Sapporo Group Business Results Presentation
for the Three Months Ended March 31, 2022

*In this document, the following company name abbreviations are used:
SH: Sapporo Holdings Limited

SB: Sapporo Breweries Ltd.

PS: Pokka Sapporo Food & Beverage Ltd.

SLN: Sapporo Lion Limited.

May 12th 2022
URL https://www.sapporoholdings.jp/en/

SRE: Sapporo Real Estate Co., Ltd.

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

1/31

１． Business Results for the Three Months Ended March 31, 2022 ・・・P3~P16
2． Appendix

・・・P17~P31

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

2/31

Business Results

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

3/31

Financial Highlights➢ Despite the impact from the resurgence of COVID-19 infections, restaurant demand recovered to some degree.

Steady growth for RTD and alcoholic beverages in overseas contributed to an increase in revenue.
➢ Core operating profit improved thanks to the effect of revenue increase and cost structure reforms in therestaurant business➢ Operating profit progressed largely as planned
See details on page 5

Revenue by Segment
Alcoholic Beverages
Japanese
Overseas
Restaurants
Food & Soft Drinks
Real Estate
Other2021 1Q

2022 1Q

89.9
56.6
44.7
10.2
1.8
27.6
5.6
0.0

93.2
60.6
46.1
12.1
2.3
27.7
5.0
0.0

2021 1Q

2022 1Q

YoY changes(amount)

3.4
3.9
1.5
1.9
0.5
0.1
(0.7)
(0.0)

See details on page 6

Core Operating Profit by Segment
Alcoholic Beverages
Japanese
Overseas
Restaurants
Food & Soft Drinks
Real Estate
Other・General corporate andintercompany eliminations

YoY changes(amount)

(6.9)
(5.0)
(3.0)
(0.3)
(1.7)
(1.1)
0.7

(6.4)
(3.9)
(2.8)
(0.1)
(1.0)
(1.0)
0.1

0.5
1.1
0.2
0.2
0.8
0.1
(0.6)

(1.5)

(1.6)

(0.1)

The balance of debt excludes the balance of lease obligations.
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

4/31

Reasons for changes in sales revenue
Due to the sale of property last year and decrease of rent over the renovation of the YGP
commercial complex*,real estate business revenue were down from the previous quarter.
However, thanks to increasing sales in restaurants and alcoholic beverages in Japan andoverseas, sales revenue increased ¥billion.
Alcoholic Beverages

Japanese

2021
Q1

RTD +0.5
Japanese
liquors +0.3

Food & Soft Drinks= Increase= Decrease

Real Estate

Overseas +1.1
(for exchange
rate +0.4)

Canada +0.9
The U.S. +1.0
(for exchange
rate +1.0)(billions of yen)

2022
Q1

Export +0.4

Beverages(0.7)*YGP: Yebisu Garden Place, commercial complex: center plaza

Sale of
Property (0.4)

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

5/31

Reasons for changes in core operating profit
The recovery in restaurant demand, strong sales for RTD, and steady growth in the overseas
market offset a decline in profit in the real estate business. As a result, profit increased ¥million.
Alcoholic Beverages

Food & Soft Drinks

Real Estate(billions of yen)

= Increase= Decrease

Japanese
2021
Q1

2022
Q1

Decrease in volume(0.3)
Variety mix (0.1)
Variablemanufacturing costs+0.9

RTD +.0.2

Decrease in volume(0.1)
Increase invariable cost (0.6)
Fixed cost, etc.
+0.4

Sale of Property(0.1)

Promotional cost (0.5)
Increase in Sendai plantdepreciation cost, etc. (0.3)

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

6/31

Alcoholic beverages in JapanWe saw an increase in revenue and profit attributed from the demand recovery for restaurants
business and strong sales for RTD which offset a fixed cost from Sendai Brewery depreciation, etc.
Up

＜Revenue＞（billions of yen）

y-o-y＜Core operating profit＞（billions of yen）

Up
y-o-y

The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針

・Continue to increase canned beer sales・ビール（缶）強化継続
Growth
成長戦略
strategies

Evaluation
評価

Progress
進捗状況
Slight decreased (sales volume) for canned beers in competition with other new
ビール缶は競合新商品への一時的な流出があり、▲2%（売上数量）
products, we continue efforts to strengthen the sales for each brand. (with RN*

