Appendix〜Towards completion of "Sato Pyramid"〜
Mid-term management plan２

About "Sato Restaurant Systems" １０

Features

１３

Strength

１８

About our business categories ３０

Corporate Profile

５２

Mid-term management plan
〜Towards completion of "Sato Pyramid"〜2

Management policy
Management policy

SRS (Sato Restaurant Systems) aims to be therestaurant that brings the highest customer
satisfaction
Looking beyond the pursuit of sales and profit
Enriching people's lives
Improving the work environment
Responding to social and economic needs
Becoming an integral part of society

Mid-term management vision
prosper over
100 years tocomeSocial infrastructure

essential
3Mid-term management plan/policy

Towards completion of "Sato Pyramid"
Mid-term management plan/policy
SRS aims to be an essential social infrastructure andprosper over 100 years to come.
VisionSRS aims to be a respected industry leader by providing Japanesecuisine to people around the world.
overseas

more rapid restaurant
development

increasing
profitability

Taiwan, Indonesia andThailandbusiness expansion
turning to positive figure

continuous restaurant
development

increasing
profitability
restaurant
development withlower investment

enhanced integration
with CHOJIRO

4

What is "Sato Pyramid"?
Mid-term management plan

Towards completion of "Sato Pyramid"

What isSato Pyramid？？？

5

SRS group restaurants composition (current)

SRS group restaurants composition:
Diamond shapehighcurrent

diamond
shape

price
low

number of restaurants

6

SRS Group restaurants composition Evolution phase 1: Near-future shape

Diamond shape to pyramid
shape
high

Evolution phase 1
Near-future shapecurrent

pricebroader-based pyramid shapediamondshapepyramid shape

Number ofrestaurants

fast-casual

low price zone
fast-casualfast-casual

more restaurants
newly opened
7

Sato Pyramid: Near-future shape

Pyramid

Near-future shape8Sato Pyramid - Evolution phase 2: Evolved shape

Further broader-based Sato Pyramid
low price zone
fast-casualfast-casual

more restaurants
newly opened
Near-future
shape

Evolution phase 2

Evolvedshapeno change in price zone
Sato Pyramid

fast-casualbroader-based pyramidshapefurthermore restaurants

broader-based pyramidshape
9About "Sato Restaurant Systems"

10About "Sato Restaurant Systems"

Succeeded in integrating Japanese food with chain
restaurant management
Succeeded

１

55 years in businesstechniques

once said difficult...

Chain style Japaneserestaurants

accumulation

Japanesefood

Western foodcategory

integration

acquisition

mass stores operation

Succeeded２

popularization

Traditional Japanese
evolution
cuisinedevelopment

Familiar JapanesefoodRealized

３

Mass merchandisingsystemPromoting４

safe

affordable
price

high
qualitystablesupplylaborsaving

active promotion

Mechanization

Mass merchandising system
A mechanism in which, by designing andcontrolling whole range of process of products
flow from raw material to eventual fullconsumption, it becomes possible to purchasesafer materials with more cost merit, thereby
providing customers with various dishes ataffordable prices.

Japanesefoodmore stable quality

table restaurant

more profitability (up to
the limit)
cooking professional
is NOT required

We always aim for the lowest price zone.
11About "Sato Restaurant Systems"

External environment & Business reform

1st restaurant inIndonesia opened

1st restaurant inThailand opened
1st Nabe Sato
restaurant in Taiwan
opened

Sep.

Oct.

Mar.

Jul.

Jun.

Feb.

Apr.

Jul.
Business reform
startednon-boiling noodle
cookerSato-Shabu debut

Mobile Club
Kids Club created

Plastic chopsticks
adoptedTwo types of soup in
one pot adopted
Microwave ricecooker adopted

Sato-Shabu premium
course started

Miso-soup dispenser
adoptedSoup stock dispenser
adoptedPOS/OES updated

iPad adopted
1 way operation
adoptedIn-store PC adopted

Store support system
adoptedTOS entirely adopted

Logistics integration
with Foodsnet Corp.

Foodsnet Corp.
became a subsidiaryApr.

1st Katsuya
restaurant opened

Int. env.

1st restaurant in
Taiwan opened

Capital increase
HQ. relocated

Aug.

Sep.
1st Santen
restaurant opened

Jul.

Sep.
Commodities
Center disposed

Jun.

Business reform

Mar.

Jul.
Nov.

Consumption tax
rate rose to 8%

Abe Cabinet
establishedGreat East
Japan Earthquake

Lehman's collapse

Ext. env.

