Full-Year
2023 Earnings
Presentation
February 15, 2024

Coca-Cola Bottlers Japan Holdings Inc.
Calin Dragan, President
Bjorn Ivar Ulgenes, Vice President & CFO(Posted to CCBJH website February 14, 2024)

Coca-Cola Bottlers Japan Holdings Inc. (CCBJH)
Full-Year 2023 Earnings Presentation

Full-Year 2023 Results
Full-Year 2024 Earnings Plan

2

Today’s Highlights
2023 returned to profit for full year ahead of 2024 target.
Business income exceeded period’s upwardly-revised plan, significant 16.5 billion
yen increase over previous year.
Strong +7.6% revenue growth. Volume grew +3% reflecting benefits of key
initiatives with favorable environment including heat wave. All channels
improved wholesale revenue per case with commercial activities focusing on
profitability, including price revisions.
2024 is “Year of strong profit build up” and grow business income by 5 times.
Accelerate favorable current trends with top-line growth strategy focusing on
profit maximization and key transformation initiatives entering a new stage.
Strive to increase profit and strengthen foundation.
Despite continued challenging cost environment and cycling of previous year’sheat wave, have set ambitious targets for strong start to first year of Strategic
Business Plan Vision 2028.
3

Full-Year 2023 Results

2023 Achieved Significantly Higher Profits than Initial Plan
◆ Significant increase in business income
vs. Previous Yearvs. Initial Plan

Business Income (B JPY)

2.0
2022 Actual

1.5

0Revised Plan

-5.0
Initial Plan
(Announced
in February)-14.4(Revised-up
in November)

2023 Actual+

16.5B yen+

7.0B yen◆ Key initiatives delivering strong results
Strong volume growth while
improving unit prices by capturing
favorable traffic recovery and heatwave opportunity
Two price revisions improving
wholesale revenue per case in all
channels

Accelerated key transformation
initiatives generating greater
benefits than initially planned

Volume Growth+3%
Wholesale Revenue
Per Case+40~160 yen
Cost Savings+3.7B yen5

FY2023 Results (vs 2022)
Achieved return to profit ahead of 2024 target in Strategic Business Plan
Unit: Million JPY

2023
Actual2022
ActualChangeYoY

868,581

807,430+61,150+7.6%

Sales Volume (Million Cases)

492

478

+14

+3%

NARTD (Non-alcoholic ready to drink) Beverage Volume (Million Cases)

486

472

+14

+3%

COGS

484,364

455,675+28,689+6.3%

Gross Profit

384,216

351,755+32,461

+9.2%

SG&A

381,022

365,295+15,728+4.3%

Business Income (Loss)

2,025(14,443)+16,468-

Operating Income (Loss)

3,441(11,513)+14,954-

Net Income (Loss) attributable to owners of parent

1,871(8,070)+9,941-

Revenue

YoY

Note: Sales volume in 2022 is revised retroactively due to changes of counting segmentation and scope in some products.

6

FY2023 Drivers of Business Income (vs 2022)
Large profit growth from top-line driven profit and transformation benefit
FY 2022
ActualVolume,Transformation
Price & Mix*

+3.7

DME

Manufacturing(Direct Marketing(ex. Utility Cost)

Expense, fixed only)

FY2023
Actual-2.4+1.8• Strategically invested• Transformationin marketing while
benefit being realized
focusing onahead of plan
profitability• Improved supply chain• Q4 strengthened
operational efficiency
activities for futureby leveraging megagrowth
DCs

-11.2

• Package mix impact,etc.

• Appropriate investment
controlled during COVID• Strengthening humancapital investment
accounting for earning
trends and mid-term
directions• Impact from change in
useful life of sales
equipment in 2022 (costincrease)• Cycling of temporary
leave from Q1 last year

+32.8
-14.4
• 3% volume growth fromtraffic recovery and heatwave contributed• Wholesale revenue per caseimproved in all channels
with price revisions

Commodity &Utility Cost

Others(Unit: B JPY)

FY 2023-8.1• Commodity impact
including FX• Impact smaller
compared to initial
plan

vs PY

Revised FY Plan

Capex

30.2

-8.8

35.7

Depreciation

46.5

+0.7

46.9

2.0

Unit: B JPY(Rounding off less than unit)

Note: Capex not including IFRS16 non-cash items.