各ブランドで強化継続（3月単月の黒ラベル缶はRN*効果もあり好調）
effect, canned Sapporo Draft Beer Black Label recorded good sales in March)
RTD remained steady, 13% (sales volume) increased from the previous fiscal year
RTDは引き続き好調に推移し、前年+13%（売上数量）

Japan
国内酒類

・Achieve growth in RTD, non-alcoholic and・RTD、ノンアル、微アルコールでの成長
low-alcoholic products

ノンアル、微アルコール+27%（売上数量）
Non-alcohol and low-alcoholic beer increased 27% (sales volume),
we continue to strengthen the recognition of both its category and brand
カテゴリ認知、ブランド認知を高めるべく投資を継続する。

Structural
構造改革
reforms

Japan
国内酒類

*RN: Renewal

・Institute in-house production of RTD at Sendai Brewery
and increase productivity at breweries

・仙台工場RTD内製化とビール工場生産性向上への取り組み

We are preparing to start RTD manufacturing facility operation
2023年RTD設備稼働に向け、順調に取り組み中。
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

7/31

Alcoholic beverages in overseas
The demand recovery for restaurants business and steady sales with the expansion of SPB*
led to an increase in revenue and profit.
＜Revenue＞＜Core operating profit＞（billions of yen）

（billions of yen）

Up
y-o-y

Canada: +0.9
U.S.:+1.0

Up
y-o-y

The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針

Structural
構造改革
reforms

対前年ではプレミアム化は伸長（想定よりは緩やかな伸長）
Compared to the previous fiscal year, promotion for the premium beers achieved

・United States: Strengthen home-use products and・アメリカ：家庭用強化、アンカー再生・売上拡大
revitalize/increase sales of Anchor

SAPPOROブランドは計画超え（業務用の回復と家庭用取扱店舗拡大）
expansion of retailer stores for home-use products)

・Optimize SPB* manufacturing locations
・SPB*製造ロケーションの最適化

We continue to seek for the acquisition of manufacturing facility
製造拠点獲得に向けて、引き続き検討中。

Overseas
海外酒類

Overseas
海外酒類

Progress
進捗状況

・Canada: Promote premium beers and strengthen
RTD business

・カナダ：ビールはプレミアム化、RTD事業の強化
Growth
成長戦略
strategies

Evaluation
評価

the growth (milder than expected) and succeeded to strengthen RTD business
RTD事業の強化は順調。
SAPPRO brand exceeded the plan (recovery of the commercial-use and*SPB: SAPPORO PREMIUM BEER

Anchor focuses on the promotion for the home-use new products

アンカーは家庭用新商品「WestCoast IPA」を中心に販促を行う。
“West Coast IPA”

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

8/31

Alcoholic beverages in restaurants
The demand recovery for restaurants business and decrease in fixed cost from thestructural reforms led to an increase in revenue and profit.
＜Revenue＞

Up（billions of yen）

y-o-y＜Core operating profit＞（billions of yen）

Up
y-o-y

The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針
Structural
構造改革
reforms・Expand and develop “small, small investment,
・「小型・小規模投資・郊外型」業態を拡大・展開
Restaurants
外食

suburban” business model・Implement further structural reforms to achieve
・黒字化に向けた更なる体質強化
profitability

Evaluation
評価

Progress
進捗状況

ローコストオペレーション業態の拡大、Expanding the low-cost operation business format and expediting the promotion
for existing businesses

既存事業の活性化のスピードUPに注力

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

9/31

Food & Soft Drinks
With the effect of series of renewal, Lemon beverages on its course in Japan.
Increased revenue and profit contributed by CNY* sales in Singapore
Up＜Revenue＞（billions of yen）

y-o-y＜Core operating profit＞（billions of yen）

Up
y-o-y

The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針

Evaluation
評価

Progress
進捗状況

・Expand the sales for all lemon (lemon beverage +lemon food)

レモン飲料好調に伴い、前年比+5%（売上金額）(sales amount) from the previous fiscal year

・Undertake structural reforms for optimization ofCafe business transferred in April, and the production sites of Shinsyu-ichi
カフェ事業については4月譲渡、神州一味噌の土地売却も完了

