Lion Corporation
Financial Results for the First Half of 2021
August 4, 2021

Event Summary[Company Name]

Lion Corporation[Company ID]

4912-QCODE[Event Language]

JPN[Event Type]Earnings Announcement[Event Name]

Financial Results for the First Half of 2021

[Fiscal Period]

FY2021 Q2[Date]

August 4, 2021

[Time]

17:00 – 18:03(Total: 63 minutes, Presentation: 31 minutes, Q&A: 32 minutes)[Venue]Webcast[Participants]

58[Number of Speakers]

5
Masazumi Kikukawa
Takeo Sakakibara
Kei Minamikawa
Yoshitada Ishii
Keita TanimotoSupportJapan
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Representative Director, President, Executive Officer
Director, Senior Executive Officer
Director of Corporate Planning Department
Deputy Director of Finance Department
Director of Investor Relations Office Corporate
Planning Department

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Presentation
Tanimoto: Thank you very much for taking time out of your busy schedule to join us today for the Lion
Corporation Financial Results Briefing for the First Half of 2021. This time, we hold the meeting online again.
We have just disclosed our financial results on the Tokyo Stock Exchange at 15:00. First, I would like tointroduce the attendees from our company: Masazumi Kikukawa, Representative Director, President andExecutive Officer; Takeo Sakakibara, Director and Senior Executive Officer; Kei Minamikawa, Director of
Corporate Planning Department; Yoshitada Ishii, Deputy Director of Finance Department.
I, Tanimoto of Investor Relations Office, Corporate Planning Department, will moderate the meeting.
After an explanation by Mr. Kikukawa based on the presentation material for the first half results, we will
move on to the Q&A session. The entire meeting is scheduled to last approximately 1 hour.
The material used in today's presentation can be found on our website, so please refer to it.
Before we start the briefing, I'd like to say 1 thing. This presentation may contain forward-looking statements
based on current expectations, all of which are subject to risks and uncertainties. Please be aware that theactual results may differ from the forecast.
We will now begin the explanation. President Kikukawa, please.

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Kikukawa: Thank you for taking time out of your busy schedule to participate in this financial results briefing
today.
I will now explain our consolidated business results for the first half of the fiscal year ending December 31,
2021, and an overview by segment, based on the presentation material disclosed today.
I will proceed on the premise that you have the presentation material and summary of financial statements
at hand.

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First, I would like to explain our business results for the first half of FY2021. Page 4.
As we made an upward revision to the forecast on July 30, our consolidated results for the first half were on
target for both sales and profit.
Sales of domestic consumer products were negatively affected by a decrease in sales of hand soap due to thereaction to the increased demand caused by the new coronavirus infection last year, while sales of fabricsofteners were strong, and increased demand for antipyretic analgesics due to adverse reactions to thecoronavirus vaccine contributed to an increase.
In addition, sales continued to be strong in China, and sales in the industrial products field increased due to arecovery in market conditions, resulting in an overall increase over the previous year.
As for core operating income, we have been promoting total cost reduction, which is progressing as expected.
On the other hand, SG&A expenses have increased due to higher raw material prices and Competition-related
expenses. As a result, total core operating income were lower than that of the previous year.
Operating profit and profit for the period attributable to owners of the parent decreased due to the impactof the gain on the transfer of the land our head office occupies in February last year.

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4This page shows trends in the domestic consumer products market. In particular, I will explain the overview
for the period from January to June.
While in the January to March period our business was negatively affected by a rebound from last year's
increase in demand caused by COVID-19, the April to June period roughly saw a return trend. As shown by thedotted line, the market continued to expand in many areas compared to 2019.
Let's look at each field. As for oral care products, market of toothpaste grew YoY as unit prices continued torise in line with rising hygiene awareness. On the other hand, although the unit price of toothbrushes
increased, sales value was lower than the previous year due to a decrease in the number of units as people
became more conscious of saving money.
In the beauty care field, the sales volume of hand soap products decreased significantly in reaction to last
year's results, and the market is shrinking, but it has still expanded 1.4 times compared to 2019.
In the fabric care field, the market for laundry detergents and fabric softeners is expanding as a whole, driven
by a shift to higher-priced products due to value-added products, in addition to the shift to larger products inline with demand for bulk purchases.
In the living care field, sales value of dishwashing detergents increased from the previous fiscal year due to anincrease in unit prices as a result of increased usage and larger sizes in line with the increase in time spent at
home. On the other hand, sales value of household cleaners fell below the previous year's level in reaction to
the large growth last year. However, compared to 2019, the 2 markets are both expanding.
In the pharmaceutical field, the sales volume of antipyretic analgesics increased significantly due to demandassociated with adverse reactions to COVID-19 vaccines.