*Volume, Price & mix represent marginal profit of our commercial activities including variable costs and deduction from revenue in IFRS.

7

FY2023 NARTD Beverage Sales Volume Trends (vs 2022)
3% volume growth by capturing traffic recovery and heat wave demand despite price revision impacts.
Wholesale revenue per case improved in all channels with price revision benefits.
VM leveraged strong share base and Coke ON, able to control volume impact from S-PET price revisions.
CVS grew with key initiatives delivering results during peak season. R&F captured the recovery in dining out.
Sparkling increased for Coca-Cola. Tea and Sports declined, impacted by price revisions. Water grew strongly
capturing heat wave demand. Coffee increased with rebranded Georgia contributing.

Sales Volume +3%
ChannelWholesalerevenueper
Volumecase (Yen)Supermarket (SM)

-4%

+81

Drug & Discounter (D&D)

+2%

+72

Convenience Store (CVS)

+5%

+47

Vending (VM)

+1%

+162

Retail & Food (R&F)

+10%

+59

Online+12%+43Category

Volume4%

5% 1%Sparkling

+3%
7%

17%

23%

17%

22%
14%

Note: Volume doesn’t include alcohol. Wholesale revenue per case doesn’t include DFR (deduction from revenue). Someinconsistencies with the volume data provided in past presentations may be expected as a result of standardization of volume
and revenue calculation.

Tea

-1%

Sports

-4%

Water

+13%

Coffee

+2%

Juice

+13%
Please refer to appendix for Q4 (Oct-Dec) sales volume.

25%
20%
23%

13%
8%

8

Value Share Foundation Supporting Growth

Continued total market share growth through new product launches and effective
marketing activities
Total channel value share grew by 0.2 pts.
Price revisions impacted market share trends, however vending value share remained positive fromprevious year and drove total market share growth.
OTC retail price improved from previous year with price revisions. Maintained price premium vsmarket average.
Market Share
(Jan to Dec, vs PY, Pts)

Total (CCBJH Area)Value

OTC Retail Price

Volume(Jan to Dec, JPY per bottle)

vs Market
Average

vs PY

+0.2

Flat

Small PET

+10.4

+13.0

Vending

+0.4

+0.2

Large PET

+25.6

+7.2

Over the Counter (OTC)

-0.4

-0.4

Source: Intage SRI+ soft drink market Small PET (351~650ml), Large PET products (1.251L~)CCBJH Area Jan-Dec 2023
Market Ave: CCBJH avg. retail price (bottles) / market avg. retail price (bottles)
YoY: CCBJH retail price (bottles) / previous year actuals

Source: Coca-Cola Japan Internal Estimate

9Price Revision Update
Significant retail price rise with stream of price revisions implemented since 2022
Large PET: With price revisions in May and October 2023, retail prices continues to rise on top of elevatedlevel of the previous year.
Small PET: Since 2022 October’s price revision, maintained shipping prices. Retail prices continue to risecompared to 2021, before the price revisions.
Can (VM): With May 2023 price revisions, Q4 wholesale revenue pre case increased significantly by 199 yen.
L-PET OTC Retail Price excl. Water(JPY)

Continued
Price Growth

May Price
Revision

2nd Price Revisionin May(JPY)

S-PET OTC Retail Price(JPY)

Continued
Price Growth(JPY)

Oct Price
Revision

3rd Price
Revision in Oct

N/A

N/A

(Note) CCBJH improvement amount: 2022 Q2 ~ Q4 is vs. prior year.
As second year of the price revision 2023 Q1 onwards is vs. 2021.

(Note) CCBJH improvement amount: 2022 Q4 ~ 2023 Q3 vs. prioryear. As Second year of price revisions 2023 Q4 is vs. 2021.