成長戦略

Growthstrategies

Food &
食品飲料
Soft Drinks

・オールレモン（レモン飲料＋レモン食品）の売上拡大

Structural
構造改革
reforms

Food &
食品飲料
Soft
Drinks・事業ポートフォリオ最適化に向けた構造改革
business portfolio(Reorganization of vending machine operator subsidiaries, transfer of（自販機オペレーター子会社再編、カフェ事業譲渡、神州一味噌拠点再編）
cafe business, reorganization of Shinsyu-ichi Miso production sites)

Strong sales of lemon beverages led to 5% increase

Miso sold
Planning the liquidation for PVS* in June in terms of reorganizing the
自販機子会社再編については6月にPVS社*清算予定
vending machine operator subsidiaries

PVS*: Public Vending Service company
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

10/31

Real Estate business
The sales of Yebisu First Square last year and decrease of rent over the ｓrenovation for
YGP commercial complex* led to decrease in revenue and profit.
＜Revenue＞＜Core operating profit＞（billions of yen）

（billions of yen）

Down

y-o-y

sale of property(0.4)

Downsale of property(0.1)

y-o-y

The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針

・Promote initiatives aimed at improving value of・YGP*物件価値向上に向けての取り組み推進
Growth
成長戦略
strategies

Real
不動産
EstateYGP* properties

・Grow profits of new businesses using equity

・エクイティ投資等による新規事業の収益拡大
investments, etc.

Evaluation
評価

Progress
進捗状況“Foodies Garden” a second basement floor for food and daily living sundries
食品と生活雑貨のフロア「フーディーズガーデン」が4月15日に開業
opened on April 15

YGP commercial complex is being renovated for grand opening in fall
秋の商業エリア*リニューアル開業に向け改装工事中
One equity investment implemented
エクイティ投資1件実施*YGP: Yebisu Garden Place, commercial complex: center plaza
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

11/31

Profit attributable to owners of parent（億円）

2021 Q1
実績

主な内訳

2022 Q1
実績

(6.9)

(6.4)

Other operating income

1.3

2.5

Other operating expenses

0.6

0.6

Operating Profit

(6.2)

(4.5)

Profit before tax

(6.2)

(4.3)

Income taxes

(1.0)

(0.3)

(5.2)

(4.0)

(0.0)

0.0

(5.2)

(4.0)

Core operating Profit

ProfitLoss attributable tonon-controlling interest
Profit attributable toowners of parent

主な内訳

Gain on sales of fixed assets, etc.

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

12/31

Changes in Balance Sheets
Total assets declined 42.9 billions yen from the previous year end
Total assets

Total assets

Cash and cash equivalents

17.4

Inventories

39.2
19.7

25.7
64.2
42.0
23.9

Other current assets

128.5

128.5

Trade receivables➢

seasonal factors, bank holiday

91.5

Current assets

Change(12.0)

Fixed assets
Non-current assets

Investment property

Goodwill

Other non-current assets

203.2

204.7

19.2
75.8

19.5
81.8

End of 2021

2022Q1

Change+7.7（ billions of yen ）Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

13/31

Changes in Balance Sheets
Total liabilities declined 1.1 billions yen from the previous year end and total capital declined 3.2
billions yen from the previous year end
Balance of net debt

Total liabilities andequityTrade payables

Total liabilities andequityShort-term financial liabilities

33.2
61.2

31.4
73.8

Other current liabilities

116.1

96.1

（billions of yen）

Current liabilities

Change(9.3)➢ Decrease in accrued alcohol tax

D/E ratio(Net)

Long-tern financial liabilities

136.9

139.4

0.3
83.4

4.3
85.2

162.6

159.3

Net defined benefit liabilities

Other non-current liabilities

Equity attributable to owners of parent

Non-current
liabilities

EquityNon-controlling interests

0.8

End of 2021

Change+8.2

Equity

down
(40%)
YoY

（billions of yen）

Change(3.2)

0.82022Q1 （ billions of yen ）Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

14/31

Financial Status
Investment on a cash basis was ¥billion＜ Investment total (①＋②＋③)> ¥<Consolidated cash flow (CF) statement>（billions of yen）

2021 Q1
Result2022 Q1
ResultChangeChange (%)

CF from operating activities

2.1

(0.8)

(2.9)

ー

CF from investing activities

(5.4)

(3.6)

1.8

ー

(3.3)

(4.4)

(1.1)

ー

1.3

11.6

10.3

762.5%

Free CF

CF from financing activities(billions of yen)

