Summary of Results for FY2023

Lawson, Inc.
April 11, 2024

Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Financial Results for FY2023
Masayuki Itonaga
Executive Managing Officer
Chief Financial Officer
Lawson, Inc.
Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Consolidated financial results for FY2023
Unit: Billions of yen

FY2022

FY2023Results

Core operating profit
ProfitResults

v.plan*1

YoY

64.3
29.7

94.0
52.1

+29.7
+22.4

+6.0
+2.1

103.6%
31.0%
14,631104.6%
31.5%
14,643+1.0%pt+0.5%pt+12+0.1%pt- 0.1%pt+2(Non-consolidated) excluding LAWSON STORE100 business

Existing-store sales (YoY)*2
Gross profit margin*2
Total no. of stores in Japan*3*1 Any differences v. plan in these documents are compared to the plan issued along with the announcement of 3Q of FY2023 results in January 2024.
*2 These figures are sums of total LAWSON and NATURAL LAWSON operated by Lawson, Inc. Existing-store sales do not include the impact of tickets, etc.
*3 The number of stores is a total number of stores operated by the Lawson group.

1. Core operating profit： 94.0 billion yen(1)YoY: In the Domestic convenience store (CVS) business, segment profit increased after existing-store sales rose 4.6% YoY on successful HAPPYLAWSON PROJECT marketing measures, the refurbishment of our ideal store format, and the recovery in people flows, in addition to progressed
cost controls measures. We also generated a consolidated profit of 29.7 billion yen as our Overseas Business moved from a loss during COVID-19
lockdowns in China back into the black and reported a large rise in profits, and our Entertainment business generated higher profits on a firmer
performance as more concerts and other events were held.
(2)v.plan: In the Domestic CVS business, non-consolidated operating income came in 6.0 billion yen above plan. While gross profit margin came in
0.1%pt below plan, existing-store sales exceeded plan by 0.1%pt and progressed cost controls measures. Core operating profit also came in 6.0
billion yen above plan.

2. Profit：52.1 billion yen(1)YoY: Increased by 22.4 billion yen due to increase in core operating profit.
(2)v.plan: Exceeded plan by 2.1 billion yen on higher-than-planned core operating profit.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

3

Factors affecting FY2023 core operating profit (1)approx.

+29.5

approx.

-7.5 approx. +2.0 approx. -1.0

(v.plan +1.0)(v.plan +2.5)
MarketingCharge fees from
franchise stores, measures, etc.
etc.

(v.plan +0.5)
Electric utility
expense, etc.

(v.plan +2.0)
IT-related cost,etc.

approx.

+6.0 approx. +0.5

(v.plan ±0.0)
Subsidiaries(v.plan ±0.0)
Others

（YoY）

64.3

FY2022
Core operating profit
IFRS
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Existing-store sales Gross profit margin
YoY 104.6%
31.5%
v.plan +0.1%pt
YoY +0.5%pt
v.plan -0.1%pt

Domestic CVS business
Seijo Ishii businessEntertainment-related business
Financial services business
Overseas business

Unit: Billions of yen

-0.5
-0.5
+1.5
-1.0
+7.0

* Figures rounded to the nearest 0.5 billion yen for clarity.
* Any differences v.plan in these documents are compared to the plan issued alongwith the announcement of 3Q of FY2023 results in January 2024.

53.0
94.0

FY2023
Core operating profit
IFRS

4Factors affecting FY2023 core operating profit (2)Unit: Billions of yen

FY2023
Core operating profit

Plan

Results

YoY

v.plan

88.0

94.0

+29.7

+6.0

Various measures, etc

Results

YoY

Charge fees from
franchise stores, etc.

Exceeded YoY and plan. Positive impact of HAPPY LAWSON PROJECT and other marketing measures, store
renovations, and recovery in people flows. As a result, existing-store sales increased by 4.6% YoY andother operating revenue increased further than expected.

+29.5

+2.5

Marketing measures,etc.

We implemented TV ads, app coupons, and other marketing measures for the HAPPY LAWSON PROJECT
as planned. However, came in below plan as we managed to restrain increases in expenses by
rationalizing existing measures or integrating them into HAPPY LAWSON PROJECT measures.

