June 30, 2023

Sustainability Briefing for Analysts andInvestorsPositioning of the Sustainability Strategy
in the Medium- to Long-Term Management Policies〈 AGP Mission 〉

Deliver on our great taste promise and bring more fun to life
TrendsOur Vision
What the Asahi Group Aims to Be
Be a value creator globally and locally,
growing with high-value-added brands〈 Basic Concept behind Long -Term Strategies〉

Contribute to sustainable society
and respond to changing
conceptions of well-being
through delivering great taste
and funIssues up to 2030,
back casting from megatrends
looking ahead to 2050
• Changing conceptions of human well-being• Climate change and depletion of natural resources• Changing demographics and shifts in economic power• Technological advancements〈 Medium- to Long-Term Management Policy 〉

Ideal Business Portfolio
Core Strategies
Strategic Foundation StrengtheningⒸASAHI GROUP HOLDINGS. All rights reserved.

・Growth driven by global brands and premiumization in existing operating regions; expansion into new markets
・Growth in adjacent categories to capture demand from trends such as increasing health consciousness; creationand development of new businesses that draw on the Group’s capabilities

Sustainability
Sophisticationof human capital

R&D

DX

Evolutionof group governance2

Toward Integrating Sustainability into Management

Cheer the Future
Sustainability Stories
Create lasting brand value
For over 100 years, we have worked with the gifts and the power of nature to deliver on our great
taste promise to consumers around the world. We are proud that our products have helped encourage
people-to-people connections, create communities, and bring more fun to life for everyone - a
heritage we aim to continue well into the future.

Adapt to the future
We accept our special responsibility to manage the potentially harmful effects our business may haveon the environment and society at large. Going forward, we are committed to achieving sustainablegrowth while pursuing sustainability as essential synonymous with pursuing business itself.

Actively embrace change
Envisioning a better future, we aim to build sustainable ecosystem and circular economy throughdecarbonization and the effective use of water resources, connect people to their wonderfulcommunities, and create measures and drinking opportunities to reduce the harmful use of alcohol,
sharing ideas and technologies with stakeholders toward realization.

Our promise to the future
We will continue to deliver on our great taste promise and bring more fun to life for everyone bybuilding value together with nature, community, and society at large for making the one and only
future shine. With our concept “Cheer the Future,” we aim to take action toward a better world for all.
ⒸASAHI GROUP HOLDINGS. All rights reserved.

3

Overall Sustainability Strategy
VisionSustainability Stories
Create lasting brandvalue

Adapt to the future

policyObjective

Actively embracechangeOur promise to the
futureRealizing sustainability across the value chain
As a group, we aim to manage risks and create opportunities while aspiring to make a positive impact forbusiness and society with our products and services.

Co-creation with all our stakeholders

Initiatives

Respond to Climate
ChangeSustainable Agricultural
raw materials

Sustainable Packaging

Sustainable Water
Resources

Realize Sustainable Communities through theCreation of People-to-People Connections

Key Initiatives
Reduction in Inappropriate Drinking
Solution of Alcohol-Related Issues
through Creation of New Drinking
Opportunities

Create Value of HealthRespect for Human Rights

OutcomeCreation of business and social impact by incorporating sustainability into business and functions

EngagementⒸASAHI GROUP HOLDINGS. All rights reserved.

Communication

Disclosure

4Visualization of Business and Social Impacts in Key Themes

Aim to quantify the impact of sustainability initiatives

Purpose• Incorporate thequantitative impact into
policy prioritization,
investment decisions, andprogress management.

Value Relevance Map (Excerpt)• Through the above, achieve
the sustained businessgrowth and create positive
impacts on society.

•Analysis •method •Value relevance analysis
Overview analysis
Impact-weighted
accountingⒸASAHI GROUP HOLDINGS. All rights reserved.