➀ Capital expenditure (cash basis): ¥billionbillion（Property, plant and equipment, intangible assets, investment property）＜ Major items ＞
・ Alcoholic Beverages: ¥1.0 billion
SB: ¥0.6 billion Sleeman ¥0.3 billion

・ Food & Soft Drinks: ¥0.5 billion<Changes in amount of investment (cash basis)>PS：¥0.2 billion

POKKA PTE. LTD.：¥0.1 billion

・ Real Estate: ¥3.6 billion
Acquisition of investment property

・ Group-wide: ¥0.3 billion② Lease fees: ¥billion(excluding lease fees for renting restaurant premises)③ Other investments: ¥billion（Invest in property’s equity etc.）
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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The Group Topics for DX promotion
The growth strategy and progress of structure reform
Policyfor 2022 Initiatives
2022年取り組み方針

Evaluation
評価

Progress
進捗状況“The Sapporo Group’s DX policies” released on March 22「サッポログループDX方針」を策定して本年3/22にリリース
https://www.sapporoholdings.jp/news/dit/?id=8912

Structural
構造改革
reforms

共通
Common・Promote DX in earnest
・DXの本格的推進
Promoting “DX for all employees” with DX/IT human resource

DX/IT人財育成プログラムによる「全社員DX人財化」を推進中
development program
https://www.sapporoholdings.jp/news/dit/?id=8913

The Sapporo Group’s DX policies
While promoting the strategy “the Sapporo Group’s 3 DX policies” based on “the 4 DX business environmental reform,”
we continually grow with all stakeholders who have relation to the Sapporo Group’s business and aim for the maximization of
corporate value with customers.

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

16/31

Appendix

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

17/31

Appendix: Initiatives for Sustainability Management
Sustainability management strategy

The Sapporo Group will address global environmental and social issues to make people happy.
The earth, the source of nature's bounty, is our most important partner.
We will strive to collaborate and prosper together with our stakeholders
who share our value to provide products sustainable in the entire lifecyclefrom the development of products and services to the delivery to customers.
We will value our founding philosophy and think hard about creating sustainable value,and bring a smile to the face of people.
We will try to bring smiles to people all over the world,with our commitment to professional manufacturing, development of regionally oriented communities,
and with our vows “Be a pioneer of people’s smiles in the world.”

Main topics for Q1 in FY 2022
ReleasedateContents

2/10

Initiatives for further strengthening value of Yebisu Garden Place
https://www.sapporo-re.jp/pdf/sapporore/store/storage/cname_20220210092350.pdf

2/17

Commenced the joint transportation for Sapporo beer and Nissin cup-noodles.
https://www.sapporoholdings.jp/news/dit/?id=8894

3/9

5 companies of the Sapporo Group selected “2022 Certified Heath and Productivity Management Organization Program”
https://www.sapporoholdings.jp/csr/news/dit/?id=8910

Related Priority Issues

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

18/31

Appendix: Initiatives for Sustainability Management

Sapporo Group Environmental Vision 2050
Toward a “carbon-free society, recycling-oriented
society and society in harmony with nature”

Carbon-free society

Specific initiatives
・Reduce CO2 of our own business sites by 20% (by 2030 vs. 2013) SB PS-Reduce emissions mainly of production sites
・Toward zero CO2 emissions (carbon neutrality) by 2050
・Work toward reducing CO2 emissions in the value chain beyond our own business sites

Recycling-oriented society
・Strive toward 3Rs of all resources related to operations across the entire Group<Containers and packaging> Seek to use materials that meet the requirements of arecycling-oriented society for 100% of our containers & packaging<Water resources> Continue our efforts to reduce the amount of water used at ourfactories so as to use water resources sustainably-Introduce solar power generation systems at business sites (PPA)・Yebisu Garden Place to be 100% renewable energy (April 2022) SRE

Specific initiatives
・Reduce plastics usage, etc.
-Use 50% recycled materials for wine PET bottles made in Japan andeliminate waste of plastic advertising in Japan (2030) SB-Use 50% recycled materials for PET bottled products (2030) PS-Switch to paper straws SLN・Reduce water usage of production sites by 10% (by 2030 vs. 2013) SB PS
・Achieve 100% recycling rate of waste at main factories SB PS

Society in harmony with natureSpecific initiatives
・Contribute to sustainable procurement through R&D on barley and hops
(support TCFD recommendations and work toward resolving climate change issues)

