Coca Cola Bottlers Japan : Announcement of New Strategic Business Plan Vision 2030 (250 5)

August 1, 2025

To whom it may concern,

Name of Company: Coca-Cola Bottlers Japan Holdings Inc.

Name of Representative: Calin Dragan, Representative Director and President

(Code No. 2579, Prime Market of the Tokyo Stock Exchange)

Contact: Tomokazu Usagawa, Executive Officer, Head of Legal (Tel. +81-800-919-0509)

Announcement of New Strategic Business Plan: Vision 2030

～Targets revenue of over 1 trillion yen, business income of over 80 billion yen and ROIC of over 10%～

Coca-Cola Bottlers Japan Holdings, Inc. ("the Company") announces a new strategic business plan "Vision 2030", covering the period from 2026 to 2030, as an upward revision of its ongoing plan, "Vision 2028", which was announced in August 2023. Under "Vision 2030", the Company aims to achieve revenue of over 1 trillion yen, business income of over 80 billion yen, and ROIC of over 10% by 2030 in order to further increase shareholder value.

Since announcing "Vision 2028" in 2023, the Company has achieved many results in earnings and transformation. The Company improved business income by more than 26 billion yen over two years, achieved top-line growth and generated cost savings of approximately 10 billion yen through transformation over two years, and strengthened its business foundation, investing in technology, and launching NeoArc towards data-driven management. As the key initiatives outlined in "Vision 2028" have steadily progressed and delivered results, the Company has set "Vision 2030" as its new strategic business plan, which is an upward revision of "Vision 2028", with even more ambitious goals to further business growth.

By 2030, the Company aims to achieve over 10% ROIC, approximately double the cost of capital, and an ROE approximately double the previous target, while pursuing robust profit growth and implementing the largest shareholder returns in its history, including a cumulative 150 billion yen of share buyback and an ambitious plan to increase dividends to between 140 and 150 yen per share by 2030. The Company will achieve these ambitious targets through disciplined capital allocation. In addition, the key target indicators such as revenue of over 1 trillion yen, transformation savings of 30 to 35 billion yen over 5 years, and business income of over 80 billion yen will all be record highs.

While the Group had previously operated as a single segment, the "Beverage Business," the Company has now established an operational structure aligned with the characteristics of each business unit to facilitate the execution and achievement of the objectives of "Vision 2030." Furthermore, with the establishment of a management reporting structure by business unit, the reportable segments have been changed into three segments: "Vending Business," "OTC Business," and "Food Service Business", starting from the second quarter of the fiscal year ending December 31, 2025. The Company aims to improve the cash generation capabilities of each business unit and rebuild the profit-generating foundation of the vending business, as a company will be able to achieve global level returns in the future. The Company operates a wholesale business for OTC and food service fields that are comparable to global bottlers, based on key financial performance metrics.

In vending, the Company operates a retail business that has the world's largest number of sales locations, providing a point of contact with consumers. In collaboration with the Coca-Cola (Japan) Company, the Company will execute key objectives, promote sustainable growth, and further increase shareholder value.

1. Summary of the New Strategic Business Plan, "Vision 2030"

   • Major Initiatives

     1. Vending : Rebuild profit base with "retailer" mindset

        ・Revising entire business and rebuilding profit foundation. Focus on profitability and asset efficiency

        ・Improving data utilization and executing strategies for enhanced competitiveness

        ・Continuing digital transformation leveraging digital

     2. OTC : Lead revenue and profit growth through execution of top-line strategies

        ・Executing topline growth identifying growth opportunities

        ・Investing in marketing with diligence on ROI

        ・Strengthening coordination with key customers

     3. Food Services : Expand business opportunities by strengthening customer proposal capabilities to promote increased beverage consumption occasions

        ・Reinforcing customer approach to expand drinking opportunities

        ・Strengthening approach to growing segments

        ・Optimizing equipment and assortment for profitability

     4. Supply Chain：Leveraging strong supply chain base and accelerating efficiency

        ・Reduce logistics costs and improve capital efficiency by promoting the "local production for local consumption model"

        ・Enhance the accuracy of the S&OP process to achieve stable supply at low cost and reduce/optimize product inventory levels

        ・Further reinforce future logistics network through initiatives such as establishment of new logistical location such as Integrated Distribution Center (IDC)

     5. Back office/IT：Promoting data-driven management via company-wide digital-transformation

        ・Build new technology foundation for future growth by integrating various IT systems and data assets

        ・Improve operational efficiency through digital utilization - driving fundamental business process reengineering

        ・Promote data-driven decision-making by deepening collaboration with partners and achieving world-class operations

     6. ESG/Human capital/Financial base：Strengthen foundation for sustainable business

        
        
