Asahi Group Holdings Ltd · TSE:2502
Asahi — Investor Presentation (June 2021)
36 slides from Asahi's investor presentation, June 2021
Slide 1: Asahi Beverages – Oceania
Asahi Beverages – Oceania AGH Investor Presentation June 2021 2021年6月
Slide 2: Introduction to Asahi Beverages Oceania
Introduction to Asahi Beverages Oceania イントロダクション 2
Slide 3: Over the past decade, Asahi Beverages has built the leading beverages portfolio in Oceania
Over the past decade, Asahi Beverages has built the leading beverages portfolio in Oceania and is well positioned for future growth Asahi Beverages（オセアニア事業）の事業ポートフォリオと、今後の成長 1. “Establishing the foundations“ 2. “Getting in shape” 3. “Accelerating our growth” 2009 – 2013 2014 – 2018 2019 and beyond •
Slide 4: Asahi Beverages is the Regional Hub for Oceania
Asahi Beverages is the Regional Hub for Oceania オセアニアのリージョナルハブであるAsahi Beverages • As the Regional Hub, Asahi Beverages sets the strategy, providing guidance Regional Hub Governance and Oversight and support to its operating business divisions in Australia and New Zealand, ガバナンスと監督 with each Busines
Slide 5: Australia & New Zealand Overview
Australia & New Zealand Overview – A stable, mature market with attractive economic conditions and growth prospects 豪州、ニュージーランド概要 – 魅力的な経済状況で成長が見込まれる、安定・成熟した市場 Darwin • Area Size 面積 • Australia: 7.7 million km2 (~20x Japan) • New Zealand: 0.27 million km2 (~3/4x Japan) Brisbane • Stable population b
Slide 6: Business Division Overview: Carlton & United Breweries (CUB)
Business Division Overview: Carlton & United Breweries (CUB) 事業部門概要： CUB（豪州酒類事業） KEY BRANDS CUB MARKET VALUE SHARE Total CUB 41% Total Beer 50% Classic Beer 45% Contemporary Beer 71% Premium Imported Beer 62% Craft Beer 16% Cider 52% RTD Spirits 21% Source: IRI Scan Data MAT Mar 2021 – Value share N
Slide 7: Business Division Overview: Asahi Lifestyle Beverages (ALB)
Business Division Overview: Asahi Lifestyle Beverages (ALB) 事業部門概要： ALB（豪州飲料事業） KEY BRANDS ALB MARKET VALUE SHARE Total ALB 20% Cola CSDs 21% Non-cola CSDs 45% Mixers 60% Mineral Waters 20% Water 14% Sport 31% Tea 76% Fruit Juice/Drinks 4% Cordial 30% Source: IRI Scan Data MAT Mar 2021 – Value Share
Slide 8: Business Division Overview: Asahi Beverages New Zealand (ABNZ)
Business Division Overview: Asahi Beverages New Zealand (ABNZ) 事業部門概要： ABNZ（ニュージーランド事業） KEY BRANDS ABNZ MARKET VALUE SHARE Total ABNZ 14% Total Beer 11% Premium Beer 10% Craft Beer 9% Dark RTD Spirits 53% Light RTD Spirits 46% Cider 22% Wine 6% Spirits 6% Source: IRI Scan Data MAT Apr 2021 – Value S
Slide 9: Asahi Beverages Oceania Region Executive Leadership Team
Asahi Beverages Oceania Region Executive Leadership Team オセアニア・リージョンの経営チーム Asahi Beverages Oceania Region Asahi Beverages Business Divisions Peter Filipovic Nigel Roberts Andrew Cambpell Carlton and United Asahi Lifestyle Asahi Beverages Breweries, Beverages, New Zealand, Chief Executive Chief Execu
Slide 10: Asahi Beverages Oceania Strategy
Asahi Beverages Oceania Strategy 戦略 10
Slide 11: Strong commercial growth prior to COVID-19, Business Income CAGR of +11% from 2017-2019
Asahi Beverages experienced strong commercial growth prior to COVID-19 across the business, with Business Income CAGR of +11% from 2017-2019 コロナウイルス感染拡大前の2017～2019年は、CAGR+11%の力強い事業利益成長 Historical Net Sales Value (NSV)* 純売上収益推移 Business Income performance 事業利益推移 2017 – 2019, $AUD million 2017 – 2019,
Slide 12: COVID-19 recession with strong rebound in 2021
2020 has seen a COVID-19 linked recession with a strong rebound now occurring in 2021. Outlook remains attractive in the long term, supported by moderate population growth 2020年の景気後退後、2021年は力強いリバウンド。緩やかな人口増加に支えられ、長期的にも上向きの見通し Projected GDP growth, adjusted for COVID-19 Projected population growth of
Slide 13: The alcohol category is expected to recover following a challenging 2020