5

Material issues

Environment

Environment
Revision to Asahi Group Environmental Vision 2050
Asahi Group Environmental Vision 2050

We, the Asahi Group, have been enjoying the gifts of nature to create its products and services for over 100
years. We are concerned that the worsening global environmental issues threaten not only the sustainability ofour business but also the survival of the human beings if we do not act accordingly.
As we would be unable to continue our business without these gifts of nature, we are determined to achieve
Planet Positive, which will reduce the burden on the environment from our business to zero, and maximize
value to the global environment through circularity.

What we would like the world to be like in 2050

Planet Positive
Climate Change
BeyondCarbon Neutral
A world towards a carbon-free society,where carbon emissions are reduced insociety as a whole, beyond the boundaries
of business, and biodiversity is preservedⒸASAHI GROUP HOLDINGS. All rights reserved.

Packaging
A Society Free of
Packaging Waste
A world where the use of resources tomake packaging is minimized, used
packaging is recycled, and especially,marine biodiversity is preserved

Agricultural Raw Materials
Sustainable Agricultural
Raw Materials

Water Resources
Healthy Watersheds for
People and Nature

A world where farming is carried out
while considering the environment,
respecting human rights and realizing
regional revitalization, and there is abalance between stable production andpreservation of the ecosystem

A world where the appropriate quality andquantity of water and the function of thesoil are preserved for maintaining health,living environment and biodiversity, andresilience against natural disasters isenhanced

8

Climate Change Action: Targets

2050

2030

Reduce our CO2 emissions in Scope 1, 2, and 3 to zero, thereby becoming carbon
neutralReduce CO2 emissions in Scope 1 and 2 by 70% (compared with 2019)*SBT 1.5°C certification
Reduce CO2 emissions in Scope 3 by 30% (compared with 2019) SBTi 2°C certification(confirmed the well below 2°C level)

Reduce CO2 emissions in Scope 1 and 2 by 40% (compared with 2019)2025

Use renewable energy for 100% of electricity purchased at all production bases*(2022 result: 61%)

In April 2023, achieved renewable energy for 100% of electricity purchased at all production
bases in Japan.
ⒸASAHI GROUP HOLDINGS. All rights reserved.

*Covers Asahi Group Japan, Ltd., Asahi Europe and International Ltd., and Asahi Holdings (Australia) Pty Ltd.

9

TCFD
Our Approach
Evolution and deepening of scenario analysis

2022
2019

Startedanalyzingbeer
businesses

2020

2021

Expanded
the analysis
to all alcoholand nonalcohol
beverages

Conducted
the analysisof all threebusinesses(alcoholbeverages,
non-alcohol
beverages,
and foods)

Beganfinancial
impactassessment

Expanded the scope of analysisⒸASAHI GROUP HOLDINGS. All rights reserved.

◆ Upgrade risk impact analysis using
1.5°C scenario◆ Review risks/opportunities incl.
biodiversity and resource circulation
closely related to climate change andsort out relationships with value chains
Physicalrisk• Impact on water as a raw material• Damage to non-current assets/inventories in production bases

Transition
risk• Introduction of carbon tax

Opportunities• Products/services: Changing
consumer preference• Enhance sales with the expansion ofmarkets for products that addressenvironmental issues

10

TCFD
Climate Change Actions’ Impact on Business and Society
Financial impact of
introduction of carbon tax

Asahi Carbon Zero
CO2 emissions reduction
Scope 1 & 2

Scope 1 & 2*（4℃ scenario)
2030
JPY9.0 billion

2050
JPY15.3 billion

Promote efforts toachieve Asahi
Carbon Zero

*Carbon tax on CO2 emissions from directly
operated businesses

Oceania Solar panels•

Installed 7,000 solar
panels on the rooftops of
the Yatala Brewery•

Aim to halve CO2
emissions in Scope 1 and
2 by 2025 (compared with
2019)
ⒸASAHI GROUP HOLDINGS. All rights reserved.

