0•Good morning everyone and thank you for attending our Financial Results
Briefing despite your busy schedules. I’m Yoshimatsu.
•Today, I would like to brief you on the highlight of financial results for the 1st
half and our plans for the 2nd half and full-year.

1•I will start with a review of the 1st half.

2• Firstly, let me review our sales volume in the 1st half.
• Compared with plans, volume continued to deliver positive growth both in the
1st and the 2nd quarters, closing the 1st half accumulated total with 2.5% positive.
• On the other hand, our sales volume increased by 13.47 million cases, or 13.6%
versus prior year, partly because of incorporating 8.94 million cases sold by
Shikoku CCBC in the 1st half.
• Even excluding the impact of Shikoku CCBC, our volume increased by 4.6%
from the previous fiscal year.
• The graph you see on the left shows monthly sales volume and the rightindicates quarterly market share trend.
• The volume continued to track in the positive range every month from January
to June year over year, showing steady growth.
• Market shares also turned positive from prior year both in terms of volume andvalue in the 1st quarter and further growth were achieved in the 2nd quarter
which proved our reinforced competitive advantages.
3• Now, let’s take a look at the sales volume by channel.
• All channels except for Food Service outperformed the volume plans.
• Highly profitable Vending exceeded the volume plan by 1.9%, moving forward new
vending machine placement at prime locations ahead of plan.
• In terms of year-over-year comparison, volume growth in Supermarket and Convenience
stores contributed to the overall positive results.
• In supermarket, the volume grew in the 2nd quarter ahead of the 1st quarter, delivering
7.4% positive for the 1st half accumulated total with the contribution of new products.
• Also in Convenience store, sales volume in the 1st half delivered 2-digit growth with
continued good sales of new products for this year, despite the cyclic of contribution
from jointly developed products with customers we launched in April last year.
• Furthermore, sales volume in Vending finished nearly at the level of previous year
thanks to the impact from a promotion leveraging smartphone apps launched in April in
addition to volume contribution more than prior year from new vending machine
placement at prime locations, despite having decreased volume due to withdrawal from
unprofitable locations.

• I would like to elaborate you on the sales activity status in Supermarket and in Vending
later on.
4

• Next is sales volume by the package.
• Key packages delivered positive volume compared with plans.
• Against previous year, sales volume of highly profitable small PET outperformed
the growth of large PET. The growth of small PET exceeding large PET is also
seen in Supermarket faced with a challenge in gaining margins, improving the
product mix in terms of profitability.
• In addition, major growth of Midi PET from prior year is attributable to the new
product of “Georgia Café Bottle Coffee” and Coca-Cola 1L PET we engaged as
an RGM initiative for greater coverage.
• Sales volume of CAN delivered 1.8% positive from prior year owing to the steadysales growth of bottle CAN.

5• Next is sales volume by the brand.
• “Coca-Cola” and “Coca-Cola Zero” outperformed volume plans.
This is attributable to the sales contribution of seasonal packages such as “Stampbottle” launched coinciding with Global Campaign.
• “Georgia” “Ayataka” and “I Lohas” also made steady sales growth with new products,
contributing to positive volume growth.
• “Sokenbicha” turned positive in the 2nd quarter against the plan from theunderperformance in the 1st quarter thanks to the renewal made in May, finishing the
1st half accumulated total greater than the plan.
• “Georgia”, on the other hand, delivered 7.1% positive from prior year as a result of
reinforced lineup launching various new products such as 950ml bottle coffee, in
addition to bottle can “The Premium Bito” and “Cold Brew” extracted in low
temperature with uncompromising taste.
• “Ayataka” also grew by 14.9% from prior year through reinforced competitive
advantages of Ayataka brand with 2 lineups of “Ayataka” and “Ayataka Nigorihonoka”.
• “I Lohas” achieved 22.1% growth from the previous year with the contributions of “I
Lohas Momo” launched in the 2nd half of last year and the new product of this year “I
Lohas Cider”.
• With that, I would like to finish my briefing on sales volume status.
6• Next, I would like to update you on the status of key sales activities for this year carried out
in the 1st half. Let me begin with RGM initiatives in Supermarket.
• In Supermarket, we have worked on RGM aiming to raise revenue and profits.
The RGM initiatives were reinforced in the 1st half placing “ensured sales activities
based on price guidelines” and “launches of highly value-added & high price products”
as the core.
• As to the first “ensured sales activities based on price guidelines”, we strived to raise
per-case revenue of Coca-Cola 1.5L PET that has high brand competitiveness by
reinforcing coverage of 1L PET and differentiating prices of the 2 packages. As a result,
you can see in the graph that sales of 1.5L PET shifted to a higher price point from lastyear and the per-case revenue rose.
• Regarding the second “launches of highly value-added & high price products”, we
ensured to appeal values of the 10 products in stores as you can see here andstrengthened deployment at the right spaces. As a result, sales of these products reached
248 thousand cases, improving product mix and contributing to a lift of per-case revenue.
• The success of these initiatives in the 1st half enabled revenue growth more than volume
in Supermarket as well as both Drugstore and Discounter.

