Asahi Group Holdings Ltd · TSE:2502
Asahi — Investor Day (March 2022)
36 slides from Asahi's investor day presentation, Mar 30, 2022
Slide 1: AGH Investor Relations Day: Oceania Business Briefing
AGH Investor Relations Day Oceania Business Briefing Wednesday March 30 2022
Slide 2: Recap on Oceania Regional Business
Recap on Oceania Regional Business オセアニアの事業概要 2
Slide 3: Regional scale across Oceania with strong positions in each market
We have regional scale across Oceania with strong positions in each of our markets and grew Core Operating Profit by 73% in F211 REGIONAL OVERVIEW 各市場での強固なポジショニングにより、2021年の事業利益は前年比73％増加 純売上収益の構成比 2021年 市場シェア 純売上収益成長率 % of F21 Net Sales Market Regional Value Growth Share NSV +6.3%2 21% ALB: 豪州飲料事業 +5
Slide 4: Our clear, focused strategy to deliver shareholder value
Our clear, focused strategy provides our business with clarity on how we will deliver shareholder value REGIONAL OVERVIEW 株主価値向上を実現する戦略 日々の生活を楽しさと人とのつながりで満たしていく ビジョン・バリュー リスペクト 誠実さ アカウンタビリティ 勇気 パッション 戦略 差別化された 消費者と顧客を喜ばせる レジリエンスと適応力の構築 スケールとスピードの両立 競争優位性の構築 優位性 成長する 成長とイノベーション やる気に満ちた 競争優位性をもたらす要因 愛
Slide 5: Clear, sustainable competitive advantages versus our peer set
We have clear, sustainable competitive advantages versus our peer set that underpin our value proposition as the regional multi-beverage champion REGIONAL OVERVIEW 地域トップのマルチビバレッジ企業として、競争優位性を有する Our engaged people and culture that harness a growth and sustainability mindset are our biggest strength a
Slide 6: Experienced and diverse leadership team
We have an experienced and diverse leadership team collectively driving the growth of our region REGIONAL OVERVIEW 経験豊富で多様性のある経営チーム Asahi Beverages Oceania Region Asahi Beverages Business Divisions Danny Celoni Nigel Parsons Andrew Cambpell Carlton & United Asahi Lifestyle Asahi Beverages Breweries,
Slide 7: Re-Cap on our Oceania Mid-Term Strategy
Re-Cap on our Oceania Mid-Term Strategy オセアニアの中期戦略の概要 7
Slide 8: Significant progress against our strategy
We have made significant progress against our strategy, and our momentum is building as we continue to leverage our market-leading scale STRATEGY OVERVIEW 市場トップのスケールを活かして成長を加速する 消費者と顧客を喜ばせる レジリエンスと適応力の構築 スケールとスピードの両立 Delight our Consumers & Customers Build Resilience & Adaptability Leverage our Scal
Slide 9: Our strategy is winning in market and we continue to re-invest
Our strategy is winning in market and we are continuing to re-invest ahead of our peers to accelerate this advantage STRATEGY OVERVIEW 戦略は成功しており、競争優位性強化のための再投資を継続する CUB（豪州酒類事業）の成長 カテゴリー・顧客フォーカスによる市場を上回る成長 Great Northern 量販チャネル経由を含む Zero expansion – Continued Vodka 『Great Northern Zero』の拡大 including
Slide 10: Driving our Health & Wellbeing agenda
We are proactively driving our Heath & Wellbeing agenda 健康・Well-being分野を推進する STRATEGY OVERVIEW Our ambition Our initiatives Our action アンビション 取組み アクション Consumers are looking to food and Our strategy will focus on: We plan to deliver this through: beverages as a means of managing long-term health ✓ R
Slide 11: Progress against our sustainability commitments
We are making progress against achieving our sustainability commitments サステナビリティに関するコミットメント達成に向けた進捗 STRATEGY OVERVIEW Asahi Beverages Oceania has a clear We have already made significant progress against our sustainability agenda commitments Asahi Beverages Oceaniaのサステナビリティ・アジェンダ $45m r PET recyclin
Slide 12: Our Diversity, Equity & Inclusion Vision
We are focussed on ensuring a diverse and inclusive environment for our people and are making good progress against our agenda STRATEGY OVERVIEW 従業員にとって多様性がありインクリューシブな環境を確保することに重点を置いており、課題に対して順調に進捗している Our Diversity, Equity & Our progress in 2021 2021年の進捗 Inclusion Vision ▪ 85% of our employees are