-7.5

+1.0

Electric utility
expense, etc.

Came in below YoY and plan because of decrease in electricity unit prices and our efforts to reduce
electricity consumption through power-saving measures.

+2.0

+0.5

IT-related cost, etc.

Came in lower than plan due to delayed systems costs and efforts to reduce other costs.

-1.0

+2.0

Subsidiaries

Group companies substantially exceeded YoY and achieved plan thanks to higher profits at the Overseas
and Entertainment-related businesses.
Seijo Ishii: Profit decreased compared to strong previous stay-home demand during COVID-19.
Entertainment-related: Profit rose on more active holding of concerts and other events.
Financial services: Profit decreased on rising ATM maintenance costs, etc.
Overseas: Profit increased on rebound following the lockdowns in China.

+6.0

±0.0

OthersInfluence due to year-on-year differences caused by adjustments for different accounting periods at
consolidated subsidiaries in China with different period-end dates, etc.

+0.5

±0.0

+29.5

+6.0

Total
Copyright (c) 2024 Lawson, Inc. All rights reserved.

* Figures rounded to the nearest 0.5 billion yen for clarity.
* Any differences v. plan in these documents are compared to the plan issued alongwith the announcement of 3Q of FY2023 results in January 2024.

v.plan5

FY2023 Review
Sadanobu Takemasu
President and CEO
Representative Director
Chairman of the Board
Lawson, Inc.
Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Lawson Group’s Challenge 2025 -OutlineAim to achieve sustainable growthbuilt upon measures of
the Lawson Group
Sweeping Transformation
Executive Committee

2020

Aggressive
IT investment◼ Next-generation
systems⚫ Automatic cash-dispensing
POS registers⚫ New store computers⚫ Tablets in all stores
Copyright (c) 2024 Lawson, Inc. All rights reserved.

HQ takes responsibility
for maintaining
franchise store profits
Radical change in customer/
society post-Covid values
Launching
the Lawson Group
Sweeping Transformation
Executive Committee

2024-2025

First half

2021‐2023
Accommodate
post-pandemic life＝

2017-2019

Franchisee
profit-focusedmanagement

Second half

Daily Use
Lawson Group
Sweeping Transformation
Executive Committee
Short-term initiatives
Verification

Execution

Expansion of food products
daily delivery, frozen,
Machikado Chubo
in-store kitchens

Real × Tech
Convenience
Realize
New convenience
Lawson Group
Sweeping Transformation
Executive Committee
Medium/long-term efforts◆Strengthen delivery service-Built a framework to reflect the numberof products in stock in real time

◆AI.CO-Install Next-generation ordering system◆SCM improvement-Shift to 2 chilled/temperaturecontrolled deliveries◆Store refurbishment-Install doors on open shelves7

Lawson Group’s Challenge 2025 -Overview-

2025

Customers, society, friends’

50 th anniversary

No.1 recommended brandGroup Vision“Hubs of refreshment
in every community”

Realize New convenience
Lawson Group Sweeping Transformation
Executive Committee
Work motivation, determined spirit, digital data
Promise 1
Superior taste

Copyright (c) 2024 Lawson, Inc. All rights reserved.

Promise 2
Human kindness

Promise 3
Environmental(Machi) friendliness8

Business environment and measures since the COVID-19 pandemic◼

◼

Refurbished stores to help satisfy customer demand through Lawson Group Sweeping Transformation Executive
Committee projects
Daily sales have been rising as we captured demand created by the recovery in people flows, HAPPY LAWSON PROJECT
and various implemented measures in area companies
Pursuit of ideal store format
MUJI introduction

Lawson Group Sweeping Transformation Executive Committee

Introduced area company system nationwide in FY2023
HAPPY LAWSON PROJECT
Daily sales have been rising since October 2022 as we captured
demand created by the recovery in people flows and enjoyedsynergistic benefits from various implemented measures.

100%

Daily sales（v.FY2019）

Population in motion trends (v.FY2019)*

Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb. Mar. Apr. May Jun. Jul. Aug. Sep. Oct. Nov. Dec. Jan. Feb.
FY2020
Copyright (c) 2024 Lawson, Inc. All rights reserved.