Oct.

Aug. Nov. Jan.

Oct.
Mar.
Oct.

Apr.
Dec.
Mar.
Sep.

FY2014FY2013
FY2012FY2011FY2010FY2009FY200812

Features

13

Features

Largest number of restaurants in Japanese food family restaurants
Largest number of restaurants inJapanese food family restaurants

１

198 restaurants

Group total: 329 restaurants (as of March 31, 2015)

No.1 in the trade

Sato（198）Sushihan（14） Santen（12） Katsuya (direct)（12）Katsuya (FC)（11）
CHOJIRO(52) Miyakobito (direct)（1）Miyakobito (FC)（20）CHUJIRO（3）Overseas（6）specialized in Japanese food２

Major 5categories

３

M&A

４

Overseasdevelopment

５

Kitchencapabilities

６

Purchase &development
capabilities

Japanese food family
restaurant

mainly Sushi & Nabe(pan)

Tendon &Tempuragourmet Sushigo-round

Katsudon &Tonkatsu (porkcutlet)gourmet Sushi-go-round 「"Nigiri CHOJIRO"」
Foodsnet Corporation became a subsidiary.(Jul., 2013)

TaiwanIndonesia

Joint ventures have been established withlarge local companies.
Thailand

Seeking streamlined kitchen operations
By carrying out purchase & development activities on our own
accounts worldwide, a mechanism has been built up in which safer
and carefully selected foodstuff can be obtained stably.

We always
aim for thelowest price
zone.
14

Features

Ranking of number of Japanese food family restaurants
198

Sato Restaurant Systems Group(as of Mar. 31, 2015)

Skylark Group176(as of Mar. 31, 2015)

152

Zensho Holdings(as of Apr. 30, 2015)

Sagami Chain128(as of Dec. 31, 2014)

Tonden113(as of Nov. 25, 2013)

79

Sagami Chain(as of Mar. 31, 2013)75

KR Food Service(as of Mar. 31, 2015)

Skylark Group51(as of Mar. 31, 2015)

Source: their respective HP
15

Features

Distribution map of Japanese food family restaurants
Skylark in Kanto area, Sagami Group in Tokai area, and Sato Restaurant Systems in Kansai area hold thelargest shares, respectively.
160

150

96
118
91

57

51

50

40

Source: theirrespective HP

40

21

25
11

Kansai

Tokai

Kanto
16

FeaturesYear-on-year comparison of sales at existing Washoku Sato restaurants,
and Sato-Shabu
5 million orders

110.0%
YOY comparison of sales at existing restaurants
left axis

104.3%

105.0%

102.9%

102.6%
100.3%

100.0%
Lehman's
collapse

95.0%

94.6%
Sato-Shabu Premium
Debut

92.4%

Sato-Shabu
Debut

90.0%

85.0%

inc
p
e
e
ts k rnuoaer c ery ye
d
r
O
ev
10%

han

g by
n
i
s
rea

et
mor

80.0%
FY03/2009

FY03/2010

FY03/2011

FY03/2012

FY03/2013

FY03/2014

Sato-Shabu order counts

99.8%
Sato-Shabu
exceeded 2.5 million
orders per year
2,889,259
orders

FY03/201517

Strength18

Strength: Brand power

Sato is overwhelmingly famous in
Kansai area
Brand power

overwhelmingly
famous in Kansai area

19

Strength: Restaurant development capabilities

Specializing in Japanese food enables
multi-restaurant operation
Restaurant development
capabilities
Specializing
in Japanese
food

Narrow-focusedcommodities
systemization
outsourcing

multirestaurants

multi・・・・・・・・
多店舗
restaurants
・・・・・

restaurants

low breakeven point
We always
aim for thelowest pricezone.

multi・・・・・・
restaurants
・・・・・・

20

Strength: High productivity (kitchen capabilities)

Seeking streamlined kitchen operations
Kitchencapabilities

Least waiting time means
maximum service

kitchen capability ①

Mechanization

Simplification

non-boiling noodle cooker
microwave rice cooker
miso-soup dispenser
soup stock dispenser

pre-processed foodstuff(knives are NOT required)

kitchen capability②

laborsaving
more profitability
streamlined kitchen
maximizing floor area

Systemization
stabilization
updating POS/OES
adopting TOS(table order system)

cooking professional is NOT required
low labor costHigh
productivity
Japan
ese
food

table restaurant

We always
aim for thelowest pricezone.
craftsman is NOT required
Supreme Tempura cooked
by nonprofessional
21

Strength: Purchase & development capabilities

Purchase & development activities on
our own accounts
By carrying out purchase & development activities on our own accounts worldwide, a mechanism
has been built up in which safer and carefully selected foodstuff can be obtained stably.

