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FISCAL 2025 BUSINESS UPDATE CONFERENCE February 26, 2026
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1. Executive Summary 2. Cyberattack-related System Disruption: Overview and Impact 3. Cyberattack-related System Disruption: Countermeasures 4. East Africa Business Acquisition: Objectives and Overview 5. EABL Financial Performance: Overview 6. Beer Market Overview and Key Brands 7. Market Overview by Country 8. Reference: Key Indicator Guidelines and Financial Policy (2025-2030) 9. Japan & East Asia 10. Japan: Key Topics 11. Europe 12. Europe: Key Topics 13. Asia Pacific 14. Asia Pacific: Key Topics 15. Global Brands 16. Sustainability Strategy: Progress and Future Policy 17. DX Strategy: Progress and Future Policy 18. R&D Strategy: Progress and Future Policy 19. Human Capital Strategy: Progress and Future Policy Content (Links)
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Executive Summary ◆ Overview of 2025 ➢ The announcement of Q3 and full-year results for the year ending December 31, 2025 have been delayed due to the system disruption that occurred on and after September 29 ➢ The Japan & East Asia segment is expected to report lower-than-planned Q4 revenue and Core Operating Profit. However, at our Europe and Asia Pacific segments, while revenue is expected to fall short of expectations, Core Operating Profit is expected to perform to plan ➢ We enhanced the resilience of our business portfolio by acquiring shares in Diageo plc’s East Africa business ◆ 2026 Direction ➢ Build a more robust framework for information and security management by fortifying measures to prevent disruption from cyberattacks and enhancing governancesystems ➢ Japan & East Asia: Focus on recovery measures including investing in our business platforms and reinvigorating our brand power ➢ Europe and Asia Pacific: Continue to invest in growth strategies and aim to achieve steady business growth ➢ The system disruption and East African business acquisition will have a temporary impact on performance, but our Key Indicator Guidelines through 2030 remain unchanged. Capital will be appropriately allocated to improve financial soundness, shareholder returns and overall capital efficiency ⒸASAHI GROUP HOLDINGS. All rights reserved. 1 更新枠線
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2 Cyberattack-related System Disruption: Overview and Impact ⚫ System Disruption Impact and Current Status ➢ Data centers were quarantined after a cyberattack disrupted our networks on September 29, 2025 ➢ A ransomware attack encrypted multiple servers and some computer terminals (PCs)*1 and data was stolen from some PCs*1 ➢ Investigations ascertained that an external attacker gained unauthorized access to the Asahi Group network via network equipment located at an internal Group site. ⚫ Cyberattack Overview • Personal information that has been exposed: 115,513 instances (as of February 18, 2026) (Employees (including retirees), executives and employees of business partners, self-employed business partners and their employees) • All administrative systems in Japan, including the receipt and dispatch of orders, were suspended and subsequently switched to manual operation • Resumed taking orders through the usual Electronic Ordering System (EOS) in December 2025. Normalizing overall logistics operations in February 2026, gradually expanding the brands for dispatch Impact on Business Personal Information • 2025 Q3 financial results: Scheduled for release on March 10, 2026 • 2025 financial results: Date of disclosure to be determined Financial Results Disclosure *1 Computers not yet transitioned to the Zero Trust model, a security framework based on the principle of “never trust, always verify” that strictly authenticates and authorizes users, devices, and network connections, whether they are internal or external, each time access to any information assets is being sought ⒸASAHI GROUP HOLDINGS. All rights reserved. 更新枠線