The alcohol category is expected to recover following a challenging 2020 due to COVID-19 recessionary impacts, with growth supported by ongoing industry trends 現在の産業トレンドに支えられ、酒類カテゴリーは2020年の厳しい状況からの回復が見込まれる Projected alcohol category growth 酒類カテゴリーの成長予測 We expect post-pandemic growth to continue to b
Slide 14: Mid Term Plan and Business Division strategies consider macro and value chain trends
Our Mid Term Plan and Business Division strategies have been developed with a strong consideration of broader macro and value chain trends impacting our business マクロ環境およびバリューチェーンのトレンドを考慮したうえで、中計および事業別戦略を策定 CONSUMER TRENDS SHAPING OUR INDUSTRY TRENDS AFFECTING OUR VALUE CHAIN 消費者トレンド バリューチェーンを左右するトレン
Slide 15: Our refreshed Vision & Strategy addresses the same values & principles as our Group Philosophy
Our refreshed Vision & Strategy addresses the same values & principles as our Group AGH Philosophy, adapted to reflect our regional business and priorities オセアニア事業のビジョンと戦略は、アサヒグループの理念をもとに、リージョンの事業と優先課題を反映している 日々の生活を楽しさと人とのつながりで満たしていく Bring enjoyment & connection to everyday moments in life Our ビジョン・
Slide 16: Our new Vision forms the core of our new strategy
Our new Vision forms the core of our new strategy, and informs how we bring this to life (through our Values) and the Strategic Pillars which will deliver against this aspiration 新ビジョンが新しい戦略のコアを形成する。その戦略は、当社が重視する価値観を通して、どのようにビジョンを達成するかという道筋を示す Our Vision is to bring enjoyment & connection to everyda
Slide 17: Approach across all beverage consumption occasions
Our approach will be to look across all beverage consumption occasions, and seeking to optimally meet consumer needs with our total portfolio (alcohol and non-alcohol) すべての飲用機会に目を向け、アルコールとノンアルコールを合わせたトータル・ポートフォリオで消費者ニーズを満たす ▪ Our portfolio of leading brands and our TOTAL BEVERAGE PORTFOLIO OPPORTUNI
Slide 18: Existing Category Growth
We remain focused on delivering growth through our core beverage brands, by both enhancing existing products but also expanding existing markets through innovation 既存商品の強化とイノベーションによる既存市場の拡大による、主力ブランドの成長継続 POTENTIAL SOURCES OF GROWTH AREAS OF FOCUS 潜在的な成長源 注力する領域 1 既存カテゴリー の成長 Achieve growth in categ
Slide 19: Long-term commercial strategies to accelerate core businesses
We have developed long-term commercial strategies which focus on accelerating and enhancing our core businesses, whilst also exploring new growth opportunities 長期戦略では、コアビジネスの加速と新しい成長機会の探索に注力 Accelerating growth through Building One NZ capability the combined CUB and Redefining Non-Alc for scale and
Slide 20: CUB strengths: market leader in beer and cider
CUB is the clear market leader in beer and cider and a challenger in the more fragmented Ready To Drink (RTD) and glass spirits categories CUB（豪州酒類事業）は、ビール市場とサイダー市場でトップシェアを占め、RTD市場とスピリッツ市場ではチャレンジャーである MARKET POSITIONING Market Share by Value (2021, RSV) CUB Key Competitors Other players 7% 14% 18% 1
Slide 21: Key portfolio initiatives
Key portfolio initiatives 主要なポートフォリオの取り組み ESTABLISH CHALLENGER TAKE A CATEGORY LEADERSHIP EXTEND MARKET LEADERSHIP IN BEER POSITION IN “BEYOND BEER” POSITION IN CRAFT ビール市場のリード拡大 ビール以外の市場でチャレンジャーの地位を確立 クラフト市場でリーダーの地位を獲得 ▪ Maintain leadership in the cider ▪ Execute our craft portfolio ▪ Maintain #1 m
Slide 22: ALB strengths: high volume / efficiency player in soft drinks
ALB’s strength is as a high volume / efficiency player in the Australian soft drinks market and relies on three core capabilities ALB（豪州飲料事業）は、3つの強みにもとづく豪州飲料市場の大量生産/高効率プレーヤーである MARKET POSITIONING Market Share by Value (2021, RSV) ALB Key Competitors Other players 2% 13% 14% ESTABLISHED GLOBAL ALB’s
Slide 23: Key portfolio initiatives
Key portfolio initiatives 主要なポートフォリオの取り組み EXTEND MARKET LEADERSHIP IN NO SUGAR DRIVE DISTRIBUTION BEYOND GROCERY EXPAND INTO NEW OCCASIONS 無糖市場のリード拡大 量販チャネル以外の流通促進 新たな機会の拡大 GROWTH DRIVERS ▪ Maintain #1 market position by ▪ Grow share of OTG channel to market ▪ Execute the category growth strategy to
Slide 24: ABNZ strengths: market leader in RTDs
