Human Capital Investment for Growth and Productivity Improvement

Sapporo Breweries Health Management Initiatives

The direction of all company health and safety practices are based on the Sapporo Breweries Health Creation Declaration and constituted as the “Health and Safety Activity Guidance” by the labor and management.
Health and safety activity plans are annually constituted and implemented at each company in accordance with the above Guidance for the health and safety of all employees and zero occupational and traffic accidents. Activities are reviewed by reflecting on the past six months.
In the event of an occupational accident, confirmation of the accident status at occurrence, identifying causes and proposal of measures are swiftly implemented across the organization, to prevent similar hazards in other business operations.
Initiatives and statuses are shared regularly at the “Safety and Health Committee”, which consists of representatives from the company and the labor union, and discussions are made to ensure proper implementation of the Health and Safety Activity Guidance.
In addition, Sapporo Breweries is a member of the “Food Industry Labor Conference,” which is run by the Junior Executive Council of Japan . Sapporo Breweries works to resolve labor issues and health management using information regarding the food industry shared at these conferences.

The 2025 Health and Safety Activity Guidance

1. Continued health and safety practices will be promoted in workplaces and branch offices based on the “Health and Safety First” motto and to “ensure the health and safety of workplaces for the health and safety of all colleagues to create an environment that brings out the maximum potential of all employees.” These activities will be widely shared with employees to enhance awareness toward health and safety in workplaces and branch offices.
2. Promotion of 5S and its activities will be developed as a foundation for health and safety.
3. Basically, workplaces and branch offices will take the initiative in identifying actual conditions, including Hiyari Hatto (near-misses), analyzing trends, and devising ways to address these issues. Furthermore, active provision of information and reminders will be implemented throughout the company, not only in workplaces and branch offices but also in cooperation with the head office and headquarters, to enhance awareness within the organization and between each employee.
4. Health and safety meetings in workplaces and branch offices will be held regularly to share and deliberate various measures with the goal of enhancing initiatives.
5. Health and safety activities in all workplaces will be promoted, between Sapporo employees and in all related and cooperative company employees as well.
6. In the event of an occupational accident, thorough deliberation will be made between workplaces and branch offices to propose countermeasures. These countermeasures will be implemented without fail to prevent recurrences. Horizontal networking will be conducted between workplaces to prevent recurrences in other locations.
7. Initiatives promoting prevention of occupational hazards and also prevention of accidents during commuting will also be implemented.
8. Initiatives toward occupational health issues will be actively implemented to maintain and enhance physical health. Furthermore, other issues such as that in mental health will continue to be addressed with cooperation from industrial physicians, public health nurses, and EAP companies.

Even before stress checks were made mandatory, Sapporo Breweries utilized EAP services from specialized external organizations to provide care for the mental health of its employees. As such, the company practices care activities from two angles: “self-care,” which is carried out by the employees themselves, and “line care,” which is implemented by workplace managers. With regard to self-care, training takes place for employees once a year, during which they are encouraged to carry out self-diagnosis, recognize the symptoms of stress, and understand how to cope with them.
Line-Care Study Sessions for management level employees, and regional operation site observations by special external staff have been conducted.
Mental health care will continue to be promoted within the company with help from in-house and external collaborators for a lively and comfortable workplace and to maintain the mental health of each employee.

*EAP (Employee Assistance Program): An employee support program to improve and maintain corporate productivity and spirit by aiding mental health care in the workplace through early stress detection and issue-resolving programs.

Sapporo Breweries (Priority Initiatives in Health Management)

In Sapporo Breweries' health management efforts, the goal is for each individual to be mentally, physically, and socially healthy in order to address management challenges and achieve sustainable growth. To reduce presenteeism and absenteeism and enhance performance such as work engagement, we are prioritizing initiatives to foster a healthy workplace environment that strengthens social capital. This includes promoting population-based approaches focused on improving lifestyle habits like exercise routines, enhancing communication, reducing the proportion of high-stress employees, and enriching personal lives through work.

<Sapporo Breweries (Priority Initiatives in Health Management): Health Management Key Goal Indicators for 2026>

• Work engagement deviation score of 56.0 or higher
• Presenteeism rate of 33.0% or lower
• Support from colleagues/others of 55.0 or higher

Initiatives to promote workplace communication and support the growth of members

In 2017, Sapporo Breweries launched the “Work Style Reform 2020” and has been implementing reforms to enable more flexible and productive work styles. Since then, in line with the diversification of work styles, such as teleworking and internal/external side jobs, we have been striving for autonomous work styles, work styles that achieve results through teamwork, and work styles that provide a high quality of work-life balance. In 2022, we started “Sapporo Workstyle” based on the concept of “face-to-face interaction” regardless of whether employees come to work or telework. To promote understanding of this concept, and to improve presenteeism and absenteeism, we are conducting training for managers and employees, creating environments that facilitate communication, and strengthening efforts to support mental health.

<Interactive Training for Managers and Employees>

From 2021 to 2023, we conducted training on 'psychological safety,' 'improving the quality of one-on-one meetings,' and 'unconscious bias' for managers, achieving a 100% participation rate. After the training, the managers rolled out the content to their respective workplaces, working to establish a foundation where everyone can feel secure and fully demonstrate their capabilities.
Additionally, we are strongly promoting 'supportive management,' which focuses on closely supporting the growth of each diverse employee. All programs to update managers' skills and promote self-directed learning are conducted through an open application system.

• Feedback training: Communicating uncomfortable truths to rebuild teams and workplaces with subordinates (2023-2025 ongoing)
• “Growth-driven dialogue”: Cultivating self-directed members and supportive managers through 1-on-1 coaching (2024-2025 ongoing)
• Vision communication training: Developing the skill to translate strategy into impactful language for teams (started in 2025)

Additionally, training support tools for managers with junior employees have been introduced starting in 2024.