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3 Cyberattack-related System Disruption: Countermeasures Specific Measures Technical Measures • Identified attack routes and preventing recurrence (through management of IT assets) • Redesigned PCs and network/system configurations (enhanced EDR*2 settings & monitoring) • Building a more robust framework for monitoring, detection, and initial response. Enhance resilience and fault tolerance • Enhancing permission management, account security, infrastructure/cloud environment management Organizational and Governance-related Measures • Enhancing security training for employees and hands-on practice with latest attack routes • Establishing an independent organization and dedicated executive in charge of information security • Information Security Committee to monitor information security risks and countermeasures • Enhancing collaboration with external experts and strengthen Board of Directors’ cybersecurity monitoring and supervisory function ⚫ Initial Response • Implemented containment measures to prevent wider disruption (blocked dedicated communication lines, isolated data centers) • Authorized a forensic investigation*1 by external specialists, formulated and implemented preventative measures *1 A forensic investigation seeks to ascertain the causes and routes of unauthorized access, virus infections, etc. on a computer or network. ⚫ Preventative Measures (All measures fully implemented or initial response and design completed and being improved) ⒸASAHI GROUP HOLDINGS. All rights reserved. *2 Endpoint Detection and Response is a system that constantly monitors endpoints (PCs, servers, etc.) for suspicious activities, and when signs of an attack are detected, takes automatic action or quick action to prevent the impact from spreading. 更新枠線
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East Africa Business Acquisition: Objectives and Overview ⚫ Acquisition Objectives and Rationale • Acquiring a strong platform in the East African market, which is expected to deliver long-term growth driven by population increases and economic expansion • Securing high growth potential and stable profitability supported by a rich brand portfolio and strong marketing/product development capabilities • Promoting a business portfolio strategy by combining the brands and talent of both the Asahi Group and EABL*1, leveraging their respective strengths ⚫ Acquisition Overview Target Business • Agreed to acquire 100% of the shares in Diageo Kenya Limited and 53.68%*2 of the shares in UDV (Kenya) Limited • Indirect acquisition of 65.00% of the shares in East African Breweries PLC, which oversees Diageo’s beer, spirits and RTD businesses in Kenya, Uganda, and Tanzania • Expected to receive long-term licenses to continue the sale of Diageo’s brands through the Target Business Manufacturing Sites • 10 sites, including 1 microbrewery in Kenya Transaction Value • Consideration: USD 3.0 billion (approx. JPY 465.4 billion*3, on an equity value basis) • EV/EBITDA multiple: approximately 17x (based on FYE June 2025) Transaction Date • H2 2026 (tentative) *1 East African Breweries PLC *2 Shareholding ratio: The remaining 46.32％ equity stake is held by EABL *3 Conversion rate: USD 1 = JPY 155.12 (December 16, 2025) ⒸASAHI GROUP HOLDINGS. All rights reserved. 4 更新枠線
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5 EABL Financial Performance: Overview Unit: KES millions FYE June 2023 (Actual) FYE June 2024 (Actual) FYE June 2025 (Actual) Net sales 109,649 (JPY 131.7 billion) 124,131 (JPY 149.0 billion) 128,791 (JPY 154.6 billion) Operating profit (EBIT) 24,194 (JPY 29.1 billion) 24,898 (JPY 29.9 billion) 25,171 (JPY 30.2 billion) EBITDA 31,287 (JPY 37.6 billion) 33,098 (JPY 39.7 billion) 33,336 (JPY 40.0 billion) ⚫ EABL Performance Trends Revenue Composition by Country (2025) Revenue Composition by Category (2025) *Conversion rate: KES 1 = JPY 1.20 (December 16, 2025) Performance Trends ⚫ Strong consumer demand and a rich product portfolio have supported steady growth in net sales ⚫ Despite the impact of COVID-19 and cost inflation, the business has maintained strong profitability driven by top-line growth ⚫ Delivered solid performance in H1 FY2026* Volume: +8%, Net sales: +11%, EBIT: +20% *July–December 2025 (YoY), based on EABL’s June fiscal year-end ⒸASAHI GROUP HOLDINGS. All rights reserved. *Source: EABL Annual Report <70% <30% approx 5% Beer Spirits RTD 66% 20% 14% Kenya Uganda Tanzania 更新枠線
