Sapporo Holdings Limited · TSE:2501

Sapporo — FY2009 Earnings Presentation

38 slides from Sapporo's earnings presentation, Feb 12, 2010

Slide 1: Sapporo Group Management Plan 2010–2011
Sapporo Group Management Plan 2010–2011 Shifting into a new growth trajectory February 12, 2010 SAPPORO HOLDINGS LTD. URL http://www.sapporoholdings.jp Copyright,2008 SAPPORO LTD. All rights reserved.
Slide 2: Table of Contents
Table of Contents - Overview of 2009 - 2010-2011 Sapporo Group Management Plan Relationship to Overarching Plan Medium-term Scenarios for the Sapporo Group’s Growth Basic Policies Basic Policies and Management Goals Group-wide Strategies and Shareholder Returns Policy Copyright,2008 SAPPORO LTD. All
Slide 4: Overview of 2009
Overview of 2009 Steadily achieved profit targets and advanced strategic alliances as a platform for future growth • Affected by changes in external environment including the economic downturn, deflationary pressures, and unseasonal summer weather. • Against this backdrop, the Sapporo Group worked o
Slide 5: Consolidated Results
Consolidated Results Billions of yen, except ratios and percentages 2008 Results 2009 Targets 2009 Results Net sales 414.5 408.3 387.5 (incl. liquor taxes) Operating income 14.6 12.0 12.8*1 Ordinary income 10.5 8.5 10.7 Net income 7.6 3.0 4.5 Operating margin (excl. liquor taxes) 5.2% 4.2% 4.9% Outs
Slide 6: Results by Segment
Results by Segment Billion yen 2008 Results 2009 Targets 2009 Results Alcoholic Beverages 299.6 295.6 282.9 (Japan) Alcoholic Beverages 25.0 22.1 22.5 Net Sales (International) Soft Drinks and Food 36.8 35.5 30.7 Restaurants 29.5 30.5 28.0 Real Estate 23.4 24.6 23.2 Alcoholic Beverages 7.7 5.6 7.4 (
Slide 7: Operating Performance
Operating Performance Excluding the impact of accounting and taxation system changes, Billion yen operating income grew for a third consecutive year Consolidated Consolidated Operating Operating Operating income Income Income excluding the decline (¥2.4 billion) due to changes in accounting and taxa
Slide 8: Progress with respect to Key Themes
Progress with respect to Key Themes Capitalizing on our strengths and bolstering our Laying a platform for sustained growth earnings base Increase profits by strengthening core products, increase earnings from wine and shochu, and reducing costs - -Implemented Implementedmarketing marketingstrategie
Slide 9: Progress with respect to Key Themes
Progress with respect to Key Themes Capitalizing on our strengths and bolstering our Laying a platform for sustained growth earnings base Sleeman Breweries in Canada achieved sales growth that outstripped growth in overall market demand Expansion Expansionof ofSleemans’s Sleemans’sbeer beerbusiness
Slide 10: Progress with respect to Key Themes
Progress with respect to Key Themes Capitalizing on our strengths and bolstering our earnings base Laying a platform for sustained growth Launch of beer business in the promising Vietnamese market 680 Entry Beer production Entryinto intobeer beerbusiness businessin inVietnam Vietnam volume in Vietna
Slide 11: Progress with respect to Key Themes
Progress with respect to Key Themes Capitalizing on our strengths and bolstering our earnings base Laying a platform for sustained growth Enter growth markets and form alliances with influential partners Entry Entryinto intoyogurt, yogurt,dessert dessertand Strategic chilled drinks markets and Strat
Slide 14: Long-term Management Policy: Sapporo Group's New Management Framework
Long-term Management Policy: Sapporo Group’s New Management Framework (Announced in October 2007) Purpose Purposeof ofNew NewFramework Framework Business Businessdomains domains Fundamental Fundamentalroadmap roadmapfor forboldly boldly reallocating resources, making reallocating resources, making C
Slide 15: Positioning of 2010-2011 Sapporo Group Management Plan
Positioning of 2010-2011 Sapporo Group Management Plan Transition from a structural reform phase to a growth phase Groundwork for future growth strategy Forge strategic alliances Launch of growth strategy with other companies - Forge strategic alliances Develop new businesses - Expand internationall
Slide 16: Medium-term Scenarios for the Sapporo Group's Growth
Medium-term Medium-termScenarios Scenariosfor forthe theSapporo SapporoGroup’s Group’s Growth Growth Copyright,2008 SAPPORO LTD. All rights reserved.
Slide 17: Medium-term Growth Scenario: Alcoholic Beverages (Japan)
Medium-term Growth Scenario: Alcoholic Beverages (Japan) Strengthen the Group’s earnings base by upgrading value-added across all alcoholic beverage product lines Growth GrowthScenarios Scenarios - Create high-value-added products and markets that enable us to capitalize on Sapporo Breweries’ streng
Slide 18: Medium-term Growth Scenario: Alcoholic Beverages (International)
Medium-term Growth Scenario: Alcoholic Beverages (International) Drive Group growth by expanding geographical coverage and business in North America and Asia Growth GrowthScenarios Scenarios - Expand business in the two markets of North America and Asia (Vietnam, Singapore, etc.) - Drive expansion o
Slide 19: Medium-Term Growth Scenario: Soft Drinks and Food
Medium-Term Growth Scenario: Soft Drinks and Food Expand the business by establishing brands with unique value, and through strategic alliances and M&As Growth GrowthScenarios Scenarios - Harness group strengths to develop high-value-added products to bolster market presence - Expand business throug
Slide 20: Medium-term Growth Scenario: Restaurants
Medium-term Growth Scenario: Restaurants Strengthen brands and earnings base in the Restaurants busines, an important interface with consumers Growth GrowthScenarios Scenarios - Open new locations focusing on Greater Tokyo, Sapporo, and Nagoya; develop diverse dining formats at a broad range of pric