・Community development with vibrant time and spaces in harmony
with nature

・Initiatives for breeding, environmental education, and protection of endangered species,-Commercialize barley and hops in Japan that are compatible with climate change (2035) SB・Community development using urban farming (YEBISU GARDEN FARM), etc. SRE
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

19/31

Appendix： Major sales volume & sale
(Beer and beer-type beverages and non-alcoholic beer calculations based on large bottles,RTDs are calculated by 250 ml × 24 bottles.)(10,000 cases)

Sales Volume:Beer (Japan) ※1

Sales:Beer (Japan) *including liquor tax(billions of yen)Jan. 1 -Jan. 1 -YoY

Mar.31, 2021

Mar.31, 2022

Change(%)

23.4

23.5

0.1%

1.4

1.3

(9.9%)New genre

10.8

10.2

(5.3%)

Subtotal

35.6

34.9

(1.9%)

Rebate subtracted from sales

(2.5)

(1.9)

ー

Total

33.1

33.0

(0.3%)

Jan. 1 -Jan. 1 -YoY

Mar.31, 2021

Mar.31, 2022

Change(%)

Sapporo Draft Beer Black Label (total)ーー(0.4%)

Happoshu

YEBISU (total)ーー(9.4%)

1 Beer (total)

ー

ー

0.4%

2 Happoshu (total)ーー(9.5%)

3 New genre beer products (total)ーー(5.4%)

Beer, happoshu, and new genre （total 1+2+3）

ーー(2.3%)

RTD

260

294

13.1%

Non-alcoholic beer and low alcohol beer taste beverage

11

14

27.3%

Beer

(10,000 cases)

Sales Volume:Beer (International)Jan. 1 -Jan. 1 -YoY

Mar.31, 2021

Mar.31, 2022

Change(%)

Overseas brand (SLEEMAN, Anchor, etc.)

277

265

(4.4%)

Sapporo brand

64

91

42.3%

340

355

4.4%

41

54

33.6%

Other areas

41

54

33.6%

Total

381

410

7.5%

North America
Sapporo brandSales:Alcoholic Beverage (Japan)(billions of yen)Jan. 1 Mar.31, 2021

Jan. 1 Mar.31, 2022

Domestic wines

0.8

0.8

(2.2%)

Imported wines

1.3

1.3

(1.1%)

Wine (total)

2.1

2.1

(1.6%)

Spirits and Shochu (total)

5.0

5.5

10.5%

RTD

4.7

5.2

11.5%

Subtotal

11.8

12.8

8.7%

Rebate subtracted from sales

(2.4)

(2.4)

(1.8%)

9.4

10.5

Total

Sales:Food & Soft Drinks (Japan) *2

YoY
Change(%)

11.4%(billions of yen)Jan. 1 -Jan. 1 -YoY

Mar.31, 2021

Mar.31, 2022

Change(%)

Soft Drinks

12.6

12.4

(2.2%)

Food（Lemon・Soups・Plant milk）

7.5

7.4

(0.5%)※1：Following the agreement of the Brewers Association of Japan, there is no disclosure of the sales volume for the first quarter.
The sales volume for the first half and end of the fiscal year shall be disclosed.
※2：Pokka Sapporo is only domestic sales.

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

20/31

Appendix：Alcoholic Beverages (Japan)<Domestic beer and beer-type beverages:
YoY change in sales volume by genre><YoY changes in sales volume of beer and beer-type
beverages by genre>(Jan – Mar)（％）

[Beer and beer-type beverages total] down
✓ Beer:

up

110
100

％ y-o-y✓ Happoshu: down

% YoY

(cumulative for each month)90
80％ y-o-y70✓ New genre: downJan

％ y-o-y<Major domestic brands: YoY change in sales
volume>(Jan – Mar)

Feb

Mar

Beer

Happoshu

New genre

Beer and beer-type beverages total<YoY changes in sales volume of main brands>（％）✓ Black Label branddown％ y-o-y✓ Mugi to Hop branddown％ y-o-y✓ YEBISU branddown％ y-o-y✓ GOLD STARup

％ y-o-y(cumulative of each month)

120
110
100
90
80
70
Jan

Feb

Mar

Black Lable brand total

Yebisu brand total

Mugi to Hop brand total

GOLD STAR

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

21/31

Appendix：Alcoholic Beverages (Japan)＜Main brand Jan- Mar Sales volume change＞＜ Beer lineup sales volume(Jan- Mar break down) ＞(10,000 cases)

