Shiseido Company, Limited
Deutsche Bank Consumer Conference | Fireside
June 5, 2024

Event Summary[Company Name]

Shiseido Company, Limited[Company ID]

4911-QCODE[Event Language]

ENG[Event Name]

Deutsche Bank Consumer Conference | Fireside[Date]

June 5, 2024

[Number of Speakers]

Kentaro Fujiwara
Ayako Hirofuji
Tom Sykes

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President and COO
Deputy CFO, Chief DE&I Officer
Managing Director, Head of European
Consumer Research, Deutsche Bank

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Presentation
Sykes: Good afternoon, everybody, and thank you very much for joining this session. I am delighted towelcome to the conference for Mr. Kentaro Fujiwara, President and Chief Operating Officer of Shiseido, andAyako Hirofuji, the Deputy Chief Financial Officer. She will take over as Group CFO on July 1. Fujiwara-san,Hirofuji-san, thank you very much for joining us again this year.
Before we look back over what has happened over the last year and take a look at the strategy going forward,
perhaps you would like to say a few words of introduction outlining Shiseido's position and philosophy in theworld of beauty.
Fujiwara: Yes. Thank you very much for the introduction, and good afternoon, everyone. I would just like tobriefly introduce our company: Shiseido was founded over 150 years ago in 1872 as a Western-style pharmacy
in Ginza, Tokyo. Now, Shiseido operates in 120 countries with 36,000 employees and 100 different
nationalities.

In 1991, I joined Shiseido, and I have been mainly involved in the overseas markets like EMEA, travel retail,Korea, and China. When I joined Shiseido, our overseas business accounted for less than 10%. But now 70%of the business comes from overseas.
Currently, Asia accounts for the big part of our business. But given the increasing volatility of the China market,
we are putting a lot of focus on rebalancing our global footprint, namely the growth accelerations in the EMEA,
Americas, and APAC regions.

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2Question & Answer

Sykes [Q]: Last year, you launched “SHIFT 2025 and Beyond” targeting to achieve core OP margin of 6% by2023, 12% in 2025 and 15% in late 2027. However, market conditions were not as favorable, and you recorded
a 4% margin last year. And you recently updated the strategy with new targets, which included a core OP
margin of 9% for 2025 and 15% later on. What were the most significant market impacts that led you tochange the targets for the Company?
Fujiwara [A]: Two major environment changes affected our operation last year. The volatility surrounding the
China market was the signaling factor. As you know, the boycotts were due to the release of the treated waterand destocking in travel retail due to the Daigo crackdown. However, we are committed to learning from thiscrisis to turn it into an opportunity to make our company better. I believe that environmental changes arealways good opportunities for our Company to evolve.

As you can see on the slide, there are two phases after COVID-19. 2020 to 2022 was a period of transformationfor our brand portfolio. COVID-19 has had a significant and a prolonged impact on our business. We have to
make a very tough decision to ensure our company's survival.
The one core area, which we defined as Skin Beauty, and the brand portfolio was restructured. These wereindeed very painful but necessary transformations, resulting in a major reduction in fixed costs with the sortof effort we started to recover.
Now, we are in the second phase of the transition and business transformation to achieve sustainable growthand improve profitability. The aim here is to reshape our cost structure. I believe that growth is the mostimportant factor for our business, so we will be well-positioned for long-term profitable growth. But shortterm profit delivery is not what matters.
We are now working towards transformation, to improve operations and the overall productivity by driving
efficiency in all areas of the company.

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Sykes [Q]: So, it would be good to explore the updates to “SHIFT 2025 and Beyond” that you have announced.
Under the new strategy, you announced initiatives for the business transformation. Perhaps we could startby looking at the JPY 40 billion cost reduction program, which is equivalent to a little over 4% of sales as wellas the operating profit in 2023. Why is such a fundamental program is needed, and what are the key areas offocus?
Hirofuji [A]: Just to clarify the JPY 40 billion from my side, to clarify the numbers here, this is across two-yeartime horizon as we go through the global footprint reorganization while achieving a sustainable, profitable
growth model mentioned by Fujiwara-san just now.

