June 23, 2022

ESG Briefing for Analysts and Investors

Model for Corporate Value Enhancement© ASAHI GROUP HOLDINGS. All rights reserved.

2

Integrating Sustainability into Management
Group philosophy
Management

Sustainability

Incorporated sustainability into one of the core strategiesof the Medium- to Long-Term Management Policy

Strategy

Incorporated sustainability items, including capex,
into management planning guidelines
Planning and
Administration

Indicators of business impact(sales, profit, cash flow, etc.)

Indicators of social impact in key
initiatives (CO2 emissions, etc.)
Indicators of business impact (sales ofnon- and low-alcohol beverages, etc.)

Engagement

Integrated financial and non-financial disclosure and reporting
In-house communication

Governance

Incorporated Global Sustainability Committee into corporate governance structure
Established climate change, plastics, human rights, and alcohol as ERM risk categories

Establishment of the People Statement and clarification of an ideal corporate culture© ASAHI GROUP HOLDINGS. All rights reserved.

3

Indicators for Managing Sustainability Initiatives
For each key initiatives, we will define and measure business and social impacts generated
by “Positive Value” and “Neutralization” together
Item

Creation of
Positive Value

Neutralization

ClimateChangePlastic

Communities

Responsible
Drinkingsales composition
ratio of nonalcohol and lowalcohol beverages
of main alcohol
beverage

Business
Impacts• Products/services sales
and profit• Reputational benefits

Formulation of guidelines and setting of targets for
products/services that contribute to solving social
issues, based on our objectives

SocialImpacts• Positive value forsocietySocietal changes, including changing consumer behavior, circular
economy, and invigoration of communities

Business
Impacts• Cost fluctuations• Variations in risk

Cost estimates under a 4℃
scenario, impacts on
procurement costs, etc.

Limiting higher costs and market
declines

SocialImpacts• Degree of
improvement in social
issuesTrack record on reducing CO2
emissions and otherenvironmental impacts

Maintaining
connection© ASAHI GROUP HOLDINGS. All rights reserved.

Reduction in
inappropriate
drinking

4

Overview of Sustainability Strategy

5

History of Sustainability Initiatives
Sustainability
Initiatives

ESG Initiatives
in Medium-Term
Management Policy

Started Challenge
for Asahi Carbon
Zero

From CSR to
Sustainability

Enacted Human
Rights Principles

Formulated
Asahi Carbon
Zero

2017

2016

Business History

Acquired
SABMiller’s businessin Western Europe

2018

Acquired
SABMiller’s business
in Central Europe

Acquisition and Expansionof Europe Business© ASAHI GROUP HOLDINGS. All rights reserved.

Reinforcing
Promotion Structure

The 1st Global
Sustainability
Committee

Restructuring ofsustainability strategy

Enacted AGP

Participated in
RE100 andset up principles,vision andmaterial issues

Acquired 1.5ºC
certification from
SBT initiative

2019

2020

2021

Acquired thepremium beer
and ciderbusiness of
Fuller, Smith& Turner
P.L.C. in UK

Acquired
Australian businessof AB InBev(CUB Business)

Formulated
Environmental
Vision 2050

CUB
Acquisition

Updating Mediumto Long-Term
Management
PolicyIntegrating
Sustainability into
Management

Further reinforcing
initiatives of Group-wide
Sustainability Strategy

Acceleration of2022 Integrating Sustainability 2030
into Management

Further Business Growth and Development

6Medium- to Long-Term Management Policy:
Overview of Long-Term Strategies
Basic Concept behind Long-Term Strategies

Contribute to sustainable society and respond to changing conceptions of wellbeing
through delivering great taste and fun⚫

Ideal Business Portfolio: Sustainable growth of existing businesses centered on beer category
while expanding into new areas
・ 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; creation anddevelopment of new businesses that draw on the Group’s capabilities.