Source: Intage SRI+ soft drink market Small PET (351~650ml), Large PET products excl. water (1.251L~)CCBJH Area Jan 2021 - Dec 2023 / CCBJH: Avg. retail price (bottles) / Market Avg. price: Market avg. retail price (bottles)

10Full-Year 2024 Earnings Plan

Strong 2024 Business Income Growth of
5 Times the Previous Year
Strategic Direction for 2024
2023
Year of Profit Focus• Announced Strategic
Business Plan
Vision 2028

• Return to profit ahead ofplan through profitably
focused commercial
activities and drive
transformation

Further profit growth backed by strong 2023 achievements• Implement top-line growth strategy focusing on profit
maximization• Build a business foundation that supports cost savingsand profit growth through further transformation

Year of Strong Profit Build Up
Revenue GrowthBusiness Income+1.6%

10B yen 6B yen

Growth Above Volume

Mix
Improvement

vs Previous Year

5X

Cost Savings

Transformation Savingsvs Previous Year

1.6X

2028

Sustainable Profitable
GrowthVision 2028
Revenue Growth
CAGR +2~3%

Business Income
BI Margin 5%+45~50B JPY
Transformation Savings

25~35B JPY
ROIC

5%+
12

FY2024 Earnings Plan
Business income target of 10B yen for the crucial 1st year, towards achieving
targets of the Strategic Business Plan
Unit: Million JPY
2024
Plan

2023
ActualChangeYoY

YoY

882,400

868,581+13,819+1.6%

Sales Volume (Million Cases)

493

491

+2

+0.5%

NARTD (Non-alcoholic ready to drink) Beverage Volume (Million Cases)

486

485

+1

+0.2%

COGS

484,500

484,364

+136

+0.0%

Gross Profit

397,800

384,216+13,584

+3.5%

SG&A

386,400

381,022+5,378+1.4%

Business Income

10,0002,025+7,975+393.8%Operating Income

11,9003,441+8,459+245.8%Net Income attributable to owners of parent

6,900

1,871

+5,029+268.8%

Revenue

Note: Sales volume in 2023 is revised retroactively due to changes of counting segmentation and scope in some products.

13

FY2024 Drivers of Business Income (vs 2023)
Target BI growth of 8 billion yen & 5 times compared to previous year, throughtop-line growth and transformation savings
FY2023
ActualVolume,Price & Mix*

Transformation+6.0• VM transformation
leveraging technology• Improved end-to-end
supply chain efficiency

+12.9
2.0

DME

Manufacturing(Direct Marketing
Expense, fixed only)(ex. Utility Cost)

OthersCommodity &Utility Cost

FY2024Plan-3.0• Execute ROI focusedstrategic investments
in line with revenue
growth, while
monitoring market
environment.

-1.6

-5.2

• Flexible manufacturing
structure increases
costs, but contributes
to overall supply chain• Appropriate
optimization
investments for• Package mix impact,
future growthetc.
• Increase indepreciation
expense• Decrease in totallogistics costs due to
network
improvements,
despite the impactof higher logistics
unit prices-1.2• Commodity impact
including FX

10.0• Volume slight increase YoY,
price revisions and otherinitiatives leading to improved
wholesale revenue per caseand profit growth
Unit: B JPY• Volume reflects impact from
(Rounding off less than unit)
cycling of last year’s heat wave
and price revision impacts• Plan improvements in channel
and package mix*Volume, Price & mix represent marginal profit of our commercial activities including variable costs and deduction from revenue in IFRS.