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5Page 6 shows the status by country category overseas.
As for hand soap, there was a rebound from last year's sales, and sales values in both Southeast Asia andNortheast Asia were down from the previous year. On the other hand, the market is expanding compared to2019 due to the increase in the frequency of hand washing.
With the exception of Malaysia, where the market shrank significantly last year, the laundry detergent market
has been affected by restrictions on going out and sluggish consumption, and has continued to fall short ofthe previous year's level this year, remaining in a very difficult situation, especially in Thailand.

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Page 7 is a summary of the market trends I have explained so far.
There is a lot of overlap, so I will skip the explanation.

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7This page shows the actual figures for our consolidated results. The deviation from forecast indicates theincrease/decrease compared to the published figures at the beginning of the year.
Net sales were JPY173.2 billion, up 2.4% or JPY4.11 billion from the previous fiscal year. Excluding the effectof exchange rate fluctuations, the real rate of change would be plus 1.3%.
Core operating income was JPY14.0 billion, about JPY2.3 billion lower than the previous year. Core operating
income to net sales was 8.1%, a decrease of 1.6 percentage points from the previous year.
Operating profit decreased by JPY11.78 billion, partly due to the impact of the gain on the transfer of land last
year.
EBITDA was JPY20.3 billion, a decrease of JPY1.5 billion from the previous fiscal year. The EBITDA margin was
11.7%, down 1.3 percentage points.

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8Page 9 shows the factors behind the YoY changes in core operating income, which I just explained.
The first factors for the increase are the 2 upper yellow areas, totaling JPY1.1 billion. As for the impact of thechanges in sales, product mix and others, there was an increase in gross profit due to the increase in sales.
Looking at the details, there was a decrease in sales of high-margin hand soap and hygiene related products,
and a decrease in gross profit due to the change in the composition of the segment, resulting in a net increaseof JPY300 million.
Total cost reduction progressed as expected, resulting in an increase of JPY0.8 billion mainly due to raw
material cost reduction.
The 3 factors for the decrease in core operating income are shown in lower gray areas, totaling JPY3.4 billion.
This was due to the increase in raw material prices both in Japan and overseas, competitive costs such as sales
promotion and advertising, and other costs such as research and development.
As a result of these factors, total core operating income decreased by JPY2.3 billion compared to last year.

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9This is followed by the results by segment. For net sales, the upper lines indicate total net sales, and the lower
lines indicate sales to external customers.
In the consumer products business, sales of toothbrushes, fabric softeners, and antipyretic analgesics offset
a reactionary decline in sales of hygiene products, etc., resulting in a total increase in sales over the previous
year.
Segment profit decreased by 29.9% due to increased competition expenses.
Both sales and profit increased in the Industrial Products business. In the chemicals field, sales increased YoY
due to a recovery in market conditions, particularly in the automobile industry. In the area of professional
cleaning agents, sales of cleaning agents for food services struggled, but sales of hand soap and other products
were strong. Segment profit increased due to an increase in gross profit resulting from higher sales.
Overall, sales and profit in overseas business increased. The detailed situation by region will be explained laterin this report.

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10Next is sales by product category in the consumer products business. Please see page 11.
In the oral care category, sales of toothpaste, toothbrushes, and dental care products increased YoY. Especiallyin the toothbrush market, which has been declining YoY, sales of CLINICA ADVANTAGE Toothbrush and NONIO
Toothbrush were strong, and the new SYSTEMA Toothbrush Super Premium was a positive factor, resulting ina larger growth than in the previous year.
In the beauty care category, sales decreased significantly from the previous year due to a decrease in the sales
volume of hand soaps.
In the fabric care category, total sales exceeded the previous year's level due to strong sales of Aroma Richand significant growth in fabric softeners, which saw steady sales of SOFLAN Premium Deodorizer.
In the living care category, sales of kitchen and bathroom detergents increased from the previous year, but
sales of food preparation products decreased in reaction to last year's increase, resulting in an overall
decrease from the previous year.
In the pharmaceuticals category, sales increased due to increased demand for antipyretic analgesics caused
by COVID-19 vaccine adverse reactions.