Slide 13: Oceania People Ambition
We are achieving strong employee engagement through investing behind our People and their safety STRATEGY OVERVIEW 従業員とその安全への投資を通じて、従業員との強いエンゲージメントを実現する Oceania People Our progress in 2021 2021年の進捗 Ambition ▪ 85% Employee Engagement Score, with over 2,700 employees participating 従業員エンゲージメントスコア85％ （2
Slide 14: Five clear priorities for our region
We have five clear priorities for our region that will unlock delivery of our 2022 objectives and accelerate our growth strategy over the mid-term plan period STRATEGY OVERVIEW 2022年目標の達成と、中期計画での成長戦略の加速のため、5つの優先事項を設定 Deliver our financial commitments & drive sustainable growth – underpinned by premi
Slide 15: Delivering superior growth through our multi-beverage portfolio
Delivering superior growth through our multi-beverage portfolio マルチビバレッジ・ポートフォリオによる優れた成長性 15
Slide 16: Per Capita Consumption in mature markets
In mature markets (like Oceania) growth becomes highly dependent on premiumisation, mix and participation in segments which meet emerging needs オセアニアなどの成熟市場では、プレミアム化、ミックス、新しいニーズに対応した新セグメントへの参入が成長に大きく影響する USA Australia (2000) Australia (2019) NZ Australia (1990) Per Capita Consumption 1人あたりの酒類・飲料消費 C
Slide 17: Leading regional multi-beverage champion value proposition
Our position as the leading regional multi-beverage champion provides us with a unique value proposition for both our consumers and customers MULTI-BEVERAGE リージョンにおけるマルチビバレッジのトップ企業として、消費者と顧客の双方に独自の価値提案を提供する Create Demand Capture Demand Drive Growth 需要の創出 需要の獲得 成長の推進 Our superior customer This positi
Slide 18: Three key levers to unlock incremental value
Our strategy: There are three key levers to how we will unlock incremental value from this unique multi-beverage proposition MULTI-BEVERAGE 戦略： 独自のマルチビバレッジ戦略により付加価値を引き出すための、3つのキーポイント 1 2 3 1 Deliver superior topline Leverage our scale & Re-invest for growth in growth through our multi- modern busine
Slide 19: Our progress to date
Our progress to date: We are growing our multi-beverage categories while reinvesting efficiency benefits into differentiated capabilities to drive future growth MULTI-BEVERAGE 進捗： 効率化により創出したベネフィットを差別化されたケイパビリティに再投資し、マルチビバレッジのカテゴリーを拡大する 売上成長 生産性と効率性 成長投資 TOP LINE GROWTH PRODUCTIVITY & EFFICIENCY INVE
Slide 20: Looking forward: lead and expand our categories
Looking forward: We will lead and expand our categories to create value for our consumers and customers, with focused resource allocation to enable growth MULTI-BEVERAGE 今後： 成長に向けた集中的な資源配分によってカテゴリーの拡大をリードし、消費者と顧客のための価値を創造する 売上成長 生産性と効率性 成長投資 TOP LINE GROWTH PRODUCTIVITY & EFFICIENCY INVEST FOR GROWT
Slide 21: Background on the CUB Alcohol Business Division & Growth Strategy
Background on the CUB Alcohol Business Division & Growth Strategy CUB（豪州酒類事業）の背景と成長戦略 21
Slide 22: Premiumisation is the dominant theme of growth across beer in AUS
Premiumisation is the dominant theme of growth across beer in AUS, and CUB’s portfolio is well positioned to capitalize on this CUB REVIEW プレミアム化は豪州ビール市場における主要な成長テーマであり、CUBのポートフォリオはこれを生かすのに最適なポジションにある Premiumisation is occurring across all The Australian beer market is CUB’s portfolio is well positi
Slide 23: Portfolio strategy underpinned by iconic, loved brands
Our portfolio strategy is underpinned by iconic, loved brands across a range of consumer needs & price points – with sustained growth since 2015 CUB REVIEW 当社のポートフォリオ戦略は、幅広い消費者ニーズと価格帯で愛される象徴的なブランドで支えられており、2015年以降、持続的に成長 We have a strong portfolio of brands with leading market positions1 市場をリードする強力なブ
Slide 24: Great Northern grown into the leading national beer brand
