Santen Corporate (EN)
 
 
 

What Santen aspires To-be in 2035

A leading ophthalmology company leveraging "Santen Commercial Excellence*1" to earn the trust of patients and the ophthalmic community worldwide

  1. Leverages synergies to effectively drive results through organizational capabilities

Santen's way of achieving To-be

Provide optimal ophthalmic care by maximizing product value

Continuously pursue optimal eye care from a patient perspective, maximizing product value through promotion of appropriate treatment concepts and care, and providing optimal care to patients through strong collaboration with stakeholders in each market

Innovation in ophthalmic care

Deeply understand patients' unmet needs and medical challenges, utilizing our extensive ophthalmic expertise and open collaboration to deliver innovative products for untreated diseases and products that shift the paradigm for existing standard treatments

Growth Strategy

Santen’s business model

The ophthalmology market is expected to continue to grow against a backdrop of significant unmet needs. As a global pharmaceutical company specializing in ophthalmology, Santen will leverage its strengths in product origination and value maximization to further enhance “Santen Commercial Excellence”. Through this initiative, Santen will provide optimal eye care treatments to more people by developing and launching products that address unmet needs in a broad range of ophthalmic diseases.

This diagram illustrates Santen’s business model. At the top, it shows our positioning; in the middle, our strengths; and at the bottom, the initiatives we aim to strengthen going forward. [Positioning: Santen is one of the few pharmaceutical companies that is both global and deeply committed to ophthalmology. ] [Strengths: Our core strengths lie in drug discovery and maximizing product value.] [Future Initiatives: We will pursue Santen Commercial Excellence to further enhance our strengths and build organizational capabilities that effectively translate them into tangible outcomes.]

Medium-Term Management Plan (~FY2029) growth strategy

Strengthen Santen's business model across all regions, build market-leader reputation and establish foundations for sustainable growth

This diagram outlines the four pillars of our growth strategy: [Build strong presence in each regional] [Market creation in new disease areas] [Expand Rx portfolio to support mid- to long-term growth] [Continued enhancement of stable supply and productivity]

Establishing sustainable growth foundations: 6 initiatives

- Short- to Mid-Term Sales Growth

  1. Establish leadership positions in ex-Japan markets (EMEA, Asia and China): Santen will strengthen its presence through revenue growth that exceeds market growth rates in all regions, including Japan. While maintaining its leadership position in Japan, the company will seek to achieve a 58% overseas sales ratio in fiscal 2029 through strong growth in its overseas businesses.
  2. Create markets for myopia and ptosis and expand globally: Santen will seek to create Rx markets for the new areas of myopia and ptosis and develop environments in which doctors and medical institutions can proactively provide treatment aligned to local market needs. Myopia: by establishing a market for an eye drop treatment that curbs myopia progression, the company will seek to slow the progression of myopia in pediatric patients, reducing the burden on their daily lives while alleviating future eye-related concerns. Ptosis: the company will seek to enhance awareness of ptosis as a condition that is treatable with eye drops, promote the adoption of new treatment concepts, and establish a market for its non-invasive ptosis eye drop treatment.

- Mid- to Long-Term Sales Growth

  1. Strengthen Rx portfolios and pipelines: The company will accelerate approvals for the current pipeline and continue to promote life cycle management (LCM) that will contribute to sales during the medium-term management plan period. To expand Rx portfolios and pipelines for sustainable growth beyond fiscal year 2030, the company will strengthen business development target selection and capability enhancement while also taking on the challenge of developing new ophthalmic drug formulation technologies and modalities.

- Continuous strengthening of business foundation

  1. Strengthen stable supply & supply chain: In anticipation of increased demand for new products, the company will strengthen its stable and flexible product supply system by expanding in-house production capacity and reviewing its production network.
  2. Continuously optimize costs: The company will thoroughly promote multifaceted COGS-related initiatives and optimize SG&A through business process streamlining.
  3. Strengthen people/organization and digital/IT: Santen’s most important asset is the talents who embody the company’s Core Principle and Vision and contribute to growth; as such, the company will promote the creation of a highly productive organization that improves and leverages their abilities. To achieve sustainable mid-to-long term growth, Santen will improve business productivity and stability by effectively leveraging digital technology and by strengthening company-wide IT and security infrastructure.

Targets for fiscal year 2029

Sales revenue400 billion yen
Core operating profit80 billion yen
(EBITDA：90 billion yen) *2
ROEOver 14%
EPS Growth rateDouble-digit growth *3
(EPS: 160 yen or more)
Shareholder returns
  • Minimum annual dividend of 38 yen with dividend hikes targeting 40% payout ratio
  • Opportunistic buybacks as a function of share price and surplus cash *4
  • Plan to further increase ROE, EPS
  1. Reference range
  2. 2024 results - 2029 target CAGR
  3. Define necessary working capital as 45 billion yen and use retained surplus funds over a fixed period as the source for implementation

Capital Allocation including Shareholder Returns Policy

In addition to cash generated from operations, the company will maximize investment capacity by reducing working capital, utilizing surplus funds within the group, and raising funds in line with capital needs. As growth investments for the future, the company will prioritize investments in facility upgrades to expand production capacity and in research and development and business development to create innovation. Regarding shareholder returns, the company will continue to provide cash returns to shareholders through its progressive dividend system, maintaining the current minimum annual dividend of 38 yen and increasing dividends in line with profit growth. Santen will optimize its capital base through flexible share buybacks with the aim of improving ROE and EPS.

Sustainability

To contribute to society and achieve sustainable growth, Santen will vigorously promote the following 13 materialities (most important materialities*5 ).

Sustainable growth of society and business

  • Generating Products and Services Contributing to Eye Health *5
  • Ensuring Product Quality and Stable Supply *5
  • Penetration of Products and Market Creation *5

Strengthen business foundation

  • Enhancing the Value of Working at Santen and Strengthening People/Organization *5
  • Business Operations with High Ethical Standards
  • Transparent Disclosure of Information
  • Promoting DE&I *6
  • Respect for Human Rights
  • Sustainable Procurement
  • Ensuring Information Security
  • Promoting Digital Transformation
  • Measures against Climate Change
  • Environmental Load Reduction
  1. Most Important Materiality
  2. Diversity Equity & Inclusion

Specific efforts and other details will be disclosed through Santen’s corporate website and other channels in the future.

 

Materials for FY2025-2029 Medium-Term Management Plan

May 21 2025

Medium-term Management Plan announced in the past

Apr 13, 2023
May 19, 2021
Jun 05, 2018
Aug 06, 2014
May 11, 2011
Jul 25, 2006
Feb 20, 2003