociety
Shrinkingworkforce

Environmental
protection

Healthawareness

Increasingsocialinsurance
costs

Technologicalinnovation
Digitalization

Develop the Community Health Care Vision, optimize medical expenses,
and digitalize operations from diagnosis to treatment

Factors
That Affect
the Group

Opportunities
・Promotion and finalization of both the Community-Based Integrated
Care System and the functionalization of hospital beds
・Market growth of specialty pharmaceuticals andregenerative medicine
・Utilization of big data
・Increased awareness of prevention and self-medication
・Need for thorough quality control and a steady supply of
goods and services
・Entry into drug discovery venture corporations
・Further proliferation of home care services
・Proliferation of online medical treatment
・Changes in the flow of prescriptions and prescription drugs

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Threats
・Stifled market growth due tointerim-year NHI drug price revisions
・Shrinking market for small-molecule
pharmaceuticals
・Problems related to the impact of
discarded products on the environment
・Introduction of carbon taxes on deliveryof products
・Environmental protection requirementsfor production processes

922–24 Mid-term Management Plan:
Group Management Policies

Leap into the Future“An Evolving Healthcare Consortium”

1

Enhancement of business models and creation of new value

2

Contribution to local health andtreatments through united Group efforts

3

Contribution toward a sustainable society through initiatives toprotect the environment

4

Promotion of a human resource strategy focused on diversity

5

Cultivation of a corporate culture with compliance as its highest priority
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1022–24 Mid-term Management Plan: Group Management Policies

1

Enhancement of business models

Focus on areas of growth to strengthen the foundation of the Group

Ethical Pharmaceuticals
Wholesaling Business
Focus on two growth drivers:
specialty* domains andmedical goods

Self-Medication Products
Wholesaling Business

Medical-Related Business

Make efforts to enhance
exclusive products and open
up new sales channels

Ramp up efforts related to home careservices in order to enhance family
pharmacy function

Manufacturing Business
Strengthen sales in the central
nervous system and diagnostic
reagents domains* Products with drug creation premiums and patented drugs

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1122–24 Mid-term Management Plan: Group Management Policies

1Creation of new value

Create total supply chain services and generate new value
Development
Home care services(home support centers)

Pharmaceuticalingredients
Buildings dedicated todeveloping formulations withhigh pharmacological activity

Special delivery toindividual homes

Total

Contract Manufacturing of
new formulations

Medication and treatment

Supply Chain

Post-marketingsurveillance

Services

Manufacturing
Regenerative
medicine-related business

Treatment using digitaltechnology

Distribution ofregenerative medicine andspecialty goods

Introduction and development of digital technology
Data-driven business

Logistics featuringsophisticated temperature
control

Digital services

Logistics

Sales
SPD business

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Communication via social
media regarding beautyand health

Dedicated online medical
representatives (MRs)1222–24 Mid-term Management Plan: Group Management Policies

1Creation of new value

Take advantage of digital tools to bring connectivity to the next stage
Introduce digital technologythat will connect
treatment-related stakeholders

Hospitals
Key hospitals
Specialized
doctors

Visiting
nursesSupport awork-stylereform of
medical care
professionals

MS-MR

Patients andmembers of
the local
community
Build acommunity of
local doctors

Dispensing pharmacies
and drugstores
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Utilize databases
and other methods
to connect multiple
professions

Nursing carefacilities

Clinic-based
doctors

Clinics
1322–24 Mid-term Management Plan: Group Management Policies

Furthering Digital Transformation (DX)DX Initiatives under the 22–24 Mid-term Management Plan
DefensiveDX

１

Optimize back-office departments andunify operations

２

Promote the sophistication, standardization,and optimization of logistical functions(Pharmaceuticals Wholesaling Business)３

Increase sales capabilities of MSs and MRs(Pharmaceuticals Wholesaling Business,
Manufacturing Business)

４

Enable data-informed management

AggressiveDX

Data
integration
platform

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1422–24 Mid-term Management Plan: Group Management Policies

Contribution to local health andtreatments through united Group efforts

2

Contribute as a unified group toward realizing the Community Health Care Vision
Local network building
Medical examination support
for cancer, diabetes, etc.

