Initiatives of Advanced Human Capital Initiatives
人的資本高度化に向けたアサヒの取組み

2024年6月

Agenda1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

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1. Overview of the Asahi Group⚫ Since its establishment in 1889, the company has grown into a global company of alcohol beverages, non-alcohol beverages andfood products, with a focus on beer, through the challenge of continuous innovation
1889年の創業以来、絶え間ない革新に挑戦し、ビールを中心とした酒類、飲料、食品のグローバルカンパニーに成長してきたCore Operating ProfitCorporate StatementⒸASAHI GROUP HOLDINGS. All rights reserved.

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Asahi Group Announces New Corporate Statement
新しいコーポレートステートメント、Make the World Shineを2024年に策定

Asahi Group Philosophy

Corporate Statement

Our Mission
Deliver on our great taste promise andbring more fun to life

“おいしさと楽しさ”で、世界に輝きを期待を超えるおいしさ、楽しい生活文化の創造

Our Vision

Be a value creator globally and locally,
growing with high-value-added brands
高付加価値ブランドを核として成長する“グローカルな価値創造企業”を目指す

Our Values
Challenge and innovation 挑戦と革新
最高の品質
Excellence in quality
感動の共有
Shared inspiration
Our Principles
Building value together with all our stakeholders
すべてのステークホルダーとの共創による企業価値向上ⒸASAHI GROUP HOLDINGS. All rights reserved.

In Japanese, Asahi means ‘morning sun’.
We believe that each new day shines a little brighter when webring people together.
We bring our customers together to connect, talk, laugh, shareand have fun.
We bring our colleagues, partners and communities together tobuild a sustainable future.
And, together, we share in nature’s gifts to deliver on a great
taste promise that brings people closer to enjoy the momentsthat matter.
Leaving a legacy of a brighter world tomorrow4

Medium- to Long-Term Management Policy
中長期経営方針にて、目指すポートフォリオ、コア戦略、長期成長戦略を支える経営基盤の強化を表明⚫

Ideal Business Portfolio: 目指す事業ポートフォリオ ： ビールを中心とした既存事業の成長と新規領域の拡大
Sustainable growth of existing businesses centered on beer category while expanding into new areas
・ Growth in existing operating regions; expansion into new markets. 既存地域の成長、展開エリアの拡大
・ Growth in adjacent categories; creation and development of new businesses. 周辺領域での成長、新規事業の創出・育成⚫

Core Strategies: コア戦略 ： 持続的成長を実現するためのコア戦略の推進
Promote core strategies aimed at achieving sustainable growth・ Integrate sustainability into management. サステナビリティと経営の統合
DXにより３領域（プロセス、・ Achieve innovation in three key areas (processes, organization, and business models) by DX. 組織、ビジネスモデル）を変革
・ Bolstering R&D (research & development). R&D（研究開発）機能の強化⚫

Strategic Foundation Strengthening: 戦略基盤強化 ： 長期戦略を支える経営基盤の強化
Consolidate the management foundations underpinning long-term strategies
・ Advance human resource. 人的資本の高度化
・ Enhance Group governance. グループガバナンスの進化ⒸASAHI GROUP HOLDINGS. All rights reserved.

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New Organization Structure⚫ In order to leverage our talent capabilities and maximize corporate value, Asahi Group Holdings, Ltd. revamped its executive structure
on April 1, 2024, with the aim of reinforcing Group governance based on the medium to long-term management policies.
中長期経営方針に基づき、グループ人材を最大限活かして企業価値最大化を図るため、2024年４月にグループ執行体制を刷新ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Agenda1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

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2. Linkage between People Strategy and Value Creation 人事戦略と価値創造の構造⚫ Three strategic pillars have been developed regarding investment in human capital. Employee growth and organizational growth
are responsible for Asahi‘s current and future business growth. Three are interrelated.
人的資本高度化の３つの戦略ピラーを策定。社員と組織の成長が現在と将来のアサヒの成長を担う。３つが相互に好影響を及ぼすⒸASAHI GROUP HOLDINGS. All rights reserved.

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2. Linkage between People Strategy and Value Creation 人事戦略と価値創造の構造⚫ Structured the three HR strategy pillars to create internal impact, typify growth margins, and lead to further value creation for Asahi.
３つの人事戦略の柱が社内インパクトを生み、成長余白を類型化し、アサヒのさらなる価値創出につながることを構造化

People Strategy

Unrealized growthpotential value
Innovation

Pillar 1.
Fostering the ideal
corporate culture

Out-of-the-box
Innovativetechnology,
Products andOccasions
Scale

Pillar 2.
Continuously
Fostering theLeadership

Improve financial
statement and create
more Return to theshareholders
Added value

Pillar 3.
Securing essential
capabilitiesⒸASAHI GROUP HOLDINGS. All rights reserved.

Generate growth
cycle by improving
moreLabor Productivity
9Agenda

1. Overview of the Asahi Group

2. Linkage between people strategy and value creation
3. Our People StrategyⒸASAHI GROUP HOLDINGS. All rights reserved.

103. Our People Strategy ①Fostering the Ideal Corporate Culture⚫ Developed DE&I and S&W statements and strengthened efforts to foster a sustainable organizational culture; although engagement has
been increasing, AGP's level of commitment, the gender pay gap, challenges in promoting women, and other anticipated issues wereidentified, and individual actions were taken.
DE&I,S&W statementを策定、持続可能な組織文化醸成の取り組みを強化。Engagementは高まっているがAGPの腹落ち度や、男女賃金ギャップ、女性登用などの想定課題も特定し、個別アクションを実施していく

Analysis of Factors in the Gender Wage GapⒸASAHI GROUP HOLDINGS. All rights reserved.

