Second Quarter
2023 Earnings &Strategic Business Plan
2024 - 2028
Presentation
August 10, 2023
Coca-Cola Bottlers Japan Holdings Inc.
Calin Dragan, President
Bjorn Ivar Ulgenes, Vice President & CFO(Posted to CCBJH website on Aug 9, 2023)

Coca-Cola Bottlers Japan Holdings Inc. (CCBJH)
Second Quarter 2023 Earnings & Strategic Business Plan 2024 - 2028 Presentation

1H 2023 Results
Marketing Update
2H 2023 Outlook
Strategic Business Plan 2024 - 20282

Today’s Highlights
1H achieved 7.5% revenue growth and a business income improvement of
11.5 billion yen. In addition to the profit generated from top-line growth,cost management efforts across all areas contributed.
Price revisions, a top-priority initiative, are steadily producing results
through quick, agile actions and disciplined commercial activities.
Although market uncertainty remains for 2H, we plan to meet our full-year
earnings forecast by building on the positive momentum created in 1H.
Announced new strategic business plan for 2028. Aim for sustainableprofitable growth by leveraging existing foundations, prioritizing
profitability-focused commercial activities, and optimizing various
processes through transformation.
3

1H 2023 Results

1H 2023 Results (vs 2022)
Unit: Million JPY

1H 2023
ActualRevenue

1H 2022
ActualChangeYoY

404,109375,948+28,161+7.5%

Sales Volume (Million Cases)

230

224

+6

+3%

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

227

220

+7

+3%

COGS

227,313

212,810+14,502+6.8%

Gross Profit

176,797

163,138+13,659

+8.4%

SG&A

183,212181,275+1,938+1.1%

Business Income (Loss)(6,763)(18,221)+11,458-

Operating Income (Loss)(6,529)(14,431)+7,902-Net Income (Loss) attributable to owners of parent(3,947)(9,899)+5,953-

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

5

1H 2023 Drivers of Business Income (vs 2022)
Top line growth and cost control improving profitability
1H 2022
ActualVolume,Transformation
Price & Mix*

DME
(Direct Marketing
Expense, fixed only)+2.2

Manufacturing(ex. Utility Cost)+17.5(Unit: B JPY)
Capex
Depreciation

1H 2023
19.8
23.1

vs PY

1H 2023
Actual

-5.5

-6.8

-3.1

• Operational efficiency
improvement
leveraging Mega DC
and logics network• +3% volume increase• Wholesale revenue percase improved in all
channels with pricerevisions

Commodity &Utility Cost

-2.5

+2.9

-18.2

Others• Strategicallyinvested inmarketing while
focusing on
profitability• Package mix impact• Impact from change
in useful life of sales
equipment in 2022
(cost increase)• Lower logistic costswith efficient supply
chain network• Decrease in labor
cost despite cyclingof temporary leave
for Q1• FX impact• Higher commodity
prices• Higher utility costs

Full-year Plan

-4.5

37.0

+0.3

47.2

Note: Capex not including IFRS16 non cash items.

Unit: B JPY(Rounding off less than unit)*Volume, Price & mix represent marginal profit of our commercial activities including variable costs and deduction from revenue in IFRS.

6

1H 2023 NARTD Beverage Sales by Channel/Category (vs 2022)
3% volume growth by capturing traffic recovery demand, despite price revision impacts and cycling of hotsummer in the previous year.
Wholesale revenue per case improved in all channels from price revision benefits.
Vending grew wholesale revenue per case and volume, leveraging strong share base and Coke ON. R&F grew
capturing the recovery in dining out. CVS maintained flat volume despite the competitive environment.
Sparkling increased for trademarked Coca-Cola, water saw strong growth with new package design, coffee
sales boosted by with rebranding of Georgia.

