Summary of Results for FY2019

Lawson, Inc.
April 10, 2020

Copyright (c) 2020 Lawson, Inc. All rights reserved.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

Financial Results for FY2019
Satoshi Nakaniwa
Executive Managing Officer
Chief Financial Officer
Lawson, Inc.
Copyright (c) 2020 Lawson, Inc. All rights reserved.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

FY2019 Consolidated Financial Results
FY2018(Billions of yen)Act

FY2019Acty/yv. PlanOperating income

60.8

62.9

+2.1

+2.1

Ordinary income

57.7

56.3

- 1.3

+1.8

Net income

25.5

20.1

- 5.4

+2.1

Same store sales (y/y)

99.5%

100.1%+0.6pt

-0.4%pt

Gross profit margin

31.2%

31.3%

+0.1pt±0.0％(Non-consolidated)(excl. Lawson Store 100)(v. initial plan -0.1pt.%)

No. of CVS stores (Japan)

14,65914,444-215-15

1. Consolidated operating income 62.9 billion yen (+2.1 billion yen y/y, v. plan)(1) y/y change: In the Japan CVS business, operating income decreased due to an increase in SG&A costs, including the cost for supporting franchised
stores and IT costs, despite the effect of low-profit store reorganization and a decrease in the cost of supporting the disposal of
franchised stores. On a consolidated basis, however, operating income increased due to favorable results at group subsidiary companies.
(2) v. plan: Loss on plan: In the Japan CVS business, same store sales fell short of plan, but on a consolidated basis operating income also outstripped
plan on strong performance at group subsidiaries.
2. Consolidated net income 20.1 billion yen (-5.4 billion yen y/y, +2.1 billion yen v. plan)(1) y/y change: Profit decreased due to an increase in losses in line with an increase in the number of store closures for reorganization.
(2) v. plan: Higher than plan due to an excess of expected operating income.
3. Same-store sales (y/y) 100.1% Breakdown: no. of customers (y/y) 98.4%, spending per customer (y/y) 101.7%
Copyright (c) 2020 Lawson, Inc. All rights reserved.

3

FY2019 Initiatives Review
FY2019(Billion of yen)

Operating income

Various measures

Plan

ActualDifference

60.8

62.9

+2.1

Initiatives taken and progress madePlan (y/y)

ActualDiff.

Improve daily sales,
GPM, etc.

 Reduced waste losses and costs at stores, but both same store
sales 100.1% y/y and gross profit margin(GPM) 31.3% were below
initial plan. GPM fell short due to lower than plan in 1H.

+40

+25

-15

Reorganize/close lowprofitability stores Closed 769 stores, more than the planned 750 closures.

+20

+20

±0

Group subsidiaries
contributions

 Strong performance from Seijo Ishii and Entertainment-related
businesses.
 Finance business, the planned A&P cost has not been fully incurred.

±0

+30

+30

IT costs

 Depreciation of the new POS cash registers with automatic change
machines introduced in FY18.
 Completed the introduction of a new store computer.

-40

-40

±0

Countermeasures(including tight-labor
supply) Introduction of MACHI café machine (self-service) and self-service
FF furniture, etc., but some measures have not yet been taken.

-20

-15

+5

±0

+20

+20

Total

*Financial image rounded to the nearest 0.5 billion yen for clear viewing
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4

FY2020 Full-year Plan (Lawson parent, Group companies)(Billion of yen)

Consolidated operating income

FY2020Plan

FY2019Actual-62.9

Lawson parent

-

44.7

Seijo Ishii-

9.1

Lawson Entertainment-

2.3

United Cinemas-

3.4

Consolidated net income

-

20.1

Dividends per share-

150 yenMain company operations

The worldwide expansion of the COVID-19 has had a significant impact on Lawson group’s businessenvironment in Japan and overseas.
The Group‘s business domains are diverse both in Japan and overseas, and it is currently difficult toreasonably calculate financial forecasts. Therefore, FY2020 plan has not been determined yet.
We will promptly disclose the plan when it becomes possible to calculate the forecast.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

5

COVID-19 Impact on Lawson Group
Business segment

Latest situation （preliminary report basis）
 Same store sales(LAWSON,: - 5.2% y/y（customer visits - 7.7%, customer spend +2.7%)(LAWSON, NATURAL LAWSON）： - 5.8% y/y(customer visits - 8.0%, customer spend +2.4%)(LAWSON STORE 100)：+4.3% y/y（customer visits - 2.9%, customer spend +7.4%)
NATURAL LAWSON, LAWSON STORE 100)

Japan CVS

Seijo Ishii

 Same store sales：+0.7%(customer visits - 10.2%, customer spend +12.2%)

Entertainment Ticket sales
 Cinema attendance：down approx. 50%：down approx. 60%

Financial services

 Number of ATM transactions：down slightly

Other operations

 Same store sales (Shanghai): down approx. 10% y/y

Copyright (c) 2020 Lawson, Inc. All rights reserved.