Expansion of logistics(Last One Mile)

New channels

SelfMedication
Products
Wholesaling
Business

EthicalPharmaceuticals
Wholesaling
Business
Hospitals, clinics, dispensing pharmacies,
etc. (collaborative community treatment)

Portal site
(alf-web)

Health technology

Support for each type of
medical examination

Medical goods

Total
supply chain
services

Manufacturing
Business
Digitaltherapeutics

Network of medicalcare professionals

Data integration platform
Doctor network

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Supplements andhealth foods
Home support
centers

Collaboration with national
and local governments

Local medical
treatment needs

Support for digitaltreatment

Exclusive beauty andhealth products

Presymptomatic
illness andprevention
initiatives
Home care services
and treatment
initiatives

New
Businesses

MedicalRelated
Business

Family pharmacists
Support for online drug
administration guidance
and prescriptions
Connecting a variety ofprofessions1522–24 Mid-term Management Plan: Group Management Policies

3

Contribution toward a sustainable society through initiatives to protect
the environment

Contribute to society by engaging in environmentally friendly business activities

10% decrease
Fiscal 2030 30% decrease
Fiscal 2050 Net zero
Fiscal 2024

Total CO22
emissions

Note: Compared with fiscal 2020 levels
Note: The 30% decrease in CO 2 emissions targeted for fiscal 2030 corresponds
roughly with the government target of reducing such emissions by 46%
from fiscal 2013 levels.

Promote the Alfresa Group’s Environmental Policy, established in April 2021

1

Promote efforts tobecome carbon neutral

2

Promote resource
recycling3

Promote the preventionof environmental
pollution and coexistencewith living organisms

Respond to TCFD
recommendations (fiscal 2022)
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16

22–24 Mid-term Management Plan: Group Management Policies

4

Promotion of a human resource strategy focused on diversity

Be a collection of strong individuals, where people within the Alfresa Groupput their individuality and talents on display while working together
to achieve the Group’s goals
What the Alfresa Group Needs

Willingness

Newto venture into
uncharted areas

Abilityto adaptto changing
environments

Present-dayHighethicalstandards
that earn trust

Strongexpertiseneeded forsustainablegrowthStrongsense ofmissionfor work that
supports life

Going forward
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Promote the Alfresa Group’s
Diversity Policy,
established in 2020
・Establish career paths
that go beyond segments
・Enhance recruitment activities
・Enhance human resource development
・Promote the success of women・Utilize junior and senior employees
・Introduce systems that
accommodate a variety of life stages
1722–24 Mid-term Management Plan: Group Management Policies

5

Cultivation of a corporate culture with compliance as its highest priority

Seriously examine past mistakes and work
as a group to make stronger, concrete efforts with greater ingenuity

Comply with laws, rules, guidelines, codes, corporate ethics,
social norms, etc.
Ensure thorough awareness of compliance at meetings thatbring together top executives from Group companies andcompliance managers
Ensure thorough awareness of compliance throughmessages from top executives from Group companies, aswell as via meetings, training, and other means

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18

22–24 Mid-term Management Plan: Group Management Policies

5

Cultivation of a corporate culture with compliance as its highest priority

Implement a PDCA cycle to avoid the recurrence of Antimonopoly Act violations

A

P

・Hold regular meetings of the subcommittee established under the Compliance and Risk Management
Committee for the Ethical Pharmaceuticals Wholesaling Business, specializing in the Antimonopoly Act andcomprising representatives from Alfresa Holdings Corporation and seven operating companies and expert lawyers(Previous meetings were held in May 2020, August 2020, February 2021, June 2021, and February 2022)

D・Take every opportunity to reinforce the commitment made by top management at each Group company
・Ensure that all sales personnel submit a Pledge to Uphold the Antimonopoly Act
・Create specific documents aimed at sales personnel (Guidance for Conduct in Compliance with the
Antimonopoly Act, guidelines, questionnaires) and update these documents as necessary— Implement strict limitations on contact between sales personnel and other members of the industry
・In April 2020, each Group company established dedicated compliance departments and counseling hotlines,
and efforts were made to enhance dialogues with frontline salespeople
・Establish a dedicated Groupwide counseling hotline, operated by an outside lawyer specializing in the
Antimonopoly Act
・Implement in-house education and training related to the Antimonopoly Act(including training by expert lawyers, e-learning, and testing accompanied by feedback)C・Have frontline sales offices conduct self-checks
・Conduct monitoring headed by internal audit departments

