0•Good morning everyone and thank you for attending our Financial Results
Briefing despite your busy schedules. I’m Yoshimatsu.
•Today, I would like to brief you on the highlight of financial results for the third
quarter and our plans for the fourth quarter and full-year.

1•Now, let’s look back the third quarter.

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•First is on the sales volume.
•Compared with plans, volume registered positive by 1.1% for the accumulated total from January
to September.
•Against prior year on the other hand, our volume closed with 10% positive. The volume was 4.8%
positive from the year earlier even excluding the impact of Shikoku CCBC.
•The chart you see on the left shows monthly sales volume and the right indicates quarterly market
share trend compared with last year.
•The volume remained positive every month from January to September year over year with bothvolume and value market shares also stayed in the positive range from this year.
•Note also that the value share grew greater than the volume share in the third quarter.

3• Now, let’s take a look at the sales volume by the channel.
• All channels outperformed the volume plans.
• In terms of year-over-year comparison, Supermarket and Convenience stores grew volume by 7.9%
and 10.7% respectively from the year earlier, driven by the sales from new launches including highvalue added products.
• Also highly profitable Vending managed to turn volume in the third quarter positive year-overyear, up by 0.7% even with year to date up to September.
This is attributable to volume per machine turning positive by 1.9% in the third quarter from prioryear with existing machines, in addition to placement activities of vending machines at prime
locations we have moved forward.

4• Next is on the sales volume by the package.
• Key packages delivered positive volume compared with plans.
• Against previous year, sales volume of highly profitable small PET outperformed the growth oflarge PET.
• In addition, major growth of Midi PET from prior year came from increased sales contributed by“Georgia Café Bottle Coffee 950ml PET” newly launched in March as well as “Coca-Cola 1L PET”
reinforcing coverage as an RGM initiative.
• CAN in total finished with positive volume from prior year, with the growth of Bottle CAN
offsetting the negative of regular CAN.

5• Next is on the sales volume by the brand.
• Against plans, core 8 brands delivered 1.4% positive in volume.
• On the other hand, comparison with last year shows positive volume growth of 6.2% driven by
the sales of 950ml PET “Georgia Café Bottle Coffee” primarily being launched in Supermarket
under “Georgia” and new products such as Bottle CAN “The Premium Bito”.
• "Sokenbicha“ and "Aquarius“ which had negative volume year-over-year up to the second
quarter also turned positive in the peak season, even outperforming prior year with the January
to September accumulated results.
• Furthermore, "Ayataka“ and "I Lohas“ delivered 2-digit growth from the previous year withsteady progress of sales volume.
• "Ayataka“ has kept high growth through reinforced competitive advantage of the brand with 2
lineups of “Ayataka” and “Ayataka Nigorihonoka”. Volume growth of "I Lohas“ was driven by “I
Lohas Momo” launched in the second half of last year and the new product of this year “I Lohas
Cider”.
• With that, I would like to finish my briefing on the sales volume status.

6• Next, I would like to update you on the status of Revenue per case.
• Revenue from July to September grew 6.2% from prior year greater than volume growth,finishing with positive Revenue per case of 1.1%, or 19 yen more from the year earlier.
• Revenue per case increased in the third quarter compared with the year-over-year result for the
first half, starting to show impacts of RGM initiatives significantly.
• In addition, all channels except for Food Service outperformed Revenue per case of last year.
• Supermarket, Drug store and Discounter began to see benefits from activities of RGM initiatives
we have moved forward, placing the growth of Revenue per case as highest priority.

7• Next, I would like to go over activities “to raise trading wholesale price” among RGM initiatives inSupermarket, Drug store and Discounter.
• RGM initiatives began to show some benefits as I explained earlier that total Revenue per caseof each channel exceeded that of last year and even seen from package, many of them managed
to deliver positive results from prior year.
• On the other hand, there are some packages with Revenue per case negative from the previous
year which can be said as an outstanding issue.

• Revenue per case decline of 500ml PET in Supermarket and Drug store is owing to increased
deep discounts and sales volume in low price ranges.
• Also with MS PET, changing sales mix of main products and low price sub flavors significantly
different from the initial plan caused Revenue per case to drop.
• I will explain more in details on this matter from the following slides.