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3. Our People Strategy ②Continuously Fostering the Leadership⚫ Global competency model has been established for the Talent acquisition, promotion, and development of global talent, and a globaldevelopment program has been implemented for each leadership level to further accelerate the success of the Region's key talents
at the group level.
Global人材の採用、登用、育成にGlobal共通のコンピテンシーモデルを策定、リーダーシップ層ごとのGlobal育成プログラムを実施し、Regionのキータレントのグループレベルでの活躍をさらに加速化している
Participants of the program

GeneralManagerⒸASAHI GROUP HOLDINGS. All rights reserved.

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3. Our People Strategy ③Securing Essential Capabilities⚫ The appointment of a AGH Chief Sustainability Officer, Head of HR. In addition, U.S. investment company are taking on the challenge ofgroup innovation by bringing together Region talent around the world. The succession plan is in a transitional phase, the Nominating
Committee will consider the succession of the current management team from a medium- to long-term perspective for the next 10 years,
and on the business side, Global Talent Review begins in 2024 to visualize the pipeline and strengthen linkage with the GLDP, which isthe key initiative of the development plan.
Region間の人材登用を2023年より本格的に開始。本社へのChief Sustainability Officer 登用、Head of HRなど。また米国投資会社はRegion人材を結集してグループイノーベーションに挑戦。サクセッションプランは過渡期であるが、指名委員会では向こう10年見据えた中長期目線で現経営陣のサクセッションを検討、執行側ではGlobal Talentレビュー2024年より開始、パイプラインを可視化し、育成プランの軸であるＧＬＤＰとの連動を強化ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Medium-term People Strategy⚫ Each three pillars of our people strategy, we have laid the groundwork for future growth. From now, (1) for culture development, we will
increase the connection with S&W and DE&I businesses and take advantage of the global foundation, (2) for management development, wewill incorporate competency models, etc. into the field, accelerate assignment across regions, and strengthen the succession pipeline, (3) for
new capabilities, we will identify priority areas for enhancement, and (4) for the (3) New capabilities will identify priority areas for enhancement
and further increase the capability of HR to support these areas.
人事戦略の３つの柱ごとに、おもに2023年までは今後の飛躍に向けた基盤整備を行ってきた。今後は①文化醸成の面では、S&W、DE&Iのビジネスとの接合を高め、グローバルならではの基盤を活かす②経営層の育成ではコンピテンシーモデルなどを現場に落とし込みつつ、グローバルでのリージョンを越えたアサインを加速し、サクセッションパイプラインの強化を図る③新たなケイパビリティは優先強化エリアを特定し、それを支援するHRのCapabilityも更に高めていく-2023

2024-2026 Priority

Pillar 1.
Fostering the ideal
corporate culture

Establish a foundation forsharing best practices globally,DE&I, S&W, L&D fields.

⚫ Global Safety & Well-Being vision embedded for driving world classsafety leadership and employee well-being.
⚫ Strengthen the role of DEI council to extend business capability.
⚫ Maximize Learning Community network to enhance learning culture.
⚫ Increase employee engagement through best practice & focused action.

Pillar 2.
Continuously
Fostering theLeadership

Launch global competencymodels, talent reviews,development programs,and talent exchanges at theglobal level.

⚫ Implement world class leadership development programs.
⚫ Roll out leadership competency model across the business.
⚫ Embed consistent talent management processes, practices & principles.
⚫ Increase the cross regional moves to support development of future
global leaders.

Pillar 3.
Securing essential
capabilities

Transform AGH
compensation to global
benchmarks, Maximize group& external talent assignment,and expand new capabilities.

⚫ Evolve AGH global governance through People & Culture initiatives.
⚫ Identify the most meaningful impact on value creation to develop.
⚫ Global HR capability developed to support delivery of people andbusiness strategy.

ⒸASAHI GROUP HOLDINGS. All rights reserved.

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Our Growth Space⚫ Through the creation of this People & Culture Report, we would like to focus on the following three issues based on the structure of future
value creation.
今回のPeople ＆Culture Report作成を通じ、将来価値の創出構造をふまえ、以下の３つの課題感を中心に解決に取り組む

1.
Maximizing value
creation cycle of advanced
human capital
initiativeAsahi andour people searchfor growth areas,
work together toachieve
potential ofGrowth, andcreate value

Achievement

Addressing issues

Clarified the links between the threepillars of our humanresources strategy and value creation
Considered monitoring indicators andconducted (partial) data
analysis and verification

 Verify and analyze the value of ouractivities co-relations.
 Establish monitoring to improvement
cycle for our activities

人材戦略とのビジネスの価値関連図をもとに、分析、検証を進め更なる価値創造サイクルの確立を目指す

2.
Improving our activities
through dialogue withstakeholders

As the beginning point, Published theAsahi Group People & Culture Reportfor the dialogue material

 Foster understanding and empathy
through dialogue with employees
and enhancement activities
 Build trust and improve activities
through dialogue with external
stakeholders

People＆Culture Reportをツールに、社内外ステークホルダーとの対話を通じて更なる人的資本の高度化を講じる

3.
As one Asahi, growth of
Our employees, organization,culture and Business

Developed various aspects of theGroup’s governance model that arerelevant to our people & cullt-related
activities

 Produce human capital data sharedthroughout the Asahi Group Optimize Group-wide and individual
human capital-related activities

人的資本に関してグループ共通のデータ整備と共通化、リージョンごとの差異化すべきする活動の最適化を図るⒸASAHI GROUP HOLDINGS. All rights reserved.

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