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11Next, I would like to show you the sales situation of our overseas business by region.
First is Southeast Asia. Although still affected by sluggish consumption, our company secured a 5.1% increasein sales. Excluding the effect of foreign exchange rates, the real increase was 2.4%.
In Thailand, sales promotion was strengthened in rural areas, mainly for detergents, while in Malaysia, various
detergents were renewed to appeal to anti-viruses, and aggressive efforts were made to secure exposure in
stores.
Northeast Asia saw an increase of 13.1% YoY. Excluding the effect of foreign exchange rates, the real rate ofchange is 5.2%.
Our business in China, which continues to perform well thanks to enhanced sales promotions such as
ecommerce and live commerce, has secured double-digit growth this year again.
On the other hand, total sales in South Korea decreased due to the impact of a shrinking market for laundry
detergents, in addition to a decline in demand for hygiene products.

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I would now like to explain the progress of the key measures for this year.
Based on the medium- to long-term management strategy frame Vision 2030 announced in February, we willfurther strengthen our management based on the purpose of "make a difference in everyday lives byredesigning habits" to realize our management vision for 2030. We aim to contribute to a sustainable society
and achieve business growth by addressing our sustainability material issues and promoting growth strategies
in a synergistic manner.

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I would like to explain the current situation. First, I would like to talk about the 3 growth strategies we haveset forth.

These are the key themes for this fiscal year for each of the strategies we presented in February. I will
selectively explain.

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First, I would like to talk about "accelerate growth in 4 fields of value creation.” We created the promotion
system you see here for each of these value creation fields.
Specifically, the Program Management Office, PMO, headed by an executive officer, has been established ineach of the 4 fields that span across existing businesses to promote cross-organizational study and promotionof new value creation in each field, with the aim of accelerating the challenge of new businesses.

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Although we have just started, I would like to introduce some specific examples of Infection Control.
Infection control is a value creation field that provides hygiene solutions to protect people's lives from germs
and viruses in all directions, in order to realize a society where everyone can live in peace.
In order to meet the hygiene needs of consumers in various occasions, we will expand our business fromsupporting hand-washing habits in the home to disinfection when leaving the house, such as when arriving at
the office or after taking the train, and sanitizing personal items when returning home, by strengthening thelineup of KireiKirei brand products.
We will expand our contact points with consumers by meeting the needs of “with COVID-19” as a contributionthat we have not been able to make so far. In addition to expanding the range of hygiene-related products,
we will also strive to disseminate information to society so that more people can learn proper hygiene andcleanliness habits in a wider range of situations.
As a case in point, we have started the Kirei Relay Project. This project is a relay of cleanliness and hygiene
behaviors through hand washing, etc., and aims to create a society where people can live a positive life. We
promote this project in cooperation with businesses and autonomous communities.
As mentioned above, we will work to spread and establish cleanliness and hygiene habits in new lifestyles
through activities that include not only product use but also hygiene information transmission.

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Next, I would like to introduce the hygiene solutions business of Lion Hygiene, a related group company, inthe field of infection control. Lion Hygiene is developing hygiene products and services for professional use.
In June of this year, in order to respond to the institutionalization of hygiene management in line with HACCP,
which has become completely mandatory, we introduced the free Hayaraku HACCP Light application, which
consists of the essence of the web application Hayaraku HACCP, in addition to the Hayaraku HACCP.
We will provide support to small businesses, such as sole proprietorships, in their efforts to comply with the
HACCP mandate. At the same time, we would like to capture the businesses that we provide these apps to as
loyal customers.
As for food sanitation management, in addition to supporting the creation of a hygienic environment throughhygiene diagnosis, we have also enhanced our e-learning content by making learning videos for new
employees freely available to the public in response to the current situation where group training is difficult
to conduct due to COVID-19.
On the other hand, in order to meet the hygiene needs of facilities used by many people, last year we also
launched hand sanitizers for professional use and space sanitizers for indoor use. Sales have been strong, andwe expect further growth in the future.
In this way, this Lion Hygiene will also provide hygiene solutions in terms of both products and services.

