Asahi Beverages – Oceania
AGH Investor Presentation

June 2021

Introduction to Asahi Beverages
Oceania2

Over the past decade, Asahi Beverages has built the leading beverages portfolio in
Oceania and is well positioned for future growth
1. “Establishing the foundations“
2009 – 2013
• Established footprint in Australia
through acquisitions including:− Schweppes− The Better Drinks Co− Independent Liquor New Zealand

2. “Getting in shape”
2014 – 2018

3. “Accelerating our growth”
2019 and beyond• Further growth through craft
acquisitions and beverage
partnerships which extended reach in
RTDs and premium international beer•

Acquired Australia’s leading alcohol
beverages business Carton & United
Breweries (CUB), doubling the size of
the Oceania business• Major operational improvements –site
consolidations and upgrades, sharedservices, business simplification•

Established the Alliance for Growthprogram to integrate CUB andtransform the region’s operating
model(NZ distribution)3

Asahi Beverages is the Regional Hub for Oceania

Regional Hub
accountabilities•

As the Regional Hub, Asahi Beverages sets the strategy, providing guidanceand support to its operating business divisions in Australia and New Zealand,with each Business Division reporting into the regional hub.

Strategy•

The Regional Hub considers investment decisions across Business Divisions
to generate optimal shareholder returns.

Regional Corporate Services•

With operational and financial accountability residing with our businessdivisions, our regional model allows Business Divisions to flourish while
ensuring that the benefits of belonging to a larger corporate group are fully
realised.

Governance and OversightMergers & Acquisitions

Regional
Hub
ALB

ABNZ
CUB

4

Australia & New Zealand Overview – A stable, mature market with attractive economic
conditions and growth prospects

DarwinBrisbane

PerthAdelaide

Canberra

SydneyMelbourne
Wellington
Hobart• Area Size
• Australia: 7.7 million km2 (~20x Japan)• New Zealand: 0.27 million km2 (~3/4x Japan)• Stable population base, heavily concentrated in
populated capital cities• Australia: 25.7 million• New Zealand: 5.1 million• Off-premise market is highly concentrated byworld standards

Capital City Population

Note: 1. As of September 2020
Source: Australian Bureau of Statistics, Stats NZ

5

Business Division Overview: Carlton & United Breweries (CUB)
CUB MARKET VALUE SHAREKEY BRANDS

41%

Total CUB

50%

Total Beer

45%

Classic Beer

71%

Contemporary Beer

62%

Premium Imported Beer

Craft Beer

16%

52%

Cider
RTD Spirits

21%

Source: IRI Scan Data MAT Mar 2021 – Value share
Notes: Excludes CUB Beer and Cider brands divested to Drinkworks in early 2021). Total Alcohol based on share of Total Beer, Total Cider,
Total RTD Spirits

6

Business Division Overview: Asahi Lifestyle Beverages (ALB)
ALB MARKET VALUE SHAREKEY BRANDS
Total ALB

20%

Cola CSDs

21%
45%

Non-cola CSDs

60%

Mixers20%

Mineral Waters
14%

Water

31%

Sport

76%

Tea
Fruit Juice/Drinks
Cordial4%30%

Source: IRI Scan Data MAT Mar 2021 – Value Share7

Business Division Overview: Asahi Beverages New Zealand (ABNZ)
ABNZ MARKET VALUE SHAREKEY BRANDS

14%

Total ABNZ
Total Beer

11%

Premium Beer

10%

Craft Beer

9%

53%

Dark RTD Spirits
46%

Light RTD Spirits
22%

Cider
Wine

6%

Spirits

6%

Source: IRI Scan Data MAT Apr 2021 – Value Share
Notes: Total Alcohol based on share of Total Beer, Total Cider, Total RTD Spirits, Total Wine,8Asahi Beverages Oceania Region Executive Leadership Team
Asahi Beverages Oceania Region

Asahi Beverages Business Divisions

Peter Filipovic
Carlton and United
Breweries,
Chief Executive
OfficerGroup Supply Chain