6

FY2019 Review
FY2020 Initiatives
Sadanobu Takemasu
President and CEO
Representative Director
Chairman of the Board
Lawson, Inc.
Copyright (c) 2020 Lawson, Inc. All rights reserved.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

Lawson's Ultimate Goals
In thefutureThe No.1 recommendationfrom all customers

Promise 1

Promise 2

Superior
taste

Human
kindness

Promise 3
Environmental(machi)friendlinessInspire franchise
store work and employees
Copyright (c) 2020 Lawson, Inc. All rights reserved.

8

FY2019 Initiatives Review ① : Realized Franchise Store Profits Up
Sales up/disposal down ⇒ Franchise store profits up
Daily sales(evening/nighttime)

Daily sales(all day)

y/y

y/y

99.7%

100.1%※ Daily sales and disposal amounts per day/store※ Evening/nighttime (17:00-24:00)

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Fooddisposaly/yFranchise store profitsy/y % change

90.0%

Per store

Per owner

9

FY2019 Initiatives Review ②: Employees’ Satisfaction Reform
Basic policy: Building employees' satisfaction
VisionEstablished new action guideline
Lawson’s Way (Action guideline)【Group philosophy】
Creating Happiness and Harmony in Our
Communities【Vision】
Our goal is to become the hub of refreshment inevery community.
【Lawson‘s Way（Action Guideline）】
1. Create stores filled with the best smile in town.
2. Speak out your ideas to take action.
3. Enjoy your challenge.
4. Value your friends to become one.
5. Act in good faith.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

Communication
Introduction of Business Chat:
Teams throughout the Company

10Realizing Three Promises
All customers
No.1
Superior taste More delicious original

products

 Strengthen productdevelopment by area

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Three promises are essential
Human kindness
 Tasteful and healthy

challenges
 Reduced salt
 Low-sugar Additive-free Management support for
franchised stores
 Strengthening support
 More communication
 More labor saving

Environmental
friendliness Achieving SDGs 2030

Annual Target Reducing food loss Plastic reduction
 Reduce plastic bags
 Reduction of CO2
emissions11

FY2019 Initiatives Review ③: Digital Technology for Labor Saving
Promotion of using digital technology
to reduce labor time and personnel
Self-cash
registers

Self-service
equipment

Mid-night unmanned
store trial

Introduced at all storesSelf-service over-the-counter fast foodExperiment at
two stores in Japan

Operating at approx. 2,000 stores
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12

FY2019 Consolidated Results(Billions of yen)

FY2018Actual

FY2019Actualy/ychangeratio

v. planOperating income

60.8

62.9

+2.1

+3.6%

+2.1

Ordinary income

57.7

56.3

-1.3

-2.3%

+1.8

Net income

25.5

20.1

-5.4

-21.4%+2.1

Japan’s Convenience Store Business: Same store sales y/y 100.1% (+0.6%pt)

Copyright (c) 2020 Lawson, Inc. All rights reserved.

13

FY2020 Lawson's Ultimate Goals
FY2020
onwardThe No.1 recommendationfrom all customers

Promise 1

Promise 2

Superior
taste

Human
kindness

Promise 3
Environmental(machi)friendlinessInspire franchise
store work and employees
Copyright (c) 2020 Lawson, Inc. All rights reserved.