⚫

Core Strategies: Promote core strategies aimed at achieving sustainable growth・ Integrate sustainability into management in order to positively impact both society and the Group’s businesses; contributing tosolving societal issues.
・ Achieve innovation in three key areas (processes, organization, and business models) by pursuing BX (business transformation)
through DX (digital transformation).
・ Increase the value of existing products and create new products and markets through bolstering R&D (research & development).

⚫

Strategic Foundation Strengthening: Consolidate the management foundations underpinninglong-term strategies
・ Advance human resource for executing core strategies and building an ideal business portfolio.
・ Enhance Group governance in order to create an optimal organizational structure; Group-wide sharing of best practices.

© ASAHI GROUP HOLDINGS. All rights reserved.

7

Integrating Sustainability into Management
Positioning “Our Promise for the Future” as the Asahi Group’s sustainability story
To live up to this promise, we will continue to work on integrating sustainability into
management through four key actions.

Cheer the Future

To invigorate our precious future● Create Lasting Brand Value
For over 100 years, we have worked with the blessings and the power of nature to deliver on
our great taste promise to consumers around the world. We are proud that our products havehelped 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
have on the environment and society at large. Going forward, we are committed to achieving
sustainable growth while pursuing sustainability as essential synonymous with pursuingbusiness itself.

● Actively Embrace Change
Envisioning a better future, we aim to build sustainable ecosystem and circular economy
through decarbonization and the effective use of water resources, connect people to theirwonderful communities, 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
by building value together with nature, community, and society at large for making the one andonly future shine. With our concept “Cheer the Future,” we aim to take action toward a betterworld for all.
© ASAHI GROUP HOLDINGS. All rights reserved.

8

Objectives/Material Issues/Key Initiatives
Objectives: Realizing sustainability across the value chain
Respond to climate change

Respond to the plastic issue

Sustainable raw material
procurement

Preserve sustainable water
resources

Respect for human rights

Diversity, equity, andinclusion

Realize sustainable communities through the creation ofpeople-to-people connections
Create value of health

Reduction in inappropriate
drinking© ASAHI GROUP HOLDINGS. All rights reserved.

Solution of alcohol-related issues
through creation of new drinking
opportunities

Engagementwith Our Stakeholders

Co-Creation
with Our Stakeholders

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.

9

Global Targets for Key Initiatives
Respond to plastic issue

Respond to climate change••

Reduce our CO2 emissions in Scope 1, 2, and 3 to zero,
thereby becoming carbon neutral by 2050
Reduce CO2 emissions by 70% in Scope 1 and 2 and by 30%
in Scope 3 by 2030 (compared with 2019)
Investment
FieldsSolar power generation facilities, greater energysaving efficiency, and development and rollout of
new fuel technologies•••

Realize 100% utilization of materials for plastic containers thatcan be used effectively*1 by 2025
Achieve a 100% conversion to eco-friendly materials*2 for PET
bottles by 2030
Examine the development of eco-friendly materials and sales
methods that do not make use of plastic containers
Investment
Fields*Investments of JPY 50bn or more through 2030

Reduction in inappropriate drinking /Realize sustainable communities throughthe creation of people-to-people connections••

Work to resolve social issues in the key areas of food, regional
environment, and disaster relief through our business
Create opportunities for employees to participate in community
support activities
Investment
FieldsRegional agriculture support and community
assistance activities© ASAHI GROUP HOLDINGS. All rights reserved.

Increased use of recycled PET, and development
and rollout of new container technologies

Solution of social issues through creationof new drinking opportunities•

Achieve a 15% sales composition ratio of non-alcohol and lowalcohol beverages of main alcohol beverage products by 2025 *3
Investment
FieldsMarketing investment, and R&D targeting a reduction
in inappropriate drinking*1 Effective use: Reusable, recyclable, compostable, thermal recyclable, etc*2 Eco-friendly materials: Recycled materials, biomass materials, etc.
*3 Beer-type beverages, RTD, non-alcohol beverages

10Environment

11

“Asahi Group Environmental Vision 2050”“Asahi Group Environmental Vision 2050”
Pass on nature’s gifts to the next generation based on the “Neutral & Plus” concept

Zero Environmental Impact (“Neutral”)

Creating Environmental Value (“Plus”)

1
Respond to climatechange“Asahi Carbon Zero”

3
Utilize
microorganisms
and fermentation
technologies

Reduce CO2Emissions to zero

© ASAHI GROUP HOLDINGS. All rights reserved.