2020

2021

Emissions

858,000

７４４,000

tons

tons

Rate ofreduction

-7%

-19%

(vs 2019)

2022
686,000

tons

-30%

Japan Tosu Brewery, Asahi
Breweries, Ltd.
• Halve energy consumption
through an overhaul ofmanufacturing method
and promote the use ofrenewable energy•

Aim to achieve “Carbon
Negative” where CO2
absorptions exceed
emissions by the end of
2026

11

TCFD
Climate Change Actions’ Impact on Business and Society
Financial impact of
introduction of carbon tax

Asahi Carbon Zero
CO2 emissions reduction
Scope 3

Scope 3* (4℃ scenario)
Main packaging

Transport/ delivery(upstream/
downstream)

2030

JPY37.6 billion

JPY15.6billion

2050

JPY72.8 billion

JPY31.1 billion

Promote efforts
to achieve Asahi
Carbon Zero••

Build and operate the plant
through a J/VCompletion of the new plantcurrently under construction
will enable production of
20,000 tons or more of
renewable PET bottles andfood packagesⒸASAHI GROUP HOLDINGS. All rights reserved.

2021

Emissions 8,337,000 8,178,000
Rate ofreduction(vs 2019)*Carbon tax transferred when procuring maincontainers/packaging and at transport/delivery stages

Oceania
PET bottle recycling plant

2020
tons

tons

-5%

-7%

2022
8,328,000

tons

-5%

Japan
PoC of fuel cell electric truck•

Participate in trials ofheavy-duty fuel cell electrictrucks powered byhydrogen in collaboration
with companies fromdifferent industry sectors*Scope 3 emissions figures are obtained retrospectively updating the unit for emission intensity and so on. Financial
impacts are calculated using the unit for emission intensity before the update.

12

TCFD
Climate Change Actions’ Impact on Business and Society
Realize sustainable use ofwater resources

Financial impact of natural
disasters (water risk)Primary unit of water consumption
Risk

Number ofaffectedbases

Financial
impactDamage to noncurrent assets/inventory5

JPY1.9billion

Opportunity loss
due to suspended
operation

10

JPY6.7billion

26

JPY0.5billion/year

Raise in water
charges*Based on the value of non-current assets andinventory assets of 69 bases in FY2021ⒸASAHI GROUP HOLDINGS. All rights reserved.

Countermeasures:
Further reducewater use andresearch water
risks in production
bases

2020

2021

2022

Target:
2030

3.5
m³/kl

3.４
m³/kl

3.4
m³/kl

3.2
m³/kl

Number of bases where waterrisk survey was conducted(key production bases for alcohol
beverages and non-alcohol beverages)

2021

2022

６ bases

18 bases

13

TCFD
Opportunities: Promoting Products that Address toEnvironmental Issues
Enhance provision of products/services that contribute to mitigating andadapting to climate change
Japan: Unlabeled products
by Asahi Soft Drinks Co., Ltd.
•

Removed all labels toimprove customer
convenience and reduce
plastics use and CO2
emissions.

Europe: Polish beer brand, Lech••

Oceania: Water brand, Cool Ridge••

Introduced 100％
recycled PET bottles.
Acquired a carbon
neutral certificate
from Climate Active.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Use wind power
generation to reduce
CO2 emissions in
manufacturing.
Reuse 99% of
byproducts andwaste generated in
production process.

Europe: Polish beer brand, Żubr••Established the Żubr Fundto support protecting wild
animals.
Contribute to CO2 emissions
reduction efforts in theprotected area and help
preserve biodiversity
through communication with
consumers.

