Now ideas for wellness

About Meiji

At a Glance

At a Glance

Get to know Meiji at a glance – from our core business to our most important numbers.


Our Nutrition Initiatives

Our Nutrition Initiatives

Our goal is to improve the lives of people of all ages around the world through nutrition, from infants to older adults, and we are dedicated to achieving this goal.



Medical needs are always diversifying – here's how Meiji is responding.

6th ESG Advisory Board (2024)

Date: January 25, 2024


Takeshi Kamigochi
Member of the Board, Executive Officer, Senior Vice President & COO, J-OIL MILLS, INC.
Mari Kogiso
Co-CEO, SDG Impact Japan
Peter David Pedersen
Representative Director, Next Leaders' Initiative for Sustainability (NELIS)
Independent Outside Member of the Board, Meiji Holdings Co., Ltd.
[Internal Members]
Kazuo Kawamura
Chief Executive Officer, President and Representative Director
Jun Furuta
Chief Sustainability Officer, Member of the Board and Senior Managing Executive Officer
Shinji Matsuoka
Executive Officer, Sustainability Management Dept.
Yuhei Matsumoto
Chief Human Resource Officer, Executive Officer, Group HR Strategy Dept.
Youichirou Yamagata
General Manager, Corporate Development Dept.

*Company names and titles are as of January 2024.

Topic Materiality and KPIs in the Sustainability 2026 Medium-Term Business Plan

Topic Materiality and KPIs in the Sustainability 2026 Medium-Term Business Plan

Painting positive stories of social issues as opportunities leads to the achievement of our Medium-Term Business Plan.

Expert opinions

  • I think materialities lead the way to achieving the company Vision. The presented proposals on materialities and KPIs were the product of very elaborate analyses. I think the phrase “A better future where people, society, and the Earth are healthy” expresses the commitment of the Meiji Group to the value creation process. Expressing the Group intention to make that idea a reality would further enhance the impact.
  • We tend to focus on reducing risk first and creating opportunities later. Shifting the focus to creating positive impacts will contribute to the Medium-Term Business Plan.
  • Efforts taken through the food and pharmaceutical businesses create opportunities to make positive contributions. Treating products and marketing in the food business is key. The pharmaceutical business also has a large impact on society. If the Meiji Group can set out medium- to long-term KPIs to achieve their approach, those outside the Group will learn to expect more.
  • Think of human capital strategy as something to tackle through backcasting, not something to build upon. What types of human resources does the Group require to achieve ideal business in 2030? Explaining why you need personnel capable of working globally and female employees for certain businesses would lead to a better understanding.
  • Generational change is another major challenge in human capital. Exploring career development and succession plans will help integrate sustainability with business.
  • I think Meiji should establish advanced topics related to natural capital for the environment. Start with qualitative targets if quantitative targets are difficult to establish.

In today’s discussion, we reaffirmed the importance of making positive contributions to sustainability through initiatives that leverage the strengths of the Meiji Group business, as well as through human capital strategies and environmental initiatives that firmly focus on the future. We will work to finalize materialities and KPIs based on the feedback we have received.