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6 Beer Market Overview and Key Brands UgandaKenya Tanzania * Source: GlobalData (as of February 2026) ⒸASAHI GROUP HOLDINGS. All rights reserved. Beer Market Trend (Mhl) Core Brands 2019-2024 Total CAGR +5% +2% ｰ3% +1% +10% 2019-2024 Total CAGR +2% ｰ5% +11% ｰ3% ±0% 2019-2024 Total CAGR +4% +12% +11% +4% +1% Composition Ratio 65% 18% 14% 4% 36% 24% 40% 0.2% 21% 55% 22% 2% BELL (Mainstream) TUSKER LITE (Premium) SERENGETI (Mainstream) TUSKER (Mainstream) SENATOR (Discount) SERENGETI LITE (Premium) WHITE CAP (Premium) 更新枠線
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Japan 49.9mhl 40.5L 123.1 million (51) 1.2 +0.6% +2.0% Australia 17.4mhl 64.4L 27.0 million (39) 1.5 +2.2% +2.6% Czech Republic 15.6mhl 147.2L 10.6 million (45) 1.5 +2.0% +2.2% Country Beer Market Size (2024) Per Capita Consumption (2024) Population (Median Age - Years) (2025) Total Fertility Rate (Births per woman) (2025) Real GDP Growth (Average) (2026-2030) Inflation Rate (2026-2030) Kenya 6.0mhl 10.4L 57.5 million (21) 3.2 +5.0% +5.0% Uganda 4.0mhl 7.8L 51.4 million (18) 4.1 +7.1% +4.8% Tanzania 6.0mhl 8.5L 70.5 million (19) 4.6 +6.4% +3.9% Market Overview by Country 7ⒸASAHI GROUP HOLDINGS. All rights reserved. Source: GlobalData (as of February 2026), PopulationPyramid.net (based on UN WPP, 2025 estimate) IMF World Economic Outlook (2025–2026), AGH calculations of per capita consumption (beer market size ÷ population) Production Base Area Product Distribution Area ⚫ Market Overview of Target Countries (Reference) Market Overview of Key Countries 更新枠線
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8 Reference: Key Indicator Guidelines and Financial Policy (2025-2030) Key Indicators Guidelines through 2030 2024 Results EPS CAGR: High single digits to double digits JPY 126.7 [Adjusted EPS]*1 [CAGR: High single digits to double digits] [JPY 120.7] ROE 11% or higher *Cost of shareholder equity (roughly 8%) 7.5% [Adjusted ROE]*2 [14% or higher] [10.7%] ROIC*3 10% or higher *WACC: roughly 5.5-6% 6.9% Financial Policy Guidelines through 2030 2024 Results Shareholder returns DOE: Progressive dividends of 4% or higher + flexible share buybacks 2.9% Financial soundness Net Debt/EBITDA: Maintain close to 2.5-3x 2.49x *1 Excludes temporary special factors such as business portfolio restructuring and impairment losses *2 Calculated by dividing adjusted profit attributable to owners of the parent (excluding temporary special factors such as business portfolio restructuring and impairment losses) by total equity attributable to owners of the parent (after deducting changes in the fair value of investments in financial instruments measured at fair value through translation adjustments on overseas business activities and other comprehensive income) *3 Calculated by dividing net Core Operating Profit by the sum of net interest-bearing debt and total equity attributable to ownersof the parent (after deducting any changein the fair value of investments in financial instruments measured at fair value through translation adjustments on overseas business activities and other comprehensive income) ➢ Focus on EPS CAGR for profitability indicators because it reflects profit growth and capital policy. Commit to achieve EPS CAGR in the high single digits or low double-digits ➢ Urgent need to improve capital efficiency. Add new ROE and ROIC key indicators, widen spread over cost of capital ⒸASAHI GROUP HOLDINGS. All rights reserved. 更新枠線