8• With 500ml PET, we tried to raise Revenue per case by working on “compliance of guard rail” whichis the lowest permissible wholesale price and “ensured executions of sales activities based on priceguidelines”.
• Almost all sales below the lowest permissible wholesale price set are now eliminated as we
managed to ensure “compliance of guard rail”.
• On the other hand for “sales activities based on price guidelines”, a demand surge more than our
expectation during low price “deep discount” period caused Revenue per case to decline.
However, the situation has changed for the better as we track and analyze sales plans and actual
performances as well as make corrections of plans as needed through advance management per
customer forecasting 3 months ahead since July.
• Next we worked on improving Revenue per case of main products for MS PET by “reinforcing
package lineup” and “making use of sub-flavors”.
• As for “reinforcing package lineup”, we aimed at raising Revenue per case of 1.5L PET by offering
1.5L and 1L PET of Coca-Cola together, differentiating prices of the 2 packages. Revenue per case of
1.5L PET has been improving as intended.
• On the other hand, there were some differences of impacts in “making use of sub flavors”
depending on categories. As we offered combining high price main flavors and low price sub flavorsin Coca-Cola, Aquarius and non-sugar tea categories to raise Revenue per case of main flavors, there
were some categories that showed impacts as anticipated and others not. Therefore, we havereached a conclusion to finish the initiative.
• As described, RGM initiatives have steadily demonstrated results since July, while partly having someissues.

9• Next, I would like to take you through our Vending status. We have been working on “Revenue
growth” and “Profitability enhancement” in Vending.
• We newly installed 18,100 vending machines which was more than 1,300 units we placed lastyear for “Revenue growth”. Volume contribution per machine from the new installations
exceeded prior year by 25%.
• Furthermore, we have launched a promotion leveraging an app for smartphones since April with
36,500 vending machines to increase sales per machine.
The promotion has generated greater impacts than the initial forecast with
3.8 point higher result of year-over-year VPM on promotion machines than theones not implemented.
• For “Profitability enhancement”, on the other hand, we delivered more profits than the plan bymoving forward improvement of unprofitable locations and review of trading terms withcustomers.
• Revenue per case also rose by 15 yen from the plan, or by 25 yen from prior year by introducing
highly value-added products this year with clear identification of impacts in addition to ensured
portfolio according to locations.
• With that, I would like to finish my briefing on sales activities.

10•I now would like to go over the highlight of earnings in the third quarter year to date from slide
11.
•We booked revenue at 353.71 billion yen,operating profits at 19.025 billion yen,ordinary profits at 18.32 billion yen,
and current net profits at 10.627 billion yen.
•Revenue increased by 24 billion yen from the year earlier, exceeding the plan announced on
August 12 by 2.4 billion yen. Operating profits also rose by 7.5 billion yen from the previous
year, exceeding the plan by 800 million yen.
•Note that the current net profit decreases from the previous year by 3.7 billion yen are
primarily due to a rebound from extraordinary profits of 8.3 billion yen booked last year owing
to gain on negative goodwill associated with making Shikoku CCBC a wholly-owned subsidiary.

11• Now let’s move on to performance drivers, firstly against the plan.
• Coca-Cola business increased revenue by 3.3 billion yen thanks to volume exceeding the planby 1.1%, also delivering gross profit increase by 1.3 billion yen. Furthermore, operating profits
were closed with positive 1 billion yen despite SG&A costs exceeding the plan.
• Healthcare & skincare business, on the other hand, managed to keep the negative operating
profits to 180 million yen as a result of SG&A including advertisement costs falling below theplan by 700 million yen, despite its revenue underperformance against the plan by 900 million
yen.

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• The chart on page 13 shows operating profit drivers compared with plans.
• Coca-Cola business finished with 1 billion yen positive operating profits against the plan.
• Marginal profits were up by 1.3 billion yen thanks to Chain store’s volume outperformanceand Revenue per case increase.
• Please also note that we have executed investments for growth scheduled for this year
according to the plan.
• Healthcare & skincare business managed to keep the negative operating profits to 180 million
yen with SG&A falling below the plan as a result of efforts in making investments onadvertisement costs with clearly identified benefits, despite revenue of healthcare products
underperforming the plan.