14

Lawson's Overview of Support to Franchise Owners
Major support for owners

Support for each store
Major Existing Support Items

Management
Owner

Multi-store management incentives

Approx. 200
MOs certified
Multistore
management

Management of
two or more stores
Approx. 2,600

MO grade management incentives

Cn
Contractstore• Half of the electricity• Partial burden of
disposal losses

New
stores• Merchandise assortment• crew recruitment

Othersstores• Merchandise assortment
and sales promotion• In store kitchen support
fund• Store operation
assistance fund• Healthcare incentives• Others

Certification
Multi-store
management
Increase of skill

Increase in number of stores:
incentive to multiple
management

Managementof one store

Approx. 3,700

As of the end ofJanuary 2020

Store profits
SupportManagement
Skill improvement

Owner candidate

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Additional support
for FY2020

15

Lawson‘s Initiatives to Support Franchise Stores -Short-term
Store profits
supportSupport of 40,000 yen/month for approx. 1,200 stores withlow profitability through single store management• Selected based on franchise store
income over past one year

• Limited to one year

If achieving multi-store
management within one year
Short
PeriodSupportMultiplestoressupportSupport of 40,000 yen/month extended for two years+ 1.5 million yen as an incentive(industry's largest)

Revival of Owner Support System

Personnel
support

Copyright (c) 2020 Lawson, Inc. All rights reserved.

HQ support to owner's leave+• Nationwide network with 7 bases• Assigning 70 full-time employees
Lawson Staff, Inc.
Coverage area

<Present>
16 areas
nationwide
22 bases= Under the new system
Coverage area16

Lawson‘s Initiatives to Support Franchise Stores –Mid- to Long-Term Reliable operation starts from stores with visible
management figures

Matching contracts

×

MediumLong
PeriodSupportNew
properties toopen stores

Newly added
Owner

○

Existing
Owner

10-year contract

5-yearcontract

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Companyoperated storesFranchised
stores Management foundation
 Fixed daily sales
 Crew takeover(return store)

A new property store will be selected,
only when the owner wishes to operate.

 Supporting Challenges

Selectivity system
Add.l

Existing stores

Change of form

Contract period
Current

Existing stores

 Easy to challenge
5-year contract underconsideration

Details such as charge
rate are under design

Storemanagertraining
support HQ supports training of store
managers for multiple store
management

17

Recommend Multiple Store Management
Steady rise in multi-store management
Ratio of owners operating multiple stores※ Multi-store owner/total owners (persons)

45%

OthersSingle store owners
Approx. 3,700 stores

Multi-store owners
Approx. 9,900 stores(including about 2,000
management owners)

7 years ago
About 30%

Approx. 13,700 stores(excluding LS100, as of the end of February 2020)

FY2015FY2016FY2017FY2018FY2019* As of the end of February 2020

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18

Review of HQ Evaluation Standards
First priority at the HQ = franchise store profit

Using store profit for the
HQ’s evaluating targets

Sales
Gross profit margin

Aware three major
cost reductions
 Disposal loss Personnel expenses
 Utility expenses
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19

Realizing Three Promises
All customers
No.1
Superior taste
FF: Gubo (GU-BO)
Dessert:Three promises are essential
Human kindness

Environmental
friendliness① 5 additive-free (synthetic coloring, flavors, etc.)

Change to paper cup② First private brand skin care cosmetics

Overwhelmingly reduced of plasticBrûlée, soufflé

Boxed meals

Reduction of plastic
consumption andpaper packaging
Non-use of salt and chemical seasonings
Darle Curry & Coconut Chicken Curry of Brown Rice:550 yen

Copyright (c) 2020 Lawson, Inc. All rights reserved.

In conjunction with new productlaunches/renewals, packagechanges

20

Marketing in 2020
Appeal three promises
in the new marketing
Digital instantlottery

Smartphone app
RenewalVariety of payment

Introduce sales
promotions by area(sequentially)* Example of FY19 Aomori Experiments

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21

Integration of Point Systems
From May onward, au points and Ponta points will be common points
Develop data marketing utilizing membership base and create new businesses
Close and more personalized services
to each individual customer

Mutual use of more than
1.7 million places

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Cooperation with payment services

Service deployment
by leveraging our nationwide
network of brick-and-mortar stores
Ponta members: 93.73 million
Number of affiliated stores: 220,000
Number of partner companies and brands:
128 companies, 183 brands

22

Growth as a groupJapan CVSEntertainment

Seijo Ishii

Financial services

GlobalChina
Shanghai, Chongqing, Dalian, Beijing, Wuhan,
Nanjing, Gobi, Cheung River, and ShenyangSoutheast Asia
Indonesia, Thailand, Philippines + α

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23

Activities of SDGs Committees
Board of Directors

Board of Auditors

President

Executive Committee

SDGs Committees
Main Board Members

Secretariat

Based on our corporate philosophy “Creating Happiness andHarmony in our Communities,” the Lawson Group strives torealize three promises and achieve sustainable growth withdue consideration of SDGs.
※ Three promises : Superior taste“, “human kindness“, and environmental friendliness
Copyright (c) 2020 Lawson, Inc. All rights reserved.