Sandra Gibbs
Group Chief Supply
Chain Officer

Group Human ResourcesDavid Clark
Group Chief Human
Resources Officer

Nigel Roberts
Asahi Lifestyle
Beverages,
Chief Executive
OfficerGroup FinanceAmanda Sellers
Group Chief
Financial Officer

Andrew Cambpell
Asahi Beverages
New Zealand,
Chief Executive
OfficerGroup Procurement &Sustainability

John Tortora
Group Chief
Procurement &Sustainability Officer

Group Digital, Technology &Shared Services

Kellie Barnes
Group Chief
Information Officer

9Asahi Beverages Oceania
Strategy10Asahi Beverages experienced strong commercial growth prior to COVID-19 across thebusiness, with Business Income CAGR of +11% from 2017-2019
Historical Net Sales Value (NSV)*Business Income performance2017 – 2019, $AUD million

2017 – 2019, $AUD million

Net Sales ValueBusiness Income

+11%

+3.7%
1,711

1,768

2017

2018

1,838
163.3

2019

Top-line growth consistent, demand resilient during pandemic

2017

182.2

2018

204.7

2019

Strong profit growth to 2019, pandemic impacts to 2020
Business Income▪

Strong growth in revenue between 2017-19▪

Combined Australian CUB and legacy Asahi alcohol business NSV down in2020 versus 2019 due to strict lockdowns experienced in Australia and New
Zealand, especially in Victoria▪

Business Income (BI) increased between 2017 and 2019, with CAGR of 11%▪

2020 pandemic impacts affected returns from the region, with Business
Income declining from 2019 levels

ABNZ maintained strong growth in 2020▪

Profit delivery of the last few years has significantly out-performed major
peers in the Oceania region▪

*Net Sales Value: Net Sales Value as disclosed above excludes alcohol excise tax receipts and containerr deposit levy receipts.

112020 has seen a COVID-19 linked recession with a strong rebound now occurring in 2021.
Outlook remains attractive in the long term, supported by moderate population growth
Projected GDP growth, adjusted for COVID-19

Projected population growth of developed economies

Growth % p.a., 2018-2021 (Adjusted for projected COVID-19 impacts)

10 year expected total % population change (indexed to 2019)

Source: Reserve Bank of Australia

Source: See footnote

4.0%

20%

+4.75%

3.0%
2.0%

+2.4%

+2.2%

+2.7%

+3.0%

2019

-2.0%
-3.0%

Canada
USA

5%
2018

RBA - Pre-COVID forecast

2020

2021

-1.1%

RBA - Post-COVID forecast-4.0%

Recessionary environment in 2020, but strong recovery being
observed in 2021

Australia

15%
10%

1.0%

-1.0%

Underpinned by strong
growth in key 18 – 44yr
demographic segments

UK

0%
2019
-5%

2029
Japan

Strong outlook for Australian population growth▪

Current population of 25.7 million▪

Australia entered a recession in 2020 due to the COVID-19 shutdown▪

Current annual growth of ~1.5%▪

Gross Domestic Product (GDP) contraction of 0.3% in March 2020 quarter,
7% in June 2020 quarter, followed by a 3.4% rise in the September 2020
quarter and a 3.1% rise in the December 2020 quarter▪

60% of growth from Net Overseas Migration (40% natural increase)▪

Projected growth significantly exceeds other developed economies▪

Expectation is that GDP has returned to pre-pandemic levels in the March
2021 quarter

Source – Population growth: Australian Bureau of Statistics, US Census Bureau, UK Office for National Statistics, Statistics Canada, Japan IPSS

12

The alcohol category is expected to recover following a challenging 2020 due to COVID-19
recessionary impacts, with growth supported by ongoing industry trends
Projected alcohol category growth
Australian market1, value by category, $AUD billion

We expect post-pandemic growth to continue to be
fuelled by existing consumer mega-trends• COVID-19 shutdowns and the related recessionary environment slowed
some categories / channels across 2020 and early 2021, particularly onpremise alcohol sales• However, key alcohol beverage sector trends that supported preCOVID growth are expected to continue and provide opportunities forrecovery – particularly those with the scale & speed to move quickly• Asahi Beverages’ market-leading portfolio is well placed to harness
opportunities as the economy and beverages sector begin to recover• Specifically, acceleration of the key health and wellbeing trends is
expected to continue, with Asahi Beverages’ low-ABV / non-beer
products (e.g. seltzer) positioned to capture growth• Innovation will also be central to growth as consumer preferences and‘occasions’ shift to reflect a ‘COVID Normal’ (e.g. channel shifts such ashome dining, increased focus on outdoor entertaining and picnics,
reduced frequency of large-crowd events)