14

2024 Commercial Strategy
Top-line growth strategy centered around profit maximization
Enhancing Portfolio Edge

Vending Transformation

Profitability Focused
Commercial Activities

Strengthen Customer
Management

Focus on core categories:
sparkling, coffee, tea andwater

Top-line growth leveraging
technology

Growth strategy suited foreach channel and package

Build strategic partnerships
with key customers

Leverage Coke ON andexpand QR code payment
functionality

Flexible pricing strategy
execution

Cross-functionalcommercial framework tostrengthen engagement

Offer products tailored tooccasions to capturechanging consumer needs
Collaborate with Coca-Cola
Japan to strengthen
product line-up

Appropriate deployment ofdynamic pricing

Further operation
optimization

Marketing activities
focusing on high ROI
programs
Improved profit visibility byaccount and accuracy ofprofit management process

Implement strategies
tailored to customer
characteristics in eachchannel15

Enhancing Portfolio Edge: Marketing Strategy Highlights

Building consumer base and recruiting consumers through key occasions andinnovation
Building CORE

Strategic INNOVATION

Marketing Experience

Capturing every consumption occasion

Drive growth in share & premiumization

E2E experiences reaching the consumer

Grew Coke TM top-line
by successful Campaigns(Coke w/Meat, Coke Studio, Winter etc….)

Renewed focus on Coke Zerogrowth with new campaign
in 2024

Jack & CokeYear 2COSTA
Caramel Chocolate Latte

I LOHAS graphic renewal &new campaign to enhancesustainability edge
GEORGIA THE series RN toaccelerate profitable
growth in Coffee category

Music + Life

Experience to Drive Trial

Ayataka
Koi Green Tea
Year 2

Karada Sukoyakacha W
FOSHU Upgrade

Meal＋Digital＋Product

JACK DANIEL’S, OLD No. ARE REGISTERED TRADEMARKS OF JACK DANIEL'S PROPERTIES, INC.

16

Vending Transformation
Further transformation leveraging technology based on achievements to date
Transformation achievements
up to 2023
Building strong market share base
Improving efficiency throughsegmentation of labor in operations
and route optimization
Improved operational efficiency
leveraging technology
Coke ON Ready
Vending Machines

430K
Route Reduction(vs 2019)

20%+ Reduction
On-line Vending Machine Ratio(Gen 1 Modem)

About 50%

Initiatives for 2024
Implement top-line growth strategy with deeper use of technology• Leverage Coke ON, expand QR Payment function, dynamic pricing deployment• Enhanced product assortment applying AI• Capture prime locations (Leverage big data and SFA*1 )Investments for enhanced multifunctionality of vending machines leading tomid- to long-term growth• Deploy second-generation smart modems, switch to digital price displays
Further enhance operational efficiency• Optimize routes and visit frequency, deployment of piece-picking
Further improve profit management through profit visibility<2024 Targets>
QR Payment Ready
Vending Machines*2200K (+150K)

Smart Modem Equipped
Vending Machine Ratio(Gen 2 Modem)

35%+ (+80K) *2*1 Sales Force Automation. Sales support systems designed to improve productivity and efficiency in commercial activities.
*2 vs 2023

17

Profitability focused commercial activities

Profitable top-line growth through comprehensive profit improvement initiatives
and disciplined commercial activities
Profitability focusedcommercial activities resulting
in significant profit
improvement for 2023

Achieve profitable top-line
growth through further
refined activities

Mix Improvement

Pricing Strategy

Strategic Marketing

Focus on profitable
immediate consumption
products (small packages)

Flexible pricing strategies based onmarket environment
Price revisions for select products
from May 1, 2024 shipments

Marketing investments
considering cost effectiveness

Rising costs from external
environment impacting
businessStrengthen high value-added
products

Execute appropriate growthstrategies for each channel
ProfitManagement

Scope

Revision Rate

Execution of marketing
initiatives collaborating withcustomers

45 SKU+3~40%

Leverage digital in marketing(Mfr. Suggested Retail Price)

Further price revisions considered

Improved profit visibility by account and accuracy of profit management process
18

Commercial Organization Aligned with Channel Characteristics
Implemented organizational changes centered on three channels to further
strengthen ability to execute growth strategies
Speeding up decision making and improving the driving force of each channel’s growthstrategy in the commercial departments
Implement strategies tailored to customer characteristics in each channel
Vending