2
Make sustainable useof resources(Agricultural raw materials,
containers and packaging ,water)

Reduce business risks

Create new environmental
value by leveraging Group
strengths

4
Process innovation

Create innovative newtechnologies and systems

12

Targets for Responding to Climate Change

2050

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

Reduce CO2 emissions in Scope 1 and 2 by 70% (compared with 2019)* ＳＢＴ 1.5℃

2030

Reduce CO2 emissions in Scope 3 by 30% (compared with 2019) Well Below 2℃*Upwardly revised the targets from a 50% reduction to a 70% reduction in January 2022

To achieve Scope 1 and 2 targets,
we expect to invest over 50 billion yen by 2030.
© ASAHI GROUP HOLDINGS. All rights reserved.

13

Respond to Climate Change — Case Examples (Scope 1 & 2)
Expansion of eco-friendly products driven by renewable energy

Japan

EuropeOceania

In 2021, 29 of 33 production bases
switched to renewable energy forpurchased electricity

Polish beer Lech is currently being
brewed with wind power only

Electricity derived from renewableenergy is being purchased under acorporate PPA

2025

2025

2025

Use renewable energy for
100% of electricity purchased
at all production bases

Shift to 100% renewable energy
for the electricity used at plants

Shift to 100% renewable energy forthe electricity used in Australia and
New Zealand© ASAHI GROUP HOLDINGS. All rights reserved.

30% overall in 2021

14

Respond to Climate Change — Case Examples (Scope 1 & 2)
Stepping up efforts to reduce CO2 with the use of new technology

Green heat

Methanation• Green heat is now being used in the Netherlands andthe Czech Republic• We kicked off methanation demonstration testing—the first of its kind for a Japanese food
manufacturer—and installed methanation equipment
at the Asahi Group Research and Development
Center• Green heat produced from renewable energy sources
is being used alongside green energy with the goal ofachieving carbon neutrality• CO2 captured at the plant is used to produce
synthetic methane by reacting it with hydrogen, andwe are investigating the possibility of using it as afuel source in the future for boilers and fuel cellswith a view towards carbon recycling© ASAHI GROUP HOLDINGS. All rights reserved.

15

Respond to Climate Change — Case Examples (Scope 3)
Protect the environment in the containers & packaging and logistics

Containers and packaging

Logistics• Containers and packaging account for roughly 40%
of scope 3 emissions• In Japan we are expanding sales of label-lessproducts, while in Oceania we have established a PET
bottle recycling plant through a JV firm

• Logistics account for roughly 20% of scope 3
emissions• In Japan we are testing fuel cell truck deliveries incollaboration with another firm, while in Oceania weare distributing products with electric trucks© ASAHI GROUP HOLDINGS. All rights reserved.

16

TCFD:
Business/Social Impact from Respond to Climate Change
Impact on 2050 procurement
prices from changes in yields
of key agricultural productsCorn

1.97 billion yen

Coffee2.66 billion yen

Barley0.4 billion yen

Palm oil

0.02 billion yen

Soy beans

0.004 billion yen

Cacao−0.06 billion yen© ASAHI GROUP HOLDINGS. All rights reserved.