13

Our Mid Term Plan and Business Division strategies have been developed with a strong
consideration of broader macro and value chain trends impacting our business
CONSUMER TRENDS SHAPING OUR INDUSTRYTRENDS AFFECTING OUR VALUE CHAINHEALTH &WELLNESS

Consumers are becoming more health conscious, with
48% of Australian & NZ consumers stating that ‘healthy /good for me’ is a more important purchase criteria1. This
trend has driven demand in categories with lower sugar,
calorie and alcohol content e.g. Seltzers, Kombucha.

LAST-MILELOGISTICS
PRESSURES

FMCG businesses are seeking direct to store
arrangements, splitting last mile logistics savings with key
customers. Growth in eCommerce means last mile cost
control can be a source of competitive advantage (byoffering lower delivery costs to consumers)

ECOMMERCECOVID-19 has accelerated eCommerce adoption, with
39% of consumers stating they will shop more online for
products previously bought in store1. Manufacturers canbenefit by building omnichannel category management
capability and direct-to-consumer platforms.

PRODUCTION
FLEXIBILITY

Increased pace and extent of changing trends requires
more adaptive production capability. This in turn helps
reduce capital intensity of launching new products andhelps reduce reliance on co-packing.

DATA-DRIVENDIGITAL
MARKETING

Building a data-led understanding of consumers can
support brand health and cutting edge NPD insights.
Acquiring proprietary insights via owned eCommerce
platforms can create competitive advantage.

ETHICAL
CONSUMPTIONWith increasing environmental concerns and consumers
demanding more sustainable products, businesses areinvesting in sustainability initiatives (e.g. reducing plastic)
and commercialising by-products to reduce waste

Source:
1. EY Future Consumer Now Index 2020

14

Our refreshed Vision & Strategy addresses the same values & principles as our Group AGH
Philosophy, adapted to reflect our regional business and priorities

Bring enjoyment & connection to everyday moments in life

Our
Vision &ValuesOur
Strategic
Pillars

Respect | Integrity | Accountability | Courage | Passion

Delivering on our
vision to create
differentiatedcompetitive
advantage in eachof our businesses &across our region

Delight our
Consumers &Customers

Build Resilience& Adaptability

Leverage our
Scale with
Speed

Our
Advantage

Our differentiated enablers
that create ourcompetitive advantage

Iconic Brands that
Consumers Love

Our Winning
Customers &Partners

Our Growth &Innovation Mindset

Our Engaged
People & Culture

Our Market-Leading
Scale

Our
Goals

Delivering growth &shareholder value

Customer & Market
GrowthRevenue GrowthBusiness Income

Safe & Engaged
Team

Return on Invested
Capital15

Our new Vision forms the core of our new strategy, and informs how we bring this to life
(through our Values) and the Strategic Pillars which will deliver against this aspiration
Our Vision is to bring enjoyment &connection to everyday moments in life

Our
Vision &ValuesOur
Strategic
Pillars

Our
Advantage
Our
Goals

Our Strategy sets out how we willachieve our Vision – and will
evolve as we grow

Our Advantages are whatmake us successful indelivering our Vision▪

Our Vision articulates “why we exist” and is ouraspirational north star for all of our employees within Asahi
Beverages – reflecting the new▪

The Vision is anchored in our perspective that our businessconnects people & brings delight, enjoyment and fun
through our products•

With our expanded portfolio we can meet the
beverage needs of people in every occasion, enhancing
their life experience▪

This Vision is brought to life through our Strategy, and wewill measure achievement through our Goals

We measure successthrough our Goals

16

Our approach will be to look across all beverage consumption occasions, and seeking to
optimally meet consumer needs with our total portfolio (alcohol and non-alcohol)▪