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Japan & East Asia 9ⒸASAHI GROUP HOLDINGS. All rights reserved. ⚫ 2026 Sales Plan (YoY) ⚫ 2025 Sales Performance (YoY) *Wine category excludes Enoteca results *Focus 6 Brands include Mitsuya, Calpis, Wonda, Jurokucha, Oishi Mizu, and Wilkinson *The announcement of sales performance for Asahi Group Foods from September 202 5 onward has been delayed due to the system disruption 2026 Full Year Beer-type beverages Value Mid single-digit increase Super Dry Total Volume Low single-digit increase Asahi Breweries Jan - Sep Oct - Dec Full Year Beer-type beverages Value - 2% - 11% - 4% Whiskey and Spirits Value 6% - 30% - 5% RTD Value 19% - 49% - 1% Wine Value - 22% - 52% - 30% Shochu Value - 7% - 43% - 17% Alcohol-taste beverages Value 12% - 12% 5% Super Dry Total Volume - 5% - 8% - 6% Focus 6 Brands Total Volume - 2% - 40% - 10% Asahi Soft Drinks Total Volume - 1% - 37% - 10% 2025 Asahi Breweries Asahi Soft Drinks 更新枠線
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0% 10% 20% 30% 40% 50% 60% 70% Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Jun Dec Beer New Genre Happoshu Japan: Key Topics ⚫ Reviving Beer Trend in Japan Canned beer market by category ⚫ Growing Non-alcohol Beverages (Beer Taste) Source: Intage SRI+ data for composition of canned beer, happoshu and new genre product markets Estimated YoY sales volume for Jan 2020 – Dec 2025. Seven channels: supermarkets, convenience stores, discount liquor stores, home improvement stores, drugstores, general liquor stores, and wholesale liquor stores ⚫ Stimulating Beer Demand 2020 10 Asahi GOLD - Scheduled release: April 14, 2026 - Target: 4 million cases in 2026 Asahi Super Dry In addition to promoting “the chill” factor for on-premise and off-premise sales, we plan to release new products with “chill” appeal 2021 2022 2023 2024 2025 ⚫ THANKS ACTION Campaign - Showing appreciation for our customers and partners - Expressing appreciation to consumers (including sales promotions, sampling) ・Our way of saying thank you to our stakeholders for their support during the system disruption (develop groupwide activities from late February onward) Dry ZERO + Asahi ZERO (2025 Jan - Sep) Sales volume +9% New and improved Dry ZERO Scheduled release: May 2026 Asahi ZERO Ale Taste Scheduled release: March 2026 ⒸASAHI GROUP HOLDINGS. All rights reserved. 2024 2025 Dry ZERO Asahi ZERO 更新枠線
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Europe ⒸASAHI GROUP HOLDINGS. All rights reserved. 2025 Results ➢ Revenue: −2.5% YoY due to unfavorable weather during the peak sales period in Central and Eastern Europe as well as a YoY decline in Poland, where consumer demand proved weak ➢ Core Operating Profit: Delivered low single- digit YoY expansion despite the decline in sales volumes. That was driven by improved price and product mixes and efficiencies across variable and fixed costs 2026 Forecast ➢ Revenue: Expect mid-single-digit YoY growth in revenue due to rising unit prices in individual markets, and an expansion in non- alcohol adult drinks (beer taste) and global brands ➢ Core Operating Profit: Aim to achieve a low single-digit increase. We anticipate stronger investment and higher variable and fixed costs, which would be offset by improving price and product mixes *Differences in Change, YoY, and Vs. Forecast for the 2025 Results arise due to the following factors -Different exchange rate assumptions used when converting local currencies into Euro -YoY is calculated based on prior-year exchange rates, while Vs. Forecast is calculated based on forecast exchange rates; both are calculated excluding foreign exchange effects Beer and Non-alcohol Adult Beverages (Beer Taste) Categories 2025 Results (YoY) - 3.8％ - 2.4％ ＋1.4％ Reference: Announced in August 2025 11 Sales Volume Revenue Increase in Unit Sales Price (Excluding Liquor Tax) （EUR Million） 2025 Results Change YoY 2025 Forecast YoY 2026 Forecast YoY 4,540 - 118 - 2.5% - 86 4,564 - 0.7% - Mid single digit Core Operating Profit - - Low single digit In line 652 3.2% - Low single digit Revenue (excl. liquor tax) 3,740 - 116 - 3.0% - 60 3,753 - 1.5% - Mid single digit Vs Forecast Revenue 更新枠線