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•Next is the comparison with prior year.
•Coca-Cola business increased revenue by 23.9 billion yen from last year along with volume
growth and incorporation of Shikoku CCBC’s performances in the first half, delivering grossprofit gains of 15.8 billion yen as well.

•Note also that the 8.6 billion yen increase of SG&A from prior year for Coca-Cola business intotal was driven by the net increment of SG&A during January to June period by 8.1 billion
yen in Shikoku CCBC.
•These resulted in positive operating profits of Coca-Cola business by 7.1 billion yen fromlast year.
•Healthcare & skincare business, on the other hand, increased gross profits by 160 million
yen owing to the change of product mix in addition to revenue growth.
Operating profits also rose by 370 million yen from prior year with SG&A reduction of 200
million yen.

14• The chart on page 15 shows drivers of operating profits against the previous year.
• Coca-Cola business increased marginal profits by 3 billion yen from last year contributed byvolume growth in Chain store. There were also 2 billion yen contribution profits with thegrowth of Revenue per case, showing impacts from RGM initiatives in Supermarket.
• Furthermore, operating profits increased by 7.1 billion yen from last year as a result of costsavings from changing service life of sales equipment and other impacts.
• Also note that operating profits were up by 2.9 billion yen from last year even excluding theimpact of changing service life of sales equipment.

• Healthcare & skincare business delivered increased operating profits from prior year by 370
million yen owing to 16% revenue growth of highly profitable skincare products from prioryear and other factors.
• As a result, we closed consolidated operating profits at 19 billion yen, up by 7.5 billion yen
from the year earlier.
• These are the year to date performances of the third quarter.

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•Now, I would like to talk about plans for the fourth quarter and full-year.

16• I will first take you though Coca-Cola business.
These are sales volume plans by the channel and the brand.
• We did not change the sales volume plan of the fourth quarter from the initial forecast.
As we project the market environment conservatively, we expect 1.9% negative for the fourth
quarter of Coca-Cola business in total from pervious year including Shikoku CCBC.

17• Now, let me explain our sales strategies beginning with RGM initiatives in Chain store.
• To increase Revenue per case, we will take actions around the three strategies of “ensured sales
activities based on price guideline”, “compliance of guard rail” and “reinforcement of package
lineup”.
• For "price guideline“, we will ensure activities based on the guideline through progress tracking ofsales plans against actual performances and development of rolling plans for up to three months
ahead by the customer. We will also continue to ensure compliance to the lowest permissible
wholesale price of “guard rail“.
• Furthermore for "reinforcement of package lineup”, we will continue in the fourth quarter to workon the initiatives with MS PET of Coca-Cola that generated results in the third quarter.
• We will also advance the three strategies towards next year.
• First on "price guideline“, we will change it to “average price per case guard rail” based on average
price per case, incorporating price elasticity. By changing it to a tool that allows simple usage, wewill raise accuracy of activities according to customers.
• For the lowest permissible wholesale price of “guard rail“, we will raise the price according tocharacteristics and scale of customers, as well as products.
• Furthermore, for "reinforcement of package lineup”, we will aggressively deploy MS PET with
Aquarius. By strategically implementing Aquarius 1.25L PET, we will strive to raise Revenue per caseof Aquarius 2L PET.

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• Next, I would like to describe our Vending strategies. We will continue to reinforce initiatives for“Revenue growth” and “Profitability enhancement” even in the fourth quarter.
• For the first element of “Revenue growth”, we aim to deliver annual new placement of morethan 20,000 units by focusing on the vending activities with clearly identified profitability ingaining prime locations.

• We will also continue the promotion leveraging smartphone app that launched in April. We aim
to deploy with the scale of 60,000 units by the end of this year as we schedule to newly
implement with 23,500 machines in the fourth quarter. Upon deployment, we will roll out as wehave carried out up to the third quarter focusing on segments where we can expect more
benefits based on sales analysis of the machines already in use with the promotion.
• For the second element of “Profitability enhancement”, we will further generate profits bycontinually improve unprofitable locations and review trading terms with customers.
• For next year, we aim to “build a highly competitive business model”. As we are conducting validations of apilot test of the new operation model to address short-term challenges in Vending, we plan to scale thedeployment next year.
• In addition, we are going to closely examine issues and set future milestones towards building a
to-be model for mid- to long-term.