FY2021

FY2022*

FY2023

Source: Regional Economy and Society Analyzing System (RESAS), Japan Cabinet Office9

Domestic convenience store business (1)-Community-based × individual customer and individual store-focused◼ Aim for evolution of “Community-based × individual customer and individual store-focused” through area
company system, product & sales strategy

Expand area company system
nationwide

8 areasHokkaido
Company
Kitakanto
Company
ChugokuShikoku
Company

TohokuCompany

Kinki
Company
ShutokenCompany
Chubu
Company

KyushuCompany

Management
structure

Clarified area company president
profit responsibility

Sales &
development

Transfer functions to area companies

Product &marketing

Optimize regular products to each area
Train merchandisers and marketer

Corporate

Support each area
Strengthen governance

Product & Sales strategy
Aim for ultimate chain-store management and pursue doubleaxis policy of strengthening product power and sales floor
execution

Products

Delicious taste
PursueCopyright (c) 2024 Lawson, Inc. All rights reserved.

＋

Product range, stock

Ample ranges, volumes
Improve execution

HAPPY LAWSON PROJECTHAPPY LAWSON PROJECT
The plan to make all of Japan happy!
“Too much challenge”
Aim to underpin affordable and fun
living for our customers by sellingbigger volume products at the same
price.

Thanksgiving sale of the
48th anniversary of thefoundation
Staging campaigns offering
customers free drink coupons when
they buy a certain value of rice balls.

New regional menus of
Machikado Chubo
in-store kitchens!
Sell area-specific foodstuffs
and products inspired by local
menus in Machikado Chubo instore kitchens.

10Domestic convenience store business (2)-Daily sales at existing stores, number of customers, spending per customer◼ Improved daily sales through HAPPY LAWSON PROJECT and Lawson Group Sweeping
Transformation Executive Committee measures

Daily sales<YoY>
Daily sales

106.6%

Number of customers
106.6%

104.6％

Spending per customer

106.0% 105.9%
105.1%
104.0%

104.6%

103.9%

103.9%

104.1%

103.4%

101.5%

102.8%

100%

May

Jun.

Copyright (c) 2024 Lawson, Inc. All rights reserved.

Jul.

Aug.

103.2%

99.8%

97.3%

Apr.

103.3%

101.0%

99.4%

Sep.

Oct.

99.3%

Nov.

Dec.

Impact for daily sales
Lawson Group Sweeping Transformation Executive
Committee +1.3%（Pursuit of ideal store format, MUJI introduction）

100.4%

101.7%

Mar.

104.3% 104.2%

102.4%

103.5%

102.2%
102.2%

103.6%

106.2%

103.7%
103.1%

102.5%（Plan 104.5％）

104.7% 105.3%

Promotional measures, various measures, recovery
in people flows +3.3%（HAPPY LAWSON PROJECT, area company system,
etc.）

Number ofcustomers

Spending per
customer

104.0%

100.6%

99.1%

Jan.

Feb.

11

Domestic convenience store business (3)-Category sales compared with FY2019◼ Implemented successful Lawson Group Sweeping Transformation Executive Committee
measures and pursued post-COVID needs
Launch of Lawson Group Sweeping
Transformation Executive Committee
Sep.2020▼

Cope with changed daily life

FY2019FY2020

FY2022

FY2023

Change from
FY2019

Rice/noodles

100

87

91

94

-6

Over-the-counter fast foods/Machikado Chubo in-store
kitchens

100

84

104

113

＋13

Desserts

100

104

105

105

＋5

Delicatessen items/
Daily foods/Frozen foods

100

97

103

110

＋10

Soft drinks

100

87

89

98

-2

Daily necessities

100

98

102

114

+14

Others

100

96

100

103

+3

※Each figure represents the ratio compared with FY2019
Copyright (c) 2024 Lawson, Inc. All rights reserved.

12

Domestic convenience store business (4)-Franchise store profits◼ Franchise store profits increased on daily sales growth and appropriate cost controls<v.FY2019>
Per Store

Per Franchise Owner

100%

FY2019Copyright (c) 2024 Lawson, Inc. All rights reserved.