24Initiatives for 2030 and 2050 Targets (KPI)
Lawson Blue Challenge 2050! save our blue planet!
Challenges● Reducing food loss

2030 KPI: Major measuresv. 2018 levels

Reduce by 50％

・ Another Choice
・ Promotion of waste oil and food recycling
・ Semi-automatic ordering, etc.

Where we want to be by2050 KPI

Reduce by 100％

v. 2017 plastic for packaging levels● Reduce plastics(Reduction of
packaging plastics)

Reduce by 30％

・ Switch to environmentally conscious materials
Original Lawson containers/packaging, ・ Switch to paper materials

Eco-friendly materials

50% usage● Reduce plastics
plastic carrier bags

● Reduce CO2
emissions

Reduce by 100％
v. 2013 levels

Copyright (c) 2020 Lawson, Inc. All rights reserved.

Reduce by 30％

Original Lawson containers/packaging,Eco-friendly materials

100% Usage・ Switch to environmentally conscious materials
・ Promotion of eco-bags
・ Calls at stores-----・ Installation of energy-saving devices
・ Expansion of environmentally conscious model
stores・ Thorough adherence to 10 items for energy
conservation

Reduce by 100％25

Corporate Governance
Strengthening independencewith high percentage of external Directors

In-house

7

Female/ Male directors

External(Independent)Maledirectors

Femaledirectors

676* Structure expected to be implemented after shareholders meeting scheduled on May 27, 2020
<Candidate for new directors>
Name: Satoko Suzuki , current position: Associate Professor of Graduate School<Candidates for new Board of Auditors>
Name: Shuichi Imagawa, Lawson, Inc. Executive Officer (present)
Name: Keiko Yoshida, current position: Certified public accountants and tax accountants
Copyright (c) 2020 Lawson, Inc. All rights reserved.

26

Creating Products and Safe/Secure in Changing Environment
How local Lawson stores can help combat the social issue
 Free distribution of rice balls tonationwide after-school childcare
facilities, support milk consumption,coloring materials for children, etc.

 Expand unique Lawson
products to soothe Stay Home
fatigue, provide readymade side
dishes for evening meals

 Safer feel: Reduce instore time andmaintain social distance by using
self-checkouts.

 Support food deliveries tolodgings for patients withmild COVID-19 symptoms.

 Strengthen range of long-life
staple goods (frozen foods,
instant noodles, retort packaged
food, tins, and drinks, etc.)

 Show appreciation and support
for medical personnel throughour 300 Hospital LAWSON storesnationwide.

Copyright (c) 2020 Lawson, Inc. All rights reserved.

27

Combat COVID-19 ① Create Safe Shopping Environment

Lawson instore time: approx.3minutes① Display posters advocating social distancing instore② Mark spots on floor to maintain distance at checkout③ Ventilate store by regularly leaving the door open
④ Provide hand sanitizer for customer use⑤ Separate some checkouts with plastic
Sheets to prevent droplet infection（in the seven prefectures covered by the state of emergency declaration）⑥ Expand stores with self-checkouts⑦ Expand stores with smartphone checkout

Offer places to buy only what you need, quickly, near home or work
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28

Combat COVID-19 ② Support Stay Home Consumption
State ofemergency

Authorities ask
people to halt all
non-urgent outdoor
trips

Fear of extending
the period of
infection risk

More Stay home essentials instore
Reasonabledaily food・Essential foods: Milk,
eggs, natto, fresh/cut
vegetables, deli andfrozen foods, etc.

Ready meals
Petit luxuries

Stay homeconsumption

Stay homelethargy,
therapeutic
consumption

ReducedincomeExtend Uber Eats
delivery service
to approx. 500 stores

・Side dishes for the supper・August 2019～ Started introduction
・Petit luxury sweets to soothe
・April 2020: Currently in experimental
Stay Home ennui

operation at 14 Tokyo metropolitan
stores*Approx. 200 types of essential andother goods including lunch boxes,
rice balls, noodles, fast food, desserts,
frozen food, sweets, drinks, alcoholic
drinks, etc.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