        

   • Key KPIs for 2030

     Revenue	1+ trillion yen（CAGR +2~3%）
     Sales Volume	CAGR +0.5～1%
     BI / BI margin	80+ billion yen / 8+ %
     Transformation Cost Saving	30～35 billion yen
     ROIC	10+ %
     Dividend per Share	140～150 yen
     Share Buyback	Cumulative 150 billion yen

2. Summary of Shareholder Returns Delivering record-high shareholder returns

1. Target dividend per share of 140-150 yen by 2030

   ・Increase dividends based on progressive dividend policy

   ・40% payout ratio and 2.5% DOE by 2030

2. Planned total share buyback of ¥150 billion

・30 billion yen share buyback to begin in November 2025

・Cumulative share buyback of 150 billion yen planned by 2030

(Reference Material)

Strategic Business Plan 2026-2030 Vision 2030

*Please note that the information contained in news releases is current as of the date of release. Certain information may have changed since the date of release

End

August 1, 2025

Coca-Cola Bottlers Japan Holdings Inc.

Calin Dragan, President

Bjorn Ivar Ulgenes, Vice President & CFO

(Posted to CCBJH website on Aug 1, 2025)

‌Progress toward Vision 2028

Over past 2 years, earnings improved fundamentally; BI exceeded targets with 26+ billion yen increase vs 2022 Key measures outlined in Vision 2028 have delivered exceptional results:

Achieved top-line growth with solid profitability. Transformation delivered substantial recurring cost savings and reinforced business foundation

Announced shareholder return program under Vision 2028 in November 2024, driving capital efficiency 2025 BI trending above initial plan. Guidance revised upward to aim even higher

Business Income (B JPY)

45~50

Major achievements under Vision 2028

2022

2023

Initial

plan

-5

2024

2025

・・・・

2028

Plan

Vision 2028

-14.4

(FY2025 Revised Guidance vs. FY2023 Actual)

0

• BI

  
  
  
  
  
  

• ROIC

  
  
  

• Transformation

  cost savings

  
  
  

• Shareholder returns

Approx. 10x Over +2 pts

Approx. 10 B JPY

Comprehensive shareholder return program announced

‌Vision 2028 Upward Revision Summary

Growth opportunities and challenges identified through Vision 2028, leading to new measures

Developing strategies to unlock further transformation through enhanced use of data and technology Deepening partnership with Coca-Cola Japan Company; jointly formulating long-term growth strategy Establishing operating structure centered on multiple Business Units with clear accountability Benchmarking global bottlers and redefining strategic direction for each Business Unit

Executing unprecedented shareholder returns; exploring potential to further enhance shareholder value

Positive business operations outlook going forward

Strong determination confidence to set and achieve higher ambitions

Progress toward a phase of higher shareholder returns

Ongoing Vision 2028 revised upward, launching new Strategic Business Plan Vision 2030

‌Vision 2028 Upward Revision Summary

Accelerating expansion of shareholder returns

10+

ROIC, %

7+

3

1

2

・・・

・・・

Forecast for capital efficiency and shareholder return metrics

Announced comprehensive shareholder return measures in November 2024

• Updated dividend policies and shifted to progressive dividends

• Share buybacks of 30 B JPY

  140~150

  Dividend per

  share, JPY

  90~100

  50

  53

  57

  ・・・

  ・・・

  0	5	30	・・・	・・・
  2023	2024	2025	2026 Plan	2028 Plan	2030 Plan

  Vision 2030 accelerates existing initiatives and plan for

  largest shareholder return measures in our corporate history

  Share

  buyback (cumulative), B JPY

  150

  • Dividend per share in 2030:

    - 140~150 JPY

  • Share buybacks

    • 30 B JPY from November 2025

    • Cumulative 150 B JPY by 2030

4

‌Vision 2028 Upward Revision Summary

2028 targets are revised upward, new 5-year (2026-2030) Strategic Business Plan Vision 2030 formulation

2030 targets of BI 80+ billion yen (2x record-high), ROIC of 10+% (2x WACC)

Implement largest-ever shareholder return plan by significantly improving key business performance indicators

Overview of Strategic Business Plan upward revision (Business Income, B JPY)

80+

Vision 2030

Original

Plan

45~50

New Plan

50~55

Vision 2028

2

0

2023

2026 2028 2030

‌New Strategic Business Plan Vision 2030

Vision 2030: Targeting superior profitability and capital efficiency

Achieving company-wide goals through greater transparency and accountability for business

units to improve market execution and profitability

Vending OTC Food Service

Revising entire business and rebuilding profit foundation. Focus on profitability and asset efficiency