Purchase &development capabilities
Vertical merchandising<Steps ofcommodification plan>① procure raw materials

worldwide

commodification plan
centralized inhouse control②process④sell at restaurants

direct purchasepurchase/quality/pricestable③distributedesigncontroltaking total
risk(examples)
prawn
eel
Hijiki seaweed
grated radish

in-house safety control

safe

We deliver safe and delicious
foods stably at affordable prices.
22

Strength: Price zone hedging capabilities

Risk hedge at low to middle price zone
specializing inJapanese foodover ¥2,000

insusceptible to economic
fluctuation

Various choices among
SRS group restaurants
meeting customers' needs

averagespendingaround ¥2,300

averagespending¥1,900 ~ ¥2,000

averagespending¥1,200 ~ ¥1,300

averagespending¥700 ~ ¥800

averagespendingaround ¥550

¥1,000 ~ ¥2,000¥1,000¥500 ~ ¥1,000¥500

covering each price zone

¥2,000Price zone hedging
capabilities

23

Position map by categories

Promoting mechanization
to reduce labor burden of cooking
at each restaurant
Realized
services with least
waiting time
more stable quality
lower prices

enhancingfast-casualcooking method

low
price

labor-intensive

mechanization/systemization

high
price

24

高い

Strength: High productivity (total cost reduction)

Total cost reduction realized highproductivity
RealizedHigh
productivity

Total cost reduction

restaurant
operationbusinessreformcooking flow

as less staff as possible

Higherproductivity

materials/
commodities/
logistics

25

Market environment"Fast-casual" category is the promising one
Market size

Today

Food service industry as a whole: atthe level of 23 trillion yen
restaurants: about 12.5 trillion yen

Source: Foodservice Industry
Research Institutepromising category

Fast-casual restaurants
An intermediate category between fast-food restaurants andfamily restaurants, which realizes equivalent level of taste asconventional restaurants while delivering quick andaffordable commodities

Future26

Our approach to Safety & Relief• The largest chains of Japanese food family restaurants• As for raw materials, not only quality but also their surrounding environment (e.g. soil, water) and transportmode to factories are checked"Declaration of Relief"
In order to provide safe and delicious dishes to our customers, intensive quality
control is carried out in every step from raw materials procurement, processing,
distribution and through to in-store cooking.
Please feel relieved to enjoy happy time.

① Procurement② Manufacturing③ Distribution

Not to mention Japan,
from all over the world
we procure reliable
foodstuff only.

Materials are carefully
processed at designatedfactories meeting our own
criteria.

Materials are transported
always under the best
conditions with temperature
strictly controlled.

⑥ Serving⑤ Cooking④ Inspection

Our paramount mission isto serve our customers
with safe and delicious
dishes.

Detailed manuals are
specified and implemented,
from how to wash hands,
foodstuff management, tocleaning cooking utensils.

Sanitary conditions in our
restaurants are inspectedby the HQ with no notice,
and are strictly controlled.

27

Improvement of working environment• About 300 non-regular employees were turned toregular employment.
• Since April, 2015, personnel system has been modified
so that our employees could shift their ways to work inaccord with their willingness to work.

• Since April, 2015, minute-by-minute staff
attendance management has started upon adoptionof the system for using vein authentication
terminals.
• Rate of taking one-week holidays reached 100%.

28

Response to inbound visitors.
Transition of foreign tourists visiting Japan (2003 - 2013)• Increase in foreign tourists visiting Japan, in thecontext of "Washoku" registered as intangible
cultural heritage.
• In 2014, number of foreign tourists visiting Japanexceeded 13 million.
• It is expected to reach 20 million before theforthcoming Tokyo Olympic.

Source: www.nippon.com• Adoption of touch panel system at every restaurant
completed in July, 2014.
• There is a plan to adopt English version by
October, 2015.

