Takara Bio Group Formulated “Medium-Term Management Plan 2026

【Publication data : May, 2023】


Takara Bio Inc. (Takara Bio) has formulated the Medium-Term Management Plan 2026 (the “New Medium-Term Management Plan”) for the three-year period ending in FY2026~{1}. The New Medium-Term Management Plan sets forth specific action plans for the last three years of the Long-Term Management Plan 2026 formulated in FY2021. Our overall policy under the New Medium-Term Management Plan is to achieve the quantitative targets of the Long-Term Management Plan 2026 ahead of schedule and accomplish dramatic growth. Our final-year quantitative targets are operating profit of ¥15,000 million and ROE 8%.


The Medium-Term Management Plan 2023 (FY2021 to FY2023 of the previous Medium-Term Management Plan 2023) had overlapped with the worldwide pandemic of the new Coronavirus. During this period, our group actively developed and manufactured the new Coronavirus testing-related reagents utilizing our proprietary technology and aggressively worked to vaccine-related CDMO business. As a result, the previous Medium-Term Management Plan greatly exceeded our quantitative targets, and our group has been aggressively pursuing R&D investment, capital investment, and human resources investment in a forward-looking manner for further growth.


Under the New Medium-Term Management Plan, in order to overcome “the Corona Cliff"~{2} and achieve dramatic growth, we will reform our business structure, promote the sustainable growth of the Reagents / Instruments business and dramatic growth of CDMO business, and develop platform technology for biologics development. We will develop a new business strategy aimed at becoming a global platform provider responsible for the infrastructure of the life science industry. In addition, we will create new value and contribute to the realization of a sustainable society through the implementation of our corporate philosophy of “contributing to the health of humankind through the development of revolutionary biotechnologies such as gene therapy.”


~{1} FY2026 refers to the fiscal year ending March 31, 2026.

~{2} The cliff of the business performance with or without the sales of the new Coronavirus testing-related products.

1. Overview of the Takara Bio Group “Medium-Term Management Plan 2026” (FY2024 to FY2026)

Business Strategy

  • Establish a position as a global platform provider of infrastructure in the life science industry
  • Establishment of a global manufacturing and marketing system
  • Strengthening of quality control processes and manufacturing technologies
  • Maximize the value of platform technologies for developing biologics
  • Accelerate the development speed of new products and services by selecting and focusing on R&D projects

Strategy for Strengthening the Management Base

  • Actively investing in growth/strengthening areas and improve ROE by appropriately returning profits to stockholders (financial)
  • Deepen ties between the company and its employees and build a solid foundation for growth (human resources and organizations)
  • Achieving a sustainable society and sustainable growth for our group (social value)

Performance Trends (Actual and Forecasts)

2. Business strategies of each business

​​​​​(1) Reagents business

​In the Coronavirus pandemic, the new Coronavirus testing-related reagents grew significantly, but the New Medium-Term Management Plan does not assume these sales. We aim to grow the Reagent business through the global, multipolar (glocal) development of general research reagents.


  • Aim to grow 7% annually (local-currency basis) by building a glocal marketing/sales strategy tailored to regional characteristics, such as expanding sales of BtoB custom-made products
  • Strengthen development of new products in the industrial and clinical application fields
  • Optimize R&D systems and create synergies in Japan, the United States, and China R&D bases
  • Build a global, multipolar manufacturing system based on a balance between improved efficiency and risk reduction

(2) Instrument business

Accelerating the development of new models of PCR related instrument for a variety of tests and single-cell analyzers, we will also develop specialized reagents for systematization. 


  • Accelerating the development of new single-cell analyzers  (ICELL8~{®} series)
  • Systemization by developing a new model of qPCR instrument for the laboratory testing market and developing panel-based reagents
  • Developing qPCR instruments and dedicated reagents for human infectious disease testing
  • Development of single-use gene amplification instruments for on-site inspection
  • Development of an isothermal gene amplification system

(3) CDMO business
We will aggressively promote technological development, human resource development, and capital investment in order to achieve dramatic growth. 