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

-3%

+64

Drug & Discounter (D&D)

+4%

+54

Convenience Store (CVS)

Flat

+66

Vending (VM)

+1%

+161

Retail & Food (R&F)

+14%

+61

Online+10%+41Category
5% 1

17%

23%
16%

23%
14%

Volume4%

Sparkling

+3%

Tea

-3%

Sports

-6%

Water

+17%

Coffee

+2%

Juice

+15%

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

7%
25%
21%
23%

13%
7%

7

Building Foundation for Value Share Growth
Total channel value share grew by 0.2 pts.
Vending market share continued to grow, but OTC channel market share trend impacted
by price revisions.
OTC retail price improved from the previous year with price revisions. Maintained pricepremium vs. market average.
Market Share

Value(Jan. to June, vs PY, Pts)

Total (CCBJH Area)

OTC Retail Price

Volume(Jan. to June, JPY per bottle)

vs Market
Average

vs PY

+0.2

+0.3

Small PET

+11.3

+15.5

Vending

+0.6

+0.4

Large PET

+22.1

+3.4

Over the Counter (OTC)

-0.5

-0.3

Quarterly Value Share (vs. PY, Pts Chg)

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

0
Q2 2022

Q3 2022
Total Value Share

Q4 2022

Q1 2023

Vending Value Share

Q2 2023

OTC Value Share

Source: Coca-Cola Japan Internal Estimate

8

Retail Price Update Following Price Revisions

Three rounds of price revisions from 2022, retail prices trending favorably
Implemented price revisions for Can and Large PET in May. Progressing as plan withswift and strong implementation.
Can (VM): Over 80% of price reflection completed. Price trends have shown rapid
improvement since May.
Large PET: Price premium increased with second round of price revisions in May ofthis year following last year. Continue to remain disciplined to maintain shipping price.
(JPY)

CCBJH VM Can Retail Price Trends (Per can)

L-PET OTC Retail Price excl. Water(JPY)

Price Revisionin MayMarket Avg. Price
CCBJH Price

Price Revisionin MayExpandPremium
Q1

Q2

Q3

2022
Jan

Feb

Mar

Apr

2023
Source: CCBJH

May

Jun

Jul

Q4

Q1

Q2

2023

Source: Intage SRI+ soft drink market Small PET (351~650ml), Large PET products excl. water (1.251L~)CCBJH Area Jan 2022 - Jun 2023
CCBJH: Avg. retail price (bottles) / Market Avg. price: Market avg. retail price (bottles)

9Marketing UpdateQ2 2023 Initiative Review
Grew KO NARTD value share (+0.1pts*) with strong renewal & activations in core,
new innovations and digitally-driven new ways of marketing
CORE* CCJC Internal Estimate

MARKETING
TRANSFORMATIONINNOVATIONSCoke TM “Which great taste do you like?”
Georgia TM
Summer Campaign

AQUARIUSNEWATERI LOHAS TM
Brand Restage

Jack Daniel’s &Coca-Cola

Coke ON + Unique ID code Laser Printing on Cap

Jack Daniel’s & Coca-Cola
Drive digital and real consumer experience

Sokenbi-cha
Restage

Lemon Dou
Sukkiri Lemon
OOH

DigitalExperiential event

JACK DANIEL’S, OLD No.7 ARE REGISTERED TRADEMARKS OF JACK DANIEL'S PROPERTIES, INC.

11

Q3 2023 Initiative Highlights
Expand user base and drinking occasions through core enhancement & new innovations bytransforming the way of marketing
CORE
Yakan Barley Tea
Summer Campaign

Coca-Cola TM
SummerCampaign

INNOVATIONSMARKETING
TRANSFORMATION

Fanta
Mystery Sweets

Coke Studio Package Promotion
with Live events

Costa Coffee
Honey Latte

12

2H 2023 Outlook

Outlook

Top priority on profitability improvement, while uncertainty remains in market environment
Operating
Environment• Traffic recovery expected to continue, however weather factor remains an uncertainty(strong summer in previous year).
• Uncertain volume risk for the first peak season following price revisions in Oct. last year
and May this year.
• Impact from commodities and forex to continue.
• Inflation impact on consumer sentiment may materialize.