7• Next, I would like to brief you on our Vending status. Initiatives of “Revenue growth”
and “Profitability enhancement” have made good progress and generated benefits in the
1st half.
• We placed 12,800 additional vending machines which was more than 1,600 units weplaced last year for “Revenue growth”. As a result of ensuring new placement activities
with identified profitability, aiming to capture prime locations, volume contribution permachine exceeded prior year by 23%.
• Furthermore, we have launched a promotion leveraging an app for smartphones sinceApril with 18,000 vending machines to increase sales per machine.
The promotion have already begun generating impacts, showing 3.5 point higher resultof VPM on promotion machines than the ones not implemented.
• For “Profitability enhancement”, on the other hand, we delivered more profits than planby moving forward improvement of unprofitable locations and review of trade termswith customers.
• Per-case revenue also rose by 15 yen from the plan by introducing highly value-added
products this year with identified impacts in addition to ensured portfolio according tolocations. Per-case revenue improved by 20 yen against prior year.
• With that, I would like to finish my briefing on sales activities.
8• I now would like to go over financial summary of the 1st half from slide 9.
• We booked revenue at 219.306 billion yen,operating profits at 8.883 billion yen,ordinary profits at 8.63 billion yen,
and current net profits at 4.633 billion yen.
• Revenue increased both against plan and from prior year with operating profits also
exceeding the plan by 4.3 billion yen, which was 6.4 billion yen more than the year
earlier.
• Note that the current net profits decrease from the previous year by 4.2 billion yen is
primarily due to a rebound from extraordinary profits booked in the 2nd quarter last year
owing to gain on negative goodwill of 8.4 billion yen associated with making Shikoku
CCBC a wholly-owned subsidiary.

9• Now let’s move on to performance drivers, firstly against the plan.
• Coca-Cola business increased revenue by 6.3 billion yen thanks to volume exceeding
the plan, also delivering gross profit increase by 3.2 billion yen.
Furthermore, operating profits were up by 3.5 billion yen as SG&A costs dropped
below the plan.
• Healthcare & skincare business, on the other hand, delivered gross profit nearly onplan with better gross margin from the change of product mix, despite revenue
falling behind the plan. In addition, operating profits increased by 800 million yen asa result of managing SG&A costs below the plan by 800 million yen.

10• The chart on page 11 shows operating profit drivers compared with plans.
• Coca-Cola business finished with a 3.5 billion yen positive operating profits
against the plan.

• Marginal profits were up by 1.6 billion yen thanks to volume outperformanceand per-case revenue increase.
• Productivity enhancements and efficiency improvements in manufacturing also
generated 400 million yen more contribution profits in SCM than the plan.
• Besides, cost savings through review of all types of activities continued from lastyear made more progresses than we expected, contributing to the positive
operating profits. Please also note that we have executed investments for growthaccording to the plan.
• Healthcare & skincare business also delivered 800 million yen more operating
profits than the plan as SG&A kept below the plan, primarily through review oflaunching period of new products and implementation of ad costs with identified
consumer attraction efficiency.