19• Now, let me discuss our initiatives to reinforce brand competitiveness.
• Firstly with Coca-Cola brand, we will launch a winter campaign from November 7 to align withthe winter party season and raise the competitive advantage by combining “products” and“promotions”.
• As to “products“, we will introduce seasonally-limited packages such as 500ml PET bow labelbottles and MS PET winter design bottles.
• For "promotions“, we will execute three different winter campaign promotions shifting theperiod. They are non-price promotions using exclusive original items as premiums together
with a tie-up with the popular anime “One Piece” we also schedule.
• Meanwhile with “Georgia” approaching the peak season in winter, we will conduct “Vending
plus 2 degree Celsius campaign” as last year.
This is a campaign to offer hot products primarily Georgia in vending machines at atemperature that allows for a greater taste experience.
• With “I Lohas“, we will capture sales in the expanding flavor water market by launching a new
flavor “I Lohas Nashi“ on November 28.
• With that, I would like to finish my briefing on Coca-Cola business.

20•Let me now move on to introducing the plans for Healthcare & skincare business.
• In the fourth quarter, we will capture new demands for healthcare products with newlaunches of collaboration products between Coca-Cola and Healthcare & skincare businessin addition to sales reinforcement of core products.
• With skincare products, we will strive to enhance revenue by conducting renewal of thehigh price product “Cola-Rich EX” and by improving consumer attraction capabilities ofhome-shopping programs through optimized broadcasting spots.
• I talked about Healthcare & skincare business and let’s move on to a next topic.

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• Let me now show you our full-year consolidated performance forecasts.
These plans remain unchanged from the ones announced on August 12.
•We project full-year consolidated revenue at 460.2 billion yen,operating profits at 20.5 billion yen,ordinary profits at 18.8 billion yen,
and current net profits at 10.8 billion yen
which correspond to 19.7 billion yen revenue increase and 6.2 billion yen increase of operating
profits from prior year.

22•Slide 23 shows drivers of full-year operating profits against prior year.
•While we expect 1.9% negative sales volume in the fourth quarter for Coca-Cola Businessfrom prior year, we project marginal profits at last year’s level through improvement of
Revenue per case.
•We also plan negative operating profits of 700 million yen for Coca-Cola Business in the fourth
quarter from the year earlier as we project increases of costs from continued execution of
investments for future growth and preparation expenses for a business integration with CocaCola East Japan Co., Ltd.
•For Healthcare & skincare business, we forecast negative operating profits of 500 million yen
in the fourth quarter from the year before as affected by cost increases for advertisement and
R&D associated with new product launches.
•With regards to full-year consolidated operating profits, we strive to deliver 20.5 billion yen as
announced on August 12.
•These are our plans for the fourth quarter and full-year.

23• Lastly, I would like to summarize some takeaways.
• Our consolidated operating profits were booked exceeding the plan which was revised upward inAugust by another 800 million yen.
• In addition, when compared with prior year, the operating profits were up by 2.9 billion yen in realterms even excluding the impact of changing service life of sales equipment, despite increases ofinvestments and costs to reinforce platform for future growth.
• Coca-Cola business saw top line growth and share gains with improved market competitiveness asmarketing strategies such as new launches including highly value-added products, renewal ofexisting products focusing on the core 8 brands and tie-up promotions with the Rio Olympics all
worked.
• RGM initiatives have also generated greater impacts in the peak season of the third quarter than
the first half. With increases of Revenue per case from prior year bringing positive impacts for
performances in the form of marginal profit gains, RGM initiatives are steadily bearing fruit.
• While we project increase of costs related to the integration towards establishment of a newly
merging company of “Coca-Cola Bottlers Japan Inc.” in the fourth quarter from the initial plan, we
will move forward thorough preparations to solidify the foundation for growth that leads to a
successful integration.
• Even incorporating other risks of sales decline in Healthcare & skincare business, we aim to deliver
full-year consolidated operating profits of 20.5 billion yen by keeping the steady flow generated up
to the third quarter in Coca-Cola business.
• With that, I would like to close my briefing. Thank you for listening.

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