Slide 21: Medium-term Growth Scenario: Real Estate
Medium-term Growth Scenario: Real Estate Bolster profitability of existing properties and expand by acquiring and developing new properties Growth GrowthScenarios Scenarios - Expand business by improving the value of the assets under the Group, and by acquiring and developing new properties Strategi
Slide 22: 2010-2011 Sapporo Group Management Plan: Business Plans
2010-2011 2010-2011Sapporo SapporoGroup GroupManagement ManagementPlan: Plan: Business BusinessPlans Plans Copyright,2008 SAPPORO LTD. All rights reserved.
Slide 23: Alcoholic Beverages (Japan)
Alcoholic Beverages (Japan) Billion yen Quantitative 2009 2010 2011 Basic BasicPolicy Policy Targets Results Targets Targets -Embark on a growth trajectory by building a Net sales 282.9 285.0 290.0 unique presence in mature markets and pursue efficiencies by stepping up our select-and-focus Operatin
Slide 24: Alcoholic Beverages (Japan): Key Points (continued)
Alcoholic Beverages (Japan) Key KeyPoints Pointsfor for2010-2011 2010-2011Business BusinessPlans Plans(continued) (continued) 2) Create and develop new growth brands - We will initiate product develop projects based on a new development framework, accumulate in-house knowledge from multiple sources,
Slide 25: Alcoholic Beverages (International)
Alcoholic Beverages (International) Billion yen Basic Quantitative BasicPolicy 2009 2010 2011 Policy Targets Results Targets Targets - Grow the business into a pillar that supports the Group’s future growth. Net sales 22.5 26.0 27.5 In the key North American market, expand business by focusing inves
Slide 26: Alcoholic Beverages (International): Key Points (continued)
Alcoholic Beverages (International) Key KeyPoints Pointsfor for2010-2011 2010-2011Business BusinessPlans Plans(continued) (continued) 2. Expanding into the Asian Market 1) Building our presence in Vietnam - In Vietnam, launch Vietnam beer operations in earnest through alliance with Vinataba. - Begin
Slide 27: Soft Drinks
Soft Drinks Billion yen Quantitative 2009 2010 2011 Basic BasicPolicy Policy Targets Results Targets Targets - Focus resources on core brands, strengthen Net sales 30.7 32.0 34.0 brand power, and shift into a growth trajectory. Also aim to ramp up the impact of already- Operating successful structur
Slide 28: Soft Drinks: Key Points (continued)
Soft Drinks Key KeyPoints Pointsfor for2010-2011 2010-2011Business BusinessPlans Plans(continued) (continued) 2. Cost structure reforms 1) Implement a cost structure reform program - Use our select-and-focus approach to fully implement a cost structure reform program throughout the entire value chai
Slide 29: Restaurants
Restaurants Billion yen Quantitative 2009 2010 2011 Basic BasicPolicy Policy Targets Results Targets Targets - Amid the heavy impact of the economic Net sales 28.0 27.0 28.0 downturn, further cut costs, reform our cost structure, and develop dining formats and build an operational structure able to
Slide 30: Real Estate
Real Estate Billion yen Quantitative 2009 2010 2011 Basic BasicPolicy Policy Targets Results Targets Targets - Given a harsh market outlook, a main priority is Net sales 23.2 24.5 26.5 maintaining occupancy rates. We will also strive to maintain and limit declines in rents. Operating 7.5 8.0 10.0 We
Slide 31: Basic Policies and Management Goals
2010-2011 2010-2011 Sapporo Sapporo Group Group Management Management Plan Plan Basic Basic Policies Policies and and Management Management Goals Goals Copyright,2008 SAPPORO LTD. All rights reserved.
Slide 32: Basic Policies
Basic Policies Shift into a growth trajectory by initiating growth strategies and strengthening existing businesses We will use the plan’s two-year term to transition from a phase of earnings-base strengthening with priority on structural reform to a growth phase aimed at realizing out medium-term g
Slide 33: Management Goals
Management Goals Billions of yen, except ratios and percentages Consolidated Consolidated Targets Targets 2010 Targets 2011 Targets Net sales 394.5 406.0 (incl. liquor taxes) Operating income 13.5 17.0 Ordinary income 11.0 13.5 Net income 4.8 6.0 Operating margin 5.0% 6.0% (excl. liquor taxes) Finan
Slide 34: Management Goals: Targets by segment
Management Goals Billion yen Targets Targetsby bysegment segment 2010 Targets 2011 Targets Net sales Alcoholic Beverages (Japan) 285.0 290.0 Alcoholic Beverages (Intl.) 26.0 27.5 Soft Drinks and Food 32.0 34.0 Restaurants 27.0 28.0 Real Estate 24.5 26.5 Alcoholic Beverages (Japan) 7.5 8.5 Operating
Slide 35: Group-wide Strategies and Shareholder Returns Policy
2010-2011 2010-2011Sapporo SapporoGroup GroupManagement ManagementPlan: Plan: Group-wide Group-wideStrategies Strategiesand andShareholder ShareholderReturns Returns Policy Policy Copyright,2008 SAPPORO LTD. All rights reserved.
Slide 36: Overall Strategy
Overall Strategy Enhancing Enhancinggroup groupsynergies synergies - Integrate IT infrastructure to encourage greater information sharing and cooperation within the Group. Further consolidate support infrastructure to reinforce the Group’s low-cost operations structure. - Cultivate human resources t
Slide 37: Shareholder Returns Policy
Shareholder Returns Policy Basic Policy - Sapporo Holdings Limited is committed to providing fair returns to our shareholders as a key management policy. Our basic policy is to pay stable dividends to the extent permitted by our operating performance and financial condition. We also aim to maximize
Slide 38: To make people's lives richer and more enjoyable.
To make people’s lives richer and more enjoyable. These materials contain forward-looking statements regarding but not limited to future earnings and future actions, circumstances, and occurrences. These statements are based on information available when these materials were prepared and are subject