The major bulk of the execution will be happening this year, with full-year benefits to be realized in the next
year. Across the two years, as shown in this chart, there will be building blocks of JPY 15 billion this year and
JPY 25 billion in the second year. Out of which, of course, Japan is the biggest contributor, with JPY 25 billion,
followed by JPY 8 billion from China and others.
We have been granulating our building blocks further, and from here, we will be monitoring and tracking themthrough the Global Transformation Committee, which is a global committee to ensure that we are on track. If
there is any deviation from there, we will come up with some other means to eliminate such deviation. Thatis how we are monitoring the cost reduction of JPY 40 billion.
Fujiwara [A]: I think the last point that Hirofuji-san said about the Global Transformation Committee initiatives
is very important. This is not just for cost reductions; more importantly, this the transformation of how we
operate. I would like to achieve the true goal through them.
The first one is business transformation. It is to transform our business structure to have, let's say, agility torespond to the market changes. The second is to pursue to the operational excellence so it is to maximize theprofitable growth.
Regarding operating excellence, we have set up an initiative for the productivity improvements at the global
level and company-wide. Particularly, our attention and efforts are focused on gross profit through strategic
pricing, brand mix, SKU mix, channel mix, COG reductions, et cetera. And we aim to create a structure where
our growth contributes more to the OP margin.

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4Regarding the business transformation, as Hirofuji-san said, Japan is very, very crucial. The top line has been
impacted by heavy fixed costs, which have been an issue for Japan. The significant decline in inbound sales
and the severe impact of COVID-19 in Japan had also impacted, but more serious is that the structure was notable to generate profit amid such market changes. So, high fixed costs were the real challenge for Japan.
Sykes [Q]: And if we focus a little bit more deeply on the changes in Japan, this accounts for JPY 25 billion outof the JPY40 billion. Again, just from your comments, how significant is this change, fundamentally, to theoperating model of the organization? And what difficulties have you faced in restructuring head count andmodernizing the Company’s business, given the regulatory and labor market framework within Japan?
Fujiwara [A]: Until 2022, I was in China. I have just returned from China, and I have been analyzing what were
the real challenges for the Japan market. Simply put, one challenge is transforming to a growth model. The
second is the reform of the organization cultures. These are the two challenges that still remain.

In the past, Japan’s growth had not been sufficient, affecting the bottom line due to the business model. Our
growth was too reliant on sales driven by new products, high volume of delivery, and a face-to-face sellingmodel with the beauty consultants at the stores, which produce a large number of SKUs in the long tail andtoo comprehensive and complicated for the channel policies and organization was complicated.
These kinds of issues were also created the high fixed costs, and organization has become rigid and siloed.
We really reviewed the old activities from the three perspectives. First, to achieve sustainable growth, second
is to have a profitable business model, and third is being consumer centric.
As a group, Japan, of course, is a big market for us. Therefore, we expect economic growth. But Japan's roleis not limited to this. I also expect Japan to lead innovation. Based on this analysis, we implemented thestrategy in Japan. In terms of brand strategy, bold selection and concentration of the brands and SKUs, so ourtarget is to drive 70% of sales from our seven core brands and hero SKUs.
In order to accelerate that, we make a strategic allocation of investments in those core brands. With this effort,
I am really proud of my team for making steady achievement, and that is encouraging us.

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5The Q1 results in the local consumer purchase is a high-teen % growth, but the core brands have achieved
growth at high 20%, and hero products grew by over 30%. I would like to say our strategic initiatives areworking.