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19

Group Management Targets

Targets for the Fiscal Year Ending March 2025
Net Sales¥2.7 trillion

Operating Income
Margin

1.5% or higher

Investment Plan
(Cumulative)¥120.0 billion

Shareholder Returns

DOE 2.4% or higher

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20Performance Targets by Segment
Fiscal Year Ended March 2022
Millions of yen / %Ethical Pharmaceuticals
Wholesaling Business

Self-Medication Products
Wholesaling Business

Manufacturing Business

Medical-Related Business

Actual results

Fiscal Year Ending March 2025

YoY*1 / sales ratio*2

Plan

Vs. March 2022*3 /sales ratio*2

Net Sales

2,288,102

99.6

2,390,000

104.5

Operating
Income24,8391.1

35,500

1.5

Net Sales

244,82293.5

249,000

101.7

Operating
Income

1,869

0.8

2,000

0.8

Net Sales

47,359111.2

52,800111.5

Operating
Income

1,867

3.9

1,200

2.3

Net Sales

34,468103.5

37,000107.3

Operating
Income

183

0.5

700

1.9

*1 “YoY” is a year-on-year comparison of net sales from the fiscal year ended March 31, 2021.
*2 The sales ratio is operating income as a percentage of net sales.
*3 “Vs. March 2022” is a comparison of net sales from the fiscal year ended March 2022.

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21

Investment Plan

Business continuity
investments

M&As, financing,and investments innew business domains

Systems investments,
DX investments

Ethical Pharmaceuticals
Wholesaling Business

Investments related to distribution centers andoffices, etc.

Self-Medication Products
Wholesaling Business

Investments related to distribution centers andoffices, etc.

Manufacturing Business

Investments in manufacturing facilities,
warehouses, R&D facilities, etc.

Medical-Related Business(dispensing pharmacy
business)

Investments related to dispensing pharmacies,
investments in home support centers, etc.

All segments

Investments toward M&As and financing, etc., intreatment-related domains.
Initial investments in new business domains, etc.

¥40.0 billion

All segments

Investments in backbone information systems,
peripheral systems, etc.
Investments in a data integration platform(connection and analysis)
Investments for the introduction and utilization of
AI and other technologies¥10.0 billion¥70.0 billion

Total ¥120.0 billion
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22

Financial and Capital Policy
Aim to raise corporate value by pursuing an optimal balance between making vigorous long-term investments,

improving capital efficiency, and delivering shareholder returns while staying rooted in financial soundness

Raise corporate value

1

2

3

Financial Soundness

Capital Efficiency

Shareholder Returns

・Maintain a stable financial baseas a social infrastructure company
・Leverage 1) cash flows fromoperating activities, 2) sale ofproperty, plant and equipment,
and 3) borrowing as financial
resources (in order of priority)

・Make vigorous investments towardsustainable improvement ofcorporate value (growth potential)
・Improve operating income margin
and total asset turnover in pursuitof ROE that exceeds the cost ofcapital (profitability and efficiency)

・Ensure the stable and continuous
return of profits with a DOE of
2.4% or higher
・Take a flexible approach to sharebuybacks as a means to improve
capital efficiency

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23

Shareholder Returns
We strive for stable and continuous shareholder returns with a DOE of 2.4% or higher as a basic policy.