Sapporo Holdings — FY2009 Earnings Presentation on 6ix

Sapporo — FY2009 Earnings Presentation

Slide 1: Sapporo Group Management Plan 2010–2011

Slide 2: Table of Contents

Slide 3: Sapporo Group Management Plan: Overview of 2009

Slide 4: Overview of 2009

Slide 5: Consolidated Results

Slide 6: Results by Segment

Slide 7: Operating Performance

Slide 8: Progress with respect to Key Themes

Slide 9: Progress with respect to Key Themes

Slide 10: Progress with respect to Key Themes

Slide 11: Progress with respect to Key Themes

Slide 12: 2010-2011 Sapporo Group Management Plan

Slide 13: Relationship to Overarching Plan

Slide 14: Long-term Management Policy: Sapporo Group's New Management Framework

Slide 15: Positioning of 2010-2011 Sapporo Group Management Plan

Slide 16: Medium-term Scenarios for the Sapporo Group's Growth

Slide 17: Medium-term Growth Scenario: Alcoholic Beverages (Japan)

Slide 18: Medium-term Growth Scenario: Alcoholic Beverages (International)

Slide 19: Medium-Term Growth Scenario: Soft Drinks and Food

Slide 20: Medium-term Growth Scenario: Restaurants

Slide 21: Medium-term Growth Scenario: Real Estate

Slide 22: 2010-2011 Sapporo Group Management Plan: Business Plans

Slide 23: Alcoholic Beverages (Japan)

Slide 24: Alcoholic Beverages (Japan): Key Points (continued)

Slide 25: Alcoholic Beverages (International)

Slide 26: Alcoholic Beverages (International): Key Points (continued)

Slide 27: Soft Drinks

Slide 28: Soft Drinks: Key Points (continued)

Slide 29: Restaurants

Slide 30: Real Estate

Slide 31: Basic Policies and Management Goals

Slide 32: Basic Policies

Slide 33: Management Goals

Slide 34: Management Goals: Targets by segment

Slide 35: Group-wide Strategies and Shareholder Returns Policy

Slide 36: Overall Strategy

Slide 37: Shareholder Returns Policy

Slide 38: To make people's lives richer and more enjoyable.