Asahi Group Holdings Ltd · TSE:2502
Asahi — Investor Day (September 2026)
36 slides from Asahi's investor day presentation, September 2026
Slide 1: Asahi Beverages APAC Investor Presentation
September 2026 ASAHI BEVERAGES APAC INVESTOR PRESENTATION ASAHI BEVERAGES APAC 投資家向けプレゼンテーション
Slide 2: Agenda
AGENDA 1 Our One Asahi Strategy 当社のOne Asahi戦略 2 Current Macro Environment and Performance 現在のマクロ環境と業績 3 Oceania Business Update オセアニア事業に関するアップデート 4 South, Central, South-East Asia (SCSEA) Business Update 東南・南アジア事業に関するアップデート 5 Looking Ahead and Closing 今後の展望と総括 2
Slide 3: Our One Asahi Strategy
OUR ONE ASAHI STRATEGY 当社のOne Asahi戦略
Slide 4: Asahi Beverages is led by an experienced executive team
ASAHI BEVERAGES IS LED BY AN EXPERIENCED EXECUTIVE TEAM. Asahi Beveragesは、豊富な経験を有する経営陣が率いている Asahi Beverages APAC CEO Operating Regions Inter-Group Alliance Amanda Sellers Brian Phan Søren Ravn Kazushi Tosa Group CEO Chief Commercial Officer – CEO – South, Central, Chief Inter-Group Alliance Officer
Slide 5: One Asahi Strategy connects multi-beverage ambition with strategic choices
OUR ONE ASAHI STRATEGY CONNECTS OUR MULTI-BEVERAGE AMBITION WITH THE STRATEGIC CHOICES WE ARE MAKING TO DELIVER SUSTAINABLE GROWTH AND SHAREHOLDER VALUE. 当社のOne Asahi戦略は、マルチビバレッジ企業を目指す当社の目標と、持続的な成長および株主価値の創出に向けた戦略的な選択を結びつける Make the world shine through genuine connections Our Purpose Be the leader i
Slide 6: Well positioned to drive growth as regional multi-beverage supplier
WE ARE WELL POSITIONED TO DRIVE GROWTH AS A REGIONAL MULTI-BEVERAGE SUPPLIER OF CHOICE. 当社は、展開地域において顧客から選ばれるマルチビバレッジ・サプライヤーとして、成長を推進する強固なポジションを確立している Our Multi-beverage Ambition Asahi APAC’s Position Consumer Leading positions in the #1 in Alcohol (Oceania) “The optimal beverages portfolio beverage
Slide 7: How we Create Value
OUR INTEGRATED VALUE CREATION MODEL COMPOUNDS GROWTH AND RETURNS – ENABLING REINVESTMENT INTO FUTURE OPPORTUNITIES TO FUND THE NEXT WAVE OF GROWTH. 当社の統合的な価値創造モデルは、成長とリターンの継続的な拡大をもたらし、将来の成長機会への再投資を可能にすることで、次なる成長につなげていく • Our leading positions in key beverage • Mix management and falling unit costs c
Slide 8: Strategic Positioning of our Regions
EACH OF OUR REGIONS PLAYS A DISTINCT STRATEGIC ROLE IN DRIVING GROWTH ACROSS ASIA PACIFIC. 各地域がそれぞれの戦略的役割を担い、アジア・パシフィック全体の成長を牽引している Strategic Positioning of our Regions Oceania: Compounding value from leading South, Central, South-East Asia: positions, portfolio expansion and productivity Geographic
Slide 9: Key APAC Operating Regions
WHILE OCEANIA PROVIDES ATTRACTIVE PREMIUMISATION OPPORTUNITIES, OUR OPERATING REGION IN SCSEA OFFERS SIGNIFICANT OPPORTUNITY FOR FUTURE REGIONAL EXPANSION. オセアニアではプレミアム化に成長機会がある一方、東南・南アジアでは地域展開のさらなる拡大に大きな成長機会がある Key APAC Operating Regions Growth across the SCSEA region1 is Oceania provides attractiv
Slide 10: Current Macro Environment and Performance