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-10% -5% 0% Premium Mainstream Total （参考） ビールテイスト飲料 Sales volume Net Sales (excl. liquor tax) Non-alcohol Adult Beverages (Beer Taste) Reference ⚫ Leveraging the Recovery in Poland ⚫ Earnings Structure Reforms to Improve Margins ⚫ Growth Rate by Category (2025) Europe: Key Topics Main Initiatives in 2025 - Promoted value engineering - Optimized organizational structures and staffing - Reviewed digital-related costs, and other elements 12 (Efficiencies of EUR 150M or more by 2029) Efficiency gains by 2027: EUR 100M or more ＋2％ +1% +1% +2%Increase in unit sales price ⚫ Efforts to Secure New Growth USA and EMEA - NON-DOMESTIC markets ・Secure new growth by expanding sales channels USA ：Asahi Super Dry 2020-2025 CAGR: approx. +15% EMEA： Peroni Nastro Azzurro 0.0% 2022-2025 CAGR: approx. +60% Asahi Super Dry 2020-2025 CAGR: approx. +20% ⒸASAHI GROUP HOLDINGS. All rights reserved. 2025 Sales Volume Market Share (YoY Change) ・Market share recovering since H2. Continue to invest in 2026 *Source: Neilsen -1.6% -1.7% +0.4% +0.8% -5% 0% Q1 Q2 Q3 Q4 *Rebranded Peroni Libera 0.0% as Peroni Nastro Azzurro 0.0% in 2022 更新枠線
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+0.1％ Asia Pacific 13 Oceania: Beer and Non-alcohol Adult Beverages (Beer Taste) Categories 2025 Results (YoY) - 0.9％ +1.0％ ⒸASAHI GROUP HOLDINGS. All rights reserved. 2025 Results ➢ Revenue: +3.7% YoY. Growth driven by Oceania and Southeast & South Asia performance ➢ Core Operating Profit: Delivered low single- digit growth driven by improved mixes across both Alcohol Beverages and Non-alcohol Beverages, together with efforts to control variable costs, offsetting the increase in fixed costs 2026 Forecast ➢ Revenue: Targeting low single-digit growth driven by expanding performance in Oceania and accelerating momentum in Southeast & South Asia ➢ Core Operating Profit: Targeting mid-single- digit growth by promoting earnings structure reforms across APAC to offset increases in fixed costsSales Volume Revenue Increase in Unit Sales Price (Excluding Liquor Tax) *Revenue (excl. liquor tax) excludes container deposits in Australia and New Zealand. (AUD Million) 2025 Results Change YoY Vs Forecast 2025 Forecast YoY 2026 Forecast YoY Revenue 8,116 292 3.7% - 52 8,168 4.4% - Low single digit Core Operating Profit - - Low single digit In line 1,114 2.3% - Mid single digit Revenue (excl. liquor tax) 5,529 105 1.9% - 140 5,669 4.5% - Low single digit Oceania Total 4,810 69 1.4% - 120 4,930 4.0% - Low single digit (Alcohol) *1 (Alcohol Beverages) 3,148 16 0.5% - 72 3,220 2.8% - Low single digit (Non-Alcohol Beverages) 1,662 53 3.3% - 47 1,710 6.2% - Low single digit Reference: Announced in August 2025 更新枠線
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slight increase +mid 30% approx +30% +mid single digit -100% -80% -60% -40% -20% 0% 20% 40% 60% 0 500 1,000 1,500 2022 2023 2024 2025 Hard Rated Others vs LY (Total RTD) ⒸASAHI GROUP HOLDINGS. All rights reserved. Asia Pacific: Key Topics ⚫ Contemporary Beer Initiatives ⚫ Earnings Structure Reforms to Improve Margins Efficiency gains by 2027: AUD 70M or more ⚫ Australian Beer Performance 14 -10% -5% 0% 5% Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Q4 25 Volume Revenue Main Initiatives in 2025 - Improved supply chain efficiency and capability by introducing a new can line at a major manufacturing site - Streamlined resource allocation through organizational efficiencies - Achieved greater efficiency in overall fixed costs ⚫ Hard Rated RTD Initiatives (khl) Hard Rated Alcoholic Orange +mid- single-digit rise +mid- single-digit rise slight decline +mid-single- digit rise -30% -25% -20% -15% -10% -5% 0% 5% 10% 0 2,000 4,000 6,000 2022 2023 2024 2025 (khl) 更新枠線