29

About our business categories

30

Category ①: Washoku Sato
The largest brand of SRS group
Extremely popular for its "Sato-Shabu" (allyou-can-eat style Shabu-Shabu)
Features• One of Japan's largest chains of family
restaurants for Japanese food
• Many are located on main roads in the suburbs;
some are in shopping centers• Serving Japanese meals, such as nabe (hotpot), rice bowl dishes, and noodles atreasonable prices• Realizing low-cost operation
198 restaurants
Number of (118 in Kansai, 40 in Chubu, 40 inrestaurants Kanto areas)
Averagespending¥1,200 ~ ¥1,300

Strategies• Further cost reduction in opening newrestaurants• Scrap & build to enhance profitability• Further evolution of "Sato-Shabu" andestablishing another core menu following "SatoShabu"• Adopting "table order system" at every
restaurant
31

Category ②: Sushihan

Starting brand of SRS groupServing traditional Japanese cuisine
mainly in Osaka City
Features• Focused on Nabe & Sushi, making full use of
seasonal materials, taste of Dashi soup stock andcraftsmanship• Every restaurant provides Zashiki (Japanese styleroom), useful for large & small parties, Buddhist
memorial service and celebration• Fresh centers enable more stable quality of raw
materials• More freshness of foodstuff and more on-site
productivity• Home delivery service
Number of Houzenji Sushihan main restaurant: 1
restaurants Sushihan: 13 restaurants
Averagespending
Strategies¥1,900 ~ ¥2,000
More on-site productivity by making
use of fresh centers
32

Category ③: Santen
Tendon & Tempura Honpo"Santen"Supreme Tempura
cooked bynonprofessional

While committing to genuine Tempura,realizing thorough systemization toprovide "Quick, Low-price and Sizzling"
Tendon & Tempura

1st restaurant opened in August, 2012
Features• Fast-casual restaurants, a growing
category• New category that is developed
internally• Prawn Tendon (Tempura Bowl), theprincipal item, is served at 390 yen• Thorough systemization and low-cost
operation

Number of Directly-managed: 12 restaurants
restaurants
Averagespendingaround ¥550

Strategies• Building up brand value• Actively opening new directly-managed
restaurants• FC development
33

Category ④: Nigiri CHOJIROGenuine-oriented gourmet Sushi-go-round

July, 2013
Foodsnet Corporation became awholly-owned subsidiary.
Features• Established brand image mainly in Kansai area
• Top brand of Kansai area as gourmet Sushi-go-roundrestaurants• Wide variety of restaurant development(large, mid-size, small-size and roadside restaurants)• Home delivery style Sushi restaurants are also
developing
Number of Nigiri CHOJIRO: 52 restaurants
restaurants Home delivery style Sushi: 24 shops
Averagespendingaround ¥2,300

Strategies• Continuously opening new restaurants• Creating synergies with other categories of SRS groupfor purchase/logistics• Craftsman training (Omotenashi Dojo (hospitality
training))

34

Category ⑤: Katsuya

October, 2010
Sato Arcland Food Service Co., Ltd. wasestablished by joint investment with Arcland
Service Co., Ltd. (SRS contributes 51%).

Crispy, tender and big portion of
pork cutlet

Features• Developing direct restaurants and FC restaurants in Kansai area
• Simple operation (narrow-focused foodstuff, cooking method andnumber of commodities)
Serving total 17 menu items made of principal 5 items of foodstuff• Fair: Fair items are promoted monthly
Price cut campaign of regular menu items once in 2 months• Overwhelming volume impression

Number ofrestaurants

Directly-managed: 12 restaurants
FC : 11 restaurants

Averagespending¥700 ~ ¥800

Strategies• Actively developing takeout items
and delivery service• Accelerated opening newrestaurants• Full-blown FC development
35

Domestic development• Based in Kansai, and expanded to Chukyo area and Tokyo
metropolitan area
• Creating logistics synergy with Foodsnet Corp.

Washoku Sato
Nigiri CHOJIRO

36

Overseas business development

37

Overseas business history

Jul. 2008

1st restaurant in Shanghai opened(Shanghai City)→but closed later

Oct. 2010 1st restaurant in Taiwan opened(in Hankyu department store)
Joint venture with President Chain Store Corp.
Apr. 2013 2nd restaurant in Taiwan opened(Tamsui branch)
Sep. 2013 1st restaurant in Indonesia opened(Central Park branch)
Joint venture with PT. INDOMARCO PRISMATAMA (Indomaret)
Sep. 2014 New category of hot pot for one-person "Nabe Sato" opened in Taiwan(Kangning branch)
Oct. 2014 1st restaurant in Thailand opened(J-Park branch)
Joint venture with Nippon Tei and Saha GroupFeb. 2015 "Nabe Sato" Jinshan branch opened