Support farmers / Contribute torealize sustainable communities

Measures:Cooperation
with farmers
and suppliers• Asahi Beverages in Australia is purchasing barley
for its beer directly from farmers (around 70,000
tons per year, equivalent to about 92% of all barleypurchased)• The barley procured is of the highest quality and iscompliant with Asahi Beverages’ rigorous quality
program• The steady procurement of barley from farmers
means they can invest further in technology,
machinery, and personnel

17

TCFD:
Business/Social Impact from Respond to Climate Change
Financial impact of carbon tax
introduction“Asahi Carbon Zero”
Reduction of CO2 emissions

Scope1 and 2*1

Scope1 and 2

2030

8.02 billion yen

2050

12.23 billion yen

Scope3*2
2030

32.25 billion yen

2050

62.01 billion yen*1*2

Carbon tax on CO2 emissions from direct operations
Carbon tax to be passed on to procurement cost ofmajor containers

2020

Measures:
Initiatives to achieve“Asahi Carbon Zero”
including the
introduction ofrenewable energy

2021

Emission

858

744

Reduction

-7%

-19%

(Compared with 2019)

Scope3(Kilotons of CO2)

2020

2021

Emission

6,420

6,330

Reduction

-4%

-6%

(Compared with 2019)© ASAHI GROUP HOLDINGS. All rights reserved.

(Kilotons of CO2)

18

Environmental Risk Assessment on Procurementof Raw Materials
Alongside the impacts of climate change yielded by TCFD analyses,
we are also assessing impacts on water resources and biodiversity

Water Resources

Biodiversity• Using such tools as the WRI’s Aqueduct and the WWF’s
Water Risk Filter to assess the risk of water shortages,
drought, flooding, restrictions, and reputation• Utilization of tools like Aqueduct and Water Risk Filter• Assessing burdens on the ecosystem from the degradedstate of ecosystem services and impacts of pesticide use,taking into account the degree of water shortages[Assessment results]

Alcohol
Beverages
category
NonAlcohol
Beverages
category[Assessment results]

RegionRisk

Raw materials

River basins in
EuropeFlooding

BarleyRiver basins ofNorth America

Restrictions

Corn

River basins ofSouth America

Flooding

CoffeeOceania

Restrictions(flooding)

Sugar cane

© ASAHI GROUP HOLDINGS. All rights reserved.

Regions that bear
watching

Raw materials
produced

Alcohol
Beverages
category

River basins in Europe

Barley, hops

Great Lakes region of
North America

Corn

Non-Alcohol
Beverages
category

River basins of SouthAmerica

CoffeeRiver basins of northern
Japan

Skim milk and whole
milk powder

Assessment results provided as feedback to 14 suppliers
that face significant environmental risks

19

Respond to Plastic Issue

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

Newly formulated in 2022
through discussions at the
Global Sustainability
Committee© ASAHI GROUP HOLDINGS. All rights reserved.

20

Respond to Plastic Issue — Case Examples
Adopting eco-friendly materials and reducing use of plastic
for containers and packaging

Japan
Expanding sales of label-less products
and “Tumbler in the Forest” made withtimber from forest thinning practices

EuropePaper-based packaging adopted for
Pilsner Urquell and Grolsch

Oceania
Establishment of new PET bottle
recycling plant and adoption of 100%
recycled PET for Cool Ridge bottles

2022

2030

2025

9% YoY increase in sales volume oflabel-less bottles

25% reduction (vs. 2019) inplastic containers and packaging

Building partnerships for collecting
and recycling even more plastic© ASAHI GROUP HOLDINGS. All rights reserved.

21

TCFD:
Business/Social Impact from Respond to Plastics Issue
Amount to be passed on to
procurement cost of containers

Execution of 3R+Innovation

Business Impact of Carbon Tax(FY2021 Analysis)

Percentage of Eco-friendly Materials
Used in PET Bottles
By 2030

Scope32030

2050

32.25 billion yen

62.01 billion yen

CO2 Emissions by Container Typeand Forecast Carbon Tax Amounts
Plastic
bottles1%Petbottles
20%

Steel
cans
2%

Paper
cartons
10%2021 Result

11%
Measures:
3R of containers
and packaging

Sales Volume for Unlabeled Products/ Reduction of Resin Volume

Forecast Carbon Tax Amounts(Dollars/tons)
250

Glass
bottles
24%

130

144

100

2020 estimated cost
2021 estimated cost

Aluminum
cans
43%

2030

© ASAHI GROUP HOLDINGS. All rights reserved.