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⚫ Asahi Super Dry 2025 (YoY) +15% 2020-2025 CAGR +20% 15 Global Brands * Both based on estimated sales volume excluding their home markets ⚫ Peroni Nastro Azzurro 2025 (YoY) +6% 2020-2025 CAGR +9% ⒸASAHI GROUP HOLDINGS. All rights reserved. ➢ Redefining our global brands as Asahi Super Dry and Peroni Nastro Azzurro (Kozel, Pilsner Urquell, and Grolsch will be positioned as brands for selective global development) ➢ Focusing on developing global sponsorships primarily in Asia, Europe, and North America 更新枠線
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• Detail and execute transition plans toward achieving the Group’s 2030 targets • Strengthen stakeholder engagement through more advanced information disclosure Material Issues Sustainability Strategy: Progress and Future Policy 2025 Key Initiatives Future Initiatives • Finalized 2030 roadmaps for Scope 1, 2, and 3 emissions and recycled PET • Finalized the Asahi Group No Deforestation Commitment • Implemented “Asahi Michi,” a collaborative program with suppliers to reduce Scope 3 emissions. (Over 80 companies participated) • Collaborated with students, experts, and a wide range of stakeholders to promote responsible drinking (Developed an educational tool set to be launched in Q2 2026) • Strengthened human rights governance • Conducted human rights due diligence as planned • Within “Responsible Drinking,” identified specific social impacts and clarified their relevance to corporate value 16 Strategies and Themes ⒸASAHI GROUP HOLDINGS. All rights reserved. Key initiatives Initiatives Respond to Climate Change Sustainable Packaging Sustainable Agricultural Raw Materials Sustainable Water Resources Realize Sustainable Communities through the Creation of People-to-People Connections Reduction in Inappropriate Drinking Solution of Alcohol-Related Issues through Creation of New Drinking Opportunities Create Value of Health Respect for Human Rights Environment Responsible Drinking Human Rights Impact Visualization 更新枠線
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2025 Key Initiatives • Developed AGH internal DX human resource training • Achieved a 98% completion rate of beginner course within AGH in 2025 Future Initiatives • Formulate DX strategies for each department and develop implementation frameworks • Establish rapid trial and improve (agile) project management 2025 Key Initiatives • Ensured ongoing flexibility in regional core systems • Promoted restructuring through loose coupling and ongoing integration (in-house system development and cost reduction impact) Future Initiatives • Complete European CSRD compliance and data aggregation systems in 2026 Conduct dry run in 2027 • Develop data aggregation platforms in supply chain domains Digital Transformation (DX) Strategy: Progress and Future Policy Business Innovation Process Innovation Organization Innovation Three DX Strategy Pillars 17 Strategies and Themes ⒸASAHI GROUP HOLDINGS. All rights reserved. 2025 Key Initiatives • Addressed changes in the hospitality industry and helped solve issues for on- premise venues • Implemented AI technology to develop personalized drink services Future Initiatives • Evaluate business feasibility by verifying/monitoring actual outlets • Create sustainable value by diverse earnings and promoting scale expansion strategies, and establishing new businesses that are socially significant and boast strong growth potential 更新枠線
