0•Good morning everyone and thank you for attending our Financial Results Briefing
despite your busy schedules. I’m Yoshimatsu, President of CCW.
•From me, you will be briefed on the review of 2016 and its financial summary as well as
business plans for 2017.

1•Now, let’s look back the year 2016.

2• First is on the sales volume.
•Sales volume in 2016 closed with positive 6.8% compared with the year earlier. Even
excluding the impact of Shikoku CCBC, the result shows 3.0% positive against last year.
•The chart on the screen shows year-over-year monthly sales volume.
You can see outperformances of prior year in almost all months throughout the year.
•As to the market share, both volume and value shares grew from last year. Value sharealso grew ahead of volume share with positive 0.4 point from prior year. I believe thatyou see our achievement of steady growth while raising competitive advantages.

3• Now, let’s take a look at the sales volume by the channel.
• In terms of year-over-year comparison, Supermarket and Convenience stores closed withpositive volume by 5.2% and 7.3% respectively from the year earlier, driven by the sales
from new launches including high-value added products.
• Meanwhile, highly profitable Vending remained at the level of last year.
This is attributable to an impact from volume declines of approximately 500, 000 cases
along with improvements of unprofitable locations that we moved forward as “aninitiative to enhance profitability”.
• On the other hand, the volume grew from previous year by approximately 200, 000 cases
thanks to new installations of vending machines and introduction of a smartphone app“Coke ON” that began in April last year.

• “Coke ON” is rolled out with 60,000 vending machines.
As the results indicated 3.7 point higher volume per machine with the ones enabled with
“Coke ON” compared with the ones not enabled in the year-over-year growth rate, wewill further scale the deployment this year.

4•Next is on the sales volume by the brand.
•In the year-over-year comparison, core 8 brands delivered 5.3% positive volume leading theoverall volume growth.
•By the brand, Coca-Cola and Coca-Cola Zero enjoyed positive volume from the year earlier
owing to large-scale promotions linked with the Rio de Janeiro Olympics and implementationof exclusive design bottles.
•“Georgia” saw 4.2% positive volume driven by the sales of 950ml PET primarily launched inSupermarket for capturing new point of connections, as well as new products such as “ThePremium Bito” introduced to the growing Bottle CAN market.
•"Ayataka“ finished with 9.9% positive volume from prior year, steadily growing sales throughefforts to reinforce competitive advantages of the brand with the 2 lineup of "Ayataka“ and“Nigorihonoka”.
•As to "I Lohas“, it continues to deliver high volume growth in 2-digit from the previous year.
Particularly the flavor water of “I Lohas Momo” and new products including “I Lohas Cider”
and “I Lohas Nashi” contributed to the sales increase.
•With that, I would like to finish my briefing on the sales volume status.

5•I now would like to go over the financial summary of the year 2016 from slide 6.
•We booked consolidated revenue at 460.455 billion yen,operating profits at 21.143 billion yen,ordinary profits at 20.602 billion yen,
and current net profits at 5.245 billion yen.
•Revenue increased by 19.9 billion yen from the year earlier with Operating profits alsorose by 6.8 billion yen from the previous year.
•Note that the current net profit decreases from the previous year by 4.7 billion yen are
primarily due to extraordinary profits of 8.3 billion yen booked from gain on negative
goodwill associated with making Shikoku CCBC a wholly-owned subsidiary in 2015 as well
as extraordinary losses of 6.7 billion yen recorded at the end of 2016 for impairment of
goodwill relating to FOSHU field in the healthcare & skincare business.

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•The chart on page 7 shows drivers of operating profits against the previous year.
•Coca-Cola business increased marginal profits by 1.5 billion yen from last year
contributed by volume growth in Chain store. Revenue per case also jumped from theyear earlier with 2.7 positive growth, indicating visible impacts of RGM initiatives inSupermarket.
•While promotional costs rose by 1.3 billion yen from last year, profits were generated
exceeding the increase with volume and per-case revenue growth.
•SCM achieved cost saving as well through productivity enhancement initiatives, despite
increases of production and logistic costs along with sales volume growth.
•Furthermore, cost reductions from the impact of changing service life of sales equipment
and other factors helped operating profits to increase by 7.1 billion yen from last year.
•Also note that operating profits were up by 1.8 billion yen from last year even excluding
the impact of changing service life of sales equipment.
•Healthcare & skincare business in total kept losses of operating profits to 270 million yen
against prior year with good sales of highly profitable skincare products, despite 700
million yen year-over-year declines of Nippon Supplement’s operating profits impacted bydecreased sales of FOSHU products.
•As a result, we closed consolidated operating profits at 21.1 billion yen, up by 6.8 billion
yen from the year earlier.
•These are the performances of 2016.