2050

22

People23

People Statement
We unite in our passion for excellence and respect, not just for ourselves and our teams, butalso for our customers, our consumers, our communities and our planet.
Safety and Well-being is our biggest priority•The health, safety and well-being of our people is always our highest priority•We respect and contribute to the well-being of our planet and the communities in which we live and work
Everyone Matters is our core belief•We believe that which makes us different makes us a stronger, more innovative organization•We welcome, respect and celebrate the different cultures, ethnicities, genders and personalities that makeup our global family
Growth through Learning individually and collectively•We thrive in a learning culture, with opportunities for growth individually and in teams, and whereknowledge is shared•We’re okay with not knowing the answer or making mistakes as this fuels our growth and enriches ourcollective learning
Better together : Collaboration fuels our growth•We know we’re stronger and more innovative together than we can ever be alone•Together we share our goals and celebrate our successes© ASAHI GROUP HOLDINGS. All rights reserved.

24

Diversity, Equity, and Inclusion
Establishment of our coremessage• We incorporated equity into thename of the Statement, changing
the name to the “Diversity, Equity& Inclusion Statement” to drive it.
• Establishment of “shine AS YOU
ARE” as Our Core Message forinternal promotion of DE&I.

Establishment of target forpercentage of women in
management

Creation of a global DE&I
promotion structure• Establishment of target forpercentage of women in
management

Board ofDirectors
Corporate
Strategy Board

2021 ２２％Global DE&I Council

2030 ４０％
CoChairperson

Chairperson

Japan© ASAHI GROUP HOLDINGS. All rights reserved.

EuropeOceaniaSoutheast
Asia

GlobalHeadquarters25

Respect for Human Rights — Case Examples
Conducting human rights due diligence on coffee plantations in Africa andgauging potential risks; continuing to prevent and alleviate negative impacts
Main raw materials procured:
Analysis of Modern Slavery Risk

Examples of initiatives aimed at reducing thehuman rights risks of stakeholders
Importers

Conducting surveys on suppliers

Exporters

Risk assessments and introduction ofgrievance mechanism

Cooperatives

Supporting improvements in work
environments for farmers
Potential humanrights risks

1. Confirmation of coffee beans procurement channels
2. Assessment of human rights impacts through desk
research
3. Interviewing stakeholders© ASAHI GROUP HOLDINGS. All rights reserved.

•
•
•
•
•
•

Child labor
Human rights vulnerabilities of farmers due to poverty
Gender pay gaps, harassment of women
Human rights violations during conflicts (Ethiopia)
Unjust working conditions for day laborers
Health hazards from pesticide and chemical fertilizer use

26

Communities

27

Realize Sustainable Communities through the Creation of
People-to-People Connections — Case Examples

Japan

Southeast Asia

• Establishment of Asahi You.Us, Ltd., a new Group
company to undertake sustainability business
operations• The company sells sustainable products such as
eco-friendly “Tumbler in the Forest” made frombiomass materials, and also brews and sells
sustainable craft beer to help solve issues in thecommunity• Launch of a support program for local dairy
farmers that produce raw milk for the purpose ofsustainably procuring ingredients• Farmers that satisfy certain quality standards andproduction volumes are eligible for subsidies paidby Etika Dairies© ASAHI GROUP HOLDINGS. All rights reserved.

28

Realize Sustainable Communities through the Creation of
People-to-People Connections — Case Examples
On World Environment Day (June 5), employees around the world did
their bit for the environment to help build sustainable communities

Japan

Southeast Asia

Watershed forest conservation activities and cleanup
events around Asahi factories

Webinars about protecting river ecosystems were
hosted in collaboration with the National University of
Malaysia© ASAHI GROUP HOLDINGS. All rights reserved.

