Success of Human Resources

Human resources are the source of all our value creation

In realizing the basic policy of the medium-term management plan, “Beyond150 - Transforming the business structure for new growth,” the Company and the Sapporo Group have positioned the human assets strategy as a pillar of management platform, under the slogan of “Leveraging diversity to create a go beyond boundaries, challenging positive change.” The human assets strategy defines “Actively investing for speedy growth,” “Fostering management talent,” “Promoting diversity,” “Flexibly utilizing internal and external human assets,” and “Increasing engagement and promoting health” as priority measures. We will reliably support the execution of management strategy based on more specific action plans and KPIs.

Human Assets Strategies

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[Basic Policies of Medium-Term Management Plan] Realizing “Beyond150 - New Growth Through Business Structure Transformation -”
Leveraging differences to create a cross-border group, challenging positive change

Human Assets Strategy

Strategy (1)	Strategy (2)	Strategy (3)
Diversity x Flexibility = Challenges for change	Investment in human capital = Strengthening individuals and organizations	Creating a workplace environment where employees want to continue to work = Demonstrating 100% of individual potential

Priority Issues and Main Measures	Non-financial KPIs (End of December 2026)
Promoting diversity Promoting diversification of management and executives Early development of female mid-career professionals	Percentage of female directors / managers: 12% (Female directors: 7.9%, female managers: 6.7% as of Dec. 31, 2023) D&I and team strength: 3.2 or higher (3.0 in 2023)
Flexibly utilizing internal and external human assets Personnel allocation suitable for the business PF Recruitment of advanced career personnel Career autonomy and a corporate culture of challenge	Productivity improvement through steady implementation of each company's personnel plan Number of employees with internal and external side business experience: 300 in SB (175 in 2023), Expansion to the entire Group Open job posting: 35 offerings (35 in 2023), Number of applicants: 70 or higher (68 in 2023)
Fostering management talent Planned development of management successors Leveraging HR Tech	Implementation of management succession plan for operating companies (SH+4) Visualization of human capital information
Actively investing for growth with speed Securing and fostering global personnel and DX/IT personnel Strengthening individuals and organizations through supportive management Reskilling	Number of global core human resources: 100 Number of key DX/IT human resources: 200 Challenges for future value creation: 3.0 or higher (2.7 in 2023)
Increasing engagement and promoting health Further transformation into an attractive company (in terms of performance, compensation, systems) Flexible working style for diverse values Proper understanding and penetration of unconscious bias and psychological safety Promotion of health management	Work engagement: 54 or higher (54.0 in 2023) Presenteeism loss: 33.4% or less (33.8% in 2023)

Linkage to Management Strategy

Reorganizing the Business Portfolio

Growth of Overseas Business

Reinforcing Profitability of Core Businesses

Improved cash generation with growth and returns in excess of capital costs

ROE	CAGR of EBITDA	CAGR of Overseas Net Sales
8%	Around 10% (compound annual growth rate)	Around 10% (compound annual growth rate)

Corporate Value Improvement

Respect for Human Rights

Active Participation of Diverse Human Resources

We aim to be a company where diverse human resources working in the Sapporo Group are healthy in mind and body, challenge and cross borders in new areas with vibrant, cheerful and positive energy, and create new values one after another.