7•Now, I would like to talk about plans for 2017.

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•At first, let me give you some comments on the assumptions behind the plans for 2017 wedisclose this time.
•CCW plans to launch a new merger company Coca-Cola Bottlers Japan Inc., or CCBJI, as ofApril 1, 2017 through a business integration with Coca-Cola East Japan.
•The performance plans we disclose this time are annual estimates in the existing Coca-Cola
West group not incorporating the business integration.
•Currently, Integration Steering Committee is considering strategies for synergy creation inall sorts of fields including Commercial, SCM, Procurement and In-direct Management.
•Sum total of the synergies to be generated from the business integration, annual plans of
Coca-Cola West group and Coca-Cola East Japan’s plans from April to December would be
the performance plans of CCBJI for this year.
•Please note that we will announce CCBJI plans once determined after April.
•Now, I will take you through our plans for 2017 from the following slide.

9• Here is a full-year consolidated performance plan of Coca-Cola West group.
•We project full-year consolidated revenue at 462.5 billion yen,operating profits at 22 billion yen,ordinary profits at 20.6 billion yen,
and current net profits at 12.5 billion yen which correspond to revenue
increase and 800 million yen increase of operating profits from prior year.
•By the business, we forecast year-over-year income and profit gains for both Coca-Colaand Healthcare & skincare businesses.

•You will be briefed on strategies by the business from the following slide.
While Takagi takes the part of Coca-Cola business later on, I would like to coverHealthcare & skincare business.

10•As I mentioned earlier, Healthcare & skincare business impaired losses of 6.7 billion yen
from the goodwill relating to FOSHU field at the end of last year.
•Last year’s operating profits resulted in 300 million yen as shown in the graph, deviatingfrom the target of 3-year plan for FOSHU field along with discontinued sales of FOSHU
products.
•However, we plan to launch new FOSHU products by the end of this year in a bid torebuild the FOSHU field as we believe that this market will continue to grow.
As the first year of the launch, we frontload advertisement costs and forecast 300
million yen deficits of operating profits in the FOSHU field for this year.
•On the other hand, other Healthcare & skincare fields beside FOSHU finished last yearwith operating profits at 2.5 billion yen exceeding far beyond the 3-year target values
with steady sales growth. We plan to attain 3.4 billion yen operating profits for this year
also as we aim to increase profits through continued sales expansion.
•Note that the burden of goodwill amortization will decrease by 500 million yen from thisyear along with impairment of goodwill relating to FOSHU field. By taking this into
account, the projected operating profits for this year’s Healthcare & skincare businesswould be 3.5 billion yen, up by 700 million yen year-over-year.
•As operating profits of Healthcare & skincare business in total have made progresses
according to the initial plan despite the growth of FOSHU field underperformed theassumption at the time Q’sai was acquired in 2010, we will drive the growth.
11•Let me now move on to introducing this year’s strategies for Healthcare & skincare business.
•Firstly on product strategies. For Healthcare products, we will launch new products mainlywith functional claim by identifying promising fields from the perspectives of market scaleand growth potential.
We will introduce a functional claim product in April to sarcopenia market where we can
expect growth as a first round. We will also work on extending the lineup of key product “KaleAojiru”.
•For skincare products, we will enrich related products of Cola-rich series which shows steadysales growth.
•Next is on channel strategies. We will further upgrade systems and tools of home-shopping asa key channel in order to enhance repeat rate of existing consumers and drive additionalpurchase of new items, on top of acquiring new consumers. To this end, we will make solid
investments as well.
•We will also strengthen initiatives for “capturing new growth opportunities”.
Led by CQ Ventures established last year, we will aggressively move forward new businessdevelopment, M&A drive and cultivation of new ingredients and technologies.
•Moreover, we launched “Minute Maid Oishii Fruits Aojiru” in December last year as a firstround of collaborations with Coca-Cola business.
•We realized to market a high value-added product through a collaboration between the world
leading Coca-Cola brand and Q’sai’s iconic brand of Aojiru. We will continue to work on
driving the collaborations this year.
•I talked about Healthcare & skincare business and let’s move on to a next topic.

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•Let me now continue with consolidated performance forecasts for the first quarter.
•As I mentioned earlier that our annual forecast does not take into account thebusiness integration, the plan for the first quarter you see is a target to aim for as
Coca-Cola West group that we ensure solid activities for achievement.
•We endeavor to gain profits from previous year by setting consolidated operating
profits for the first quarter at 2.3 billion yen.
•By the business, we aim to increase operating profits in Coca-Cola business by 100
million yen from last year, while forecasting revenue declines year-over-yearreflecting decreased sales to other bottlers and changes in channel mix.
•Note that 0.1% positive revenue as opposed to 0.7% positive volume year-over-year
is from the impact of channel mix and revenue per case of each channel is projected
to be positive from the year earlier.