OTC(Over-the-counter)Food Service

Steady implementation oftransformation to achieve profitable
growth and improve efficiency

Product offerings tailored todrinking occasion, profitability
focused market execution

Expand number of stores offering our
products and optimize equipments toimprove profitability

SMDD
RetailCVS
On-Line19

Supply Chain Strategies

Further improve efficiency leveraging supply chain infrastructure built to date
Total optimization of end-to-end supply chain process by promoting local production for
local consumption model coupled with improved accuracy of S&OP process
Manufacturing Fields

Logistics Fields

Building a flexible manufacturing network capable ofhigh-mix, small lot production, essential for realizing
local production for local consumption model

Logistics cost reduction by shortening transportdistances and reducing number of touches throughpromoting local production for local consumption model

Increased capacity through productivity improvement
initiatives at each plant and production line

Improve inventory allocation through S&OP process to
reduce and optimize product inventory.

Achieve cost savings through activities such as
improved energy efficiency

On top of in-house initiatives, collaborate with external
partners to reduce costs and address social issues

Increased Capacity ThroughProduction Efficiency

Improved Energy Efficiency *+14 Million Cases

EUR/WUR 8%
Reduction(2023 vs. Prior Year)(2023 vs. Prior Year)

Avg. Per Case Transport
Distance

17% Reduction(2023 vs. Prior Year)

Number of Touches

6% Reduction(2023 vs. Prior Year)*Excluding impact of high mix, small lot production
20

Back-office and IT Transformation

Building a foundation to further promote data-driven management
Current
Back-office operation reform
progressing, but room to improvefor value chain as a whole

Hold vast amount of data withpotential for effective use

Optimization of various IT
systems progressing, but roomfor overall optimization

Launch of a collaborative
structure combining ourknowledge and experience,and Accenture’s expertise

Key initiatives for the future
Further promote standardization, improved efficiency,
higher quality, and automation of business processes
through the use of technology
Building Technology Master Plan (TMP) that promotes
process and IT transformation to digitalize entire value
chain, including integration of various IT systems anddata
Implement measures based on TMP in sequence overthe course of 2028, ultimately building a technology
infrastructure and processes for advanced decisionmaking that fully leverages data
NeoArc, a joint venture with Accenture, established in January 2024.
Consolidates some of the corporate functions, including IT, toimprove the efficiency of administrative and back-office services,and help build a foundation for data-driven decision making.

PromoteFurther
Data-Driven
Management

Achieve
World-Class
Operation

21

Strengthen Initiatives for Creating Shareholder Value

Implement initiatives to enhance capital efficiency for ROIC improvement
Capital Efficiency Improvement

Capex & Depreciation

Optimize Balance Sheet✓ In accordance with Strategic
Business Plan, selectively invest
in items leading to sustainablegrowth and control capex to
below depreciation✓ Strengthen IT investments tobuild technology foundation✓ Vending machine investments
will be made while monitoring
operating environment✓ Continue initiatives to optimize
balance sheet. In 2024, work to
optimize product inventory for
improved asset turnover✓ In 2023, fixed assets and crossshareholdings reduction
progressed

2024 Plan

2023 Act

Capex*

33.9

30.2

Depreciation

47.0

46.5

(B JPY)*Not including IFRS16 non cash items

Shareholder Value Improvement

Shareholder Return✓ Placing priority on stabledividend payments. Dividendplans for 2024 is 50 yen for fullyear (25 yen for interim and 25
yen for year-end)✓ Ongoing consideration of
measures to increase
shareholder value•Transformation led consolidationand closure of locations resulted
in 11.8 B yen of fixed assets sales•Sold 5.5 B yen of crossshareholdings in accordancewith Corporate Governance
Code(JPY Per share)

2024 Plan

2023 Act

Interim

25

25

Year-end25

25 (Plan)
22

HR Strategy – Renewed “People Strategy”
To achieve Vision 2028, contribute to business growth through people, culture,and organization
Strong ownership over personal development and career