11• Next is comparison with prior year.
• Coca-Cola business increased revenue by 18.1 billion yen from last year, raisinggross profits. This is mainly attributable to the impact from incorporating
performances of Shikoku CCBC in the 1st half.
• Also by keeping the increase of SG&A for Coca-Cola business in total at 6 billion
yen as we decreased the costs despite the net increase by Shikoku CCBC by 8.1
billion yen, operating profits exceeded prior year by 5.8 billion yen.
• Healthcare & skincare business, on the other hand, increased gross profits by 300
million yen owing to the change of product mix in addition to revenue growth.
Operating profits also rose by 600 million yen from prior year with SG&A reductionof a 300 million yen.

12• The chart on page 13 shows drivers of operating profits against the previous year.
• Coca-Cola business increased marginal profits by 1.3 billion yen from last year
contributed by volume growth in Chain store. There were also 900 million yen
contribution profits with per-case revenue growth, partly benefited from RGM
initiatives in Supermarket.
• Furthermore, operating profits increased by 5.8 billion yen from last year as a result of
cost savings from continued fundamental review of all activities, in addition to
emergence of 300 million yen SCM impacts through productivity enhancement alongwith increased sales volume.
• Also note that operating profits were up by 2.9 billion yen from last year evenexcluding the impact of decreased depreciation costs from prior year along withchanging service life of sales equipment from either 5 or 6 to 9 years this year.
• Healthcare & skincare business delivered increased operating profits from prior year
by 600 million yen owing to 14% revenue growth of highly profitable skincare
products from prior year and other factors.

• As a result, we closed consolidated operating profits at 8.8 billion yen, up by 6.4
billion yen from the year earlier.
• These are the performances of the 1st half.

13•Now, I would like to talk about plans for the 2nd half and full-year.

14• I will first take you through Coca-Cola business.
These are sales volume plans by the channel and the brand.
• Without changing the initial plan for the 2nd half, we aim to grow 0.2% from theprevious year as Coca-Cola business in total including Shikoku CCBC.
• By the channel, we aim to grow in expanding markets of Supermarket, Drug store andDiscounter by 2.1% from prior year.
• We also forecasts positive growth of volume in Vending expecting new placement ofvending machines and vending-exclusive promotions, despite continued severe
condition in the market.
• By the brand, we project 2.4% positive volume of core 8 from prior year.
We will reinforce competitive advantage of brands with key products by conducting
promotions aligned with Rio Olympics.

15

• Now, let me explain our sales strategies beginning with RGM initiatives in Supermarket.
We will increase revenue and profits by combining the 3 elements of “Raising wholesale
prices in trade”, “Improvement of product mix” and “sales volume growth”.
• First, we will continue to strengthen “Sales activities based on Price guideline” in the 2nd
half. As I mentioned earlier, we succeeded in raising price point of 1.5L PET in the 1st
half by launching Coca-Cola 1.5L PET and 1L PET together and differentiating prices ofthe 2 packages.
• By extending the range of activities even to large size packaged products other thanCoca-Cola in the 2nd half, we will reinforce the package lineup and leverage sub-flavors.
• Specifically we will strengthen coverage of the sub-flavor “Aquarius Zero” for Aquarius
2L PET. We will also offer the sub-flavor “Ayataka Nigorihonoka” combined for Ayataka
2L PET.
• Through the initiatives, we will raise per-case revenue of each key product throughdifferentiated prices of 2 packages between “Aquarius” and “Aquarius Zero” as well as
between “Ayataka” and “Ayataka Nigorihonoka”.
• We will also continue to fortify coverage of highly value-added products as the 1st half.
Sales of 10 highly value-added products contributed to the improvement of product mix,
i.e. pushed up per-case revenue in the 1st half. We will strengthen coverage of theseproducts even in the 2nd half at effectual in-store spaces more accessible to shoppers.
• In addition, we will increase sales volume by activating point of connections throughnon-price promotions such as Rio Olympic promotion.
• We strive to attain revenue growth more than volume in Supermarket as well as both
Drug store and Discounter even in the 2nd half through these activities.