•For Healthcare & skincare business, we will strive to attain operating profits of 800
million yen almost at the same level as last year, while projecting revenue declines
year-over-year incorporating decreased sales of FOSHU products by Nippon
Supplement.

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•The chart on page 14 shows drivers of operating profits in the first quarter against theprevious year.
•We aim for gaining 1.5 billion yen, up by 100 million yen year-over-year in Coca-Colabusiness.
•Profits are expected to decrease by 200 million yen from volume declines in the highly
profitable Vending, while forecasting volume growth in Chain store. Even so, we aregoing to gain 300 million yen profits through revenue per case improvements.
•Meanwhile, we intend to continue “investing for future growth” raised in the 3-yearplans for this year as well. Costs are expected to increase by 500 million yen for a review
of HR system, restructuring of sales centers with objectives to reduce workload andoperation efficiency and others.
•Setting operating profits of Healthcare & skincare business close to the level of last year,
we aim to attain consolidated profit gains of 2.3 billion yen, up by 100 million yen yearover-year.
•That ends my briefing on performance forecasts for Coca-Cola West group’s first quarter.
•Lastly on CCBJI to be launched on April 1, Integration Steering Committee has moved
forward studies on CCBJI’s group organization, synergies to generate, future goals and soon, making good progress at present. We consider making an announcement to you all at
an appropriate timing.
•I would like to close my briefing here. Thank you very much for listening.

14•Good morning everyone, I’m Takagi.
•I will take you through commercial strategies from here on.

15• Firstly on volume plans by the channel and the brand for 2017.
• While incorporating a cyclic effect from last year’s good summer weather, we project 0.7%
positive volume year-over-year.
• By the channel, we expect growth particularly in Super market, Drug store and Discounter. By
the brand, we are going to expand sales by further strengthening “Georgia”, “Ayataka” and “I
Lohas” which continued to show good performances last year.

16•Here is the basic strategies in the 3-year management plan for Coca-Cola business.
•Among these 3 basic strategies for Growth, Efficiency and Structure, I will elaborate youon “Enhance profitability by ensured reinforcing existing business”, “Invest right capital(people, goods, cash)” and “Drive CSV” that would serve as pillars of commercial
strategies for 2017.

17•Firstly, I would like to brief you on “Reinforce the existing fields”.

18• We will ensure not to depend on selling methods to increase volume by lowering prices, asa way of “reinforcing the existing fields”.
• In Chain store, we implement initiatives to transform how we offer our products in raising
the price point of 2L PET, positioning Aquarius 2L PET as a main package, 1.25L PET as anentry and a trial package, offering the 1.25L at a new price range as a trigger.
• This is an extension of last year’s initiative that led to improvements of per case revenue
with Coca-Cola brand through deployment of Coca-Cola 1.5L PET as a main package and 1L
PET as an entry package.
• We also continue to reinforce price control of highly seasonal Aquarius during peak-season
and off-season as it succeeded in raising per case revenue last year.

• Even in non-sugar tea category, we endeavor to rationalize retail prices throughout the year
mainly with large-size package by bolstering activities to increase per case revenue.
• In Vending on the other hand, we are going to respond to consumer needs by extending
product lineup through deployment of high value-added and vending exclusive products aswell as by launching portfolio suitable for various locations.
• Additionally, we will work on expanding “Coke ON” enabled vending machines rolled out
last year with 60,000 units. As the 2nd Year, we scale with another 50,000 machines thisyear to enable 110,000 units in total from last year.

19•As another initiative to reinforce the existing fields, we will engage in “expanding regular
products”, “capturing PoC” and “gaining sales in low share market” with a theme of“expanding valuable PoC through effective use of new products and sales equipment”.
•For “expanding regular products”, we will scale deployment of products in growth categories
such as functional claim foods and FOSHU with “sparkling”, “non-sugar tea” and “water”,
while maintaining coverage of key products.
•For “capturing PoC”, we will expand in-store spaces focusing on sections with high sales
capabilities such as “Checkout”, “Deli” and “Liquor” besides regular shelf.
•For “gaining sales in low share market”, we will launch new products in areas where we have
not offered our products nor captured our share in a market already exists.
•In Vending, we are going to “capture prime locations”.
•While reinforcing new placement activities for high potential at work and major corporations,
we will strive to strengthen relations with customers headquartered in the metropolitan area
in collaborations with Coca-Cola East Japan.
•For targeting, we leverage external data that would lead to reinforcement of new placement
and introduce 30,000 new vending machines and 1,500 brewed coffee machines.