14

TNFD
Locate: Implemented in 2022
STEP 1

STEP 2

Narrow down theregions where Asahi’sbusiness are possibly
involved

Comprehend biodiversity
outlook from theperspectives of integrity,
importance, and water
stress

Production
area of raw
materials

Manufacturing（Materials
processing/in-house)

Logistics

STEP 3

Place ofconsumption

By combining STEP 1 and 2, identify the types of risks
and regions each of our raw materials and businessprocess
BarleyHopHigh integrity risk in US/Australia andhigh water risk in Europe

Major risk is integrity; with highimportance and water risk in Europe
and Australia

Perspectives for assessing biodiversity profile
Integrity

Importance

Water stress

Evaluation related to the richness of theecosystem. Assess if the ecosystemsurrounding the base is damaged byman-made or natural operations (ratio of
species remaining in the region).

Evaluation related to conservational value.
Assess if the base is of high biodiversity
conservation value (e.g., existence ofendangered species, size of land being
preserved etc.).

Evaluation related to the soundness ofwater supply quality and volume. Assess ifwater supply at the base is deteriorating
qualitatively and quantitatively (e.g., runoff
rate published by WRI, comprehensive
evaluation of water quality).

ⒸASAHI GROUP HOLDINGS. All rights reserved.

15

TNFD
Evaluate: Implemented in 2022
STEP 1

STEP 2Analyze each business process of raw material production,
manufacturing, logistics, and consumption:1) Specify the level of dependency and impact on nature;2) Set metrics for evaluating the status of degradation insurrounding areas related to each business process in theenvironments identifies; and
3) Predict the status of degradation in 2030 and compare withthe evaluation in 2).
Details of dependency/impact on nature and assessment
indicators (excerpts for barley and hop only)
Woods
Dependency

ImpactDisaster Encroachment
to land ecomitigation
systemSoil/land

2)

Adjust the scale of business supportedby the are of regions with a high levelof degradation risk to the naturalenvironment; andSpecify the priority of the targets tobe addressed

Targets with higher priority for action(excerpts for barley and hop only)
Woods Soil/land

Dependency

ImpactDependency

Impact

Maintainfertile soil

Soil
contamination

Maintainwater supply

Water
consumption

Barley+++Maintainwater quality

Water
contamination

Hop

+++

Prevent soil
erosion

Assessment indicator
Ratio of decrease inforest coverage rate

Water

1)

Assessment indicator

Assessment indicator

Surplus nitrogen amount
Organic carbon in soil

Water runoff rate
Effluent treatment rate

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Water

Air

Waste

+++

+

-

-

+++

-

-

-

The larger number of “+” indicates the greater degree of
dependency/impact a business has on nature and thehigher risks of degradation.
“ｰ” indicates that impact is small or that evaluation is notapplicable.

16

TNFD
Assess and Prepare (Partially implemented in 2022 and continuing in 2023)
We analyzed scenarios for high-risk regions that the business activities are dependent on and impact theenvironment that were identified in the Locate and Evaluate stage. In 2022, we understood the direction
we should move toward by advancing analysis of scenarios that take trends in climate change
countermeasures into account and promote biodiversity measures.

Raw material
production
Hop cultivation Water app
PoC in Czech RepublicⒸASAHI GROUP HOLDINGS. All rights reserved.

Manufacturing(Asahi)

Logistics

Consumption

Installation of solar
collectors at the Bari
Brewery in Italy

Transportation inAustralia utilizing
electric trucks

Largest PET bottle
recycling facility inAustralia which began
operating in New
South Wales17

Sustainable Packaging: Response to Plastics Problem

Realize 100% utilizationof materials for plastic
containers that can be usedeffectively by 2025

Convert to 100%
eco-friendly materials
for PET bottles by 2030

Examine the developmentof eco-friendly materials
and sales methods that do
not make use of plastic
containers

Ratio of eco-friendly
materials used in PET
bottles:
21% in 2022
ⒸASAHI GROUP HOLDINGS. All rights reserved.