PEOPLE

Our Vision of
Human Capital

Collaborate with diverse individuals
Fulfillment and happiness through business success andpersonal growth
Embrace new challenges and growth mindset

CULTURE

Embed personal & organizational performance-driven
cultureLeverage diversity as a strength by fostering an inclusive
environment

ORGANIZATION

Become a lean organization through business processoptimization and digitalization

23

Initiatives to Realize our Vision
Accelerate efforts by setting priority areas and KPIs according to business issues
Drive People Strategy with DE＆I target as an accelerator of focus areas
Focus areas of People Strategy
Securing workforce in GEMBA for business sustainability
 Hiring channel expansion
 Establish efficient working environment for well-being

Main KPIs

 Introduced equal wage system

Attracting, developing, and retaining talent Diverse successor pipeline Attracting mid-career talent and young talent Hiring talent with diverse skills and experience

Fostering performance-driven culture Robust execution of pay for performance Factoring compliance and integrity into evaluation

Capabilities to lead and participate in transformation
 DX and data-driven decision-making capability Leadership to lead transformation
 Skills to collaborate with diverse individuals

Proactive ownership of one’s own career

Design one’s own career
Visualization of employee journey
HRDX to centralize talent management
Establishing diverse work styles

Actual in 2023

Gender wage gap

DE&I
promotion
accelerates
PeopleStrategy

84.0%

regardless of gender Improve further by increasing

female managers and reducing
over time for non-managers

Female director
ratio *1

33.3%

 Continue a strategic succession
planning

TargetRatio of male
employees taking
childcare leave

83.3%

Female manager
ratio

7.4%
*1 ‘Director’ defined in the Companies Act*2 1+ days of leave

100% *2by 2025

20%
by 2030
24

Summary
Strong earnings in 2023 provided foundation and confidence for sustainable
future growth. Significant profit increase from previous year and a return toprofit ahead of plan.
In 2024, further accelerate favorable momentum and strong profit build up
to 5x business income over the previous year.

• Implement top-line growth strategy centered around profit maximization• Drive further transformation for profit growth and stronger foundation
Strong Start Towards Achieving
Strategic Business Plan - Vision 2028
25

THANK YOU
Investor Relations
Coca-Cola Bottlers Japan Holdings Inc.
ir@ccbji.co.jp
https://en.ccbj-holdings.com/ir/

Appendix

FY2023 Results (vs Plan)
Unit: Million JPY

ChangeVs Revised
Plan *1

FY2023
ActualRevenue

ChangeVs Revised
Plan

ChangeVs OriginalPlan*2

ChangeVs OriginalPlan

868,581-1,319-0.2%+21,481+2.5%

Sales Volume (Million Cases)

492

-0

-0%

+21

+4%

NARTD (Non-alcoholic ready to drink) Beverage Volume

486

+1

+0%

+21

+5%

COGS

484,364

-936

-0.2%

+9,764+2.1%

Gross Profit

384,216

-384

-0.1%

+11,716

+3.1%

SG&A

381,022

-878

-0.2%

+4,722+1.3%

Business Income

2,025

+525

+35.0%+7,025-

Operating Income

3,441

+241

+7.5%

+8,741-Net Income attributable to owners ofparent

1,871

+371

+24.7%+6,171-(Million Cases)*1 Revised plan announced on Nov 9, 2023

*2 Original plan announced on Feb 9, 2023

28

FY2023 Q4 (Oct to Dec) Results (vs 2022)
Unit: Million JPY

Q4 2023
ActualRevenue

Q4 2022
ActualChangeYoY

YoY

204,756

195,109+9,647+4.9%

Sales Volume (Million Cases)

113

112

+1

+1%

NARTD (Non-alcoholic ready to drink) Beverage Volume (Million Cases)

112

111

+1

+1%

COGS

115,135

110,671+4,464+4.0%

Gross Profit

89,621

84,439+5,182

+6.1%

SG&A

93,062

86,973+6,089+7.0%

Business Income (Loss)(3,842)(3,247)-595-

Operating Income (Loss)(2,680)(4,460)+1,781-Net Income (Loss) attributable to owners of parent(1,991)(2,876)+886-

Note: Sales volume in 2022 is revised retroactively due to changes of counting segmentation and scope in some products.