CURRENT MACRO ENVIRONMENT AND PERFORMANCE 現在のマクロ環境と業績
Slide 11: Oceania macro conditions constrained but resilient
OCEANIA MACRO CONDITIONS REMAIN CONSTRAINED BUT RESILIENT, WITH BEER GROWTH IN LOW SINGLE DIGITS ON A VALUE-BASIS AND GROWTH CONTINUING ACROSS RTD AND NON-ALCOHOLIC CATEGORIES. オセアニアのマクロ環境は厳しいながらも堅調で、ビールは金額ベースで1桁台前半の成長、RTD・飲料カテゴリーも成長が継続している Oceania SCSEA Oceania Macro-Economic and Category Environme
Slide 12: Growth across SCSEA region remains robust
GROWTH ACROSS THE SCSEA REGION REMAINS ROBUST, DRIVEN BY STIMULATORY MEASURES, RISING AFFLUENCE, AND GROWING LOCAL INCOMES. GROWTH IN BEVERAGES HAS REMAINED SOLID. 東南・南アジア地域は、景気刺激策、生活水準の向上、所得増加を背景に堅調な成長が継続。飲料市場も堅調に成長。 Oceania SCSEA SCSEA Macro-Economic and Category Environment Update Central Bank Ra
Slide 13: APAC delivered a resilient first half
APAC DELIVERED A RESILIENT FIRST HALF WITH CORE OPERATING PROFIT BROADLY IN LINE WITH THE PRIOR YEAR. APACは、上期において堅調な業績を達成し、事業利益は前年同期と概ね同水準となった Core Operating Profit broadly in line with prior year despite challenging trading conditions across the region and the impacts of the Middle East conflict 地
Slide 14: Key APAC Wins and Progress
WE HAVE DELIVERED STRONG EXECUTION AGAINST OUR STRATEGIC AGENDA IN APAC OVER THE PAST 12 MONTHS. 当社は過去12カ月にわたり、APACでは戦略的な取り組みを着実に実行してきた Our One Asahi Strategy – Key APAC Wins and Progress The optimal beverages portfolio Market leading customer reach Leading scale and organisational with brands that
Slide 15: Oceania Business Update
OCEANIA BUSINESS UPDATE オセアニア事業に関するアップデート
Slide 16: Leading positions in key beverage categories
WE ARE WELL PLACED TO MEET CONSUMER’S NEEDS WITH LEADING POSITIONS IN KEY BEVERAGE CATEGORIES. 当社は、主要カテゴリーで主導的な地位を確立しており、消費者ニーズに応える強固な基盤を有している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability #1 Cider Brand #1 Somersby over #1 Mainstream 30% Market
Slide 17: Strengthened market position and share growth in new segments
WE HAVE STRENGTHENED OUR MARKET POSITION, WHILE HAVING GROWN SHARE IN NEW SEGMENTS (E.G., ENERGY). 当社は市場ポジションを強化するとともに、エナジーなどの新たなセグメントでもシェアを拡大している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability AU Total RTD Share Expansion AU Energy Category Shar
Slide 18: Three key levers for growth
WE REMAIN FOCUSED ON DELIVERING GROWTH THROUGH THREE KEY LEVERS – ENHANCING OUR EXISTING BRAND PROPOSITIONS, PREMIUMISING OUR PORTFOLIO, AND UNLOCKING WHITE SPACE. 当社は既存ブランドの価値提案強化、ポートフォリオのプレミアム化、未開拓領域の開拓という3つの主要な成長ドライバーに引き続き注力している Optimal Beverages Customer Reach and Organisational Scale Portfolio
Slide 19: Customer reach expanded across ~51,000 outlets
OUR CUSTOMER REACH HAS EXPANDED ACROSS BOTH LICENSED AND UNLICENSED CHANNELS; WE NOW SERVICE ~51,000 OUTLETS ACROSS AUSTRALIA AND NEW ZEALAND. 当社の顧客リーチは酒類・飲料の両チャネルに拡大しており、現在では豪州とNZの約51,000店舗にサービスを提供している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capabil
Slide 20: Reach. Moments. Value.