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As part of our second strategy, to transform our foundations for growth, in July of this year, we built our firstplant that integrates the production of toothpaste and laminated tube production facility of Dai Nippon
Printing in the same site in Sakaide City, Kagawa Prefecture.
This will enable us to realize integrated production of toothpaste, from the production of laminated tubes tothe production of toothpaste, filling, packaging, and packing into cardboard boxes, all in 1 location.
The new plant will not only significantly increase our production capacity of toothpaste, but will also save
manpower by establishing an integrated production system and significantly improve production efficiency
by sharing data on demand and supply of materials. We believe that we will be able to meet the growing
demand for toothpaste in Japan and overseas, especially in China.

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18Third, I would like to introduce new businesses that were born from the in-house new value creation program
NOIL as a strategy of “generate dynamism to realize innovative change.”
The first is Gokinjo Cheftomo, a restaurant dinner takeout reservation service that started in February thisyear.
This service is not just takeout, but a neighborhood restaurant becomes your own personal chef, and therestaurant will come up with a healthy and balanced menu for you. This is a service that allows customers to
pre-order takeout for the days they need it on a weekly basis using a communication app. The service is mainly
targeted at working parents, and was launched mainly in Tokyo.
The current number of registered users is just under 6,000, and the number of member restaurants is about
35. This business is differentiated from existing home delivery services not only by reducing the burden ofhousehold chores, but also by fostering healthy eating habits and the added value of connecting with the local
community. This is currently receiving a good reputation from users and restaurants.
In the future, in addition to further enhancing our services, we would like to expand our business to provide
new housekeeping habits and values with a view to expanding our target and area.

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Next is a new experience-based service, also born from NOIL, Day-off Hack! and Home Hack!
From October 2020, we offer 2 services of Day-off Hack! and Home Hack!
These services are being developed by Kyuzitsu Hack, Co., Ltd., a company established by GCPJ, in which we
provide business ideas and human resources, and in which we also invest.
Day-off Hack! offers a completely tailor-made holiday service that plans over 100 types of experience contents
in Tokyo and makes reservations on behalf of customers. In addition, Home Hack! offers a service that delivers
a surprise experience kit that matches the customer's preferences.
Both services have been well received, with the number of registrants and users far exceeding the initial target,
and with good prospects for future business, we decided to acquire all shares of Kyuzitsu Hack Co., Ltd. fromGCPJ in January 2022.

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Next, I would like to explain our efforts to address key sustainability issues.
We are promoting these activities as important measures for this year. Today, I would like to introduce 1 ofthese examples, Logistics EDI, for improving logistics efficiency.

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21This year, we have been implementing Logistics EDI for the industry's smart logistics initiatives using PLANET's
platform.
By visualizing and interconnecting logistics information that connects not only our company but also othermanufacturers and wholesalers, we aim not only to make effective use of logistics resources and improve theefficiency of logistics operations, but also to improve the working environment, increase productivity, andreduce environmental impact for the industry as a whole.
As for the current situation, we have just completed preparations for the distribution of ASN, Advanced
Shipping Notice, shipment data by delivery vehicle unit, and have started distributing them to somewholesalers.
With this ASN delivery, wholesalers will be able to match order information with delivery information inadvance. In addition, the receiving site can cross-check the ASN obtained beforehand with the actual productinformation to be received in advance, which has been very time-consuming. Therefore, it is expected tosimplify the inspection process, resulting in smoother warehousing and paperless operations.

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Finally, as a topic, I would like to explain the status of Lightee, a new brand of toothpaste that was launchedthis year.
This was our first simultaneous launch in Japan and China on March 31. We are implementing marketing thattakes advantage of group synergies through unified development in Japan and China, including productpackaging and communication using celebrities.
As for the situation in Japan, the product has been performing well since its launch with 149% sales comparedto the plan, contributing to the growth of the high-priced whitening category in the market.
As for overseas, full-scale promotion is yet to begin, but after the simultaneous launch by Qingdao Lion in
China at the end of March, we are aiming to gain recognition mainly through Douyin, the Chinese version of
TikTok, and RED, the Chinese version of Instagram.
In the future, we will continue to take measures to gain recognition, with Double Eleven as our main target.