18

Sustainable Packaging: Response to Plastics Problem
Promote use of eco-friendly materials and reduction of plastics used incontainers and packaging
Oceania: Cool Ridge gained
Japan: Cap to Cap
certification•

A water brand, Cool Ridge, gained acarbon neutral certification from
Climate Active, an organization
established by the Australian
government and the corporate sector.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

••

Began a joint technological PoC withother companies to implement “Capto Cap,” a horizontal recycling
initiative of PET bottle caps.
Asahi Group Japan, Ltd., Asahi Soft
Drinks Co., Ltd. and Asahi You. Us,
Co., Ltd. are participating.

19

Responsible Drinking

Responsible Drinking

WHO published 2030 Global Alcohol Action Plan
Particularly important targets for the alcohol beverage industry

20% reduction in the harmful use of alcohol (compared to 2010)
Indicators: Per capita consumption of pure alcohol, prevalence of heavy episodic
drinking, alcohol-attributable deaths, etc.

IARD
•

•

Action to reduce
harmful drinking
patterns in adults.
Action to eliminate
marketing,advertising, andselling of alcohol
products to minors.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Collaboration

Asahi GroupStrengthening initiatives
to reduce the volume ofpure alcohol consumed
per person and heavy
episodic drinking by
expanding a range ofnon- and low- alcohol
beverages.
21

Responsible Drinking
Reduction in Inappropriate Drinking“Sustainability x DX” to eradicate inappropriate drinking
Current initiatives
Engagement with theleaders of the Next
Generation
Discussing responsible
drinking at One Young World,a summit for developing theleaders of next generation.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Drink prevention
program for minors

Considering new
initiatives using DX

Implementing “Respect 18”(Europe) to reduce drinking
by minors and enhance legal
prohibition on selling andproviding alcohol to minors.

22

Responsible Drinking

Solution of Alcohol-related Issues through Creation of New Drinking Opportunities

Propose new drinking opportunities through products/services•

Promote non- and low- alcohol products
globally as an extension of the Asahi
Super Dry brand.

••ⒸASAHI GROUP HOLDINGS. All rights reserved.

A Joint venture of Asahi Breweries, Ltd.
and Dentsu Digital Inc. opened
SUMADORI-BAR SHIBUYA in Shibuya, acentral areas of Tokyo.
Offering drinks developed for theenjoyment of both drinkers and nondrinkers of alcohol beverages.

23Communities

Community Strategy
Developed two-layer strategy comprising key activity and basic
activity

Key Activity

Sustainable Agricultural Industry

Improve agricultural producers’ well-being and realize the stable procurementof agricultural raw materials through our connections with stakeholders(co-creation activities) and the utilization of proprietary technologies

Regional
revitalization

Reduction ofenvironmental burden

Basic Activity

Respect forhuman rights

Community Support Activities

Strengthen our connections with communities through employee
participation in activities aimed at resolving social issues

FoodⒸASAHI GROUP HOLDINGS. All rights reserved.

Regional
environment

Disaster relief

25Community
Current Initiatives

Key Activity
Europe: Campus Peroni
Implementing a program to establish barleycultivation frameworks in collaboration withproducers and researchers to improve thequality of Italian malt.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Basic Activity
Global initiative
Launched “RE: CONNECTION for the
EARTH,” a global initiative for employeesof each RHQ engage in activities under acommon theme.

26

Human Rights

Human Rights
Focus especially on building a grievance mechanism for supply
chain and own employees
Major human rights risks in our value chain (reviewed in 2023)
R&D◼ Forced labor, humantrafficking◼ Child labor◼ Occupational safety and health◼ Working Hours and wages◼ Treatment of foreign workers

Workers(Employees/
business
partners)

Consumers/localcommunities

Procurement

 Health and safety◼ Health and safety (Quality of prototype ◼ Land rights
products)◼ Residents transfer, lifestyle, Rights to privacy
livelihood◼ Access to water and sanitation◼ Indigenous people’s rightsⒸASAHI GROUP HOLDINGS. All rights reserved.