400

350

21%
300

250

22%

200

150

57%

100

50

Black Lable

YebisuOthers

0

2015

2016

Black Lable brand total

2017

2018

Yebisu brand total

2019

2020

Mugi to Hop brand total

2021

2022

GOLD STAR

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

22/31

Appendix：Alcoholic Beverages (Japan)＜ Jan- Mar sales revenue ＞(billions of yen)

＜ Jan- Mar sales breakdown by category ＞※Incl. liquor tax

11% 1%

50

8%

48%
Beer

40

14.4

13.9

12.7

11.7

9.8

Happoshu & New genre

8%

Wine & Spirits

12.3

30

Japanese Liquor

12.1

11.4

RTD
Non-alcoholic beer

24%

20

27.8

29.3

31.1

30.9

30.3

27.5
23.4

10

23.5

*Before subsidiary companies sales, elimination ofinter- company transactions and rebate deduction*From 2021, Hyosai Sour and 99.99 keg
are reclassified from Spirits to RTD.

0
2015

2016

2017

2018

2019

2020

Beer

Happoshu & New genre

2021

2022
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Alcoholic Beverages (Japan)＜ Jan- Mar sales revenue ＞ (billions of yen)

1.6

1.6

1.7

1.6

1.6

1.5

1.3

1.1

1.1

1.1

0.9

0.9

0.8

2015

2016

2017

2018

2019

2020

2021

Japanese Wine

0.8

2015

1.0

2016

2017

2018

1.5

2019

Spirit

1.7

2020

1.4

2021

0.3

0.4

1.3

0.8

0.3
0.9

0.3
1.0

2022

2015

2016

0.3

0.4

1.5

1.9

2017

2018

RTD (can)Imported Wine

1.3

0.2

0.4

1.2

1.1

*From 2021, Hyosai Sour and 99.99 keg
are reclassified from Spirits to RTD.

4.0

2019

4.5

4.9

2.9
2020

2021

2022

Hyosai Sour and 99.99 Taruzume

1.6

2022

3.3

3.6

2015

2016

3.8

3.8
2.8

2017

2018

2019

3.3

2020

3.6

3.9

2021

2022

Japanese Liquor
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Alcoholic Beverages (Japan)＜Changes in the amount of liquor tax per 350 ml＞

（yen）

77
70
63.35
Beer

54.25

Happoshu
New genre

46.99
37.8

RTD

✓ Beer and Beer
type beverages
yen

✓ RTD
yen

35

28

2020

2023

2026

（year）

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Alcoholic Beverages (Overseas)＜Overseas beer : YoY change in sales volume＞(Jan – Mar)

【North America Total up％ y-o-y✓ Overseas branddown＜ Overseas sales volume by brand (Jan-Mar) ＞（10,000 cases）

500
400

％ y-o-y

141

121

104

145

279

277

277

265

2019

2020

2021

2022

300
200

✓ Sapporo brand

up

100
0

％ y-o-yOverseas brand【Other Areas Total】 up％y-o-y（Main area：Asia pacific , Europe , Oceania）✓ Sapporo brand： up

Sapporo brand＜ Overseas sales volume by Area (Jan-Mar) ＞(Jan – Mar)％y-o-y＜ Y-o-y change in domestic sales volume in Vietnam＞
140%
120%
100%
80%
60%
40%

（10,000 cases）

500
400

58

34

41

54

362

364

340

355

2019

2020

2021

2022

300
200
100
0
North America

Other areas

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Alcoholic Beverages (Restaurants)＜ Sales revenue and number of Sapporo Lion Outlets ＞※before rebate deduction(Billions of yen)

12.0

（Jan- Mar）
200

179

170 174 170

9.0

162

180

155

6.0
3.0

＜Sapporo Lion outlets As of Mar 31, 2022 ＞

5.4

5.5

5.2

5.3

3.8

Tokyo Metroporitan

160

127 124
5.4

8

11

140

12
2

Kanto (excl. Tokyo)
Hokkaido

124 Outlets

1.5

55

2.0

0.0

100
2015 2016 2017 2018 2019 2020 2021

Sales revenue

Tohoku120

15

Number of outlets

NagoyaKansaiOthers21＜ Total number of outlets ＞＜Brands＞

13

124

Sapporo Lion
New Sanko

160 Outlets
12

Marushinkawamura
Hanei

11
Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Food & Soft Drinks＜ Japanese soft drinks POKKA SAPPORO Food & Beverage ＞