16• Next, I would like to describe our Vending strategies. We will transform the Vending
business by executing strategies from 3 perspectives of “Revenue growth”,“Profitability enhancement” and “Efficiency”.
• For the first element of Revenue growth, we will continue the promotion leveraging
smartphone app that launched in April. We will scale the promotion with another
42,000 units in the 2nd half, expanding the scale up to around 60,000 units annually.
• Note also that we will roll out the 42,000 units in the 2nd half focusing on segments
where we can expect more benefits based on sales analysis of the 18,000 units
already implemented in the 1st half.
• We will also increase purchase frequency on vending machines by enhancing theattractiveness for consumers through planned W stamp campaign in addition toprovision of new product information and distribution of sampling coupons via theapp.
・Furthermore, we plan to install 9,000 new vending machines in the 2nd half. We will
strive to gain prime locations high in VPM through the effective use of new
machines and ensured sales activities with clearly identified profitability.

17• For the second strategy to “Raise profitability”, we will continue to work on improvementof unprofitable locations and review of trade terms with customers.
• We plan to generate profit contribution of a 190 million yen by improving unprofitablelocations with 2,800 vending machines and project annual profit contribution of a 290
million yen, exceeding the initial plan.
• We will also generate additional profits by continually working on the review of tradeterms with customers as done in the 1st half.
• We further plan to raise per-case revenue by 16 yen from prior year through appropriate
products and packages according to locations as well as improvement of product mix.
• For the third initiative on “Efficiency”, we have worked on addressing short- and midterm challenges we face led by Vending Business Transformation Project.
• We have launched a pilot test of a new operation model in Kansai area as an initiative ofquick-win to address short-term challenges after revisiting all processes of vending andback office operations to begin with. We plan to complete evaluation and validation of thetest by the end of this year for reinforcement of vending business structure.
• We have also moved forward the study for building a highly competitive vending businessmodel as a mid-term challenge. By drawing up a to-be vending business model, we havedone much discussion through workshops with external partners and subject matter
experts towards reaching the goal.
18• Now, let me discuss a topic about reinforcement of brand competitiveness.
Today I would like to introduce Olympic related products and promotions
currently underway on a large scale coinciding with the ongoing Rio Olympics.
• Firstly with products, we will further raise competitive advantage of CocaCola brand by launching seasonally-limited “Gold bottle” and “Olympic year
design bottle” to establish the position as of number 1 brand.
• As to promotions, we will maximize revenue and share during the peakseason through the ongoing non-price promotions with exclusive original
goods as a premium in all channels.
• With that, I would like to finish my briefing on Coca-Cola business.

19• Let me now move on to introducing sales strategies of Healthcare & skincare business forthe 2nd half.
• Firstly for “reinforcing home-shopping business”, it will be critically important to gain new
consumers. We will strive to improve consumer attraction capabilities of home-shopping
programs by renewing them with identified needs of consumers and through optimized
broadcasting spots.
• We will also focus our energies on WEB marketing to gain new consumer base from the 30s
through the 50s. In addition to revising site contents for greater number of access to theofficial website, we plan to expand spaces to offer Q’sai products on the web, leveraging
internet ads and other schemes.
• Since it will be important to develop royal customers from the newly acquired shoppers, we
strive to increase repeat purchase rate and unit sales by enhancing newsletter contents forexisting consumers and quality of responses at call centers as a next step.
• On the other hand, we are at the final stage of “a collaboration between Coca-Cola businessand Healthcare & skincare business” coordinating spec of specific products at this point
towards the launch by the end of this year.
• As we plan to introduce a collaboration product in both channels of Coca-Cola business and
Healthcare & skincare business, we will strive to gain revenue and profits by offering with aprice matched with the product value.
• I talked about Healthcare & skincare business and let’s move on to a next topic.
20

