Long-Term Vision: Becoming a Corporate Group Trusted Worldwide through the Inspiration of Food
First written in FY2016-Q2. 24 of 28 entries say "Restated". Latest entry: 2026-09-09.
1 other company's latest entry also says "Restated".
- 2026-09-09RestatedGovernance
「The Company has established the “Asahi Group Philosophy (AGP),” which serves as a common foundation guiding the Group’s businesses worldwide, including Japan. The “AGP” is composed of Purpose – Why we exist, Vision – What we want to become, and Values – How we act and decide.」
AGP was reaffirmed as a Group-wide philosophy consisting of Purpose, Vision and Values. - FY2025ReframedAnnual report
「In light of these changes, we revised the Group philosophy in June 2026. The revised philosophy clarifies the Group’s reason for existence, the state it seeks to achieve and its strengths, and sets out a common guide for enhancing corporate value over the medium to long term: “Our Purpose,” the Group’s social reason for existence and the role it should fulfill for people, society and the planet; “Our Vision,” the state the Group aims to achieve over the medium to long term and through its strategy; and “Our Values,” the shared values and behavioral principles supporting decision-making, corporate culture and ways of working.」
Revised AGP, introduced in 2019, in June 2026 in light of changes in the external environment, globalization and the business portfolio, updating it to a philosophy consisting of Purpose, Vision and Values. - FY2024RestatedAnnual report
「Based on the Group philosophy, “Asahi Group Philosophy (AGP),” we aim to become a group trusted by future stakeholders as well. We have formulated “Make the world shine ‘with deliciousness and enjoyment’” as a new corporate statement complementing AGP,」
Reaffirmed the policy of aiming to become a group trusted by future stakeholders based on AGP and presented a new corporate statement complementing AGP. - FY2024-H1RestatedAnnual report
「Based on the “Medium- to Long-Term Management Policy,” the Company worked to strengthen its business portfolio by promoting premium strategies in each region. In addition to further advancing core strategies, including the integration of sustainability and management, it strengthened the management foundations supporting the long-term strategy by enhancing human capital for true globalization and strengthening Group governance.」
Continued to set out the execution of the long-term strategy through the Medium- to Long-Term Management Policy, premium strategies, sustainability, human capital and Group governance. - FY2024-Q1RestatedAnnual report
「Against this backdrop, Asahi Group worked to strengthen its business portfolio by promoting premium strategies in each region based on the “Medium- to Long-Term Management Policy.”」
Continued to execute the long-term strategy through premium strategies in each region, sustainability, human capital and Group governance based on the Medium- to Long-Term Management Policy. - FY2023-Q3RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group promoted initiatives aimed at sustainable growth and enhanced corporate value based on the “Medium- to Long-Term Management Policy,” which had been updated through backcasting from megatrends.」
Continued the framework of pursuing sustainable growth and enhanced corporate value based on the Medium- to Long-Term Management Policy updated through backcasting from megatrends, as part of putting AGP into practice. - FY2023-Q2RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group promoted initiatives aimed at sustainable growth and enhanced corporate value based on the “Medium- to Long-Term Management Policy,” which had been updated through backcasting from megatrends.」
Continued the framework of pursuing sustainable growth and enhanced corporate value based on the Medium- to Long-Term Management Policy updated through backcasting from megatrends, as part of putting AGP into practice. - FY2023-Q1RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group promoted initiatives aimed at sustainable growth and enhanced corporate value based on the “Medium- to Long-Term Management Policy,” which had been updated through backcasting from megatrends.」
Continued the framework of pursuing sustainable growth and enhanced corporate value based on the Medium- to Long-Term Management Policy updated through backcasting from megatrends, as part of putting AGP into practice. - FY2022RestatedAnnual report
「Based on the “Asahi Group Philosophy (AGP),” the Group aims to be trusted by stakeholders of the future as well. It has established “Cheer the Future — Bringing energy to the future through deliciousness and enjoyment” as a corporate statement complementing AGP, and is promoting the integration of sustainability and management.」
Continued the basic policy of aiming to become a group trusted by future stakeholders based on AGP and “Cheer the Future,” while advancing the integration of sustainability and management. - FY2022-Q3RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group updated its former Medium-Term Management Policy through backcasting from megatrends, establishing a “Medium- to Long-Term Management Policy” incorporating a long-term strategy. This policy sets out the following concept for the long-term strategy: “respond to changing Well-being through deliciousness and enjoyment and contribute to the realization of a sustainable society,”」
Continued to set out responding to Well-being and contributing to a sustainable society as the concepts underpinning the long-term strategy in the Medium- to Long-Term Management Policy. - FY2022-Q2RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group updated its former Medium-Term Management Policy through backcasting from megatrends, establishing a “Medium- to Long-Term Management Policy” incorporating a long-term strategy. This policy sets out the following concept for the long-term strategy: “respond to changing Well-being through deliciousness and enjoyment and contribute to the realization of a sustainable society,”」
Continued to present the Medium- to Long-Term Management Policy based on backcasting from megatrends, well-being and contribution to a sustainable society as the starting point for the long-term strategy. - FY2022-Q1RestatedAnnual report
「Against this backdrop, to put the Group philosophy, “Asahi Group Philosophy,” into practice, Asahi Group updated its former Medium-Term Management Policy through backcasting from megatrends, establishing a “Medium- to Long-Term Management Policy” incorporating a long-term strategy. This policy sets out the following concept for the long-term strategy: “respond to changing Well-being through deliciousness and enjoyment and contribute to the realization of a sustainable society,”」
Continued to position the Medium- to Long-Term Management Policy based on backcasting from megatrends, together with a long-term strategy centered on Well-being and sustainability, as the starting point for management. - FY2021ReframedAnnual report