Currently, ABNZ is the market leader in RTDs, a challenger in a fragmented Wine category and has the opportunity to disrupt in beer ABNZ（ニュージーランド事業）は、RTD市場でトップシェアを占め、ワイン市場でのチャレンジャーであり、ビール市場で成長機会がある MARKET POSITIONING Market Share by Value (2021, RSV) ABNZ Key Competitors (Lion & DB Breweries) Other
Slide 25: Key portfolio initiatives
Key portfolio initiatives 主要なポートフォリオの取り組み STRENGTHEN THE CORE – CUSTOMER AND STRENGTHEN THE CORE – FIX THE BASICS GO FOR GROWTH CONSUMERS コアの強化 – 顧客と消費者 コアの強化 – 基盤整備 成長を目指して • Instil robust customer strategies and capability • Improve efficiency and profitability of our ▪ Protect RTDs by leading the
Slide 26: Alliance for Growth Integration Program
Alliance for Growth Integration Program 「Alliance for Growth」 統合プログラム 26
Slide 27: Value creation opportunities and synergy targets by 2024
Value creation opportunities derived from leveraging strategic resources and enabled by (i) being part of the Oceania region and (ii) combining commercial Alcohol Divisions 戦略的リソースの活用および①オセアニア・リージョンの一員となること、②酒類事業の統合による価値創造 Enabled by Strategic resources leveraged operating Creating value creation op
Slide 28: Joint commercial alcohol business establishing Australia's #1 alcohol business
We have also executed a joint commercial alcohol business to establish Australia’s #1 alcohol business 豪州No.1の酒類事業確立への事業統合 Market position #1 Beer CUB | BEER & ALL KEGS ビールとすべての樽商品 CUB PREMIUM BEVERAGES | BEYOND BEER ビール以外 #1 Cider PACKAGED BEER CIDER GINGER BEER ZERO-ALC BEER RTDs POST-MIX ALL KEGS
Slide 29: People, Culture and ESG
People, Culture and ESG 社員、文化、ESG 29
Slide 30: Behaviours to bring our Vision and Values to life
As part of bringing our Vision and Values to life, we have defined the set of Behaviours that will help to drive our people and culture forward as we transform our business ビジョン・バリュー実現の一環として、ビジネス変革の際に、社員と文化を前進させる行動様式を策定した Values バリュー Behaviours 行動様式 インクルージョンとダイバーシティの尊重、 1. We collaborate as One Team
Slide 31: Pride in our region and being a great place to work
Pride in our region and being a ‘great place to work’ remains central to our Asahi Vision. We manage this under the Asahi “Be” framework. 「オセアニア地域への誇り」と「素晴らしい職場環境」がビジョンの中心である。 Asahi「Be」フレームワークのもとにマネジメントする。 Pride in our region and being a ‘great place to work’ remains central to our Asahi Vision. We
Slide 32: Diversity & Inclusion celebration examples and roadmap
Diversity & Inclusion remains a key area of focus, championed by the Asahi Beverages Oceania Leadership Team ダイバーシティ＆インクルージョンは、重要な注力分野 Celebration examples International Women’s Day Mardis Gras (March) International Day of People Olympics in Tokyo (July) セ レ (March) with Disability (Dec) ブ レ ー シ ョ ン
Slide 33: Sustainability – Consumer-Led, Customer-Driven, Asahi Owned
Sustainability – Consumer-Led, Customer-Driven, Asahi Owned サステナビリティ – 消費者、顧客、アサヒ Consumer-Led Asahi Progress to Date 消費者主導 アサヒの進捗 Release of BE Report 4 Pines 1% for the 1 in 4 消費者の4人に1人は、 サステナビリティのアーリー・アダプターである Championing 100% Recycled PET & Reuse Removal of Hi-Cones Established Strategy & Goals
Slide 34: Refreshed Sustainability Strategy aligned with Asahi Group global pillars
We will now build on that momentum with a refreshed Sustainability Strategy that aligns our local goals with our Asahi Group global pillars アサヒグループのグローバル・ピラーと、オセアニア事業のローカル目標を一致させたサステナビリティ戦略 ASAHI BEVERAGES SUSTAINABILITY STRATEGY Asahi Beverages（オセアニア事業）のサステナビリティ戦略 Climate Change Packaging Sustainab
Slide 35: Bring enjoyment & connection to everyday moments in life
Bring enjoyment & connection to everyday moments in life 「日々の生活を楽しさと人とのつながりで満たしていく」 We will deliver transformational growth post the acquisition of CUB based on our plans and strategies: 以下の計画と戦略に基づき、CUB買収後の変革的成長を目指す 1. Top line growth accelerated, driven by business strategies トップラインの成長加速 2. Contin
Slide 36: Thank You
Thank You cos Va PERONI . DRIGINAL a, BEVERAGES
Asahi Group Holdings — Investor Presentation (June 2021) on 6ix