Coca-cola Bottlers Japan Holdings Inc. · TSE:2579
Coca-cola Bottlers Japan — FY2025 Earnings Presentation
35 slides from Coca-cola Bottlers Japan's earnings presentation, Feb 16, 2026
Slide 1: Full-Year 2025 Earnings Presentation
Full-Year 2025 Earnings Presentation February 16, 2026 Coca-Cola Bottlers Japan Holdings Inc. Calin Dragan, President Bjorn Ivar Ulgenes, Vice President & CFO (Posted to CCBJH website February 13, 2026)
Slide 2: Coca-Cola Bottlers Japan Holdings Inc. (CCBJH)
Coca-Cola Bottlers Japan Holdings Inc. (CCBJH) Full-Year 2025 Earnings Presentation Full-Year 2025 Results Full-Year 2026 Earnings Plan 2
Slide 3: Today's Highlights
Today’s Highlights 2025 delivered many achievements leading to increased shareholder value. Business income reached 24.5 billion yen, more than double the prior year. Substantial earnings growth, exceeded the plan which was revised upward twice during the period. Challenging cost environment in rece
Slide 4: Full-Year 2025 Results
Full-Year 2025 Results
Slide 5: FY2025 Results (vs 2024)
FY2025 Results (vs 2024) Effective profitability improvement measures achieved significant earnings increase. Volume outperformed market Unit: Million JPY FY2025 FY2024 Change YoY Actual Actual YoY Revenue 893,805 892,681 +1,124 +0.1% Sales Volume (Million cases) 501 501 -0 -0.1% NARTD (Non-alcoholi
Slide 6: FY2025 Segment Results (vs 2024)
FY2025 Segment Results (vs 2024) OTC and Food Service drove revenue growth, while Vending led profit growth Unit: Million JPY FY2025 Actual FY2024 Actual Change YoY YoY Sales Volume (Million Cases) 501 501 -0 -0.1% Vending 111 116 -6 -4.8% Over the Counter (OTC) *1 322 322 -0 -0.1% Food Service 68 6
Slide 7: FY2025 Business Income Drivers (vs 2024)
FY2025 Business Income Drivers (vs 2024) BI more than doubled YoY to 24.5 billion yen through price revisions and transformation benefits FY2024 Volume, Price & Transformation DME Manufacturing Others Commodity & FY2025 Actual Mix*1 (Direct Marketing (excl. Utility Costs) Utility Costs Actual Expens
Slide 8: FY2025 NARTD Sales Trend (vs 2024)
FY2025 NARTD Sales Trend (vs 2024) Sales volume progressing well due to improved competitiveness; wholesale revenue per case improved with price revisions Sales volume significantly exceeded overall market growth, driven by effective commercial activities despite negative impact of price revisions o
Slide 9: FY2025 Market Share and OTC Retail Price Trends (vs 2024)
FY2025 Market Share and OTC Retail Price Trends (vs 2024) Profitability focused commercial activities contributed to the growth in value share and maintaining price premiums Total channel value share increased YoY. Despite a challenging competitive environment, sales volume continued to outperform t
Slide 10: Profitability improved while volume strongly outperformed the market
Topics Profitability improved while volume strongly outperformed the market Staying true to our profitability-focused strategy, we implemented FY2025 wholesale revenue per case disciplined price revisions • Price revisions were implemented twice, in May and October. Wholesale All channels improved I
Slide 11: Implement sustainability and human resources strategies for sustainable growth
Topics Implement sustainability and human resources strategies for sustainable growth Environment Social Achieved the 2025 target of 10% female representation in Investments to reduce environmental impact management ahead of schedule, reaching the target in March ➢Launched pilot program for next-gen
Slide 12: Full-Year 2026 Earnings Plan
Full-Year 2026 Earnings Plan
Slide 13: The important 1st year of Vision 2030
The important 1st year of Vision 2030 Achieving significant progress toward ambitious long-term goals of Vision 2030 2030 Vision 2030 : Ambitious mid- to- long-term 2026 goals for further enhancing shareholder value 2025 A year of great progress toward achieving our Business Income ROIC ✓ Balancing
Slide 14: Strategic Direction for 2026
Strategic Direction for 2026 Commercial Excellence: Enhancing competitiveness and profitability through business unit-specific operating model Strengthening market execution Strengthen customer engagement Focusing on profitability-driven through optimized product portfolio in mid-to-long term perspe
Slide 15: FY2026 Earnings Plan (vs 2025)
FY2026 Earnings Plan (vs 2025) Revenue to grow, BI planned to reach 35 billion yen, marking fourth consecutive year of growth exceeding 10 billion yen Unit: Million JPY FY2026 FY2025 Change YoY Plan Actual YoY Revenue 902,700 893,805 +8,895 +1.0% Sales Volume (Million cases) 493 501 -8 -1.5% NARTD (
Slide 16: FY2026 Earnings Plans by Segment (vs 2025)
FY2026 Earnings Plans by Segment (vs 2025) OTC and Food Service to drive revenue and profit growth; Vending to deliver strong earnings growth through accelerated transformation Unit: Million JPY FY2026 Plan FY2025 Actual Change YoY YoY Sales Volume (Million Cases) 493 501 -8 -1.5% Vending 108 111 -3
Slide 17: FY2026 Business Income Drivers (vs 2025)
FY2026 Business Income Drivers (vs 2025) Executing growth investments while delivering robust profit growth through profitability-focused commercial activities and transformation FY2025 Volume, Price & Transformation DME Manufacturing Others Commodity & FY2026 Actual Mix*1 (Direct Marketing (excl. U
Slide 18: Commercial Strategy