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Lastly, I would like to explain our consolidated earnings forecast for the full year of FY2021. First of all, I would
like to explain the business environment and its impact on our company in the second half of the fiscal year,
which is the premise for the revision of the first-half and full-year business forecasts made on July 30.
Regarding the situation of the new coronavirus, I assume that the situation in Japan will be under control fromthe end of the year at the earliest.
As for the impact on the market we operate, we assume that the positive aspects of sales will be thecontinuation of stay-home demand, increased value-added oral care and other products in line with rising
health consciousness, and increased demand for antipyretic analgesics in response to adverse reactions tovaccines. On the other hand, sales of hand soaps and hygiene related products are not expected to grow tothe expected market size, and sales are expected to decrease from the initial plan for the year.
Overseas, we expect the slump in consumption to be prolonged throughout the second half of the year, partly
due to the delay in vaccinations. In Southeast Asia, where the infection is particularly widespread, we
anticipate a decline in sales due to a decline in consumption.
In addition, demand for chemical materials is increasing due to the recovery of market conditions in theautomobile industry, etc., and we expect sales to increase in the Industrial Products segment, especially inthe chemical products field.
On the other hand, we have factored in a larger decline in gross profit due to higher costs in the second halfof the year due to higher-than-expected raw material prices.

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24Here is the consolidated earnings forecast.
As per the new upward revision on July 30, profit for the period attributable to owners of the parent is set toincrease by JPY500 million from the initial plan in light of the situation in the first half of the year. Other thanthat, the previous forecasts for net sales, core operating income, and operating profit remain unchanged,
taking into account the impact of rising raw material prices and the spread of the new coronavirus infection.

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The forecast for sales to external customers by segment is shown here. We made a revision to the initial
forecast.
In consumer products, we expect sales of oral care products and medicines to increase in the second half, but
we will not be able to recover the decline in sales of hand soap for the full year. As a result, we expect sales
to be JPY2 billion less than the forecast announced at the beginning of this year.
On the other hand, we expect sales of industrial products to increase, as we expect the market recovery in
the first half to continue in the second half.
Although overseas sales increased in the first half of the year, we have factored in the risk of a decline in sales
in Southeast Asia, where the impact has become more pronounced since the latter half of the second quarter,and expect the full year sales to be in line with our initial forecast.

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This page shows factors affecting core operating profit. We have reviewed it based on the results of the firsthalf and the situation in the second half.
As for the impact of sales increase/decrease, product mix change, etc., we expect a decline of JPY0.5 billion
from the initial forecast due to composition change factors based on the situation of hand soap and otherfactors.
As for the impact of total cost reduction, we expected income to increase by JPY500 million from the initial
forecast, based on the results of the first half.
With regard to the price of raw materials, we assume a decrease in income of JPY900 million from the initialassumption, taking into account the recent surge in the price of raw materials, which is higher than expected.
As for competition-related expenses, measures that we have not implemented in the first half of the fiscal
year will be implemented in the second half of the fiscal year, and revisions have been made.

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Finally, with regard to shareholder returns, based on our basic dividend policy of providing continuous andstable returns to shareholders, we plan to increase the dividend for the current fiscal year by JPY1 from theprevious year to JPY24, as announced at the beginning of the year, for the sixth consecutive year.
This concludes my explanation.