29

Responsible Drinking

30WHO Global Alcohol Action Plan:
Global Targets/Measures for Economic Operators
Global Targets for 2030
By 2030, at least a 20% relative reduction (in comparison with 2010) in theharmful use of alcohol•*Total alcohol per capita consumption, prevalence of heavy episodic drinking and alcohol-attributable deaths and DALYs.

By 2030, 70% of countries have introduced, enacted or maintained theimplementation of high-impact policy options and interventions.

•*Areas include advertising and marketing, affordability and availability of alcohol beverages, drink-driving, screening andbrief interventions for risky patterns of alcohol use, and treatment of AUDs.

Proposed Measures for Economic Operators in Six Action Areas
Marketing
•
•
•
•
•
•

Eliminate the sale and advertisingof alcohol to minors.
Enforce co-regulation and selfregulation
Refrain from promoting alcohol
consumption
Eliminate health claims
Disclose easy-to-understandinformation for consumers on labels
Avoid marketing to new consumer
segments.

© ASAHI GROUP HOLDINGS. All rights reserved.

Restriction in policy, gov’t
and social engagement••

Refrain from interfering(obstructing, delaying,etc.) with the developmentof alcohol policy
Cease from supporting
scientific research on
alcohol and healthconducted for marketingand lobbying purposes.

•*Organized and rephrased by content into four categories

Innovation

Data

Substitute high-alcohol
products with non-alcohol
or low-alcohol products
where possible.

• Disclose information tocontribute to improved
WHO estimates of alcohol
consumption

31

Initiatives of the Asahi GroupStrengthening measures for reduction in inappropriate drinking,including under-age drinking, binge drinking, drunk driving, or drinking
during pregnancy• Asahi Europe and International launched anunder-age drinking prevention program called
Respect 18 with the aim of reducing the drinkingof alcohol by under-age customers andstrengthening legal restrictions on the sale andprovision of alcohol to under-age customers© ASAHI GROUP HOLDINGS. All rights reserved.

• In Japan we are promoting “smart drinking” with theaim of creating a society in which people respectdrinking diversity• By the end of 2023 we aim to have the labels of all
canned products show the amount of net alcohol
contained• At the end of June 2022, we will open, on a trial
basis, “smart drinking bar” for people who do not, or
cannot, drink alcohol(Joint venture company, Smart Drinking Co., Ltd., set
up between Asahi Breweries and Dentsu Digital)

32

Initiatives of Industry Groups
Expanding efforts to create social impact by involving industry groups
and many other industries to build an approach that can solve issues
in society as a whole• IARD is developing global standards for ecommerce, an industry in which there areconcerns about under-age drinking. The standards
are being developed for e-commerce operatorsand parcel delivery companies. IARD will continue
to deepen understanding of the standards andwork to expand their implementation.

• Developing global standards for influencer
marketing (sales promotion activities that use
everyday people and bloggers who have many
followers on social media), which has an enormous
impact on under-age customers. The standards
are being developed in collaboration withadvertising and influencer agencies.
25+

Age verification

Training fordelivery staff© ASAHI GROUP HOLDINGS. All rights reserved.

Restrictions on handing overalcohol to under-age customers
or an intoxicated person

Age verification

Influencer age
restrictions

Signing ofcontracts

Monitoringof posts33

Solution of Alcohol-Related Issues through Creation of
New Drinking Opportunities
We aim to increase non-alcohol and low-alcohol sales composition ratio of
main alcohol beverage products*1 to at least 15% by 2025

Japan

EuropeOceania• Expanding minimal alcohol market• Strengthening communication
with people who do not or cannot
drink alcohol

Signing of a global partnership with
Aston Martin Cognizant Formula
One™ Team for Peroni Nastro
Azzurro 0.0%

Expanding sales of non-alcohol andlow-alcohol beverages, including theGreat Northern Brand

2025

2030

2025

20%

20%*2

© ASAHI GROUP HOLDINGS. All rights reserved.