「To put AGP into practice, we updated the previous Medium-Term Management Policy through backcasting from megatrends, creating a new Medium- to Long-Term Management Policy that includes a long-term strategy. The Medium- to Long-Term Management Policy sets out the long-term strategy concept of “responding to changing well-being through deliciousness and enjoyment and contributing to the realization of a sustainable society.”」
The previous Long-Term Vision and Medium-Term Management Policy were updated into a Medium- to Long-Term Management Policy based on backcasting from megatrends, positioning changing well-being and contributions to a sustainable society as the concepts underpinning the long-term strategy. - FY2020-Q2RestatedAnnual report
「Under the group philosophy, “Asahi Group Philosophy (AGP),” our vision is to “become a glocal value-creating company that grows around high-value-added brands.”」
We continued to state the policy of becoming a glocal value-creating company centered on high-value-added brands as the vision under AGP. - FY2019RestatedAnnual report
「Since 2019, we have established the group philosophy, “Asahi Group Philosophy (AGP),” and aim to achieve sustainable growth and enhance corporate value over the medium term.」
We reaffirmed the basic policy of pursuing sustainable growth and the improvement of corporate value over the medium term, based on AGP’s Mission, Vision, Values and Principles. - FY2019-Q3RestatedAnnual report
「We established the new group philosophy, “Asahi Group Philosophy (AGP),” effective from January 2019. Under AGP, our mission is to “create deliciousness beyond expectations and an enjoyable lifestyle culture,” and our vision is to “become a glocal value-creating company that grows around high-value-added brands.”」
AGP took effect in January 2019, and the vision of becoming a “glocal value-creating company” that grows around high-value-added brands continued to be stated as the strategic rationale for the acquisition of Fuller’s. - FY2019-Q2RestatedAnnual report
「Against this backdrop, Asahi Group promoted “glocal value-creation management” under the new group philosophy, “Asahi Group Philosophy (AGP),” based on the Medium-Term Management Policy.」
Under AGP, we continued to promote “glocal value-creation management” based on the Medium-Term Management Policy. - FY2019-Q1RestatedAnnual report
「Against this background, Asahi Group promoted “glocal value-creation management” under the new group philosophy, “Asahi Group Philosophy (AGP),” based on the Medium-Term Management Policy.」
Continued to promote glocal value-creation management under the new group philosophy, AGP, based on the Medium-Term Management Policy. - FY2018ReframedAnnual report
「Since 2019, we have established the new group philosophy, “Asahi Group Philosophy (AGP),” and aim for sustainable growth and the improvement of corporate value over the medium to long term. AGP comprises a Mission, Vision, Values and Principles, setting out not only the Group’s mission and desired future state, but also the important values it has inherited and its guidelines and commitments for conduct toward stakeholders.」
The previous Long-Term Vision was updated to the concept of a “glocal value-creating company” that grows around high-value-added brands, based on the Asahi Group Philosophy introduced in 2019. - FY2018-Q3RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
The Long-Term Vision was restated as the strategic background to the acquisition of the Central and Eastern European business, reaffirming the pursuit of higher added value in Japan and the goal of becoming a global player by leveraging strengths originating in Japan. - FY2018-Q2RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
The Long-Term Vision continued to be cited as the vision for the business in the strategic explanation of the acquisition of the Central and Eastern European business. - FY2018-Q1RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
In explaining the acquisition of the Central and Eastern European business, we restated the Long-Term Vision updated in 2016, including the pursuit of higher added value in Japan and the goal of becoming a global player overseas. - FY2017RestatedAnnual report
「Based on these developments, the Long-Term Vision updated in 2016 stated our aim to “become a corporate group trusted worldwide through the inspiration of food (deliciousness, enjoyment and novelty),” and sought, as the vision for the business approximately 10 years ahead, to “become a leading company in Japan based on the pursuit of higher added value as a comprehensive beverage and food group centered on alcoholic beverages, while establishing a unique position as a global player that leverages strengths originating in Japan.”」
The Long-Term Vision updated in 2016 and the vision for the business approximately 10 years ahead continued to serve as the starting point for management strategy. - FY2017-Q3RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
As the strategic rationale for the acquisition of the Central and Eastern European business, we continued to state the Long-Term Vision’s goals of pursuing higher added value in Japan and becoming a global player by leveraging strengths originating in Japan. - FY2017-Q2RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
In explaining the acquisition of the Central and Eastern European business, the Long-Term Vision continued to be positioned as the starting point for the strategy. - FY2017-Q1RestatedAnnual report
「As the future vision for the business under the newly updated Long-Term Vision, we stated that, “As a comprehensive beverage and food group centered on alcoholic beverages, we will seek to become a leading company in Japan based on the pursuit of higher value-added products, while establishing a distinctive position as a global player leveraging strengths originating in Japan.”」
The Long-Term Vision was reaffirmed as the strategic rationale for the acquisition of the Central and Eastern European business, with an emphasis on pursuing higher added value in Japan and becoming a global player by leveraging strengths originating in Japan. - FY2016RestatedAnnual report
「In the Long-Term Vision updated in 2016, we added a vision for the business approximately 10 years ahead and defined the Group’s desired future state and vision for stakeholders.」
The Long-Term Vision, which added a vision for the business approximately 10 years ahead, continued to serve as the starting point for the management philosophy and medium-term management policy. - FY2016-Q2First statedAnnual report
「In 2013, we formulated the Long-Term Vision 2020, stating our aim to “become a corporate group trusted worldwide through the inspiration of food (deliciousness, enjoyment and novelty).” We subsequently updated it as our “Long-Term Vision.”」
The Long-Term Vision 2020 was updated, retaining its basic policy while adding a vision for the business approximately 10 years ahead.