20•Next, I would like to brief you on our “challenges to new markets with customer-centric
perspective”.
•In addition to maintaining and raising per case revenue of existing products, we will
increase per case revenue and profits of brands in total by introducing products withhigh unit price and value addition where consumer needs are growing.
•We offer “Minute Maid Oishii Fruits Aojiru” that came into reality through collaborations
with Q’sai last December as a product of high unit price and value addition at 200 yen
per CAN, focusing on indoor vending machines.
•The post-launch status after approximately 2 months shows good trend of volume with
about 8,000 vending machines deployed, exceeding the plan already in the number ofvending installation. We will continue to work on the collaborations with Q’sai forgreater profits.
•In addition, we will take on a challenge to gain profitable share gains in new markets byenriching product lineup with high unit price and value addition such as“Karadameguricha Advance” in January, “I Lohas Amaou” in February and “Coca-ColaPlus” in March this year.

21•Now, let me give you some details on “expansion & advancement of RGM”.
•RGM is abbreviation of Revenue Growth Management and initiatives to expand profits
through revenue growth ahead of volume.

•We worked on this initiative by promoting compliance to “price guideline” and “guard
rail as the lowest cap of wholesale price” in Chain store last year.
•It’s fair to say that this initiative have taken root as we managed to achieve 100%
compliance with our negotiating customers.
•As issues also remained with complexity in conducting sales management by thepromotional type per customer and with activity assessment on the monthly basis
while we worked on enhancing revenue per case through improvement of mix by thepromotional type such as regular, discount and deep discount as a price guideline, we
are now going to work on this initiative by advancing the contents of management
indicators to match with the reality of sales, that is, from promotional-based
configuration to average per case revenue and from monthly tracking to quarterly, as
well as newly setting average per case guardrail.
•To be specific, we are going to operate this idea by setting quarterly average lower
limit by combining “sales scale of customers”, “key brands” and “key packages”.
•We aim to have success in raising both per case revenue and share through thisinitiative.

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•Next is on “Investing right capital (people, goods, cash)”.

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•In Chain store, we are going to plan and conduct promotions by clearly identifying returnon investments from the 3 perspectives in making investments, that is “to urge
customers to take initiatives”, “to encourage consumers to purchase” and “to areas withhigh growth”.
•As a contract renewal cycle with customers ends in 3 years for Vending, we thoroughly
worked on improving profitability with the 3 year span from 2015 as one of themilestones.
•Since this year marks the 3rd Year, we are going to conduct withdrawal of 22,500
unprofitable vending machines and improve conditions of unprofitable deals scheduled
for contract renewal this year as a turning point.

24•Lastly, let me take you through “driving CSV”.

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•CSV is short for Creating Shared Value and means common value creation, that is, to bothsolve social issues and achieve company growth.
•“Health”, “Environment” and “Communities” are set as our priority challenges in CSV.
•As specific sales activities in line with the 3 priorities, we are going to work on 4 areas of“Extension of product lineup and sales expansion of FOSHU and functionally claimed
foods”, “Promotion of energy-saving and HFC-free sales equipment”, “Children’s 110
Hotline” and “Watching VM”.
•I would like to elaborate you on “Watching VM” among these activities.

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•As I have already mentioned, currently we are working on expanding deployment of “CokeON” enabled vending machines.
•A business alliance is concluded between CQ Ventures invested by Coca-Cola West Group
with a next-generation marketing company “Unerry” as a first step of our attempt to add
new values to this “Coke ON” enabled vending machines.
•Unerry develops and operates a next-generation platform called “Beacon bank” thatutilizes a beacon installed on “Coke ON” enabled vending machines.
•Beacon is a system that realizes data communications with extremely low power between
beacon terminals and smartphones using Bluetooth and currently utilized by various
companies and organizations.
•With this “Beacon bank” that allows management of networked beacons of companies
and organizations on a single platform, we have conducted studies to lead the use of thisBeacon bank connecting with consumers, society and vending machines to create newvalue propositions.
•One of the initiatives is “Watching VM”.
•This is to take advantage of vending machines by installing a camera function or leveraging
Bluetooth to track movements of children or elderly as a safety measure for residents bycorporations or local organizations. We are seeking for other possibilities with “Coke ON”
enabled vending machines that would address challenges of local communities and society.
•We wish to make Coca-Cola West indispensable to society by connecting our activities toaddress social issues.
•I would like to close my briefing here.
•Thank you for listening.

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