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R&D Strategy: Progress and Future Policy Accumulated Technology & Expertise • Yeast and lactic acid bacteria fermentation and material conversion technologies • Sensory testing, analysis, and other basic technologies • Microorganisms and other research assets held at each site Future Initiatives 2025 Key Initiatives • Asahi Super Dry FUSIONS Lemon Yuzu Launched Asahi Super Dry brand extension products in Australia • Asahi ZEITAKU SHIBORI Redesigned Japanese RTD brand to suit local tastes for launch in New Zealand • LIKE MILK Used our unique yeast technologies to test launch Japan’s first milk derived from yeast, not animals • Expand BAC domain by fusing basic and cutting-edge technologies • Promote global utilization of original functional lactic acid bacteria • Develop sustainable beverages and green energy technologies • Create new value by adopting AI and digital technologies and embracing emerging technologies • Boost prototyping and medium- to long-term R&D staff, enhance expertise • Strengthen collaboration between business and research, foster the skills required to commercialize technological innovations • PLUS Calpis Concentrate Launched concentrated functional beverages using L-92 lactic acid bacteria (to support immunity) and L.gasseri CP2305 (to improve sleep, intestinal activity) Strengthen existing businesses Expand business platforms Disruptive innovation Initiatives Organizations and people Strategies and Themes 18ⒸASAHI GROUP HOLDINGS. All rights reserved. R&D Themes in Four Key Domains 更新枠線
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2025 Key Initiatives • Identified five priority capabilities Future Initiatives • Develop programs that inspire employees to practice “growth through design thinking” • Acquire organizational skills/capabilities worldwide, create a level of value that exceeds the simple Group total Securing essential capabilities Fostering the Ideal Corporate Culture Securing Essential Capabilities Continuously Fostering Leadership 2025 Key Initiatives • Created consistent improvement plan based on leading indicators for safety and wellbeing*1 • Created the ERG*2 practical guidebook and introduced inclusive recruitment Future Initiatives • Develop ongoing improvement plans and Group safety standards • Develop inclusive leadership and rollout the ERG practical guidebook • Achieve KPIs for leading indicators, a LTIFR*3 of below 1.6, and a 40% ratio of female representation in senior executive positions Fostering the ideal corporate culture Continuously fostering leadership *1 Conducting safety and wellbeing dialogues, offering programs to improve machine safety, etc. *2 Employee Resource Group designed to bring employees with specific common interests and backgrounds together for support and networking. *3 Lost Time Injury Frequency Rate *4 A model that systematically illustrates required behavior and attitudes for leaders at different levels. *5 AGH basic approach to strategically and consistently recruiting, training, and assigning current/future staff *6 A program that provides global employment opportunities for key talent to experience diverse regional markets and cultures. People Strategy Strategies and Themes １. Growth through design thinking ２. Profitable Revenue Growth Management ３. Customer-centric new product development ４. Digital transformation ５. Reform and change management 19 Human Capital Strategy: Progress and Future Policy ⒸASAHI GROUP HOLDINGS. All rights reserved. 2025 Key Initiatives • Redesigned development programs to incorporate Global Leadership Competency Models*4 • Formulated and introduced the Asahi Group Global Talent Philosophy*5 Future Initiatives • Enhance global links between training programs, succession, and personnel assignments • Launch Global Future Program*6 to promote smooth management succession coverage • Improve leadership category score in the AGH employee engagement survey 更新枠線
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Information in this material is not intended to solicit the sale or purchase of shares in Asahi Group Holdings. The views, estimates and other information included in this document are based on the company's judgment at the time of publication, and no guarantees are provided regarding the accuracy of such information. This information is subject to change without notice. The company and its officers and representatives accept no responsibility or liability for any damage or inconvenience that may be caused by or in conjunction with any part of these materials. 更新枠線