Key
Initiatives
for 2H

Profitability-Focused Commercial Activity• Flat volume for July, the peak season, despite
continued volume impact from price revisions.
• Continue commercial activity with discipline. Maintainshipping price after the price revisions and implement
marketing investment with ROI focus.
• Implement price revisions for large PET from Oct 1.
High Quality Operation• Leveraging S&OP and Mega DCs to continue stable
and low cost operation for the peak season.
• Continued transformational to strengthen foundationand save costs.

■Overview: Price Revision from Oct 1• Scope: Large PET, Other PET• Revision Rate: +5-16%/ +10-30 JPY※ Mfr. Suggested Retail Price,
Revision amount per bottle

14Strategic Business Plan
2024 - 2028

Introduction

Leadership Team Fostering Growth
Coca-Cola Bottlers Japan Holdings Inc.
Presenters

Coca-Cola (Japan) Company, Ltd.
Presenter

Calin Dragan

Bjorn Ivar Ulgenes

Costin Mandrea

Jorge Garduño

Representative Director
and President

Representative Director
and Vice President, CFO

Coca-Cola Bottlers Japan Inc.

President

Executive Officer and CCO

Japan and South Korea

16

Strategic Business Plan Outline

Achievements and Learnings: Our Journey
Attained learnings and results amidst challenging environment for the future
Strategic business plan announced in 2019
COVID impact: Drop in traffic and channel mix impact
Cost environment: Commodity and energy price rise, yen weakening

Responding to changes in the environment by making quick
business decisions in the midst of unprecedented circumstances
Drive transformation: Over 30 billion yen of cost savings, built astrong business foundation

Strengthen profit foundation: 3 rounds of price revisions
implemented since 2022
Commercial activities to capture the traffic recovery
Good stewardship of capital: Controlled capex, sale of non-core
assets and cross shareholdings

Stabilizing

StrongBusiness
Foundation

Leveragelearnings andachievements

Learnings &GrowthOpportunities

17

Strategic Business Plan Outline

Reason to Believe: Now is the Time to Move Toward the Future
Key transformation initiatives to date have built a strong business foundation
The business environment is gradually stabilizing, despite being significantly
affected by the impact of COVID and challenging cost environment
Steady recovery in business performance since 2022; steady progress for 2023

Set new medium term goals andaccelerate efforts for sustainable growth18Strategic Business Plan Outline

5 Year Strategic Business Plan Focused on Profitability andCapital Efficiency
Vision 2028: Sustainable Profitable Growth+2-3% CAGR

Profitability-focused commercial activity
Optimization to enhance value creation in supply
chain, back-office and IT
Driving company-wide transformation to further
strengthen business foundation and cost savings
Improve capital efficiency through goodstewardship of capital
Promote ESG and human capital management
for the foundation of sustainable growth

REVENUE GROWTH

5%+
BUSINESS INCOME MARGIN

25-35 B JPY
TRANSFORMATION SAVINGS

5%+
ROIC
BUILD COST STRUCTURE
RESILIENT TO CHANGE
19

Strategic Business Plan Outline

Key Pillars for Achieving Strategic Business Plan
Vision 2028: Sustainable profitable growthProfitable growth and build cost structure resilient to change
Commercial Excellence
Product strategies in-line withtrendsAppropriate growth strategies
by channel
Profitability-focused commercial
activities
Vending transformation

Supply Chain
Optimization
Agile logistics
Building flexible manufacturing
structure
End-to-end integration
Leverage digital technology

Back-Office and IT
Optimization

Promote data-driven
management
Efficient administrative andbusiness operations

Enhance: ESG / Human Capital / Financial Foundation

20

Commercial Excellence

Improving Macro Environment and Changing Consumption Trends
Provide Opportunities for Growth
Macro indicators trending upwards