Production

Logistics

Sales/distribution/
consumption◼ Forced labor, humantrafficking◼ Occupational safety
and health◼ Working hours andwages◼ Treatment of foreign
workers◼ Occupationalsafety and health◼ Working hours

 Working hours and wages
 Freedom of association/collective
bargaining rights◼ Health and safety (Product quality,
damage to health from excessive
intake, etc.)◼ Responsible advertising andmarketing◼ Children’s rights (Inappropriate
information dissemination andmarketing to children)◼ Encouraging harassment, badbehavior, or human rights
violations related to alcohol
consumption◼ Health and safety◼ Land rights◼ Access to water and sanitation◼ High risk

 Medium risk

28

Human Rights
Efforts to Reduce Human Rights Risks in Supply Chain
Identified human rights risks in the supply chain of Brazilian sugarcane
Key raw materials
Results of modern slavery risk theory analysis

Findings from desk research and interviews• There are strict labor laws in place inBrazil. Human rights risks are low due tomechanization of sugarcane plantations.
• Human rights risks potentially exist in
relation to the labor environment ofsmaller plantations and sugar factories.
Our future
approach•••ⒸASAHI GROUP HOLDINGS. All rights reserved.

Understand the implementation of the programof stakeholders
Work to identify the upstream producers andimprove communication
Establish a grievance mechanism

29

Human Rights
Efforts to Reduce Human Rights Risks of Employees
Conducted working environment survey in manufacturing sites in Malaysia

Purpose/overview•••

Conducted a working
environment survey in two
manufacturing sites in
Malaysia.
Of the human rights issues
stipulated in the Asahi Group
Human Rights Principles, thesurvey focused on“occupational health andsafety,” “forced labor,” and“child labor.”
The actual survey was also
conducted in collaboration
with the NGO*.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Survey details••••

Review of labor
management documents
Site inspection
Employee interviews
Reporting to local labor
management
representatives・フォー・サス
テイナブル・サプライチェーン*The Global Alliance for Sustainable Supply Chain

Results•

Will make improvements
based on the results

Occupational
healthandsafety・Highly rated→Confirmed consideration toforeign workers, such as useof an interpreter at training(one factory)

Livingenvironment・Highly rated→Confirmed provision of adormitory for foreign workers

Workconditions

・Findings→Need to provide
employment regulations andother documents in multiple
languages

30Sustainability GovernanceSustainability Promotion Structure
Strengthening effectiveness through a Group-wide promotion system
Board of Directors
Corporate Strategy Board
Global Sustainability Committee
Sustainability Execution Conference
Task Force＊Task Force has been set up for each of
the key initiatives and discussed specificissues with each RHQ.

■ Asahi Group HD

Sustainability (Secretariat)■ Regional Headquarters

Sustainability dept.

Sustainability dept.

Sustainability dept.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

Finance

Sustainability dept.

Supply Chain

Japan

Procurement

Europe

ＨＲ

Oceania

StrategySoutheast
Asia

32

Interaction with ERM
Position key sustainability issues as main Group risks, and set a
PDCA cycle in motion under the ERM system
Group ERM

Function ERM

The director in charge
takes ownership andpromote ERM by
positioning thesustainability issues ofclimate change, plastics
issues, human rights,
and responsible drinking
as the main Group risks.

Promote ERM withsustainability issues suchas climate change, rawmaterial procurement,
biodiversity, responsible
drinking, humanresources, and plastic
use as main risksⒸASAHI GROUP HOLDINGS. All rights reserved.

33

Directors’ Variable Remuneration Scheme
Apply a social value indicator at a 40% weight for Directors’
mid-term bonus
Weighting according
to area

Areas

WeightPer-area scoring
according to degreeof goal achievement

Sum of weight × score
for all 6 areas = final
evaluation results

Results reflected in
payment ratio

Degree of goal achievement

ClimateChange18%

Score range

Evaluation

Payment
ratio

Plastics

18%421-500

S

150%

Communities

18%341-420

A

125%

Responsible
drinking

18%261-340B

100%

181-260

C

75%

DE&I

18%

100-180

D

50%

External
indicators

10%ⒸASAHI GROUP HOLDINGS. All rights reserved.