FY2020

FY2021

FY2022

FY202313

Seijo Ishii/Entertainment-related business

Seijo Ishii

Entertainment-related<Segment profit>12.2 billion yen（YoY -0.5 billion yen）

<Segment profit>
6.5 billion yen（YoY ＋1.7 billion yen）

Existing-stores sales（v.FY2019）115%

Lawson Entertainment

United Cinemas

Ticket Sales（v.FY2019）
150%

110%

128.6%

108.3%

113.5%

106.6%
105.3%

106.2%FY2023

Existing-store sales increased after sales at in-officestores recovered from the sluggish COVID-19 period,
but profit fell on higher depreciation expenses on the
Yamato No.3 Central Kitchen

Copyright (c) 2024 Lawson, Inc. All rights reserved.

79.7% 82.4%
63.5%

35.4%

0%

100%
FY2022

100%

51.2%

67.9%
50%

FY2021（v.FY2019）

100%

105%

FY2020

Customer Attendance

50%

0%
FY2020 FY2021 FY2022 FY2023

FY2020 FY2021 FY2022 FY2023

Concert and leisure events boomed
throughout the year. Ticket handlingsales came in even higher than theprevious year which had alreadysurpassed FY2019 pre-COVID levels.

Audience numbers increased
steadily YoY thanks to therelease of topical films with thepower to attract viewers.

14

Financial services/Overseas business

Financial services

Overseas<Segment profit>
2.9 billion yen（YoY -0.8 billion yen）

<Segment profit>
2.5 billion yen（YoY ＋7.5 billion yen）

Average number of ATMs used

Number of stores(Per machine per day)

8,000

7,344

70
60
50

47.5

43.1

48.4

52.6

55.9

4,862

3,621

4,000

40

2,918

30

272
2,646

10

540
302
6,288

277
5,620

2,000

20

1,056

6,160
6,000

3,344

4,560

0

FY20190
FY2019FY2020

FY2021

FY2022

FY2023

Average daily ATM usage increased due the expansionof affiliated financial partners in the ATM business (401companies, +17 compared to the end of FY2022) andhigher charges for cashless payment app. However,profit declined on higher maintenance costs.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

FY2020China

FY2021Asia-Pacific

FY2022

FY2023*Figures are the results of the end of
February in each fiscal year

Number of stores in China exceeded 6,000 in August 2023 and AsiaPacific exceeded 1,000 in January 2024. Total overseas stores: 7,344.
In China, despite varying pace of regional recovery, daily sales
recovered and profit increased as demand rebounded following theprevious year’s large-scale restrictions on movement, as well as
our efforts to improvement store displays.

15

FY2023 Consolidated financial results
Achieved Challenge 2025 performance indicators two years ahead of the target year
Challenge 2025 performance indicators

FY2023 results

ROE 15% or higher
EPS 500 yen or higher

ROE 19.5%
EPS 521 yen
Unit：Billions of yen

FY2022
Results

FY2023Results

YoY

Core operating
profit

64.3

94.0

+29.7

Profit

29.7

52.1

+22.4

◼ FY2023 (Non-consolidated) excluding LAWSON STORE100 business
Existing-stores sales YoY 104.6％*1
Opening 280／Closure 268／Total number of stores 14,643*2
Copyright (c) 2024 Lawson, Inc. All rights reserved.

*1 These figures are sums of total LAWSON and NATURAL LAWSON
operated by Lawson, Inc. Existing-store sales do not include theimpact of tickets, etc.
*2 The number of stores is a total number of stores operated by the
Lawson group.

16Real × Tech Convenience-Lawson Group’s vision of the future-

Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Lawson Group’s Challenge 2025 → Challenge 2030
◼ Attained the challenge indicators in our Challenge 2025 medium-term business plan 2 years
ahead of schedule.
◼ Set new 2030 targets in Challenge 2030. Aim for sustainable growth.

-2030

Update existingtransformation themes
大ピンチ
Radical change in customer/
society post-Covid values

2020

Aggressive
IT investment◼ Next-generation
systems⚫ Automatic cash-dispensing
POS registers⚫ New store computers⚫ Tablets in all stores
Copyright (c) 2024 Lawson, Inc. All rights reserved.