Dividend per Share / DOE
Dividend per Share (yen)DOE (%)
57
53

54

50

2021/3

19–21 Mid-termManagement Plan

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2.4%

2.3%

2.3%

2.3%

2020/32.4%

2.4%

2022/32023/32024/32025/322–24 Mid-termManagement Plan (forecast)24

(3) 22–24 Mid-term Management Plan:
Measures by Segment

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25

Ethical Pharmaceuticals Wholesaling Business:
Business Policy ①
Targets for
the Fiscal YearEnding March 31, 2025
Net Sales¥2,390 billion
Operating Income Margin

1.5%
Investment Amount

Focus resources in specialty domains
and utilize DX to reform business
Enhancement of
Existing Businesses

・Focus on specialty domains
・Emphasize medical goods
・Build area-specific marketing systems

Profitability
through Business
Reform・Acquire new profit by promoting health technology
・Utilize data to expand businessGroupwide
Optimization,
Efficiency, andStandardization

・Build an optimal logistics network in keeping with
PIC/S GDP standards
・Introduce meaningful cost controls through a review of
cost structure

Our Aspiration

To be a true leading company that offers the best
proposals and options for all health-related andmedical needs

Approx.

￥63.0 billion

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26

Ethical Pharmaceuticals Wholesaling Business:
Business Policy ②
Enhancement of
Existing Businesses

Focus on two long-term drivers: specialty domains and medical goods

Specialty Domains
Areas of growth・Continued launch of new drugs
・High profitability
・Increasing number of newpatients taking medication

Distinguishing featuresof wholesaling
・Difficulty of quality control for
products such as
biopharmaceuticals andregenerative medicine
・Importance of maintaining
product value

Medical Goods
Areas of growthMarket stability

・Continued launch of new
products・Low impact of NHI
drug price revisions
・Wide range of target domains,from presymptomatic illness andprevention, to diagnosis,
treatment, and long-term care・Presence of unexplored domains
・Low impact of NHI drug pricerevisions・High rate of return comparedwith pharmaceutical products

・Increase efficiency of operations for low-price drugs andconcentrate resources

・Increase the level and number of representatives in charge of
medical goods

・Increase bargaining power to maintain product value

・Expand sales teams to acquire new projects

・Create an integrated supply chain for the distribution ofregenerative medicine and other products・Invest in building a unified distribution system for・Enhance quality assurance capabilities to be the first choice ofcustomers and manufacturers

・Enter new fields

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medical devices, etc.

27

Ethical Pharmaceuticals Wholesaling Business:
Business Policy ③
Profitability through Business Reform

Lead the market in pharmaceuticals, diagnostic
reagents, medical devices, and medical
materials by promoting health technology

Medical / nursing
robotsBuild a new earnings base by expanding
data-driven business

Manufacturing
Business

EthicalPharmaceuticals
Wholesaling Business

Marketingspecialist (MS)*Medical-Related
Business

Manufacturing
data

Sales
data

Activitydata

Drugdispensing
data

Data utilization

Digital services

Gene therapy

Medical institutions

Pharmaceuticals manufacturers
Medical device manufacturers

Provide optimal
medical treatment

Utilize marketing

Patients
Contribute to theirhealth and treatment* Sales personnel with specialized knowledge about products and services in the pharmaceuticals
wholesaling business

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28

Ethical Pharmaceuticals Wholesaling Business:
Business Policy ④Groupwide Optimization,
Efficiency, andStandardization

Build an optimal logistics network in keeping with PIC/S GDP standards
Introduce meaningful cost controls through a review of cost structure

Build an optimal logistics network in keeping with PIC/S GDP standards① Build a system that meets PIC/S GDP standards while delivering every product safely and securely② Build a system capable of safely distributing regenerative medicine and other products across Japan③ Develop and standardize transportation tools for new modalities (cellular products, gene therapy products, etc.)④ Optimize logistics costs and introduce meaningful cost controls through a review of cost structure

Fiscal 2024
Fiscal 2023
Fiscal 2022

・Build a management systemfor ensuring high quality ateach Group company

・Develop and introduce advanced transport and delivery tools
・Introduce a system for managing regenerative medicine and other products

・Promote GDP standards at each Group company
・Operate facilities that handle regenerative medicine products

Work to improve quality assurance and shipping accuracy further and promote low-cost operations
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29

Self-Medication Products Wholesaling Business:
Business Policy ①
Targets for
the Fiscal YearEnding March 31, 2025
Net Sales¥249.0 billion
Operating Income Margin

0.80%
Investment Amount

Approx.