Our portfolio of leading brands and ournumber of customers (approximately45k) in both Alcohol and Non-Alcohol
sets us apart from peers in Oceania▪

This will enable us to assess growth
opportunities objectively and byreference to total beverage occasions– and which represent the best totalbusiness opportunity for Asahi▪

Our hypothesis is that our portfolio will
be able to reach all key beverageoccasions, with a focus on those in
growth▪

This allows us to view our competitor set
differently – we will compete withanyone who supplies a beverage tosatisfy the consumption occasion. We
will design our portfolio to be thesuperior offering for beverage
consumption occasions

TOTAL BEVERAGE PORTFOLIO OPPORTUNITIES17

We remain focused on delivering growth through our core beverage brands, by bothenhancing existing products but also expanding existing markets through innovation
POTENTIAL SOURCES OF GROWTH

1Existing Category
Growth2
New Category Expansion

3
Complementary Revenue
Streams

4

New Revenue Streams

AREAS OF FOCUS

Achieve growth in categories orchannels we are already materiallypresent in, or by retaining
existing consumers
and consumption
Growth from expanding into new
categories, selling our products
in channels we do notmaterially play in or
recruiting new consumers
or consumption of our products
Pursue new revenue streams
through providing services
and platforms that leverage ourexisting assets or capabilities orbuild our customer or
consumer ecosystem

New Revenue Streams
Exploratory-Only

Complementary
Revenue Streams

Existing Category
GrowthNew
Category
Expansion

Pursue new revenue streams
through providing services andplatforms through establishing new
capabilities18

We have developed long-term commercial strategies which focus on accelerating andenhancing our core businesses, whilst also exploring new growth opportunities

Accelerating growth throughthe combined CUB andlegacy Asahi Oceania
alcohol businesses✓ Australia’s best alcohol
portfolio✓ Market-leading commercial
capabilities✓ Investment in consumer andcustomer focus

Redefining Non-Alc for scaleand sustained growth✓ From value player to fastscaler✓ Consumer, customer andcategory-led✓ Grow beyond-grocery

Building One NZ capability
and unlocking future growthstrategies✓ Building One NZ

ownership & capability✓ Define One NZ

beverage market
growth opportunities✓ Aligned strategies to unlock
growth19

CUB is the clear market leader in beer and cider and a challenger in the more
fragmented Ready To Drink (RTD) and glass spirits categories
MARKET POSITIONING

Market Share by Value (2021, RSV)
14%

18%

13%

36%
43%
12%

46%

52%
69%

50%

52%
40%

STRENGTHS7%CUBKey Competitors
Other players

PORTFOLIO STRENGTH AND
SCALE IN BEER AND CIDER

Scale means we are important to off-premises retailers,
giving us an opportunity to take a category leadershiprole

ON-PREMISE CUSTOMERRELATIONSHIPS

Opportunity to deepen on-premise customer
relationships by meeting needs for beer and otherbeverages

35%
13%#1 BEER*#1 CIDER**#2 LIGHT RTD
incl. SELTZER#4 DARK RTD#2 ZAB

IRI Liquor Weighted – March 2021
* Excludes Stella Artois and Beck’s** Excludes Strongbow, Little Green and Bonamy’s

20Key portfolio initiatives

EXTEND MARKET LEADERSHIP IN BEER

▪ Maintain #1 market share by growing value and power of
our iconic brands▪ Maintain #1 value share and stretch price-to-consumer togrow category value▪ Innovate to renew and differentiate our portfolio

ESTABLISH CHALLENGER
POSITION IN “BEYOND BEER”▪ Maintain leadership in the cider
category and disproportionately
invest to achieve category
leadership in seltzer▪ Be the #1 contributor to RTD
category growth, focusing on
growth segments where we cantake a leadership position(vodka- and bourbon-based)

TAKE A CATEGORY LEADERSHIPPOSITION IN CRAFT▪ Execute our craft portfolio
strategy▪ Grow brand awarenessthrough incremental
category investment▪ Revenue management togrow at a price premium

21

ALB’s strength is as a high volume / efficiency player in the Australian soft drinks market
and relies on three core capabilities
MARKET POSITIONING