In terms of the Channel strategy, from a consumer’s point of view, the Channel-based approach does not work
anymore in Japan. We need to focus on winning where people gather. We just checked consumer research,
70% of the cosmetic consumers use multiple channels. More than 30% use four or more channels. This means
we really need to accelerate the shift to OMO, online merges offline, which is an initiative that is very
inevitable. That is why I said EC sales ratio 30% intentionally.
The last part is the cost reduction. Changing the brand strategy or the channel strategy which lead to efficiency,
productivity, and cost reduction. Focus on the brands and the SKU to improve the COG ratio and also
reductions of the POS materials. The simplified organization and the process has led us to achieve reductionof fixed cost in the back-office facility like IT or the offices.
Sykes [Q]: These cost-saving measures create new benchmarks that, culturally, companies need to change ifthese are to be embedded. Historically, there has been a high level of complexity and layers of cost existing
within the organization. Is that cultural shift of mindset to growth without adding complexity, is that underway
within the organization? And do you see any risk of any IT-related disruption or changes to phasing ofrevenues?
Fujiwara [A]: To be honest, so when I took charge of the Japan Business, I was a little bit surprised because
the organization was lacking a sense of crisis and agility. The structural reforms to optimize our productivity
will be completed by the end of this year. But I felt, without changing our organizational culture, the reform
still has a risk of going backwards. Therefore, a change in our organizational culture is very, very essential.
I delivered the message to all employees, saying let us make self-innovation, meaning that our goal is for each
employee to become the change leader and regain the spirit of challenges. In order to do it, based on thecurrent growth strategy, we have reformulated the skills and capabilities needed as well as the way of working
for all positions in the future.
On top of that, the Company is committed to investing in reskilling and training if you want to change. On theother hand, if you do not want to change, the company has also introduced an early retirement program. As

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a result, approx. 1,500 employees used early retirement program. But in changing the market, it is very
important. Employees should not just wait for the top-down direction. We need a culture in which theorganization is agile and more willing to set higher goals.
The reform has just begun, but Q1 was very good. You can see it in the charts. Our employees were also
regaining their confidence. That is a good situation. I will continue to spend a lot of time on bringing changes
to our organizational culture. And I will be listening to the concerns, expectations and feedback from the fieldwith the goal of completing our business transformation in Japan.
Sykes [Q]: It is a very fundamental change in the organization. If I may follow up just on one aspect of thebusiness transformation and marketing expenses, many investors get nervous when companies look to cut
A&P. Obviously, you do have high gross margins, which support the A&P investment. In what ways are you
looking to optimize your A&P costs? And will you be allocating that budget a little bit more differently behind
the areas which you think are going to be most productive for you?
Fujiwara [A]: I want to emphasize that we do not intend to cut A&P for the sake of the short-term profit. Our
principle is to ensure that we make sufficient investments in our core business areas while cutting inefficiency
and complexity.
To achieve this, we need to have a clear focus. We need to focus on the strong global brands to scale themeven further. We need to focus on where people gather. Through this approach, I'm very happy to say that,in Q1 this year, in China Business, we gained the market share even under the challenging situations.
In Japan, we identified the seven core brands to heavily invest in. This does not mean we are just cutting themarketing investments; rather, we make the allocation of the marketing investments more clearly and themore important to the marketing ROI.

Sykes [Q]: Finally, looking at Japan, if we look at the changes of distribution channels within Japan, will there
be less physical selling points and higher quality selling points in Japan?
Fujiwara [A]: Especially for Japan, it is very comprehensive for the current channel situations. We are much
more focused on the e-commerce, and target is to achieve 30% of the e-commerce ratio. There are threepillars in order to achieve all the 30%: one is that we renovate our owned.com; second is that we focus much