Commercial Strategy Enhance competitiveness and profitability through business unit-specific operational structures Ensure Strengthen Strengthen Business unit specific profitability focused relationships with portfolio edge operations commercial activities customers Expand drinking occasions Generat
Slide 19: Commercial Strategy: Enhancing Portfolio Edge
Commercial Strategy: Enhancing Portfolio Edge Building the consumer base and recruiting consumers through key occasions and innovation Drive CORE INNOVATION MARKETING EXPERIENCE Driving growth in health & wellness Engaging consumer through End-to-End Capturing every consumption occasion with premium
Slide 20: Commercial Strategy: Profitability-Focused Commercial Activities and Strengthening Customer Relationships
Commercial Strategy: Profitability-Focused Commercial Activities and Strengthening Customer Relationships Maximizing profits through profitability-focused commercial activities March 2026 Green Tea Implement disciplined commercial activities to generate the impact of Products Price Revisions the ser
Slide 21: Commercial Strategy: Vending Business
Commercial Strategy: Vending Business Enhancing profitability and capital efficiency through technology-driven transformation Accelerate new placement of profitable vending machines • Newly introduced placement targeting tools. Revamped the digital platform and operational processes to gain insights
Slide 22: Commercial Strategy: OTC business, Food Service Business
Commercial Strategy: OTC business, Food Service Business Implement appropriate growth strategies tailored to business environment for each business unit OTC (Over-the-counter) Food service Strengthen core products to expand sales floor space and Identify growing business models in each area. Expand
Slide 23: Further Strengthening of the Business Foundation Through Transformation
Further Strengthening of the Business Foundation Through Transformation Building a solid business foundation to deliver Vision 2030 Supply Chain: Enhancing productivity Back office and IT: Integrating systems and data enhancement through local production for to enable data-driven management local co
Slide 24: Financial Strategy and Shareholder Return
Financial Strategy and Shareholder Return Building on profit growth, focus on improving ROIC and cash generation to enhance shareholder returns ROIC Improvement Improving cash generation Enhance shareholder returns capacity Each business unit works to improve Focus on enhancing cash generation 2026
Slide 25: Summary
Summary Significant improvement in earnings achieved to date provides strong confidence for the next stage. Launching Vision 2030 with determination, to further enhance shareholder value. Significant performance improvement Vision 2030：Further enhancing shareholder and foundation building value Over
Slide 26: THANK YOU
THANK YOU Investor Relations Coca-Cola Bottlers Japan Holdings Inc. ir@ccbji.co.jp https://en.ccbj-holdings.com/ir/
Slide 27: Appendix
Appendix
Slide 28: FY2025 Results (vs Plan)
FY2025 Results (vs Plan) Unit: Million JPY Change YoY YoY Change YoY YoY FY2025 vs Revised vs Revised vs Original vs Original Actual Plan*2 Plan Plan*3 Plan Revenue 893,805 +5,905 +0.7% -12,295 -1.4% Sales Volume (Million Cases) 501 +6 +1.3% -3 -0.6% NARTD (Non-alcoholic ready to drink) Beverage Vol
Slide 29: 2025 Q4 QTD (Oct - Dec) Results (vs 2024)
2025 Q4 QTD (Oct - Dec) Results (vs 2024) Unit: Million JPY Q4 2025 Q4 2024 Change YoY Actual Actual YoY Revenue 210,281 216,068 -5,787 -2.7% Sales Volume (Million cases) 120 116 +4 +3.1% NARTD (Non-alcoholic ready to drink) Beverage Volume (Million cases) 119 115 +4 +3.3% COGS 116,934 117,142 -207
Slide 30: 2025 Q4 QTD Segment Results (vs 2024)
2025 Q4 QTD Segment Results (vs 2024) Unit: Million JPY Q4 2025 Actual Q4 2024 Actual Change YoY YoY Sales Volume (Million Cases) 120 116 +4 +3.1% Vending 27 28 -2 -6.1% Over the Counter (OTC) *1 75 71 +4 +5.1% Food Service 18 16 +2 +10.5% Revenue Vending 94,185 100,237 -6,052 -6.0% Over the Counter
Slide 31: NARTD Sales Trend by Channel / Category / Package (vs 2024)
NARTD Sales Trend by Channel / Category / Package (vs 2024) Q4 QTD (Oct to Dec) Sales Volume +3% By Package YTD (Jan to Dec) By Channel Wholesale revenue Package Volume 1% Channel Volume per case (JPY) 4% S-PET Flat Vending (VM) -6% +64 M-PET +37% 15% 12% 22% Supermarket (SM) +5% +26 6% 4% L-PET -7%
Slide 32: 2025 Q4 Marketing Initiative Review
2025 Q4 Marketing Initiative Review MARKETING CORE INNOVATIONS EXPERIENCE Coca-Cola Kochakaden Samurai Japan Portfolio Promotion Winter Campaign CRAFTEA Grape mix tea via Coke ON JAN code-scan Georgia FANTA Ayataka Winter Campaign Fall/Winter Campaign Golden Apple with Under-The-Cap promotion 32
Slide 33: 2025 Q4 QTD ESG Initiatives
2025 Q4 QTD ESG Initiatives ------------------------------------------------------------------ Major Initiatives --------------------------------------------------------------- --------------Values-------------- Launched a pilot project to utilize spent tea and coffee grounds as biomass resources, g
Slide 34: POLE
\ POLE WwC ce WN TRKILDIBS. We bottle happy moments.
Slide 35: Forward-looking Statements
Forward-looking Statements The plans, performance forecasts, and strategies appearing in this material are based on the assumptions and judgment of the management of Coca-Cola Bottlers Japan Holdings Inc. (CCBJH or Company) in view of data obtained as of the date this material was released. These fo
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