34

Issuance of 2nd round of Green Bonds
Clarify the use of proceeds and commit to investing insustainability
Period5 yearsIssue
amountJPY 25 billion

Issue date

March 8, 2023•

Use ofproceeds••

Make capital investment andpromote renewable energy to be
used and initiatives for CO2
absorption in the Tosu Brewery ofAsahi Breweries Ltd.
Procure recycled PET and biomass
plastics.
Purchase power generated fromrenewable energy sources.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

35

Enhancement of Sustainability Information Disclosure
In view of global changes in the non-financial information
disclosure standards, promote integration of initiatives andstrengthen disclosure
2023

2021-2022••

Responded individually to high-priority disclosure
standards
Expanded/improved disclosure media(Sustainability Databook, TCFD reports,
Environmental Report, website)ⒸASAHI GROUP HOLDINGS. All rights reserved.

•••

Upgrade disclosures in line with ISSB disclosure
standard
Integrate analysis of TCFD and TNFD
Emphasize story-telling and consolidate disclosure
media

36

Reference Materials

Sustainability Global Targets
Environment

Communities

Responsible
Drinking
Reduction in Inappropriate
Drinking

Respond to Climate Change

Sustainable Packaging

Realize Sustainable Communities
through the Creation of People-toPeople Connections

Reduce our CO2 emissions in Scope 1,
2, and 3 to zero, thereby becoming
carbon neutral by 2050

Realize 100% utilization of materials
for plastic containers that can be usedeffectively by 2025

【Japan】 Create opportunities for
employees to participate in community
support activities by launching a common
platform for operating companies in Japan

Achieve a 15% sales composition ratio
of non-alcohol and low-alcohol
beverages of main alcohol beverage
products by 2025

Achieve a 100% conversion to ecofriendly materials for PET bottles by
2030【Europe】 Implement support project forbarley farmers, Campus Peroni (Italy), andhops farmers, “FOR HOPS” (Czech
Republic)

Achieve 100% compliance with theDigital Guiding Principles of IARD by2024

Examine the development of ecofriendly materials and sales methods
that do not make use of plastic
containers【Oceania】 Launch the Environmental
Think Tank, an organization that enables
employees to participate in resolving
regional environmental issues, andimplement proposed projects

Reduce CO2 emissions by 70% in
Scope 1 and 2 by 2030 (comparedwith 2019)
Reduce CO2 emissions by 40% in
Scope 1 and 2 by 2025 (comparedwith 2019)
Reduce CO2 emissions by 30% in
Scope 3 by 2030 (compared with2019)

【Southeast Asia】 Conduct community
programs at each business unit twice a year

Solution of Alcohol-Related
Issues through Creation of
New Drinking Opportunities

Display age restrictions on alcohol
consumption on all products underalcohol beverage brands (including
non-alcoholic beverages sold underthat brand) by 2024
Achieve a 100% participation rate of
employees in at least one training
program by 2023

* Global targets will be considered in the future.

Respect for Human RightsⒸASAHI GROUP HOLDINGS.
All rightswith
reserved.
We comply
our human rights policy, promoting the reduction of human rights risks and achieving a sustainable society.

38Information in this material is not intended to solicit sale or purchase of shares in Asahi Group Holdings.
The views, estimates and other information expressed in this document are based on the company's judgment at thetime of publication, and no guarantees are provided regarding the accuracy of such information. This information is
subject to change without notice.
The company and its officers and representatives accept no responsibility or liability for any damage orinconvenience that may be caused by or in conjunction with any part of these materials.

ⒸASAHI GROUP HOLDINGS. All rights reserved.