WE ARE GROWING OUR REACH ACROSS CUSTOMERS TO WIN THE MOMENTS THAT MATTER AND MAXIMISE THE VALUE OF BEVERAGE OCCASIONS. 当社は顧客リーチを拡大し、重要な飲用機会を捉えることで、飲料カテゴリーの価値最大化を図っている Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability 飲料カテゴリーで、いかに収益性の高い成長を実現するか？ How
Slide 21: Reach. Moments. Value. Key commercial focus areas
WE CONTINUE TO FOCUS ON DRIVING SHARPER EXECUTION AND CUSTOMER PARTNERSHIPS TO FURTHER GROW REACH, GROW MOMENTS, AND GROW VALUE. 当社はさらなるリーチ、飲用シーン、価値の拡大に向け、実行力の強化と顧客とのパートナーシップ深化に引き続き注力している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability Key Commerc
Slide 22: Leading scale and efficiency underpinned by One Asahi capability
WE HAVE LEADING SCALE AND EFFICIENCY – UNDERPINNED BY OUR ONE ASAHI CAPABILITY AND CULTURE. ONE ASAHIに基づく組織力と企業文化に支えられた、業界をリードする事業規模と効率性を有している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability Our Create leading scale, efficiency, and value – underp
Slide 23: AI investment to accelerate growth
OUR AI INVESTMENT ENABLES US TO ACCELERATE GROWTH THROUGH EXTRACTING COST AND ENHANCING DEMAND. AI投資を通じてコスト効率化と需要拡大を実現し、成長加速を図っている Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability Our Artificial Intelligence Framework To Drive A Sustainable Competi
Slide 24: Unlocking the benefits of One Asahi for our people
WE CONTINUE TO FOCUS ON UNLOCKING THE BENEFITS OF ONE ASAHI FOR OUR PEOPLE AND ORGANISATION. ONE ASAHIを通じた人材・組織への価値創出に引き続き注力している Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability MAKE THE WORLD SHINE THROUGH GENUINE CONNECTIONS SAFE & WELL COLLECTIV
Slide 25: Sustainability strategy: Planet, People, Product
THROUGH OUR SUSTAINABILITY STRATEGY, WE ARE ACCELERATING OUR EFFORTS TO DRIVE IMPACT BEYOND ASAHI. サステナビリティ戦略を通じ、IMPACT BEYOND ASAHIの実現に向けた取り組みを加速させている Optimal Beverages Customer Reach and Organisational Scale Portfolio Value Proposition and Capability Our Sustainability Strategy aligns our targets
Slide 26: South, Central, and Southeast Asia (SCSEA) Business Update
SOUTH, CENTRAL, AND SOUTHEAST ASIA (SCSEA) BUSINESS UPDATE 東南・南アジア事業に関するアップデート
Slide 27: Overview of Our Current SCSEA Business
AMBITION MUN TODAY, OUR BUSINESS IN SCSEA IS MAJORITY CONCENTRATED IN NON-ALCOHOL FOCUSSED ON SELECTED MARKETS. 現在、東南・南アジア事業の事業ポートフォリオは、一部市場における飲料事業に集中している Overview of Our Current SCSEA Business 東南・南アジア事業の現ポートフォリオ Non-alcohol (~98% of revenue) 売上収益の約98％は飲料 Alcohol (~2% of revenue) 売上収益の約2％は酒類 Dairy
Slide 28: Why Invest Now Across SCSEA – Strategic Rationale
THE SCSEA REGION IS A GLOBAL GROWTH ENGINE – WE HAVE AN OPPORTUNITY TO SIGNIFICANTLY STEP-CHANGE THE SHAPE AND SCALE OF OUR PRESENCE IN THE REGION. グローバル成長をけん引する東南・南アジアは、当社の事業規模とプレゼンスを飛躍的に拡大する大きな成長機会である Why Invest Now Across SCSEA – Strategic Rationale 今、東南・南アジアに投資する戦略的意義 1 Create a new growth engin