Changing NARTD industry trends

Beverage category inflation rising above CPI since mid-2022
2018 – 2023, normalized to Jan 2018

Restaurant, Leisure andTourism Recovery

Premiumization andAuthenticity
Rising interest in quality
and unique experiences

100

Traffic recovery leading toincresed beverage
consumption occasions

0

Enhanced Digital
Consumer Engagement

Health-Conscious
Products

New ways to directly
connect with consumers
are emerging

Growing need for healthier
beverages, including
FOSHU and foods withfunctional claims

Price Revisions

Sustainability

Rising beverage prices withcost pressure fromexternal factors

Rising consumer
expectation aroundsustainable business
operations

CPI (all items)

110

Alcohol

Beverage

Beverage prices
surpassed CPI

105

2018

2019

2020

2021

2022

2023

Steadily growing median disposable income per household2018 – 2022, Millions of JPY
5.3+2% p.a.

5.2
5.1
5.0
4.9
4.8
0.1
0
2018

2019

2020

2021

2022

2023

Source: Statistics Bureau, Ministry of Internal Affairs and Communications, Ministry of Finance, Bank of Japan, National
statistics, compiled by CCBJH

21

Commercial Excellence

Strong “One System” Partnerships Driving Growth

A PARTNERSHIP WITH PURPOSE...

Refresh Japan, Create Positive Difference
One System with Clear Role Sort
Nurture a Growth Mindset
Shape Healthy Industry Dynamics
Consumer Insights& Brand Building

Customer Collaboration& Market Execution

WORKING TOGETHER TO DRIVE GROWTH & VALUE CREATION
22

Commercial Excellence

The Leading Beverage Portfolio in Japan, with Room for Growth
MARKETGROWTH
MARKET SIZE (BN JPY)*(Act 2022)

KEY BRANDS

Coca-Cola Brands

Sparkling

+5%

Tea

+4%

Coffee

flat

Water

+8%

Sports

+7%

Juice

+5%
0

*2022 CCJC estimate

200

400

600

800

1,000

1,200

23

Commercial Excellence

Unique Blend of Global and Local Strengths for Sustainable Edge

Accelerating

ExpandingTransforming

CORE BRANDS

FOOTPRINT

MARKETING
Digital x GenZ culture for GEORGIA Renewal
Photo turning into Anime

Scaled Coke Studios Festival

Unique Code Cap Promotion leveraging
Coke ON

24

Commercial Excellence

Execute Tailored Growth Strategies to Seize Opportunity Across Every
ChannelLeverage foundation and execute profitability-focused channel strategies
Channels

Expected Our Volume
Growth (2024 - 2028)

Current Status & Strengths

Key Strategies

Over-thecounter(OTC)• Strong market execution and brand• Strong business foundation in several areas• Salesforce transformation

Implement initiatives to increase basket incidence based on
consumption occasions
Build strategic partners with key customers
Product portfolio and sales space expansion based on
consumer needs

Vending• Strong volume and revenue recovery• Accelerated share growth through newplacements• High-cost structure and labor shortage

Strategic placement of vending machines in prime locations
Leverage Coke ON, strengthen assortment to maximize
revenue
Introduction of dynamic pricing
Increase operational productivity through digitalization• Strong post-COVID recovery• Implemented profitability improvement
initiatives

Increase product portfolio, new customer development
Profitability-focused sales equipment and product line-up
optimization
RTM* transformation, optimize pricing, terms & conditions
Diversify Food Service Aggregators (FSA)• Continued strong growth• Strong presence in the beverage e-commerce
space

Product portfolio suited to the online channel
Strengthen customer partnership (sales, promotion, logistics)

Food service

Online*RTM (Route to market): The process of delivering product orservice to the final consumer. Defining the best sales format
for the area.