Sales volume & Sales by genre(Jan- Mar)

【Lemon based-drinks】【Lemon-based food products】

✓

✓

up

％ y-o-ydown（Sales volume）

％

y-o-y

（Sales）＜ Japanese soft drinks POKKA SAPPORO Food & Beverage ＞
Changes in sales volume for lemon beverages and lemon Food(the total volume for the period of January to March)* the growth rate when standardized as 100 for 2019
180
160
140
120

【Unsweetened tea drinks】【Soups】

✓

✓

down

％ y-o-yup（Sales volume）％ y-o-y（Sales）

100
80
60
40
20

0
2019

【Coffee drinks】【Soy milk, chilled products】

✓

✓

down

％ y-o-y（Sales volume）

up

2020

2021

2022

Lemon Beverages and Lemon Food

％ y-o-y（Sales）

Copyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Food & Soft Drinks＜ Japanese soft drinks
POKKA SAPPORO Food & Beverage ＞
Sales composition by sales channel (Jan- Mar)

＜ Food & Soft Drinks segment
Revenue break down by geographic area ＞※Except connection adjustment

35%
79%
7.69 million
cases

21%

Vending machine
Retailer

65%

Japan

＜Japanese soft drinks
Sales composition by genre (Jan- Mar)>

15%

16%

drinksCarbonated

7.69 million
cases
20%

＜Japanese soft drinks
POKKA SAPPORO Food & Beverage＞
Sales composition (Jan- Mar)＜ Overseas soft drinks
POKKA Corporation (Singapore)＞
Sales composition (Jan- Mar)

Coffee drinks
Lemon-based

3%

Overseas

38%

24%

¥19.8
billions

drinksTea drinks

56
SG＄ million

62%

76%

27%
19%

Water

Soft drink

Food

Singapore & Malaysia

ExportCopyright, 2022 SAPPORO HOLDINGS LTD. All rights reserved.

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Appendix：Real Estate＜ Information about Investment property ＞＜ Major rental properties & occupancy rates：（Averages for 2022 1Q )>Yebisu Garden Place（1）Ginza Place
Strata Ginza（2）Site area（㎡）

Floor area（㎡）

Occupancy rate（%）

No. of floors

56,943

298,00790

40 floors above ground,
5 below

645

7,350

95

11 floors above ground,2 below100

13 floors above ground,
1 below

1,117

11,411(billions of yen)

400.0
300.0
200.0

100.0

408.1

382.9

218.6

203.2

0.0

*1: The number of floors is for the office block only. Occupancy rates are for office areas only.
*2: Figures are for entire property. Sapporo owns 922m 2 of the site (sectional ownership) and 89.72% of the building(joint management)

As of December 31,

As of December 31,

2020

2021

Carrying value on the consolidated statementof financial position
Fair value(billions of yen)(billions of yen)＜Core Operating profit＞

2021
Q1

2022
Q1

Change＜EBITDA＞

2021
Q1

2022
Q1

ChangeYebisu Garden Place, etc.

0.6

0.2

(0.4)

Yebisu Garden Place, etc.

1.4

1.0

(0.4)

Other area &other operations

0.4

0.3

(0.1)

Other area &other operations

0.8

0.4

(0.4)

Hokkaido

(0.0)

(0.1)

(0.0)

Hokkaido

0.1

0.1

(0.0)

General corporate

(0.3)

(0.3)

(0.0)

General corporate

(0.2)

(0.1)

0.1

Total

0.7

0.1

(0.6)

Total

2.1

1.4

(0.7)
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As an intrinsic part of people's lives, Sapporo will contribute to
the evolution of creative, enriching and rewarding lifestyles.

This document was prepared for the purpose of providing information to serve as a reference for investors in making investment decisions and not
for the solicitation of investment or any other similar such actions.
The earnings forecasts and forward-looking statements contained in this document were prepared based on the judgment of the Company as ofthe date of this document and include potential risks and uncertainties.
Actual published future results may therefore differ materially from the content of this document.
The Company shall not in any way be responsible or liable for any losses or damages resulting from the use of the information in this document.

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