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Question & Answer

Ｑ: What were the sales growth rates in each country in the April to June period on a local currency basis?
Ａ: We do not disclose specific quarterly figures. Broadly speaking, however, in our mainstays of Thailand andMalaysia, sales growth in the April to June period did not change greatly from that of the January to March
period. In China, growth was strong in the January to March period, slowing somewhat in the April to June
period due to a recoil from the previous fiscal year, leading to year-on-year sales growth of around 20% for
the first half. In South Korea, sales growth in the January to March and April to June periods were at about
the same level.
Ｑ: To what extent did Lightee toothpastes contribute in China?
Ａ: In terms of sales value, the contribution is still very small. CLINICA products and other existing products
imported from Japan make up a very large share of total sales, and these products have been performing well.
We expect the contribution of Lightee to be mainly from the October to December period onward, mainly
around the Double 11 shopping holiday in November.
Ｑ: In the April to June period, new variants of COVID-19 were spreading in Thailand and Malaysia. What
impact did this have?
Ａ: In Thailand and Malaysia, we began to see a substantial negative impact from April to June, especially inJune, and even more so in July. We regard this as a major risk factor.
Ｑ: Do you expect annual sales in Thailand and Malaysia to fall year on year?
Ａ: Decreases in the latter half of the year will be offset by increases in the first half, so we expect annual sales
to be around or slightly below last year’s level.
Ｑ: Some would argue that sales of daily commodities can grow even with the spread of new variants of
COVID-19, but how is it actually going?
Ａ: Before the pandemic, we thought that, too. However, as you can see in the presentation materials, wehave found that the market as a whole, especially for laundry detergents, has persistently been down morethan 10% since the latter half of last year. We can theorize and imagine many possible reasons for this.
Particularly in Southeast Asia, there is still a major difference in per-person detergent use between urban andrural areas. It is likely that a number of those who had come to cities for work lost their employment with the
lockdowns and other measures of this past year and returned to rural areas. The resulting drop in detergent
use among such individuals may, we think, have been a major negative factor. As we explained earlier, we areworking to strengthen sales promotion in rural areas and implementing promotions to increase the share ofsales accounted for by small-sized products with low unit prices in order to make up as much ground as wecan.
Ｑ: In terms of strategy in China, you said that sales grew by around 20%. Was there any difference in thegrowth rates for toothpastes and toothbrushes? Also, how do you plan to compete with foreign competitors?