Through our distribution and scale, we have successfully grown Great Northern into the leading national beer brand and remain well positioned for sustained growth CUB REVIEW 『Great Northern』は豪州トップのビールブランドに成長し、今後の持続的な成長に向けても有利なポジションを維持 We have leveraged our scale to quickly gain We supported our expa
Slide 25: Strong momentum across all facets of the portfolio
We have strong momentum across all facets of the portfolio ポートフォリオのあらゆる面で強いモメンタムを有する CUB REVIEW ESTABLISH CHALLENGER TAKE A CATEGORY LEADERSHIP EXTEND MARKET LEADERSHIP IN BEER POSITION IN “BEYOND BEER” POSITION IN CRAFT ▪ Maintain #1 market share by ▪ Upweight investment to build ▪ Maintain leaders
Slide 26: Supporting premiumization through enhanced RGM capability
We are supporting our CUB premiumization ambitions through enhanced RGM capability CUB REVIEW RGMの機能強化により、CUBのプレミアム化を推進する 戦略的な投資選択により、当社および顧客の持続可能で収益性の高い売上成長を最適化する RGM @ Optimising sustainable, profitable revenue growth for Asahi and our customers through strategic investment choices ASAHI PORTFOLIO
Slide 27: Alliance for Growth integration update
Alliance for Growth integration update 統合シナジー創出の取組み「Alliance for Growth」のアップデート 27
Slide 28: Alliance for Growth delivering in line with synergy plan
Our Alliance for Growth Program is delivering in line with our synergy plan and we remain on track meet our 2024 target 「Alliance for Growth」はシナジー計画に沿って実施されており、2024年の目標達成に向けて順調に進捗している RECENT MAJOR ACHIEVEMENTS 2022 PRIORITIES 直近の主な実績 2022年の優先課題 • Multi-beverage value creation through • Continue to l
Slide 29: Synergy plan benchmarked against consumer deals
Royal Unibrew / Oy Hartwall 0.6% Fuji Oil / Blommer Chocolate Greencore / Peacock Foods 1.1% 1.6% Cott / Eden Springs Molson Coors / Miller Cott / Cliffstar 2.7% 3.1% 3.6% Altia / Arcus (<4.7%) TreeHouse / Ralcorp Lower quartile 3.9% 4.0% Spectrum Brands / Russell Hobbs 4.9% Embotelladora / Embotell
Slide 30: Market Outlook Update
Market Outlook Update 市場見通し 30
Slide 31: Long term outlook remains strong as ANZ recovers from COVID-19
Long term outlook remains strong as ANZ recovers from COVID-19, however rebound has been impacted by sporadic outbreaks and lockdowns 豪州・ニュージーランドはコロナ禍から回復し、長期的な見通しは良好だが、散発的な感染拡大とロックダウンの影響を受けている Projected GDP growth during COVID-19 period Projected household consumption growth Annual growth % p.a., 2
Slide 32: Australian on-premise beer volumes continue to recover
Australian on-premise beer volumes have continued to recover as COVID restrictions ease in each State and Territory 豪州の各州でコロナ関連規制が緩和され、業務用ビール販売数量の回復が継続 While total beer volumes remain slightly below pre-pandemic Australian States & Territories that experienced the lowest levels levels, we are seeing
Slide 33: Managing input cost pressures
We are actively managing input cost pressures through regional management initiatives, however this is becoming more challenging コスト圧力に対する取組みを強化しているが、困難さが増大している We have strategies in place; however, it is becoming Market and cost headwinds impacting the business increasingly difficult to mitigate mo
Slide 34: We reaffirm our outlook for revenue and profit growth in 2022
We reaffirm our outlook for revenue and profit growth in 2022 2022年の業績計画 2021 vs 2022 (JPY billion) Results Change YoY Forecast Forecast Change YoY Reaffirming our direction for 2022 Revenue 446.6 107.5 31.7% 1.9 532.5 32.5 6.5% • Continue to promote multi- Core OP 74.2 41.2 125.1% 0.1 98.0 15.0 18.
Slide 35: Five key priorities to deliver superior shareholder value in 2022
Bring enjoyment & connection to everyday moments in life Our five key priorities to deliver superior shareholder value in 2022 毎日の生活に楽しさとつながりを 2022年に優れた株主価値を実現するための5つの優先事項 01 02 03 Deliver F22: Commercial Multi-beverage premiumisation, momentum across growth relentless each business opportunities ex
Slide 36: Thank You
Thank You cos Va PERONI . DRIGINAL a, BEVERAGES