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7more on the pure players like Amazon; and third is that we give it to retail.com. These three pillars make itpossible to accelerate our e-commerce business.
Sykes [Q]: Thank you. Shifting to talk about China, approximately JPY 8 billion savings are going to come from
China. 2023 was a very difficult year for Japanese brands in China. I guess, firstly, do you see any politicalissues that impacted growth as a permanent headwind to Japanese brands? And why do you need to optimize
costs in what is seen by many as a long-term growth market?
Fujiwara [A]: I have to say no, we do not think it's going to be a permanent headwind. I don't think so. As I
mentioned earlier, the Fukushima impact is in the past for us. And if we look back to our history, we have also
seen worse situations, but all of those were only temporary.
The most important thing continues to be our brand value and well-diversified brand portfolio. And the China
market continues to represent great growth opportunity for Shiseido. The size is obviously too big to ignore.
Just to give you an example, the China market is the number one skin care market in the world and the number
two beauty market. Remember the luxury beauty market grew by 13%, even despite the economic slowdown
last year. Then a number of the middle class and the affluent people are expected to achieve over the 500
million population. That is huge. This is a market with a great potential despite the fact that the competitions
are intense.
However, the fierce competition is nothing new, right? It has always been challenging yet exciting. Local
competitors are becoming increasingly active and that they are good at creating buzz and trends. I admire
their agility and speed.
However, in terms of price points, we are different. Also, we have a strong competitive edge, innovation and
R&D capabilities, efficacy and long-standing tradition and trust in the market. We continue to focus on thefact that what we really need to do is brand equity building for the long term and sustainable growth.
I believe that Shiseido is well-positioned to win in this competitive yet exciting market with over 40 years'
history of the operation in China as well as localized talents and the capability.
Sykes [Q]: Thank you. Perhaps now we will switch from the country focus to look more at the categories andbrands in the time we have left. You have skincare leadership in the beauty market and a strong R&D
infrastructure and heritage. How is your strategy in skincare evolving currently? And which brands do you see
as encapsulating your strategic priorities?
Fujiwara [A]: Our competitive advantage, R&D will be further strengthened in two directions. First is
strengthening of the innovation from the region. We are already overwhelming our global competitor in termsof the number of awards won in the IFSCC, which is the world's largest cosmetic technology competition. The
source of the success is spreading beyond Japan into the other regions. In the future, each region will
strengthen the system to develop the value by capturing the local needs.
The second is strengthening the new market creation. We have two approaches for maximizing the value
creation. Firstly, it is crucially important to win in the major category. In the existing areas such as lotion,emulsion, cream and suncare, these are the must-win areas, so they are our competitive edge.
We set the winning category and reinforce our investment globally with strong technologies. And these parts
also need to work as a cash cow, so continued corporate-wide effort to be the winner in existing major
markets is a fast approach.

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8And the second approach, of which I'm personally very passionate about, is “niche top,” in other words, theapproach is to be the big fish in a small pond. We are trying to create a new beauty value and the new beauty
categories to solidify our presence as a leader in the beauty innovation.
The fast-mover advantage in the market creation is very enormous, I guess. Since we create the market byourselves, we can take a dominant position in that area. In other words, there is a less competition in themarket. We can get not only for the top line, but also the profit.

So yes, here is the first success story. This is a category of the foundation serum. This is Shiseido's exclusivetechnology. Using the Serum First Technology, this is a new category for consumers who, after COVID-19,
have stopped or reduced their use of the foundation. The foundation serum, only two products contributed
6% of the Q1 revenue growth in Japan business.
Sykes [Q]: And fragrances have seen significant growth at the market level and for you. Is this something thatyou could scale up more within the organization?
Fujiwara [A]: Yes. I really want to do that. Especially for Europe, approximately 50% of the market is a
fragrance market. Therefore, we could expand further this category in Europe. In addition, there is a fragrance
business acceleration on the global business, including China.
Sykes [Q]: Okay. And as we are discussing market growth and you have given some of the performancestatistics and some of the results from Q1, as we're discussing that and your priorities, could I ask you for yourcurrent view on beauty market trends and how you see that evolving over the course of this year and nextyear?

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Fujiwara [A]: We stay positive and optimistic about the future of beauty market, especially the prestige andluxury area. With China becoming more moderate growth, the quality growth with better pricing and bettermix is really the key, I guess. Given the increasing volatility in the Asian markets, we put great emphasis on
rebalancing our global footprint.