￥0.3 billion

Achieve high profitability in existing domains
and venture into new domains
Initiatives Aimedat High
Profitability

・Display capabilities as a Total Healthcare Merchandising
Wholesaler (THMW)・Acquire a greater number of exclusive manufacturers
and products and boost sales
・Open up new channels

Enhancement ofGroup Collaboration

・Contribute to health and treatment by collaborating
among segments

Enhancement ofProfitability
through Business
Reform・Launch new promotions that utilize digital technology
・Utilize sales and distribution data
(data-driven business)

Our Aspiration

To be a true leading company in the fields ofbeauty*1 and health that connects with all people*1 Vitality and youthfulness that comes from within, regardless of gender

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30

Self-Medication Products Wholesaling Business:
Business Policy ②
Initiatives Aimed at
High Profitability

Display capabilities as a Total Healthcare Merchandising Wholesaler(THMW) Acquire a greater number of exclusive manufacturers andproducts and boost sales Open up new channels

Initiatives Aimed at High Profitability That Showcase Capabilities as a THMW
Acquire a greater number of exclusive manufacturers and products and boost sales
・Unique products backed by abundant evidence
・Products that can be cultivated and recommended for saleas standard products (not seasonal)・Distribution that can secure solid profits
・Products that cannot be imitated, such as patents,
manufacturing methods, and products that can only beobtained in specific production areas

ExpandlineupfurtherDrive further growthby developing promotions
that utilize digital technology,
acquiring exclusive manufacturers
and products, and boosting sales

Open up new channels
Leverage cross-segment Group collaboration toreach sales channels,
such as clinics and dispensing pharmacies,
and open up new channels
Fiscal year ending March 31,
2023

Fiscal year ending March 31,
2024

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Fiscal year ending March
31, 2025

31

Self-Medication Products Wholesaling Business:
Business Policy ③
Enhancement of Group
Collaboration

Contribute to local health by collaborating with other segments

Enhancement ofProfitability throughBusiness Reform

Launch new promotions that utilize digital technology
Utilize sales and distribution data to acquire new profits
Take advantage of social media and other methods to provide information and promote products

Branding

Distribution reform
ESG proposals
Including the dispensing
pharmacy business

Dispensing
pharmacies

Data-driven businessDistribution reform
ESG proposals

Procurement of healthand beauty products

Manufacturers

Self-Medication
Products
Wholesaling
Business

Drugstores
Distribution reform
ESG proposals

Generalconsumers
New channels

Includes the
Manufacturing Business
Expand e-commerce and other channels to quickly deliver to those in need
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32

Manufacturing Business: Business Policy ①
Targets for
the Fiscal YearEnding March 31, 2025
Net Sales¥52.8 billion
Operating Income Margin

2.3 %Investment Amount

Approx.

Maximize corporate value by“building a foundation for the next generation”
Reliable, Safe,and Sincere
Manufacturing

・Promote sound manufacturing and sales of existingproducts while developing new products
・Reduce environmental impact

Efforts to Achieve
Total Supply Chain
Services・Create a one-stop service that handles everything fromdevelopment to manufacturing, logistics, and medication
・Introduce new manufacturing technology
and production
equipment that can respond to manufacturers’ needs

New Initiatives That
Utilize Digital
Technology

・Innovate medical representative (MR) activities
・Venture into the field of digital therapeutics￥21.0 billion
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Our Aspiration

To be a company that provides the manufacturing
capabilities, production capabilities, and services
that the market demands
33

Manufacturing Business: Business Policy ②
Reliable, Safe,and Sincere
Manufacturing

Leverage thorough quality control
to engage in sound manufacturing
and sales of existing products andwhile developing of new products

Efforts toAchieve Total
Supply Chain
Services

Contribute toward medical
treatment by using the diverse
functions of the Group, ranging
from the manufacture ofpharmaceutical ingredients tomedication and treatment

Introduce
原薬 new
initiatives thatutilize digitaltechnology

Innovate medical representative(MR) activities
Venture into digital therapeutics

Development of new drugs
Pharmaceuticals
Diagnostic
reagents

Co-promotion in key domains
Search function for our one-stop
service and our products
Large-scale fecal occult blood testing
equipment (new model）
New surgical products