Number of restaurants 4 in Taiwan 1 in Indonesia 1 in Thailand

38

高い

Taiwan39

高い

Taiwan40

高い

Taiwan41

高い

Taiwan42

高いIndonesia43高いIndonesia44

高いIndonesia45高いThailandIn THAILAND

46

高い

ThailandIn THAILAND

47

高い

ThailandIn THAILAND

48

Overseas business ①
Aiming for "realizing Japanese restaurants where as many people as possible
worldwide could enjoy genuine Japanese cuisine at reasonable prices."
TaiwanIndonesia
Joint venture
PT.INDOMARCOPRISMATAMA

September, 2013: 1st restaurant started up (Jakarta)
Strategies

・Establishing business base in Indonesia
・Expanding sales network for lunchbox
in Indonesia

Joint venture
President Chain Restaurant Corporation

October, 2010: 1st restaurant started up in Hankyu
department restaurant (Taipei)
April, 2013: 2nd restaurant started up in Danshui
District (newly-established residential area)
September, 2014: Hot pot for one-person, "NabeSato" opened
New category

Strategies

・More restaurants
operated in Taiwan

49

Overseas business ②

In 2014, Sato expanded to the 3rd
overseas, Thailand"We will contribute to rich cuisine culture by delivering genuine Japanese cuisine atreasonable price zone to more and more people in Thailand."Thailand【Joint venture】
Nippon Tei Group & Saha Group
August, 2014

Joint venture established

October, 2014

Washoku Sato
1st restaurant opened (J-Park branch)【Strategies】
8 Washoku Sato
restaurants within
5 years

Further
expansion
50

Meotozenzai
Founded in 1883
A famous brand inheriting culinary tradition of ordinary people of
Osaka, located on the 1st floor of Houzenji main restaurant
Now rapidly gaining popularity, thanks to the same-named NHK
drama program "Meotozenzai"(August - September, 2013)51

Corporate Profile52

Corporate Profile

Registered Name
Headquarters
Established
Paid in Capital
Employees

Stock Listing

Sato Restaurant Systems Co., Ltd.
30F Osaka Kokusai Building,
2-3-13, Azuchi-machi, Chuo-ku, Osaka-City, OSAKA, 541-0052
August 27, 1968
¥6,361,750,000
1,138 (consolidated),Part-time and temporary employees: 9,185 (consolidated)(as of Mar. 31, 2015)
Listed on Tokyo Securities Exchange, First Section
Shareholders: 15,920(as of Mar. 31, 2015)

Subsidiaries Foodsnet Corporation (Nigiri CHOJIRO, Nigiri CHUJIRO, Miyakobito)
Sato Arcland Food Service Co., Ltd. (Katsuya)
Space Supply Co., Ltd. (real estate management)
Affiliates President Sato Co., Ltd. (Taiwan)
PT. Indosato Jaya Makmur Co., Ltd. (Indonesia)
Nippon Tei Sato Co., Ltd. 'Thailand)

53

History of transition (corporate development and number of restaurants)
1970

early 1990's

Osaka EXPO

１９６０ １９７０

１９８０

１９９０ ２０００

Start-up Established→ Growth ①

２００4

２００５〜２０１３

2005

Abandoned Western food andfocused on Japanese food

1st structuralreform209

200
restaurants

1981

137

100

211

2006

10 1st Washoku
Sato in Thailand
opened

2013
211

221

211
1998

1984
Listed on 2nd section of the Osaka
Securities ExchangeNew
category

1978
1st Western food restaurant opened
exceeding 100 restaurants at peak

1974
Renamed to Sato Co., Ltd.

1958

2014

New
9 3rd restaurant
Renamed to Sato Restaurant
categoryin Taiwan opened
Systems Co., Ltd.
Hot pot for oneSusumu Shigesato, founder president, passed away
person "Guo1993 Yoshitaka Shigesato took office as president
Shan Dou"
2013
Designated as 1st section
M&A
1989 brand of the Osaka
7 Acquired 100% of outstanding shares of
Securities Exchange
Foodsnet Corporation (Nigiri CHOJIRO and others)
1985
7 Moved to 1st section of the Tokyo Securities
1st Washoku Sato suburban
Exchange
restaurant opened in
9 Opened 1st restaurant in Indonesia
Kashihara City (Nara Pref.)restaurants