29

Combat COVID-19 ③ Support for Medical Field■Deliver food to lodgings for patients with mild symptoms
・Lodging facilities must “provide food” for asymptomatic or
mild-symptom patients who are being treated in temporary
lodgings (hotels).
・To enable us to support lodgings’ food provision for patients,

we have set up a help desk in Lawson HQ for
temporary lodging facilities (hotels, etc.) to call.
*Initial assumption: receive calls for help via telephone*Details are still being determined. We will disclose details on the
Lawson website when confirmed.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

30

Combat COVID-19 ④ Medical Personnel Appreciation/Support■Appreciation and support for healthcare workers
Initiative currently operating in Hospital LAWSON stores housed in
hospitals in all 47 prefectures because we want to create somecalm, soothing moments for healthcare workers in hospitals andother medical services nationwide

1.Thank You Days
・Location : Approx. 320 Lawson stores housed in hospitals in all 47 prefectures
・Outline : Half-price original sweets and MACHI Café hot coffee for healthcare
workers who show their ID tag at the checkout counter.
・Date: Scheduling one day a month from April to June 2020

2. Display appreciation message poster in stores
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31

Copyright (c) 2020 Lawson, Inc. All rights reserved.

32

Reference Materials

Copyright (c) 2020 Lawson, Inc. All rights reserved.

33

Earnings Summary: FY2019 Results
FY2019FY2018Actual
2,424.5
60.8
2.5%
57.7

Actual
2,506.9
62.9
2.5%
56.3

Y/Y
+82.4
+2.1
+0.0%pt-1.3

vs Plan-13.0+2.1+0.1%pt
+1.8

25.5

20.1

-5.4

+2.1

EPS (Yen)

255.71200.95- 54.76+21.07

Total no. of stores in Japan

14,65914,444

-215

-15

1,067
400
667

554
769
-215

-513
+369
-

+4
+19
-15

Existing store sales (Y/Y)

99.5%

100.1%+0.6%pt-0.4%pt

Gross profit at existing stores (Y/Y)

99.2%

100.8%+1.6%pt-0.2%pt

Gross profit margin

31.2%

31.3%

+0.1%pt±0.0%pt-0.1%pt+0.3%pt--(Consolidated：Billions of yen)
Net sales of convenience store
Operating income
Operating income ratio
Ordinary income
Net income

Opening
ClosureNet Increase(Non-consolidated*)*excluding LAWSON STORE100 business

difference excl. cigarette sales (Y/Y)**vs initial plan -0.1% pt

Note: Total chain store sales (Net sales of all stores) include sales from the convenience store operation in Japan,
international operations and sales from Seijo Ishii (consolidated items only). Regarding Seijo Ishii,
only the store sales of directly operation are included.
Note: The number of stores is the total number of convenience stores in Japan operated by the Lawson Group.
Note: Net sales at existing stores (YoY) do not include the impact of tickets, etc.
Note: Figures in italic indicate the revised figures from the initial plan.

Copyright (c) 2020 Lawson, Inc. All rights reserved.

34

Key Components of SG&A Expenses
FY2018FY2019

Y/Y

Y/Y

302.7

311.6

+8.8

Personnel expenses

45.9

46.2

+0.3

IT-related expenses

8.7

12.7

+4.1

Advertising and promotional expenses

13.3

14.1

+0.7

Sales commission

22.3

19.5

-2.8

Facilities expenses

166.5

174.0

+7.4

Consolidated SG&A expenses

441.8

461.5

+19.7

Selling, general & administrative expenses
Non-consolidated＜Major Expenses＞

IT-related costs: Rose on higher depreciation costs on
POS registers introduced in FY2018 and new store
computers.
A&P: Although A&P increased on change in items relating
to review of business contracts with consolidated
subsidiaries, we lowered costs by streamlining of sales
promotion measures.
Sales commissions: Declined YoY. We reduced fooddisposal support, and changed items following review ofparent-subsidiary business.
Facilities expenses: Stores rents and other items rose on
increase in store numbers during the fiscal year.

Consolidated

ActualNon-consolidated

Actual(Billions of yen)In addition to the above non-consolidated
upward factors, operating expenses increased,
including maintenance costs, due to anincrease in the number of ATMs at banks.

(Hardware leasing, software amortization, maintenance, etc.)

Note: Figures in italic indicate the revised figures from the initial plan.
We changed some recorded items relating to A&P and sales commissions following a review of our business contracts consolidated subsidiaries,
and full-year forecasts have been changed accordingly (No impact on consolidated results.)