25

Commercial Excellence

Disciplined Commercial Actions for Enhanced Business Profitability
PACKAGING AND CHANNEL MIX
Accelerate growth of immediate
consumption packaging
Optimize pricing by package
Focus on profitable channels
Strengthen collaboration with key customers

PRODUCT PORTFOLIO
Strengthen high value-added products
through innovation
Focus on high-profitability categories
Strengthen product lineup by price range

PRICING STRATEGY
Pricing strategy reflecting market trends
Pricing based on Channel, Package, andLocation
Promotional investment optimization
with profitability in mind

PRODUCTIVITY
Customer collaboration encompassing
the whole supply chain
Improved operation efficiency with DX
Strengthen customer segmentation

26

Commercial Excellence

Transforming the Vending Business to a Higher Level
Leverage technology for growth and optimized operations

PLACEMENT OPTIMIZATION• Expansion in high-quality locations• Location development solutions• Office space solutions
DIRECTING SHOPPERS TO VENDING MACHINE• Shopper recruitment programs• Attractive product line-up and marketing• Enhance Coke ON functionalities
ASSORTMENT AND PRICING OPTIMIZATION• AI-based assortment optimization• Introduce dynamic pricing

VALUE CREATIONIN VENDING• Increase technology capabilities
with end-to-end digitalization to
unlock optimization potential• Closer to customers with a
optimized vending machine
placement• Seamless customer experience

OPERATIONAL PRODUCTIVITY IMPROVEMENT• AI-based sales and restocking plan
• Route optimization through new technology
infrastructure• Forecast-based maintenance27

Commercial ExcellenceTechnology as Key Driver of Vending Transformation
Transformation Levers
PLACEMENT
OPTIMIZATIONDIRECTING
SHOPPERS TO
VENDING

Innovations for Greater Consumer Experience
Implement big data and further use ofsale activity support systems (SFA)
Improve business performance, at the same time
improve visibility to identify high VPM*

Coke ON app and QR code payment
enhancements

Further use of Coke ON and cashless payments toimprove customer engagement to maximize sales
opportunity

ASSORTMENT
AND PRICING
OPTIMIZATION

Leverage digital to optimize pricing

OPERATIONALPRODUCTIVITY
IMPROVEMENT

AI-based sales and restocking plan

*VPM: Sales per machine

Online Vending Machine

Timely and price adjustment depending onmarket supply and demand

Capture live vending machine inventory data to
improve restocking process28Supply Chain Optimization

Leverage Strong Supply Chain Foundation and Drive Further Efficiency
Promote transformation including digital innovation
Examples of success
Construction andimplementation of 2 Mega
DCs (automated distribution
centers) optimizing whole
supply chain
Consolidation of locations
closed over 40 locations.
Streamlining inventory
management to reduceinventory

S&OP revamp significantly
improved the service level ofproduct supply in times ofsudden demand change
Logistics optimization for
reduced transport distance
up to 25% per case**2022 vs. 2021

STRATEGIES FOR HIGH QUALITY SERVICE AT LOWEST COST
Agile Logistics

Flexible Manufacturing• Leverage Mega DCs• Optimize supply chain network• Optimize distribution network
including outside partners
AGILE
LOGISTICS

End-to-end Integration• Optimize supply chain withpromotion of local production
for local consumption model• Further improve S&OP processaccuracy to optimize supply
chain network and inventory
levelsFLEXIBLE
MANUFACTURING

END-TO-END
SCM
INTEGRATION DIGITIZATION

Human
Capital• Capacity creation throughimproved productivity• Enhance capability to
manufacture diverse products(SKU)• Enhance capability to
manufacture high value-added
products

SCM Digitization• Integrated systems and processes• Information transparency andcentralization• Advanced data analytics
supporting sound businessdecisions

SUPPLY CHAINVALUE CREATION• Ensuring stable productsupply• Optimizing asset
utilization• Collaborating with otherfunctions for optimized
supply chain and inventory• Advancing inventory
management for
improved delivery leadtimes