(1) CDMO for Regenerative medicine

  • Expand CDMO menu for various modarities and mass manufacturing
  • Cost reductions through robust manufacturing, quality control processes and automation
  • Preparation for construction of the third Center for Gene and Cell Processing (start in FY2024 and completion in FY2027)

(2) CDMO for Gene analysis / testing

  • Development of analysis/sample processing technology utilizing liquid biopsy technology
  • Develop NGS related services for clinical applications
  • Development of biologics development support services through advanced multi-omix analysis

(4) Gene Therapy business

Aiming to launch a NY-ESO-1 siTCR~{TM} gene therapy product (TBI-1301), we will further increase the added value of our proprietary fundamental biologics development technologies for cell and gene therapy. 


  • Aiming to launch of NY-ESO-1 siTCRTM Gene Therapy product (TBI-1301)
  • Acquire the data of CD19・JAK/STAT・CAR (TBI-2001) showing performance superiority over conventional CAR-T
  • Acquire the data of CereAAVTM showing performance superiority over conventional AAV
  • Increasing RetroNectin® production capacity
  • Develop and commercialize enzymes for mRNA synthesis as Ancillary Materials (raw materials for manufacturing biologics, etc.)

3. Strategy for Strengthening the management base

(1) Finance

We will continue to invest aggressively in growth and strengthening areas while maintaining financial soundness. In addition, we will improve ROE by maintaining appropriate shareholder returns, and promote management that is conscious of cost of shareholder’s equity and market valuation.

 1) R&D, capital expenditures, and shareholder returns


  • Actively utilize a sound financial base, cash on hand (equity ratio of 86.9% at the end of FY2023, cash and deposits of ¥51.8 billion), and operating cash flow of ¥62 billion  (before deducting research and development expenses) accumulated over three years
  • Invest ¥27 billion in R&D spending over three years to optimize development themes and strengthen collaboration between Japan, the U.S. and China as the driving force behind sustainable growth and dramatic growth
  • Planning capital investment of approximately 46 billion yen, including the Center for Gene and Cell Processing building 3
  • Plan to return 10 billion yen to shareholders over three years

2) Cost of shareholder’s equity and market valuation


  • In the Medium-Term Management Plan 2023, ROE grew significantly due to a significant rise in operating profit. As a result, ROE far exceeded the capital cost
  • Under the Medium-Term Management Plan 2026, ROE is expected to fall due to the decline in profits in FY2024, and is expected to fall below the capital cost. However, from FY2025 onward, ROE is expected to exceed the cost of shareholder’s equity
  • Recently, the share price has declined and BPS (Book-value Per Share) has increased, and PBR (Price Book-value Ratio) has been on a downward trend. However, the PBR has remained above 1.0 as indication

(2) Human resources and Organizations

In addition to strengthening the links between the company and its employees, we will create a suitable work environment and implement personnel measures as a foundation for quantum growth.


  • Human Resource: Shift from recruitment to training and develop human resources capable of responding to changes.
  • Organization: Realize organizational development that can flexibly adapt to difficulties.
  • Suitable work environment: Develop a work environment where diverse human resources can demonstrate their abilities.

(3) Creating Social Value (Sustainability Activities)

We will address various social issues through our business activities and promote sustainability activities aimed at achieving both "the realization of a sustainable society" and "the sustainable growth of our group." 

    Priority Themes


  • Promote reduction of CO2 emissions: Reduce CO2 emissions per unit of sales (emission intensity) by 50% from the FY2019 (base year) through the use of renewable energy and energy-saving activities, while increasing CO2 emissions due to expansion of business activities, expansion of facilities, etc
  • Strengthening the level of disclosure by the Task Force on Climate-related Financial Disclosures (TCFD)
  • Promotion of human rights due diligence: Reduce human rights risks by identifying and assessing human rights risks within the Takara Bio Group and along the value chain

※ Please refer to our website for details on sustainability activities



Overview of the Takara Bio Group’s Long-Term Management Plan 2026 (Formulated in FY2021)    


(1) Positioning and Objectives

Based on our corporate philosophy of “contributing to the health of humankind through the development of revolutionary biotechnologies such as gene therapy,” we will demonstrate our vision for 2025 and realize sustainable growth. 

(2) Term
FY2021 to FY2026 (6 years) 

(3) Vision
We aim to be a biologics development company that continually creates new modalities by accelerating development of platform technology for biologics development through our Reagents / Instruments and CDMO businesses. 

(4) Quantitative targets for the final year of the plan

Operating profit: ¥10,000 million
ROE: 8% or more