Copyright (c) 2020 Lawson, Inc. All rights reserved.

35

Segment Profit(Billions of yen)

FY2019ActualY/Y
Despite an increase in charge revenue, profit decreased due to anincrease in the number of stores and an increase in SG&A expenses
such as IT costs, etc.
Thanks to strong sales of original deli items, etc., Seijo Ishii Co., Ltd.’s existing-store sales rose a firm 2.9% YoY, and store openings werefavorable. Profit increased.

Domestic convenience store business

47.1

-1.1

Seijo Ishii business

8.3

+0.9

Entertainment-related business

5.3

+0.8

Profit higher as United Cinemas Co., Ltd. handled some hit products.

Financial services business

3.0

+0.8

Profit increased due to revenue growth by increased ATM operation
volume during the fiscal year, and a reduction in ATM operation
costs.

Other business

-0.9

+0.6

International business saw an increase in expenses related to store
openings, but losses narrowed.

Total

62.9

+2.1

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36

Consolidated Capital Expenditures & Cash Flows● Consolidated Capital Expenditures● Consolidated Cash Flows（Billions of yen）

New stores

FY2018Actual38.4

17.6

Cash flows from operating activities

FY2018Actual128.5

Cash flows from investing activities

-81.0

-49.0

Free cash flows

47.5

153.6

FY2019Actual

FY2019Actual202.7

Existing stores

9.7

7.9

IT-related

8.9

7.5

Other

0.0

0.1

Subtotal for capital expenditure

57.0

33.2

Cash flows from financing activities

277.9-163.9Leases52.0

36.1(Cash dividends paid)

-25.5

-20.2

Depreciation and amortization

53.1

58.7

Cash and cash deposits

354.2

343.5

Copyright (c) 2020 Lawson, Inc. All rights reserved.

37

Consolidated Balance Sheet at the end of FY2019（Billions of yen）
Total current assets

As of Feb. As of Feb.
28, 2018 29, 2020
619.6
636.6

Y/Y
+17.0

Total current liabilities

As of Feb.
28, 2018
598.5(Billions of yen)
As of Feb.
Y/Y
29, 2020
561.9
-36.5

(Cash and deposits)

354.2

343.5

-10.6

(Accounts payable-trade)

123.4

129.3

+5.9

(Accounts receivable)

120.9

159.1

+38.1

(Short-term loans payable)

126.6

39.8

-86.7

Total noncurrent assets

722.7

721.0

-1.6

(Deposits payable)

131.8

193.0

+61.2

Property, plant and equipment

382.3

392.9

+10.6

Total noncurrent liabilities

461.8

520.4

+58.5

Intangible assets

106.6

97.0

-9.6

260.0

310.0

+50.0

(Goodwill)

46.8

42.3

-4.4

Total liabilities

1,060.3

1,082.3+22.0

Investments and other assets

233.7

231.0

-2.7

Net Assets

281.9

275.3

-6.6

(Long-terms loans receivable)

44.0

42.4

-1.5

(Common stock)

58.5

58.5

±0.0

(Guatantee deposits)

107.0

107.1

+0.1

(Retained earnings)

166.1

165.0

-1.1

1,342.3

1,357.7+15.4

Liabilities and net assets

1,342.3

1,357.7+15.4

Total Assets(Long-term loans payable)

Note: Partial Amendments to Accounting Standard for Tax Effect Accounting, etc. have been applied to our consolidated financial statements since the beginning of the fiscal year 2019.
They have been retrospectively applied to major management indices related to the previous fiscal year.
Note: The amount of cash and deposits for financial services business as of February 29, 2020 is 317.5 billions of yen, most of which is used for refilling ATMs.
Note:The amount of loans payable for financial services business as of February 29, 2020 is 260.0 billions of yen.

Copyright (c) 2020 Lawson, Inc. All rights reserved.

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Cautionary Statement
This presentation contains forward-looking statements and forecasts regarding the future plans, strategies and performances of
Lawson and its subsidiaries and affiliates. These statements and forecasts are not historical facts. They are expectations based onassumptions and beliefs derived from information currently available to the Company and are subject to risks and uncertainties
including, but not limited to, economic trends, heightened competition in the domestic convenience store sector, personal
consumption, market demand, the tax system and other legislation. As such, actual results may differ materially from estimates.
Figures in this presentation have been rounded down.
Copyright (c) 2020 Lawson, Inc. All rights reserved.

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