Improving data utilization and executing strategies for enhanced competitiveness

Continuing digital transformation

Executing topline growth identifying growth opportunities

Investing in marketing with diligence on ROI

Strengthening coordination with key

customers

Reinforcing customer approach to expand drinking opportunities

Strengthening approach to growing segments

Optimizing equipment and assortment for

profitability

Supply Chain

Leveraging strong supply chain base and accelerating efficiency

Back office / IT

Promoting data-driven management via company-wide digital-transformation

‌Commercial Strategy: Vending

Boost profitability and competitive edge through transformation driven by data and

technology

Location

selection

Assortment

Pricing

Route

Productivity

Inventory

Management

…

Enhance capital efficiency to optimize capital allocation

Vending Machines

in Operation (in our area)

About 650

thousand

Coke ON

Downloads

(as of end of July, 2025)

65+ million

‌Commercial Strategy: OTC, Food Service

Food Service

OTC

Lead revenue and profit growth through execution of top-line strategies focused on key opportunities

Expand business opportunities by strengthening customer proposal capabilities to promote increased beverage consumption occasions

organizational capabilities and leveraging technology.

‌Supply Chain Strategy, Back-Office and IT Strategy

Supply Chain Backoffice/IT

Optimize end-to-end supply chain processes through full-scale digital enablement

Continue building a solid foundation to

further advance data-driven management

Reduce logistics costs and improve capital efficiency by promoting the "local

production for local consumption model."

Enhance S&OP process accuracy to achieve stable supply at low cost and reduce/optimize product inventory levels.

Further reinforce future logistics network through initiatives such as establishment of new logistical location such as Integrated Distribution Center (IDC).

Build new technology foundation for future growth by integrating various IT systems and data assets.

Improve operational efficiency through digital utilization - driving fundamental business process reengineering.

Promote data-driven decision-making by deepening collaboration with partners and achieving world-class operations.

‌Financial Strategy, Shareholder Return Measures

• Strategies focused on enhancing shareholder value

• Continue optimizing the balance sheet, that will enable ambitious shareholder returns

• Execute flexible shareholder return in line with market dynamics

Enhanced Capital Efficiency Vision 2030 Shareholder Return Measures

Target ROIC of 10%+ (approx. double WACC) by 2030

• Make carefully selected capital investments within the

  scope of depreciation (30-35 B JPY/year*)

  *Investments amounts related to lease transactions subject to IFRS 16 are not included in the above figures

  
  
  

• Optimize balance sheet: Improve fixed asset and divest idle assets and strategic shareholdings to streamline asset base. Improve product inventory turnover

• Consider optimizing financial leverage to contain capital costs

Promote shareholder returns by generating stable cash flows

1

Target dividend per share of 140~150 yen by 2030 Increase dividends based on progressive dividend policy 40% payout ratio and 2.5% DOE

2

Planned total share buyback of 150 billion yen

30 billion yen share buyback to begin in November 2025

Cumulative share buyback of 150 billion yen by 2030

Business Income

80+ B JPY

ROIC

10+ %

Dividend per Share

140~150 JPY

Share buyback Cumulative 150 B JPY

(2030 Targets)

‌THANK YOU

Investor Relations

Coca-Cola Bottlers Japan Holdings Inc.

[email protected]

https://en.ccbj-holdings.com/ir/

‌BOTTLE tAPAN H0 LDIN G S INC.

We bottle happy moments.

Coca-Cola Bottlers Japan Holdings is committed to providing quality in every bottle, delivering preat new tastes and happy moments

while creating value for every occasion.

We are committed to conserving limited resources and achieving a sustainable cycle of production.

With diverse talents working together to ac complish transformation,

we believe that we can create an a verflowing of happiness that will enrichen lives.

We continue to drive forwa rd every day with pride in our work and mission to support people, communities,

and the natural environment.

‌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 forecasts may differ materially from actual performance due to risks and uncertain factors such as those listed below.

Risks and uncertain factors are not limited to the items listed below. They are also included in our annual securities report, or "Yuka Shoken Houkokusho".

• Agreements with The Coca-Cola Company and Coca-Cola (Japan) Company Limited.

• The quality and safety of products

• Market competition

• Natural environment, such as climate, disaster, water resources, etc.

• Legal environment

• Leakage or loss of information

• Change of economic conditions, such as personal consumption, currency exchange rates, prices of raw materials, fair value of assets, etc.

• Business integration, streamlining and optimization of business processes, etc.

• Uncertain factors other than those above

The information in this presentation is provided for informational purposes and should not be construed as a solicitation of an investment in our securities.

CCBJH undertakes no duty to update any statement in light of new information or future events. You should rely on your own independent examination of us before investing in any securities issued by our company.