MedicaldevicesMore indications coveredby existing products
Expanded manufacturing of Company
OEM products

Contract
Manufacturing
Pharmaceuticalingredients
SystemExpansion of contract manufacturing
Acquisition of new customers
Manufacturing execution system
Laboratory information
management system

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Development

Buildings dedicated todeveloping formulations
with highpharmacological activity
Contract Manufacturingof new formulations

Manufacturing

Promotion

Creating a
One-Stop
Service

Medicationand treatment
Digitaltherapeutics

Regenerative medicinerelated business

Logistics
Sales

Dedicated online
MRs

Information provision,data-driven business

34

Medical-Related Business: Business Policy ①
Targets for
the Fiscal YearEnding March 31, 2025
Net Sales¥37.0 billion
Operating Income Margin

1.9 %Investment Amount

Provide family pharmacies that can be used at any stage ofcare across a person’s life journey,from preventive to terminal careHome Care Service
Initiatives toAchieve Business
Growth・Create a home-centric care system within communities
by establishing home support centers equipped witha pharmacy
・Put forth efforts related to the Community-Based
Integrated Care System, such as acquiring
pharmacy accreditation

DX-Driven Business
Reforms

・Promote digital treatment, such as online drug
administration guidance

Presymptomatic
Illness andPrevention Initiatives

・Create initiatives related to e-commerce sites andmail-order sales

Approx.

￥0.1 billion

Our Aspiration

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To operate a chain of pharmacies that can cover
every stage of care across a person's life journey,from preventive to terminal care
35

Medical-Related Business: Business Policy ②
Provide family pharmacies that can be used at any stage of care

Scope of Services
Prevention
Treatment

Home-based
terminal care

A pharmacy chain rooted in thecommunity, covering every stageof care for the local population
Connecting a variety of professions

Medical-Related
Business
From preventive to terminal care

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From infants to the elderly

36

Business Development
Business Development

Support the Community-Based Integrated Care System withdigital technology and expand data-driven business

Issue sharing

Collaboration
with operators innursing care

Issue resolution

Issue resolution

Connecting
local medical
professionals

Issue sharing
Participation

Nursing care
operators

Nursing care
operators

Nursing carebusiness

Nursing care
operators

Nursing care
operators

Cross-disciplinary
community site

Connecting a variety
of professions

Nursing care results data

Copyright © Alfresa Holdings Corporation. All Rights Reserved.

・Contribute to regional
medical cooperation.
・Contribute to a variety
of professions throughthe cross-disciplinary
community site
・Identify issues affecting
nursing care workers bytaking part in the nursing
care business

Medicalreception data
Support promotion of theCommunity-Based Integrated
Care SystemDatautilization

Expand data-driven business37

Overseas Business
Overseas Business

Expand business in Asia

Penetration and Expansion of Existing Businesses
・Increase profits for
REMEJE PHARMACEUTICALS (CHINA) CO., LTD.
(REMEJE PHARMACEUTICALS)
・Increase profits for
Alfresa Codupha Healthcare Vietnam Co., Ltd. (Alcopha)
・Launch pharmaceuticals business in Vietnam
・Expand sales of Alfresa Pharma Corporation products
Initiatives to Develop Overseas Businessand Establish New Business・Investigate new destinations
・Collaborate with overseas companies
・Examine and validate new business models
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38

Disclaimer Concerning Forward-Looking Statements

Please note that the information and materials published in this document are forwardlooking statements based on forecasts available at the time the document was prepared.
Certain premises are used for these descriptions. The descriptions or premises containinherent known or unknown risks and uncertainties and may be proven inaccurate or failto materialize in the future. Actual results may differ from these forecasts because ofvarious changes in the business environment and other factors.
If revisions or amendments to the information are desirable due to new information,
future events, or other factors, it is neither a policy nor an obligation of the Company toupdate such information.

Copyright © Alfresa Holdings Corporation. All Rights Reserved.

39

Copyright © Alfresa Holdings Corporation. All Rights Reserved.