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For toothbrushes, Lion’s technologies, small toothbrush head sizes and bristle implantation will presumably
be strengths, but for toothpaste, do you think it will be difficult to get consumers who have grown accustomed
to your competitors’ product flavors over many years to make the switch?
Ａ: For toothpastes, in addition to functionality, taste familiarity and loyalty are very important. As such,getting consumers to switch brands is not as easy as it is with toothbrushes. We still do not have nearly ashigh a market share in the field of toothpaste as we do in toothbrushes. I think we are capturing a very niche
consumer segment. These consumers are buying Lion toothpastes because they are made in Japan and,specifically, made by the leading toothpaste manufacturer in Japan. It seems that purchasers of our products
put a very high value on such factors. Therefore, we believe that our competitors’ target segment ofconsumers is different from ours, so our strategy will naturally be different, as well. This is also why ourmarketing puts the fact that Lightee is a Japanese brand at the forefront. Currently, the sales growth rate for
toothpaste is higher than that for toothbrushes, partly because sales volumes are lower. We would like tocontinue our present approach for the time being.
Ｑ: Core operating income was \2.5 billion higher than forecast in the first half of the year, so why has thecore operating income forecast for the full year not increased? While the sales mix will be negatively impacted
by weak hand soap performance, sales of antipyretic analgesics are expected to grow, and raw material costs
are increasing only \0.9 billion. Given that competition-related costs will be lower than expected, what isbehind the disappearance of that \2.5 billion?
Ａ: There are two main factors. The first is that the rise in raw material prices actually started in the latterpart of the first half of the year and is expected to hit harder in the second half. This will push down profit in
the second half by about \1 billion compared with earlier assumptions. The remaining \1.5 billion will be
accounted for by competition-related expenses and other expenses. These expenses are expected to be about\1 billion lower than originally forecast for the full year. However, since they were lower than anticipated in
the first half of the fiscal year, we will shift them to the second half, for total expenses of about \1.5 billion.
Thus, these expenses will be higher than originally forecast for the second half of the year and a negative
factor. Changes in the product mix, including hand soaps, will have a minor negative impact, but this will be
offset by an increase in sales of antipyretic analgesics and other products and so will not be a particularly
major factor in the second half of the year.
Ｑ: So, the competition-related expenses and other expenses not realized in the first half will appear in thesecond half?
Ａ: Yes. For example, from the beginning, other expenses have included expenses for the planning of the Field
Programs mentioned earlier. We had assumed that these expenses would probably be mainly in the second
half of the year, but we weren’t sure, so we distributed them more or less evenly across the first and second
half in our forecasts. As it turned out, they will indeed occur mainly in the second half of the year.
Ｑ: Looking at the waterfall chart, did gross profit or the product mix improve in the April to June period?
Ａ: The impact of the product mix was severe in the January to March period but got better in the April toJune period. For one thing, more than the impact of hand soaps, the portion of total sales from domestic
businesses increased in this period. The gross profit margin is higher in Japan compared with overseas, so this
impacted gross profit in the April to June period. This shift in the balance of domestic and overseas sales wasdue mainly to worsening sales in China in the April to June period compared with the January to March period.
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Ｑ: In terms of profit, am I correct in understanding that even if hand soaps struggle, due to increases in salesof antipyretic analgesics, you expect a negative impact of only around \0.5 billion for the full year?
Ａ: We are being a little ambitious here. Antipyretic analgesics have already seen growth since June, and we
expect this to continue through the second half of the year. We also aim to further expand sales of high-valueadded products, especially in oral care, but this will require significant effort. As such, the increase incompetition-related expenses is mainly in the oral care field, and we hope that this approach will lead to
growth.
Ｑ: Sales of Living Care Products in the first half fell year on year. Could you tell us about the main factors
behind this?
Ａ: We are not worried about Living Care Products. Our two mainstay fields of dishwashing detergents andhousehold cleaners continued to perform favorably in the first half of the year. However, in the first half of2020, household cleaners in particular saw very strong growth, so this year the first half saw a slight decline
in comparison. Also, last year, Living Care saw major growth in sales of REED kitchen paper, mainly in March,from which we saw recoil this year. The spike in demand for kitchen paper last March was due to the shortageof tissue paper and other paper products, which spilled over to demand for REED products. This was thus a
one-off fluke, resulting in a year-on-year decrease of \350 million.
Ｑ: The January to March period saw an increase in sales, while the April to June period saw a double-digit
decrease. Was the decrease in sales of kitchen paper a major factor in this?
Ａ: As I said, last year was a good year for household cleaners, as well. Compared with that, we saw a yearon-year decrease, but this category is still clearly performing favorably. In that regard, I believe that there is
no problem in areas other than kitchen paper within Living Care.
Ｑ: How well did antipyretic analgesics sell in the first half of the year?
Ａ: Roughly speaking, sales increased approximately 20% year on year.
Ｑ: If sales of antipyretic analgesics increased 20% in the first six months of the year, what about the April toJune period, specifically?
Ａ: Sales growth in the April to June period was mainly concentrated in June.
Ｑ: Looking at the second half of the year and into next year, with hand soap sales declining and raw material
prices remaining high, and given your assumptions regarding antipyretic analgesics, what conditions will haveto be met to realize profit growth in 2022?
Ａ: We expect the domestic Consumer Products Business to remain relatively steady into 2022. In the firsthalf of 2021 as a whole, there were very few areas in which we underperformed the market: just laundry
detergents and hand soaps. In all our other mainstay fields, we outpaced market growth. It will take a lot of
hard work, but we seek to continue this trend in 2022. As for hand soaps, which have been the biggest factor
in this year’s sales decline, in terms of year-on-year comparisons, next year we will no longer be juxtaposing
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31current results with those from the boom of 2020. So, if we can maintain performance in that category, we
should be able to increase overall sales based on performance in the fields I mentioned that are doing well.
Ｑ: What about profit?
Ａ: This year, we are increasing competition-related expenses and other expenses, such as R&D investment,
but we do not expect to continue increasing them next year. On the other hand, looking at negative factors
affecting profit, we will record depreciation for the new Sakaide Toothpaste Factory only in the latter half of2021, but for the full year in 2022. Nevertheless, we believe that we will be able to increase EBITDA and grossprofit.
Ｑ:What about raw material costs in 2022?
Ａ: I think it is best not to make too many assumptions about raw material prices too far in the future, suchas a year from now. We generally assume, however, that crude oil prices will move within the range of USD40
and USD100 in a cycle spanning one or two years, and we advance our businesses accordingly. We do nothave any particular forecast about the prices of crude oil or natural fats in 2022.
Ｑ: Some of your competitors have announced that they will reinforce their marketing of hand soaps andintroduce new household cleaners. How do you expect this to impact Lion’s performance?
Ａ:. We would like to maintain the current hand soap market size, which is about 40% larger than that of 2019,and further expand it as much as possible. We also plan to use some of the increased expenses mentioned
earlier on hand soap marketing. In the household cleaner field, there will be some impact in the short term.
Depending on how you look at it, however, it may not necessarily be a bad thing if LOOK Plus and ourcompetitors’ new products succeed in transforming the bath detergent market from one where the focus ofcompetition is centered on very low prices into one where the focus is on higher-value-added products. Also,
although I didn't get to explain it today, we will launch a new product, LOOK Plus Awa-Pita Toilet Cleaning
Spray, in September, targeting a similar market position as LOOK Plus Bath Cleansing. As such, even if there issome negative impact on bath detergents, we believe that we can make up for it with the positive impact of
the new product.
Ｑ: I believe you aimed to increase full-year sales in China by almost 50%. However, in an earlier commentyou indicated that you expected growth of about 25%. Could you tell us more about this?
Ａ: Our hope is for 50% growth every year, but our plan and assumptions for this fiscal year, especially the
first half, are around 25%. Last year, we were able to increase our annual sales by 50%, but this was partly
due to successfully uncovering demand for Japanese products. This has now settled down somewhat, and weare preparing for the next round of measures.
Ｑ: So, you were expecting growth of 50% for the full year but have now changed that to 25%?
Ａ: We do not forecast growth 50% for the full year at this time.
Ｑ: Is your current outlook for performance in China different from your initial assumptions?