Started "Hozenji
Sushihan"Mar. 31, 2015

Nigiri CHOJIRO
increased by 50
restaurants

252

1991

Growth ③ and the future

329restaurants

Outsourced manufacturing

2005

209

２０１４

2011

restaurants

1990年

Lehman's collapse

Structural reform / Business reform /new category development

Growth ②

1997〜2002

300

2008

Bubble burst

1968
Established Amagasaki"Sushihan Honten"

FCbusiness2012
8 1st restaurant of Tendon & Tempura Honpo "Santen"
10 Outsourced manufacturing
11 Head office moved to Chuo-ku, Osaka-City2010
10 Established Sato-Arcland Food Service Co., Ltd.
(running "Katsuya")
Numbers include FC
11 1st restaurant of Katsuya
and overseas
10 Opened 1st restaurant in Taiwan

NOTE: Numbers include FC and overseas

54

Risk factors and measures
SRS group makes use of risk management for our day-to-day
corporate management.
Sales fluctuation
MeasureAccelerated opening new restaurants of "Katsuya" and "Santen", both of which are fast-casualrestaurants insusceptible to economic fluctuation.
"Washoku Sato" aims for enhancing its profitability up to the limit and for the lowest price zone.

Competition
MeasureTaking customers satisfaction as a motto, while planning affordable commodities in terms of price,
quality and quantity.
Stable capabilities of procuring principal raw materials and kitchen capability always seeking
streamlining.

Profit dispersion
MeasureSales dependency on the main category "Washoku Sato" declined from 90% to around 65%, due toacquisition of Foodsnet Corporation.
Actively developing the fast-casual restaurants of "Santen" and "Katsuya", thereby facilitating further
dispersion.

Food safety
MeasureIntensive quality control is carried out in every step from raw materials procurement, processing,
distribution and through to in-store cooking.
Ensuring hand-washing and health status check at every restaurant, and more prompt reporting of
bad health by means of workflow.

Purchase price and stable procurement
MeasurePromoting purchase & development capabilities (e.g. direct purchase of foodstuff) and "verticalmerchandising".
(examples) prawn, eel, Hijiki seaweed and grated radish
55

Human resource education

Manpower makes a company
SRS group has put its effort into fostering/reinforcing humanresource as its paramount agenda.

Recommencing the educator scheme
With respect to education plan for the entire company organization, to assign a
responsible person for supervising the plan in a centralized manner and, under a uniform
education scheme, to promote fostering human resource with focus on educating
candidates for executive positions.
Enhancing internal/external seminars
For discovering talented personnel and utilizing human resource, actively making use of
in-house seminar inviting outside lecturer and of various external seminars, according tosuch as hierarchy, age and roles.
Considering dispatching employees to graduate schools
Depending on the educational objective, fostering professional staff and candidates for
executive positions by making use of external education curriculum, beyond inheriting
internal know-how.
Enhancing job-rotation
Towards accomplishing the new mid-term management plan, and under a uniform
education scheme, carrying out well-planned staff assignment with a long-range
viewpoint, with an aim to foster a large number of specialists.

56

Shareholder composition

Total number of outstanding shares: 28,209,080 shares
Shareholders: 15,920(as of Mar. 31, 2015)(thousandshares)Yoshitaka Shigesato

2,530

Yuriko Shigesato

2,500

The Bank of Tokyo-Mitsubishi UFJ, Ltd.

1,199

Number of foreign-owned shares:％
527,200 shares 1.8%
Number of shares owned by the special
9.0
few: 9,259,680 shares 32.8%
8.9 Number of floating shares: 15,920,248
shares 56.4%
4.3

Japan Trustee Services Bank, Ltd.

835

3.0

Kirin Brewery Co., Ltd.

600

2.1

Japan Trustee Services Bank, Ltd.

499

1.8

Key Coﬀee, Inc.

308

1.1

Sato Restaurant Systems Employees Stock Ownership

250

0.9

Mizuho Bank, Ltd.

235

0.8

Sompo Japan Nipponkoa Insurance, Inc.

210

0.7

19,043

67.4

OthersOthers
67.4%

57

Contact
Sato Restaurant Systems Co., Ltd.
Corporate Planning Division（Tanaka, Okamoto, Okada）

TEL: +81-6-7709-9977
email: 873@sato-rs.jp

Earnings forecasts and other descriptions concerning the future contained in this document are based on
information currently available to the Company. This includes largely uncertain elements and therefore
actual business performance and other elements may differ substantially due to various factors. We would
appreciate that you should understand the abovementioned presumptions and make decisions on any
investment according to your own judgement.