Market Share by Value (2021, RSV)ALBKey Competitors
Other players

2%

16%
33%

35%

14%
10%

60%
42%
77%

7%
53%

45%
76%
60%

26%

45%

STRENGTHS

13%

ESTABLISHED GLOBAL
BRANDS

ALB’s portfolio of established global
brands provide stability while supporting
future growth ambitions

ESTABLISHED HIGHVOLUME SUPPLYCHAIN

ALB’s high-volume manufacturing
network allows ALB to produce at low
cost

EXPANSIVE CUSTOMERBASE AND
DISTRIBUTIONNETWORK

ALB’s large customer base of 14,000+
customers across Australia allows for
distributing high volumes and is
attractive for partner brands

31%
20%

21%

#2 NARTD*#2 Cola14%#1 Non-Cola#1 Mixers#3 Water#2 Sports#1 Tea*NARTD: Non Alcohol Ready to Drink
Source: IRI Scan Data Mat to March 2021 – value and volume share

22

Key portfolio initiatives

EXTEND MARKET LEADERSHIP IN NO SUGAR

DRIVE DISTRIBUTION BEYOND GROCERYEXPAND INTO NEW OCCASIONSGROWTHDRIVERS▪ Maintain #1 market position bycontinuing roll out and invest in “zerosugar” options across the portfolio▪ Innovate beyond sugar▪ Grow share of OTG channel to market
average for other beverage suppliers▪ Evolve portfolio to meet channel needs
and develop OTG sales capabilities▪ Execute the category growth strategy to
expand beyond the heartland driving
increased frequency for NARTD▪ Advance capability and investment into
eCommerce

23Currently, ABNZ is the market leader in RTDs, a challenger in a fragmented Wine category
and has the opportunity to disrupt in beer
MARKET POSITIONING

RSV $0.6b20%

RSV $1.6b

RSV $0.1b

12%

15%

ABNZ
Key Competitors (Lion & DB Breweries)
Other players
RSV $1.4b

STRENGHTS

Market Share by Value (2021, RSV)

28%
78%

61%

81%

53%
24%

13%

11%

RTDs

#1 RTD

Beer#3 BEER

6%Cider#3 Cider*MARKET LEADER IN RTDs
SUPPORTED BY NO 1
SALESFORCE

Scale means we are important to Traditional retailers,
giving us an opportunity to take more of a category
leadership and business partner role

FULL BEVERAGEPORTFOLIO, INCLUDING
STRONG PARTNERSHIP
BRANDS

Lower reliance on single brand provides opportunity
to leverage wider portfolio and brands’ strength towin with key customers

SINGLE PRODUCTION
FOOTPRINT

Opportunity to build more efficiency without need tomove production and product across multiple
production sites

Wine#5 Wine**Nielsen Data to April 2021
*Carlsberg Partnership Portfolio** TWE Partnership Portfolio

24Key portfolio initiatives

STRENGTHEN THE CORE – CUSTOMER AND
CONSUMERSSTRENGTHEN THE CORE – FIX THE BASICS

GO FOR GROWTH• Instil robust customer strategies and capability
uplift to maximise effectiveness and efficiencyof trade investment and deliver a Customer
value proposition• Improve efficiency and profitability of our
supply chain through best in class technology
and tools and a continuous
improvement mindset▪ Protect RTDs by leading the market with
innovation and maintaining the relevance ofour core brands• Innovate at paceto maintain consumer relevance by investingin consumer analytics, our priority brands
and leveraging Asahi Group and partners’
expertise• Establish a robust enterprisearchitecture, infrastructure solution
and embed a data driven mindset toenable functional and commercial
excellence• Through increased investment and execution
in market with our existing beer portfolio (ledby Premium), together with future
incorporation of partnership brands• Grow share across Juice, CSD and Energy
through portfolio optimisation and greater
innovation in Functional and B4U segments

25

Alliance for Growth Integration
Program26

Value creation opportunities derived from leveraging strategic resources and enabled by(i) being part of the Oceania region and (ii) combining commercial Alcohol Divisions
Strategic resources leveraged