30%*1 Beer-type beverages, RTD, non-alcohol beverages*2 Target for Europe is for non-alcohol beverages only34

Sustainability Governance35

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

Strategy

SE Asia36

(Reference)
Results of Sustainability Promotion Structure in 2021
Body

Monthsheld

Main Agenda

Global Sustainability
Committee

Dec

•
•

Resolution on global targets for use of eco-friendly materials in PET bottles
Sharing best practice on communities

Sustainability Execution
Conference

Mar

•
•

Discussion on global promotion system
Discussion on the roadmap and challenges to achieve the “Asahi Carbon Zero” goals
resolved at the Global Sustainability Committee in December 2022

Sustainability Leaders Conference*Conducted to complement
discussions at the Sustainability
Execution ConferenceMay•

Discussions on the restructuring of the sustainability strategy in parallel with thediscussion on the formulation of the Medium- to Long-Term Management Policy

Sep•

Discussion on global targets for use of eco-friendly materials in PET bottles

Nov•

Sharing R&D information of Asahi Quality & Innovations, Ltd.

EnvironmentFeb, Apr,
Jun, Aug,
Oct, and
Dec

•
•
•
•

“Asahi Carbon Zero” strategy for 2030
Discussions on responding to plastic issue
Sharing the progress of the 2021 PlanBest practice sharing, etc.

Communities

May andSep•

Sharing policies and best practices for “local agriculture support activities”, etc.

Responsible
Drinking

Feb, Apr,
Jun, Aug,
Oct, and
Dec

•
•
•
•

Sharing global trends
Discussion on employee awareness and training
Sharing the progress of the 2021 Plan
Sharing best practices, etc.

Sustainability
Task Force© ASAHI GROUP HOLDINGS. All rights reserved.

37

Interaction with ERM
Identify key sustainability issues as our Group’s main risk, andimplement the PDCA cycle under the ERM system
Group ERM
The responsible director
will take ownership andpromote ERM by
positioning thesustainability issues ofclimate change, plastic
issues, human rights,
and responsible drinking
as the main risks for ourGroup.

© ASAHI GROUP HOLDINGS. All rights reserved.

Functional ERM
Promote ERM by
identifying sustainability
issues such as climatechange, raw material
procurement, responsible
drinking, humanresources, and plastic
use as main risks

38

Variable Remuneration for Directors
Comprehensively evaluates progress and status of achievement ofsustainability indicators (CO2 emissions, plastic, communities,
responsible drinking, DE&I, etc.)
Annual bonus

Medium-term bonus

Stock compensation

PeriodSingle fiscal year

Three years

Three years

Payment
method

Cash

Cash

Stock

Payment
periodEvery March

March of the following year after
the conclusion of the relevant
periodUpon resignation

Core Operating Profit (50%)
Profit attributable to owners ofparent (50%)

Financial value indicators (60%)
Social value indicators (40%)（None）

Performance
Indicators(Weighted)*Adopts conventional external indicators (CDP, FTSE, MSCI) in order to ensure objectivity© ASAHI GROUP HOLDINGS. All rights reserved.

39

Strengthening Sustainability Information Disclosure
In light of new disclosure frameworks, such as the ISSB’s sustainability
disclosure standards and the TNFD, we are improving our disclosure
measures and enhancing information disclosure2021-2022

Looking ahead to next fiscal year

◼ Sustainability website revamp◼ New publication of our Sustainability Data Book

Establishment of
ISSB’s sustainability
disclosure standards

TNFD
beta release

TCFD revisions
guidance

EU disclosure
requests for humanrights DD andenvironmental DD◼ New publication of Environmental Report◼ Integrated Report◼ New publication of TCFD Report© ASAHI GROUP HOLDINGS. All rights reserved.

Improving measures in light of businessrelevancy and strengthening exhaustive
information disclosure

40

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 the time 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 or inconvenience that may
be caused by or in conjunction with any part of these materials.