Sustainability strategy of processed food business
Four strategic
focus areas

Aspirational goals

Targets

Progress

Products and services

We will continue to provide
high-quality, technology-driven
products in response to our customer’s needs, to satisfaction and trust.

Improving Consumers’ Quality of LifeWe will develop and provide high-value-added products with a focus on“health,” “convenience,” and “diversity,” in response to diverse consumer needs.

We stay close to ever-diversifying customer values and interests and develop and offer
high-value-added products. One of the initiatives is the Beyond Free line of products introduced in 2023. This line offers authentic flavors without using specific ingredients or components. We offered staple menus such as rice or noodles as well as side dishes and desserts tocolor the dining table.

Enhance Job Satisfaction
We will further improve job satisfaction by promoting talent development in asecure and motivating workplace.

We provide tier-based trainings tailored to the employee’s growth issues. For example,
growth support specific to each employee’s growth stage, or human resource developmentfor next-generation leaders involving multifaceted perspective.

PeopleWe will ensure workplace safety forour employees, while continuously
investing in people who cancontribute to enhancing corporate
value.

Zero Injuries
In line with our vision of zero workplace injuries, we will reduce injury rates by
25% by 2025 and 50% by 2030. (Baseline year: 2018)

Recordable injury rate*1 decreased 4.75% from 0.90 in 2018 to 0.86 in 2023. We will continue
to improve the safety awareness of our employees, while we aim to reduce the number ofoccupational accidents. We will do so by providing detailed responses that take into accountthe circumstances on-site.

2018 2023-4.75%

Recordable injury rate

Community Investment* 2
Between 2015 and 2030 we will invest US$600 million to help make communities inclusive and resilient, with our employees contributing 300,000 volunteering hours.

SDGs

2025

2030

-25%

-50%

Since 2015, we invested USD 500 million in our communities and employees volunteered
218,070 hours on company time.

20152023

218,070

Hours spent volunteering

Establishing Corporate Brand as Safe and Trustable Food Company
We will promote food safety management in compliance with global food safety standards to develop food safety. We will also enhance the way we communicate with customers so that they retain trust in our food quality.

Supply chain

We will reduce social and environmental impacts and continue to deliver safe products to consumers.

Promoting Use of Eco-friendly Packaging Materials
We will promote the use of renewable plant-based resources and reduce ouruse of non-renewable resources, to reduce the environmental impact of ourproducts.

Waste
We will reduce the amount of waste per unit of production volume associatedwith our Japanese domestic offices by an average of 1% per year.
*1 Recordable injury rate = Recordable injuries/200,000 hours worked.
*2 Target for Community Investment is a Group-wide targets.

2030

300,000

We continued to reinforce our quality assurance system through concerted effort among
Group firms, including mutual inspections and training as well as regular inspections of bothour own factories and those of our outsourcers.
Through internal training, we build employee awareness and nurture corporate culture insupport of food safety. We continuously review the FAQ page of our website so that customers can find answer to their questions efficiently.

We adjusted specs for packaging, made trays thinner or completely removed them to reducethe volume of packaging materials used and waste generated.

We implemented an initiative to reduce the volume of plastics we use by making plant-use
plastic bags thinner or replacing them with bags made of recycled materials.

In 2023, we reduced the volume of waste generated per unit of production volume associated with our Japanese domestic sites by 4.8% from 2022.

Sustainability strategy of processed food business
Four strategic
focus areas

Aspirational goals

Targets

Progress

SDGs

Since 2019, we have reduced Greenhouse Gas emissions from our own operations (Scope 1and 2) by 21%, while emissions associated with purchased goods and services (Scope 3Category 1) increased by 3% ※.
2019

Supply chain

We will reduce social and environmental impacts and continue to deliver safe products to consumers.

Greenhouse Gas Emissions*3
By 2030, we will reduce emissions from our own operations (Scope1 & 2) by 47%
and emissions associated with purchased goods and services (Scope3 Category1)
by 28%, against a 2019 base year.

2023

2030

Scope 1 and 2 GHG emissions

-47%

2019

2030

Scope 3 GHG emissions related to materials procurement and services

-28%

3%

※

*3 Target for Greenhouse Gas Emission is a Group-wide targets.

2023

-21%

T he increase in the tobacco business, the Group’s leading GHG emitter, was mainly due to temporary procurement increases
from Tanzania and other countries that will require more time to shift to renewable energy sources in the leaf-drying process,as a result of business scale expansion and climatic influences.
To shift to renewable energy sources, we have been putting effort into planting in these countries, with projected positiveeffects in the future. By following through on initiatives like this, we project achieving carbon-neutral operations by 2030
and net-zero emissions by 2050.