Enabled byoperatingmodel

Contemporary

Classic

Cider

Targets for Synergy
Creation by 2024
(Business Income)• Leveraging centralised procurement strategy andIconic Brands
PremiumCreating value creation opportunities (examples)sourcing scale

Leveraging
Asahi
Beverages
Oceania
Regional Hub• Consolidation and optimisation of the joint supply
chain• Centralised shared business services and IT

Top-line

Approximately AUD $60m

Cost

Approximately AUD $120m

infrastructure• Generating value from scale benefits from integration

with the other Business Divisions within the Oceania
Regional Hub (e.g. expansion opportunities to sell nonalcohol through the alcohol business division)(AUD $m)Scale~45k active customers~1.5m deliveries pa~200m cases / kegs pa

Combinationof Alcohol
Business
Divisions (CUB
and legacy
Asahi
Oceania
alcoholbusiness)• Unlocking commercial benefit from the creation of theleading alcoholic beverages business in Australia• Unlocking value in Premium International Beer
• Accelerating non-beer revenue growth as a result of
increased scale• FTE synergies from the removal of duplicate roles within
the alcohol business division

Cost Synergies

Top line Synergies

200
150
100
50
0
2020

2021

2022

2023

2024

27

We have also executed a joint commercial alcohol business to establish Australia’s #1
alcohol business

Market position#1 Beer
CUB | BEER & ALL KEGSCUB PREMIUM BEVERAGES | BEYOND BEER

PACKAGED BEER

CIDER

GINGER BEER

ZERO-ALC BEER

RTDs

POST-MIX

ALL KEGS (ALL CATEGORIES)CANNED WINE

NON-ALCOHOLDIVESTMENT BRANDSSELTZERSPIRITS#1 Cider#3 RTD Spirits#7 Glass Spirits

28

People, Culture and ESG

29

As part of bringing our Vision and Values to life, we have defined the set of Behaviours
that will help to drive our people and culture forward as we transform our business
ValuesBehaviours

Respect

We recognise andcare for every individual

1. We collaborate as One Team, valuing inclusion and diversity
2. We welcome challenge and challenge each other with positive intent
3. We give credit to each other’s achievements

Integrity

We are honest, open,
ethical and fair

1. We live our values and align to our strategies in the decisions we make2. We’re honest and transparent in our actions
3. We do the right thing

Courage

Being courageous is in
our DNA

1.
2.
3.
4.

Accountability

Accountability is clear
and personal

1. We take initiative and empower people
2. We drive for results and deliver on our commitments

PassionWe are obsessed by ourbrands and our purpose.
Our passion goes beyond
advocacy

We challenge the status quo and drive to be better
We are adaptable and resilient – quick to flex, and committed to staying the course
We are vulnerable and grow from failure
We are brave and take the steps that others won’t

1. We go the extra mile for our customers, our consumers and each other
2. We have a thirst to be the best and love winning together
3. We live and breathe our brands in everything we do

30

Pride in our region and being a ‘great place to work’ remains central to our Asahi Vision.
We manage this under the Asahi “Be” framework.
Pride in our region and being a ‘greatplace to work’ remains central to our
Asahi Vision. We manage this under the
Asahi ‘Be’ framework

Your Place to Be

A MANUFACTURER &MARKETERAN EMPLOYER

A MEMBER OF THE
COMMUNITY

We use this to:
Quality Mindset. Brand
Passion.

Environment
Reduce. Re-use. Recycle
Responsible Drinking
Sustainable Water Sourcing
Carbon Emissions
Sugar Reduction

Achieve. Grow. Lead.

Health. Wellbeing. Safety.

Inclusion. Respect.
Belonging.

•

Communicate key initiatives, benefits andhow we work with our people•

Communicate what we stand for, what wevalue and how we work externally(LinkedIn)•

Drive brand love and ambassadorship•

Drive inclusion, responsibility, performance& development and community
involvement across our organisation

Community Partnerships

31

What does success look like?