ActiveQuality29

Back-Office and IT Optimization

Optimizing All Enterprise Operations and IT
Promote data-driven decision making

A novel JV with Accenture to build industry-leading operations in the businessprocess and in digitalization.
Strengthen business foundation to be cost-efficient and profitable

CREATING VALUEIN BACK-OFFICE AND IT• Unlock potential futuretransformation efforts• Access technology to capture, analyze,
and utilize data

Globaltechnology
expertise

Deep industry
and customer
expertise
Human
CapitalMajority

NEW JV• Leverage insights for enhanced, databased decision making and futurebusiness opportunity identification• Consolidating administrative andback-office services in the JV

Digitalization &data capability
Minority

Corporate Functions & IT
OPERATIONS

A fully integrated Technology Master Plan
across CCBJH group for data-driven decisions in the future

UPCOMING MILESTONES
August 2023

January 2024

Announcement

JV incorporation

30

Financial Foundation

Achieving Business Income Target for 2028
Achieve BI target with revenue growth and transformation
Business Income, B JPY+6 pts.

Drivers of Business Income Growth, B JPY

45-50

Business Income
Margin by 2028

5%+

5%+

-2%

-14

~40%

-1%
-5

IMPACT

~60%

2028E

2023E

45-50

IMPACT

2022-5

Revenue, B JPY

+2-3%
CAGR

Revenue Growth
Supporting Earnings

9001,000+2-3% CAGR
807

847

2023E

Commercial
Excellenceincl. Vending
Transformation

Supply Chain
Optimization

2028E

Back-Office and IT
Optimization

Transformation Cost Saving

25-35 B JPY
2022

2023E

2028E

31

Financial Foundation

Initiatives to Improve ROIC and Increase Shareholder Value
ROIC Improvement

Shareholder Return

Business Income Margin
Improvement
Commercial initiatives focused on
profitability

Shareholder Value
Improvement

Transformation initiatives aimed atachieving improved profitability

Target of 5%+ ROIC
by 2028
Capital Efficiency
Improvement
Capex: Controlled to levels below
depreciation and be selective (Annual
average 30-35B yen*)
Balance sheet optimization: Improveasset turnover (incl. inventory, fixed
assets)Optimize leverage: Under consideration
with stable credit ratings*Capex not including IFRS16 non cash items.

Achieve ROIC through improved
capital efficiency contributing
to PBR improvement

Basic policy is to actively return
profits to shareholders, with a targetof 30% payout ratio. Placing highpriority on stable dividend payments
Further initiatives to improveshareholder value underconsideration

Sustainable Growth
Improve Corporate and Shareholder Value
32

ESG

ESG Initiatives to Create a Sustainable Business
TargetResults*2

Scope 1, 2

-50%

-20%

Scope 3

-30%

-25%

Major Initiatives

GHG Emission*1
RESOURCECOMMUNITY(2030)

Water
Replenishment

200%# of Participants ofCommunity
Program

1,000K

Female Manager
Ratio

20%

(2025)*1. Target of GHG is vs 2015 *2. Results are as of December 2022

910K

(2025)

6.6%(2030)

DE & I
LGBTQ+

420%-

Active education to
Stakeholders

33

Key KPI

Key Metrics and Picture of Success for 2028
TARGET FOR 2028
REVENUE+2-3% CAGR

Revenue growth above
volume growth

VOLUME+0.5-1% CAGR

Growth aligned with profitabilityfocused commercial strategy

BUSINESSINCOME5%+ margin45-50 B JPY

Aiming for sustainable profit growth.
Return to profitability by 2024

25-35 B JPY

Transformation acrossthe company

5%+

Improved profitability andcapital efficiency

Stable dividends focus

Consider flexible shareholder
value initiatives

TRANSFORMATIONSAVINGSROIC
SHAREHOLDER
RETURN＊Growth target compared to 2023 forecast
announced in Feb 2023