2021‐23
Accommodate
post-pandemic life

Franchisee
profit-focusedmanagement
HQ takes responsibility for
maintaining franchise store
profits＋＋

2017-192024-25

Launching
the Lawson Group
Sweeping Transformation
Executive Committee

Expanding
Machikado chubo,
frozen foods, daily foods
Lawson Group
Sweeping Transformation
Executive Committee
Short-term initiatives

Completed
2 years ahead ofschedule

Achieved

Realize
New convenience
Lawson Group
Sweeping Transformation
Executive Committee
Medium/long-term efforts

Execution phase◆ AI.CO/SCM improvement◆ Strengthen delivery
service◆ Store refurbishment
Challenge 2025
performance indicators
ROE:15％ or higher
EPS:500yen or higher

GlobalReal × Tech
Convenience
Transform ourphysical retailbusiness
Lawson-style community
building designed to help
solve social issues

18

Lawson Group’s vision of the future“Global Real × Tech Convenience LAWSON Group”

VR・Metaverse

AI

FinTech

Robot

Real services
Inject extra convenience, safety,
and security into everyday life
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Online service

Drone Delivery

Self-driving car

Technology
Create new forms of
convenience throughtechnology

Lawson Group’s visionof the future
Solving social issues aiming
for a sustainable future

19

Short-term initiatives -Lawson’s Ideal Real Store FormatInject technology to support customer convenience.
Create community stations that emanate real-world warmth!!
Full-range of advice remotely

Deliveries: Automatic shelving
machines

Self checkout✓ Automatically separates products
from the point of delivery✓ Automatically displays products by
best-selling items✓ Avatar crew offer customer service✓ Remote sales of OTC drugs✓ Set up “full customer service desks”
that can link with anywhere in theworld

Cleaning robot

Fresh seasonal fruitdelivered from the farm
Made with fruitfrom the farm

Active store-based robots✓ Robots automatically get out and line
up products✓ Robots change pricing displays(dynamic pricing)✓ Supplementary picking of delivered
items✓ Consider the way products should be
lined up depending on sales

Permanently clean toilets✓ Facilitates effortless cleaning of thewhole toilet✓ Offer clean toilets anytime

In-store kitchens: Robot chefs

Use technology to
improve customer
convenience✓ Robots can easily make hard menus✓ Customize meals to suit customer
order preferences✓ Provide freshly made, hot meals bycooking on the spot

＊rendered image
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Use technology to boost
efficiency and create asustainable model“Hubs of refreshment in every community”
updated version

20Medium/long-term efforts -The Ultimate “Lawson Town” ConceptBuild a convenient living community
for senior citizens, young people and Children called “Lawson Town”
Build
Lawson farms
togetherConcentrated Lawson
expertise amassed throughthe development of 16
farms nationwide

Generate enough electricity to supply Lawson Town through solar and wind power

Clean energy

Social Issues Lawson is tackling
Regional
vitalization• Technology-driven smart
agriculture• Promote local production for
local consumption• Farm experiences for children• Cooking in Lawson stores

LawsonDecliningbirthrate,
aging
population

Food donations andgoods exchange
to reduce food loss
Apartment block
renovation• Provide hospitals and clinics• Remote medical treatment• Build rest homes

Children’s
cafeteria

Community squareWork Experience for Children

Building communities where
neighbors help each otherby gathering in the squareand delivering groceries toelderly people’s homes

SDGs

Medical facilities
Commercial facilities

Store-to-door grocery delivery
by drone to the houses ofsingle people and young people

Medicalandnursingcare• Experience
Lawson workplaces• Children’s cafeteria• Nurseries/kindergartens• Event spaces

Facilities
for Children
Self-driving bus
Automated community bus route around Lawson Town

Copyright (c) 2024 Lawson, Inc. All rights reserved.

Deliveries by drone within Lawson Town

21

Group Philosophy
Become Asia’sGroup Philosophy

GAFA-L

Creating HappinessandHarmony in Our Communities“Hubs of refreshment
in every community”

Real-world
Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

warmth＋The insatiable

challenge of Tech
22

Initiatives for ESG

Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Lawson Blue Challenge 2050！
2025

2030

50 th anniversary

SDGs targets

Reducing CO2 emissions
CO2 emissions per store

Reducing plastic use※Reducing plastic containers
and packaging use

15％

Reduce by
v.2013 levels

15％

Reduce by
v.2017 levels

Reducing plastic use

Reduce by

50％

Reduce by

Food loss in stores
Copyright (c) 2024 Lawson, Inc. All rights reserved.