Celebration examples

Diversity & Inclusion remains a key area of focus, championed by the Asahi
Beverages Oceania Leadership TeamInternational Women’s Day(March)Mardis Gras (March)

International Day of People
with Disability (Dec)

Olympics in Tokyo (July)

Our Diversity & Inclusion Roadmap
2021 - Set foundations through awareness& communication

2022 - Expand through education &conscious behaviour change

2023 - Reach advanced culture of inclusion– “just part of how we do things”✓ Behaviour-based change✓ D&I Strategy✓ Training for leaders✓ Inclusion = ‘how we do things’✓ MTP Diversity & Inclusion KPI’s✓ Policy updates✓ Inclusion criteria in KPI’s✓ Best practice defined✓ Impact on business performance✓ Expanding to other diversity pillars✓ Graduates and interns

32Sustainability – Consumer-Led, Customer-Driven, Asahi Owned

Consumer-Led

1 in 4

consumers are early adopters when it comesto Sustainability

Asahi Progress to Date

Championing 100%Recycled PET & Reuse

Removal of Hi-Cones

Release of BE Report
Established Strategy& Goals

Renewable Electricity

CUB Off-Site Solar PPA
Operational (On-Site
Completed 2020)

Cool Ridge Marketing
Campaign

4 Pines 1% for thePlanet productlaunch

PACT/Cleanaway
JV Finalised

1 in 2
expect businesses to be doing everything
they can to be environmentally friendly

3 in 5think that big brands should set an example
on environmental Sustainability (58%)

43%

believe businesses should treat Sustainability
as an extremely high priority

We will now build on that momentum with a refreshed Sustainability Strategy thataligns our local goals with our Asahi Group global pillars
ASAHI BEVERAGES SUSTAINABILITY STRATEGYClimate Change

FOCUS
AREAS

Renewable Energy•

100% Renewable electricity
by 2025

Packaging

Plastics•

Strategically transition to100% r-PET in selected brands•

Invest and develop
technology to build ourcapability

Reduce CO2 Emissions
•

OUR
GOALS

•

Scope1,2: Reduce CO2
emissions 50% by 2025
Scope 1,2: Reduce CO2
emissions 60% by 2030*

Glass, Cans & Cardboard•

100% of packaging will berecyclable, compostable, or
reusable by 2025•

Glass bottles and cans will on
avg. use majority(50%>) recycled content by
2030

ZERO CO2 Emissions•

Scope 1, 2, & 3 – our total
supply chain will be Zero
Carbon by 2050

Partnerships to Repurpose &Reduce•Develop partnerships tocollect/repurpose more
plastic than we use by 2025•

Reduce the amount of virginplastic usage we use by 2025

Sustainable Water Resources

Sustainable Supply Chains/
Respect for Human Rights

Reduce water consumption

Modern Slavery & Responsible
Sourcing•

Reduce internal water use by
2-3% at our manufacturing
sites

•

Comply with Modern Slavery
Act Requirements•

Produce annual PublicStatements on our actions inregards to Modern Slavery

Protect water access & use•

Conduct water risk
assessments in areas where
we operate and source
water from by 2022

Community access to water•

Utilise our capability in water
access to support
communities in need e.g.
CUB Water Cans•

Launch Human Rights Policy& Training•

Launch supplier platform toengage, assess & partnerwith our suppliers in regards
to Sustainability &Responsible Sourcing

Circular Economy

Zero Waste to Landfill•

100% ZERO waste to landfill at
our manufacturing plants andwarehouses by 2030•

Pilot Zero Waste at 2 offices

Circular by-products•

Innovate to make our byproducts circular & add value

Sustainable Raw Material
Procurement

Pilot sustainable sourcing andbuild reputation•

Pilot sustainable barleyprogram in 2021•

Track key measures on water,
soil health & impact
management on farm in 2021

34

Bring enjoyment & connection
to everyday moments in life
We will deliver transformational growth post the acquisition of CUB
based on our plans and strategies:
1.

Top line growth accelerated, driven by business strategies

2.

Continued strong business income generation

3.

Growth and efficiency benefits delivered

4.

Differentiated critical capabilities embedded, making ourpeople and business resilient, adaptable and fast

5.

Organisation wide quality mindset and high-performing,
engaged teams

35

Thank You

36