Initiatives of Advanced Human Capital Initiatives

Agenda1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

2

1. Overview of the Asahi Group⚫ Since its establishment in 1889, the company has grown into a global company of alcohol beverages, non-alcohol beverages andfood products, with a focus on beer, through the challenge of continuous innovation

Core Operating Profit

Corporate StatementⒸASAHI GROUP HOLDINGS. All rights reserved.

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Asahi Group Announces New Corporate StatementAsahi Group Philosophy

Corporate Statement

Our Mission
Deliver on our great taste promise andbring more fun to life
Our Vision
Be a value creator globally and locally,
growing with high-value-added brands

Our Values
Challenge and innovation
Excellence in quality
Shared inspiration
Our Principles
Building value together with all our stakeholdersⒸASAHI GROUP HOLDINGS. All rights reserved.

In Japanese, Asahi means ‘morning sun’.
We believe that each new day shines a little brighter when webring people together.
We bring our customers together to connect, talk, laugh, shareand have fun.
We bring our colleagues, partners and communities together tobuild a sustainable future.
And, together, we share in nature’s gifts to deliver on a great
taste promise that brings people closer to enjoy the momentsthat matter.
Leaving a legacy of a brighter world tomorrow

4Medium- to Long-Term Management Policy⚫

Ideal Business Portfolio:
Sustainable growth of existing businesses centered on beer category while expanding into new areas
・ Growth in existing operating regions; expansion into new markets.
・ Growth in adjacent categories; creation and development of new businesses.

⚫

Core Strategies:
Promote core strategies aimed at achieving sustainable growth・ Integrate sustainability into management.
・ Achieve innovation in three key areas (processes, organization, and business models) by DX.
・ Bolstering R&D (research & development).

⚫

Strategic Foundation Strengthening:
Consolidate the management foundations underpinning long-term strategies
・ Advance human resource.
・ Enhance Group governance.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

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New Organization Structure⚫ In order to leverage our talent capabilities and maximize corporate value, Asahi Group Holdings, Ltd. revamped its executive structure
on April 1, 2024, with the aim of reinforcing Group governance based on the medium to long-term management policies.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Agenda1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

7

2. Linkage between People Strategy and Value Creation⚫ Three strategic pillars have been developed regarding investment in human capital. Employee growth and organizational growth
are responsible for Asahi‘s current and future business growth. Three are interrelated.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

82. Linkage between People Strategy and Value Creation⚫ Structured the three HR strategy pillars to create internal impact, typify growth margins, and lead to further value creation for Asahi.
People Strategy

Unrealized growthpotential value
Innovation

Pillar 1.
Fostering the ideal
corporate culture

Out-of-the-box
Innovativetechnology,
Products andOccasions
ScalePillar 2.
ContinuouslyFostering theLeadership

Improve financialstatement and create
more Return to theshareholders
Added value

Pillar 3.
Securing essential
capabilitiesⒸASAHI GROUP HOLDINGS. All rights reserved.

Generate growth
cycle by improving
moreLabor Productivity

9Agenda

1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

103. Our People Strategy ①Fostering the Ideal Corporate Culture⚫ Developed DE&I and S&W statements and strengthened efforts to foster a sustainable organizational culture; although engagement hasbeen increasing, AGP's level of commitment, the gender pay gap, challenges in promoting women, and other anticipated issues wereidentified, and individual actions were taken.

Analysis of Factors in the Gender Wage GapⒸASAHI GROUP HOLDINGS. All rights reserved.

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3. Our People Strategy ②Continuously Fostering the Leadership⚫ Global competency model has been established for the Talent acquisition, promotion, and development of global talent, and a global
development program has been implemented for each leadership level to further accelerate the success of the Region's key talentsat the group level.
Participants of the program

GeneralManagerⒸASAHI GROUP HOLDINGS. All rights reserved.

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3. Our People Strategy ③Securing Essential Capabilities⚫ The appointment of a AGH Chief Sustainability Officer, Head of HR. In addition, U.S. investment company are taking on the challenge ofgroup innovation by bringing together Region talent around the world. The succession plan is in a transitional phase, the Nominating
Committee will consider the succession of the current management team from a medium- to long-term perspective for the next 10 years,
and on the business side, Global Talent Review begins in 2024 to visualize the pipeline and strengthen linkage with the GLDP, which is
the key initiative of the development plan.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Medium-term People Strategy⚫ Each three pillars of our people strategy, we have laid the groundwork for future growth. From now, (1) for culture development, we will
increase the connection with S&W and DE&I businesses and take advantage of the global foundation, (2) for management development, wewill incorporate competency models, etc. into the field, accelerate assignment across regions, and strengthen the succession pipeline, (3) for
new capabilities, we will identify priority areas for enhancement, and (4) for the (3) New capabilities will identify priority areas for enhancement
and further increase the capability of HR to support these areas.

-2023

2024-2026 Priority

Pillar 1.
Fostering the ideal
corporate culture

Establish a foundation forsharing best practices globally,DE&I, S&W, L&D fields.

⚫ Global Safety & Well-Being vision embedded for driving world classsafety leadership and employee well-being.
⚫ Strengthen the role of DEI council to extend business capability.
⚫ Maximize Learning Community network to enhance learning culture.
⚫ Increase employee engagement through best practice & focused action.

Pillar 2.
Continuously
Fostering theLeadership

Launch global competencymodels, talent reviews,development programs,
and talent exchanges at theglobal level.

⚫ Implement world class leadership development programs.
⚫ Roll out leadership competency model across the business.
⚫ Embed consistent talent management processes, practices & principles.
⚫ Increase the cross regional moves to support development of future
global leaders.

Pillar 3.
Securing essentialcapabilities

Transform AGH
compensation to global
benchmarks, Maximize group& external talent assignment,and expand new capabilities.

⚫ Evolve AGH global governance through People & Culture initiatives.
⚫ Identify the most meaningful impact on value creation to develop.
⚫ Global HR capability developed to support delivery of people andbusiness strategy.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Our Growth Space⚫ Through the creation of this People & Culture Report, we would like to focus on the following three issues based on the structure of future
value creation.
Achievement

Addressing issues

Clarified the links between the threepillars of our humanresources strategy and value creation
Considered monitoring indicators andconducted (partial) data
analysis and verification

 Verify and analyze the value of ouractivities co-relations.
 Establish monitoring to improvement
cycle for our activities

2.
Improving our activities
through dialogue withstakeholders

As the beginning point, Published theAsahi Group People & Culture Reportfor the dialogue material Foster understanding and empathy
through dialogue with employees
and enhancement activities
 Build trust and improve activities
through dialogue with external
stakeholders

3.
As one Asahi, growth of
Our employees, organization,
culture and Business

Developed various aspects of theGroup’s governance model that arerelevant to our people & cullt-related
activities

 Produce human capital data sharedthroughout the Asahi Group Optimize Group-wide and individual
human capital-related activities

1.
Maximizing value
creation cycle of advanced
human capital
initiative
Asahi andour people searchfor growth areas,
work together toachieve
potential ofGrowth, andcreate valueⒸASAHI GROUP HOLDINGS. All rights reserved.

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