29

NARTD Channel / Category / Package Sales Volume
By Package
Full-year (Jan to Dec)

Q4QTD (Oct to Dec) Sales Volume +1%
By Channel
5%

ChannelVolumeWholesalerevenue per case
(Yen)

Supermarket (SM)

-11%

+114

Drug & Discounter (D&D)

-7%

+115

5%

Convenience Store (CVS)

+6%

-27

11%

1%

21%
19%
14%
24%

15%

Vending (VM)

+3%

+119

Retail & Food (R&F)

+8%

+38

Online+17%+6

By Category
Category
7%
26%
22%
23%

12%

3%
11%

38%

23%
4%

Q4QTD (Oct to Dec)

VolumeSparkling

Flat

Tea

-1%

Sports

-1%

Water

Flat

Coffee

Flat

Juice

+10%

Package

5%

4%

12%
38%
6%
11%
20%
4%

5%
Note: Volume doesn’t include alcohol.

S-PET

-1%

M-PET

+10%

L-PET

+1%

Can

+1%

Bottle Can

-1%

Syrup

+15%

Powder

+23%

Package5%

VolumeVolume

S-PET

+5%

M-PET

+15%

L-PET

-15%

Can

-1%

Bottle Can

Flat

Syrup

+11%

Powder+21%

S-PET: Below 650ml / L-PET: Above 1.5L

30

ESG Initiatives

Promote initiatives that create value------------------------------------------------------------------ Major Initiatives -----------------------------------------------------------------------------Values--------------

Donated products through the “Famima Food Drive” to a total of 2,400
people at 10 locations nationwide including a children’s cafeteria

Customer
Collaboration

Deployed vending machines to support the Kagoshima Children’s andRegional Cafeteria Network to create a better place for the community

Business
Expansion

Deployed “One Health Activity Support Vending Machine" at JR Hakata
Station for a better understanding “one-heath”“Bottle to Bottle” collaboration:

Local
Government
Collaboration- New agreement with cities of Tsuchiura, Akashi. Agreements with 15 municipalities
in total

Renewed tourism promotion agreement with Kanagawa prefecture

ReduceEnvironmental
ImpactInstalled “Circular Station" at 55 locations in Saitama Stadium with
Saitama Prefecture and the Urawa Reds※

Selected as a constituent of DJSI Asia Pacific for sixth consecutive year

Other
Initiatives

Awarded "Gold" for the third consecutive year and "Rainbow" for the second
consecutive year in the “PRIDE Index 2023”, an index of LGBTQ initiatives

Community
Development

Received Special Corporate Award in “Forbes JAPAN WOMEN AWARD 2023”
31

32

Forward-looking Statements
The plans, performance forecasts, and strategies appearing in this material are based on the assumptions and judgment of the managementof Coca-Cola Bottlers Japan Holdings Inc. (CCBJH or Company) in view of data obtained as of the date this material was released. These
forecasts may differ materially from actual performance due to risks and uncertain factors such as those listed below.
Risks and uncertain factors are not limited to the items listed below. They are also included in our annual securities report, or “Yuka Shoken
Houkokusho”.
• Agreements with The Coca-Cola Company and Coca-Cola (Japan) Company Limited.
• The quality and safety of products• Market competition• Natural environment, such as climate, disaster, water resources, etc.
• Legal environment• Leakage or loss of information• Change of economic conditions, such as personal consumption, currency exchange rates, prices of raw materials, fair value of assets, etc.
• Business integration, streamlining and optimization of business processes, etc.
• Uncertain factors other than those above
The information in this presentation is provided for informational purposes and should not be construed as a solicitation of an investment inour securities.
CCBJH undertakes no duty to update any statement in light of new information or future events. You should rely on your own independent
examination of us before investing in any securities issued by our company.
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