In order to realign geographical presence, we are accelerating the growth in the America, Europe and APAC
by making sure there's strategic marketing investment behind those areas. If I look back, both America and
EMEA used to be unprofitable.
But after the painful yet needed transformations, now both regions became profitable and are ready to grow.
Thanks to the talent acquisition efforts and the organizational capabilities, from here, our priority is to growthe top line so we can enjoy operating leverage. We expect the Americas, EMEA and APAC to become a profit
driver for the entire group.
Sykes [Q]: It's been a pretty strong growth. Fujiwara-san, Hirofuji-san, thank you very much for what you have
explained so far. Lastly, though, I would like to run through it, this is a considerable modernization frameworkthat you've laid out for the Company.
At the same time as making structural changes to the model, there have also been significant changes to thegovernance structure, particularly, of the business. This has been a key tenet of ESG changes that have beenmade. A majority of the board of directors is composed of independent directors while the Nominating
Committee and Compensation Committee are solely composed of independent directors.
As discussed, you are making difficult changes to headcount and operating models. Can you please expand on
the changes to the corporate governance structure and also the oversight of what is a significant
modernization for the company?
Fujiwara [A]: Corporate governance is the foundation of our corporate activities and the cornerstone for oursustainable growth and the enhancement of our corporate value. Shiseido has been dedicated to the

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10corporate governance throughout the past. Not just in form but in substance, by continually pursuing theideal state of the company and striving for enhanced effectiveness. In 2024, we took a step further bytransitioning to a company with Three Statutory Committees. The decision to change our governancestructure was made deliberately to strengthen both oversight by the Board of Directors and our agility andspeed of business execution.

I think that there is no one-size-fits-all solution to the governance and the optimal form of the governancevary from company to company. Similarly, even with a single company, the ideal form of the governancechanges depends on the stage of their growth and its aspirations.
As society changes rapidly, the companies are forced to adapt. So, it is necessary to strategically evolve ourgovernance practices. At Shiseido, we aim to be the company that remains vial for the next 100 years and tomeet the expectation of our diverse stakeholders. We will continue to challenge ourselves and evolve.
Sykes [Q]: We have a couple more questions, but if there are any questions in the audience that you would
like to ask, please do raise your hand, and I think someone will come around with a microphone. But I mayjust ask a further question now. Please, is it possible to run through the capital allocation priorities andwhether, through this restructuring, you would still consider M&A or indeed any portfolio management?
Hirofuji [A]: Right. For capital allocation, I would say that investment towards growth really comes first, andit has always been, but I would like to reinforce that because it is, after all, a gross margin business, and we'll
continue to do that. Major investments behind our factory or R&D centers or IT systems have already been
done in the past. And I feel that now gives us room to really drive brand growth and leverage thoseinvestments further.
M&A, of course, will be within the picture. We do have aim for optimizing our global footprint and, hence,
will be seeking for inorganic growth as well, just as you see from our most recent acquisition in the U.S. called
Dr. Dennis Gross Skincare, which we believe is a great opportunity. We will be seeking such opportunities forfilling in white spaces as well.
Of course, shareholder return continues to be important. We will be driving dividend increases together, andaligned with our net income, sales, operating profit, net income eventually increases as well. That will be an
overview that I can talk about just now.

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Sykes [Q]: Okay, fantastic. Thank you. And perhaps a final question from me. We've heard from many
companies, about what they're doing with the introduction of AI. What do you see as the impact of AI acrossthe world of beauty in areas, particularly like product development and marketing?
Fujiwara [A]: We believe that AI brings a lot of significant changes. For me, I think UX, user experience, andvalue creation in the beauty field. In the UX, there will be more personalization by the variety and the hugedata sources.
AI can make evolution of UX by accumulating a variety of huge data like not only for the purchase history in
the past, but also more details, skin diagnoses, and also food and health and even the reading of emotions forthe future. By combining that kind of plenty of the data, AI completely makes full personalization services or
the recommendations. It is really dramatically change of the user experience.
The second part is value creation. This is also very interesting for me: how to implement AI. AI may contributeto the design of the product development based on the consumer data, in-house R&D technologies, and also
the past example of the formulations.
Maybe one day, AI can suggest some ideas for product development and with a recipe for that. That is also a
big transformation or an evolution put by AI. As for operational efficiency, AI gives us automation and moreaccuracy in our estimations. These kinds of areas are where AI is clearly making innovations for our business.
Sykes [M]: Okay. Thank you very much. If there are no further questions, then Fujiwara-san, Hirofuji-san,thank you very much indeed for joining us again this year, and thank you very much to everybody for joining
us for this session.
Fujiwara [M]: Thank you.
[END]______________
Document Notes
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