Slide 29: Why Asahi Is Well Positioned to Win in SCSEA
WE ARE WELL POSITIONED TO WIN IN SCSEA LEVERAGING OUR PORTFOLIO OF GLOBAL PREMIUM BRANDS, STRONG JAPANESE BRAND POSITIONING, AND PROVEN ABILITY TO SCALE BRANDS SUCCESSFULLY. グローバルブランド、日本ブランドの強み、ブランド育成・展開実績を背景に、東南・南アジアでの成長実現に向けた優位性を既に兼ね備えている Why Asahi Is Well Positioned to Win in SCSEA ブランド育成・展開実績 グロ
Slide 30: Our SCSEA Growth Ambition
OVER THE NEXT 10 YEARS, WE HAVE A CLEAR AMBITION TO GROW SCSEA TO BECOME A SCALED MULTI-BEVERAGE BUSINESS – UNLOCKING OUR REGIONAL GROWTH POTENTIAL. 今後10年間で、東南・南アジア事業をスケールを有するマルチビバレッジ事業へと成長させる Our SCSEA Growth Ambition VISION: From underpenetrated foothold to scaled SCSEA regional powerhouse ビジョン：プレ
Slide 31: Existing Growth Engine: Non-Alcohol
IN NON-ALCOHOL, WE WILL IMPROVE THE PROFITABILITY OF OUR DAIRY BUSINESS, WHILE CONTINUING OUR STRONG GROWTH MOMENTUM IN BEVERAGES. 飲料事業では、乳製品の収益性改善と飲料カテゴリーの成長モメンタム継続を図る Existing Growth Engine: Non-Alcohol 既存の成長エンジン：飲料 Strategic Priority Areas Dairy 乳製品 Vending 自販機 Beverages 飲料 Objective: Drive impro
Slide 32: New Growth Engine: Alcohol
IN ALCOHOL, WE WILL CREATE A SCALED, REGIONAL ALCOHOL GROWTH PLATFORM ACROSS SELECTED TARGET MARKETS. 酒類事業では、ターゲット市場に特化したスケールのある成長プラットフォームを構築する New Growth Engine: Alcohol 新たな成長エンジン：酒類 Strategic Priority Areas Create a Scaled and Profitable Beer Business in SCSEA 東南・南アジアでスケールのある収益性の高いビール事業を確立 Shape A
Slide 33: Our Three-Phased SCSEA Transformation Journey
WE HAVE ADOPTED A DELIBERATE THREE-PHASE STRATEGY (WIN, SCALE, EXPAND) WITH CLEAR STAGE GATES TO MANAGE RISK, STRENGTHEN ECONOMICS, AND BUILD STRATEGIC OPTIONS ACROSS SCSEA. 戦略を3段階（WIN・SCALE・EXPAND）に分けることで、リスクを低減し、収益性を強化するとともに、東南・南アジア全域で将来の成長オプションを構築する Our Three-Phased SCSEA Transformation Journey 東
Slide 34: Looking Ahead & Closing
LOOKING AHEAD & CLOSING 今後の展望と総括
Slide 35: Driving sustainable profit growth through growth and margin levers
MOVING FORWARD, WE CONTINUE TO FOCUS ON DRIVING SUSTAINABLE PROFIT GROWTH THROUGH A MIX OF GROWTH LEVERS AND MARGIN IMPROVEMENT LEVERS. 今後も、成長施策と利益率改善施策を組み合わせ、持続的な利益成長を推進していく Driving Growth Uplifting Operating Margins 成長の推進 利益率の向上 Strengthening our Driving Expanding in High Expanding across Accelera
Slide 36: In Closing
IN CLOSING | WE ARE WELL POSITIONED TO CAPITALISE ON FUTURE OPPORTUNITIES. WE WILL CONTINUE TO EXECUTE IN LINE WITH OUR LONG-TERM STRATEGY AND ARE CLEAR ON OUR PRIORITIES. 将来の成長機会を捉える準備は整っており、引き続き長期戦略に沿って、明確な優先課題を着実に実行していく Closing remarks: 総括 1. Oceania remains a resilient earnings base, supported b