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Ａ: We don't think the current situation is necessarily bad. The July to September and October to December
periods will be important, especially the latter, so we aim to effectively cultivate demand over the remainderof the year.
Ｑ: Why did growth not reach your expectations in the April to June period?
Ａ: Like Double 11, the 618 shopping event in June is very important, but overall demand for householdproducts did not surge as expected. This was a major factor, and affected other companies, as well.
Ｑ: You mean it was due to market factors?
Ａ: Yes.
Ｑ: Is there a risk of the Chinese market remaining sluggish in the latter half of the year?
Ａ: We are currently analyzing why sales on 618 were not as high as expected. It may be that, as consumers
come out of pandemic conditions, their spending has shifted away from household products somewhat.
Ｑ: Looking at the factors affecting core operating income, you mentioned that you shifted about \1.5 billion
in competition-related expenses to the second half of the year, but were cuts to these costs overseas also amajor factor? Also, can we assume that you will not spend all that much in competition-related expenses in
the latter half of the year in Thailand and Malaysia, which are experiencing new waves of COVID-19? Finally,
has there been any change in your initial assumptions related to the digital investment included in the changes
in other expenses?
Ａ: I will start with the latter part of your question. Although there have been delays in digital-related
investments, there is no change in the total amount of investment, and the progress of each investment area
is proceeding approximately as expected. Regarding where the competition-related expenses are invested, inthe first half of the year, Southeast Asia began to show signs of difficulty in June, but the situation had been
relatively normal up to that point, and there are no major changes in our assumptions about changes incompetition-related expenses in the region. Rather, competition-related expenses to be invested in thedomestic market have been shifted to the second half of the year.
Ｑ: Why did the profit margin in the Consumer Products Business decline significantly in the April to June
period? Looking at the whole year, do you think this decline is just temporary?
Ａ: There are two reasons, which, as explained earlier, relate to a change in the balance of the quarterly
breakdown. The first reason is that the sharp rise in raw material prices that appeared in the April to June
period had almost no impact in the earlier January-March period. The second is that, while we invested lessthan expected in competition-related expenses, these expenses still rose compared with 2020. This increase
was concentrated in the April to June period, so, as you said, I think it is safe to say that this is temporary
effect, a matter of variation from quarter to quarter.
Ｑ: Is it correct to assume that the profit margin for the full year will return to around 10%?
Ａ: We believe that the profit margin for the full year will remain at about the level recorded in the first halfof the year .

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Ｑ: Given that the profit margin is down year on year, will the Overseas Business compensate for decreased
domestic sales?
Ａ: The reason for the decline compared to the previous year is, as explained in the waterfall chart, thegrowing impact of the increase in competition-related expenses and the rise in cost of sales, which are mostly
in the Consumer Products Business.
[END]______________
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