25％
v.2018 levels

Reduce by

30％

50％
100％

Reduce by

50％

v.2018 levels

Lawson Blue Challenge 2050 !
—Save our blue planet!—

100％
v.2013 levels

v.2017 levels※Lawson’s original products
Eco-friendly materials

Reduce by

Reducing food loss

Environmental
visionv.2013 levels

Reduce by

Reducing plastic shopping bags use

2050※Lawson’s original products Eco-friendly materials

100％

used

used

Reduce by

100％
v.2018 levels

24Initiatives for FY2023
Reducing food loss
Donating free food for school lunches
and student cafeterias⚫ Donated 18,000 pieces of fried chicken
close to expiry date
⚫ Used surplus food to support people
offering school lunches, etc.
Fried Chicken

Reducing plastic use
Changing PET bottles for original drinks
to 100% recycled materials⚫ Started with 7 original drinks⚫ Recycled the recovered
PET bottles⚫ Expect to reducevolume of plastic usedby approx. 2,900t/year“100% recycled
PET bottle”
Label (illustration)

Reducing CO2 emissions
Recycling 90% of construction materials, Started trial use of biodiesel fuel made fromwaste in-store cooking oil in delivery vehicles
reducing CO2 emissions by 60%
by promoting recycled local production for
local consumption⚫ Reused roofs, walls, pillars, and otherbuilding materials from closed storesin new stores⚫ Started with new stores in Okayama
Prefecture in Nov. 2023
Copyright (c) 2024 Lawson, Inc. All rights reserved.

Original sticker⚫ Used waste cooking oil from 10 storesin Kumamoto Prefecture in one delivery
truck in the prefecture⚫ Expect to reduce CO2 emissions byapprox. 2.33t/year
Chilled food delivery truck25

Progress toward 2030 targets for environmental initiatives

Reduction of 50％

Plastic use
v.2017

Food Loss
v.2018Reduction of 30%

Reduction of 50％

Reduction of 29.6％

Reduction of 34.8%

CO2 emissions

Plastic containers

CO2 emissions
per store v.2013

2030 target
2023
preliminary results

KPI

New calculation method from 2023
(Food waste volume/million yen sales)

Food loss

50%

2013

Initiatives

Reduction of 26.2%

2025

2030

New Initiatives
・Green Lawson：Introduction of open display
cases with doors
・Pursue 10 energy-saving commitments
・Introduce energy-saving equipment in storesthat use large amounts of energy
Ongoing Initiatives
・Introduce energy-saving equipment throughthe life-cycle renovations

Copyright (c) 2024 Lawson, Inc. All rights reserved.

2017

2025

2030

New Initiatives
・Trial charging for cutlery
・Trial introduction of reusable cups
・Replaced the PET bottles for our original
drinks with bottles made from 100%
recycled materials
Ongoing Initiatives
・Changing/simplifying shape of containers
and packaging
・Switch to environment-conscious
materials (paper lunchbox containers,
etc.)

2018

2025

2030

New Initiatives
・Trial uses of expired products
・Donating fast food using quick freezing
technology
・Donating food free of charge for school
lunches and student cafeterias
Ongoing Initiatives
・Using AI to improve order accuracy
・Thorough pursuit of sell-out operations

26

Cautionary Statement
This presentation contains forward-looking statements, future plans and strategies of Lawson and its subsidiaries and affiliates.
These are not historical facts. They are expectations based on assumptions and beliefs derived from information currently
available to the Company and are subject to risks and uncertainties including, but not limited to, economic trends, heightenedcompetition in the domestic convenience store sector, personal consumption, market demand, the tax system and otherlegislation. As such, actual results may differ materially from estimates. Figures in this presentation have been rounded down.
Copyright (c) 2024 Lawson, Inc. All rights reserved.
Copyright (c) 2024 Lawson, Inc. All rights reserved.