• Let me now show you our consolidated performance forecasts for the 2nd half and fullyear.
• In light of the performances in the 1st half, we revise the initial plan for full-year
operating profits upward by 4.5 billion yen to be 20.5 billion yen.
• We project full-year consolidated revenue at 460.2 billion yen,operating profits at 20.5 billion yen,ordinary profits at 18.8 billion yen,
and current net profits at 10.8 billion yen

which correspond to 19.7 billion yen revenue increase and 6.2 billion yen increase ofoperating profits from prior year.

21• This shows performance plans by the business.
• We project increase of full-year operating profits of Coca-Cola business by 5.89
billion yen from prior year to be at 17.1 billion yen.
• Note that while we forecast revenue decrease of Coca-Cola business in the 2nd half by
132 million yen from prior year, we project revenue increase of strategic channels in
our areas by 3 billion yen, up 1.4%.
• We expect Healthcare & skincare business to increase full-year operating profits by
300 million yen from prior year to be at 3.4 billion yen.

22• Page 23 shows drivers of full-year operating profits against prior year.
• As we expect volume and revenue increase in Chain store and Vending in the 2nd half,
we project marginal profits of Coca-Cola business to increase by 1.2 billion yen fromprior year.

• Though it is also expected that fixed sales costs such as promotional costs to risealong with the volume increase, we will continue to ensure implementing
promotional costs by identifying benefits as done in the 1st half.
• In SCM, we project profit contribution of 700 million yen incorporating the benefitsof material cost saving through the implementation of in-line blow as well as ourefforts for productivity and efficiency improvement in manufacturing and logistics.
• While we also expect profit decrease of 1 billion yen anticipating influences of otherexternal factors as well as investments for future growth, we will continue to enhance
productivity and save costs as in the 1st half by working on the review of all activities.
• For Healthcare & skincare business, we aim to increase full-year operating profits by
300 million yen from prior year with increase of consolidated operating profits to be
20.5 billion yen, up by 6.2 billion yen from prior year.
• These are the performance outlook for the 2nd half and full-year.
23• Let me brief you on revisions of 2016 dividend forecast here.
• Based on the upward revision of full-year performance plan this time, we
decided to increase year-end dividend per share (forecast) by 2 yen to be 24
yen from the total of 22 yen we announced on February 3 that consists ofordinary dividend of 21 yen and commemorative dividend of 1 yen.
• It will be 5 yen increase of 2016 annual dividend forecast per share from prioryear including commemorative dividend as the sum of ordinary dividend of 44
yen and commemorative dividend of 2 yen will be 46 yen as a result.

• We hope to enhance returns to shareholders by raising corporate values
through performance improvement looking ahead.

24

• Lastly, I would like to summarize some takeaways.
• With good progress of performances, we finished 1st half with consolidated
operating profit exceeding the plan by 4.3 billion yen, up by 6.4 billion yen fromprior year.
• Particularly Coca-Cola business began to see impacts of initiatives in performance
results in the form of marginal profit increase from RGM initiatives for raising percase revenue in Supermarket which was placed as the most critical task as well as
engagements for revenue and profitability enhancements in Vending.
• We also achieved cost saving more than plan through productivity and efficiency
improvements in everything we do.
• Furthermore, we have made solid investments to reinforce business foundation for
future growth as raised in our 3-year plan as well as to enhance job satisfaction of
employees.
• This operating profit plan for the 2nd half is basically unchanged from the initial
forecast as we assume ensured execution of these investments even in the 2nd half.
However, we are confident that each initiative can generate more benefits than theplan in the 2nd half considering the progress status of efforts in the 1st half and thegenerated outcome.
• Therefore, we will take on a challenge to further generate profits, though we set
full-year operating profits at 20.5 billion yen.
• With that, I would like to close my briefing. Thank you for listening.
25

26

27

28

29

30

31

32

33

34

35

36

37

38

39

40

41

42

43

44