34

Roadmap for Growth

Returning to a Growth Trajectory and Achieving Sustainable Growth

2019 - 2023
Driving transformation in achallenging businessenvironment
Responding to unprecedented
circumstances with agile management
decisions
Accelerating transformation costsavings and building a resilientbusiness foundation
Strengthen earnings foundation withprice revisions

2024 - 2028
Profitable growth and build cost structure
resilient to change

2029 Accelerate growth

ROIC above WACC
Profitability-focused commercial strategy
Supply Chain Optimization

Operation Process Optimization
Financial strategies with ROIC focus
Strengthen ESG and human capital management

Promote digitalization✓ Realize growth on the foundation built✓ Built foundation for growth✓ Achieve historical high business income in 2028

✓ Drive further transformation

Enhanced shareholder
return initiatives,
including enhanced
payout ratio
Strong businessfoundation of sustainablegrowth35

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

Appendix

1H: ESG Initiatives-------------------------------------------Major Initiatives--------------------------------------------------Values----------

Began Bottle to Bottle project with Suzuka Circuit
Customer
Collaboration

Local
Government
Collaboration

Held Learn from Forest events with customers andlocal communities. Deepened understanding of theimportance of water.

Contribute toexpanding business
opportunities throughcollaboration

Concluded Water source conservation agreementwith Tanbayama Village and Hachioji City
Joined Green Innovation and Smart Mobility
projects to establish social platforms

Reduce environmental
impact throughrecycling-oriented
society

Published Integration Report 2022 referencing strategies
for sustainable growth.
In-House
Initiatives

Initiated a newly-established Sustainability Committee.
Strengthened system to define policies and strategies forvalue creation.

Increase profits throughpreferential bidding as
certified company

Resumed plant tours at Hiroshima and Kyoto.
38

Q2QTD 2023 Results (vs 2022)
Unit: Million JPY

Q2QTD 2023
ActualRevenueQ2QTD 2022
ActualChangeYoY

222,046

207,095+14,951+7.2%

Sales Volume (Million Cases)

126

123

+3

+2%

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

124

122

+3

+2%

COGS

123,990

115,968+8,022+6.9%

Gross Profit

98,056

91,127+6,929

+7.6%

SG&A

95,211

96,383(1,173)(1.2%)

Business Income (Loss)

2,674(5,472)+8,146-

Operating Income (Loss)

2,631(4,761)+7,392-Net Income (Loss) attributable to owners of parent

2,513(3,331)+5,844-

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

39

NARTD Channel / Category / Package Sales Volume
By Package
1H (Jan to Jun)

Q2QTD (Apr to Jun) Sales Volume +2%
By Channel
Channel

5% 1%

23%

17%

17%

22%
14%

VolumeSupermarket (SM)

-4%

+63

Drug & Discounter (D&D)

+4%

+49

Convenience Store (CVS)

Flat

+81

Vending (VM)

Flat

+156

Retail & Food (R&F)

+7%

+76

Online+15%+62

By Category
Category

7%
24%
20%

23%

13%
9%

Wholesalerevenue per case
(Yen)

11%

+2%

Tea

-2%

Sports

-5%

Water

+14%

Coffee

+3%

Juice

+11%

37%

5%
12%
23%

4%

Q2QTD (Apr to Jun)
5%

3%VolumeSparkling

Package

3%

10%
5%

39%

11%
23%
4%

Volume

S-PET

-4%

M-PET

+7%

L-PET

+5%

Can

+4%

Bottle Can

-1%

Syrup

+20%

Powder

+25%

Package

Volume

S-PET

-4%

M-PET

+7%

L-PET

+7%

Can

+1%

Bottle Can

+1%

Syrup

+11%

Powder+22%

S-PET：Below 650ml/L-PET：Above 1.5L
Note: Volume doesn’t include alcohol.

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Staying True to Our Mission, Vision, Values

41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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