<Creating an Environment to Promote Communication>

In the online environment, we are actively using IT tools from daily conversations to cross-organizational communication and have implemented a Thanks Point system to express gratitude to each other. In addition, we provide internal communication expenses with the aim of strengthening communication between supervisors and subordinates and improving the human resource development of our members. To realize our management philosophy and vision, we recognize exciting initiatives and actions that embody our code of conduct “Let's KAITAKU” and encourage the entire Company. The awards are presented horizontally on the intranet to promote behavioral change among employees and thereby lead to business growth.
As a result of these efforts, 82% of respondents to the 2024 in-house survey answered that they were aware of collaboration with team members, and they were able or somewhat able to practice actions to achieve overall team goals and major results that cannot be achieved alone.

<Strengthening Initiatives for Mental Health Maintenance and Improvement>

Since 2023, Sapporo Breweries has increased the number of industrial physicians specializing in mental health, raised awareness of third-party organizations and internal consultation services, promoted consultations from managers to occupational health staff, and facilitated the exchange of opinions between various organizations.
In addition to line care and self-care, we hold monthly mindfulness workshops to reduce the proportion of high-stress and at-risk employees. Based on analysis results, we provide scientifically grounded information on improving sleep and rest, increasing physical activity, and the role of diet in preventing and alleviating depression. The mental toughness score ( deviation value), which was found to be associated with work engagement, improved year-over-year: 55.4 in 2022 → 55.9 in 2023 → 55.7 in 2024 → 56.0 in 2025.
The proportion of high-stress employees, which had been on an upward trend, decreased by 0.6% in 2025 compared to the previous year (KPI decreased year-on-year). On the other hand, the proportion of employees requiring caution increased by 2.7%, presenting an issue to be addressed. In 2025, Sapporo Breweries is focusing its efforts on promoting self-care and line care, as well as raising awareness of its consultation services.

• Percentage of high-stress employees: 5.9% (2022) → 6.4% (2023) → 6.6% (2024) →6.0%(2025)
• Percentage of employees requiring caution: 8.9% (2022) → 8.2% (2023) → 7.6% (2024) →10.3% (2025)

Since 2020, the deviation scores of the communication indicators, such as support from those around us and the environment/situation at the company and work, have improved for four consecutive years until 2023. However, in 2024 and 2025, they remained nearly the same as the previous year. Going forward, Sapporo Breweries will aim to provide support that encourages autonomous action and strengthen social capital through enhanced communication.

Creating an Environment That Enriches Both Work and Personal Life

Enhancing work-life balance is fundamental for each employee to thrive and contributes to reducing presenteeism and absenteeism, as well as increasing engagement. Sapporo Breweries is implementing initiatives to promote work-life balance, such as encouraging the use of paid leave and reducing overtime hours. Additionally, we have introduced systems that facilitate taking leave for childcare, caregiving, and medical treatment, conducted training to foster understanding among managers and general employees, established consultation services, and provided information.

<Promoting Paternity Leave>

Recognizing that the rate of male employees taking paternity leave is low and that the average duration of paternity leave taken is short, Sapporo Breweries continuously promoted the following initiatives. As a result, the company achieved its target of 100% for the rate of male employees taking paternity leave in FY2023. The rate was 94% in FY2024. The average duration of paternity leave taken has also increased from 19 days in FY2022 to 32 days in FY2023, and to 37 days in FY2024.

• The Director of Human Resources and General Affairs sends an "Congratulations on the Birth of Your Child" email to eligible male employees and their supervisors, recommending the taking of paternity leave.
• Eligible male employees receive a "Childcare Support Guidebook," which facilitates early preparation for taking paternity leave through income simulations and a system for reporting their partner's pregnancy.
• Necessary information for taking paternity leave has been gathered and published on the intranet, along with experiences from male employees who have taken paternity leave, providing various essential information for childcare.
• Training for managers on paternity leave for men had a participation rate of 96.8% in 2023, 100% in 2024, and 100% in 2025.
• A consultation service for employees planning to take paternity leave has also been established.
• To create a system enabling employees to take leave without worry, a “Workplace Support Points System for Leave” was introduced in FY2024. This system visualizes the contribution of employees who support colleagues on childcare leave and adds this contribution to their evaluation points.

These initiatives have been recognized, and Sapporo Breweries was selected as a "Next Nadeshiko: Companies Supporting Dual-career and Co-parenting" for two consecutive years in FY2023 and FY2024. Additionally, in the analysis of stress checks and employee awareness surveys, the deviation value for "Fulfillment in Personal Life Due to Work" showed a positive correlation with highly engaged employees and a negative correlation with high-stress employees. This deviation value has shown an upward trend from 2020 to 2025.
Moving forward, the company will continue to work on creating an environment that makes it easier for male employees to take paternity leave, aiming to maintain the uptake rate and promote longer durations of leave.

<Support for Balancing Work and Caregiving>

"Caregiving can lead to increased presenteeism and decreased performance, such as reduced work engagement, which may contribute to a higher likelihood of leaving the workforce. Sapporo Breweries has established a specialized site on the intranet that includes videos about caregiving and a consultation service. However, despite holding annual seminars to prepare for caregiving, participation has been low, and caregivers often tend to struggle alone with their challenges. Therefore, the company recognizes the need to create an environment that encourages open discussions about caregiving.
Starting in 2023, the company created opportunities within management training to learn about caregiving. In 2024, training was also conducted for both managers and general employees, with over 90% participation."

• Management Training on Caregiving: 96.8% in 2023, 100% in 2024, 100% in 2025
• General Employee Training on Caregiving: 45.9% in 2023, 99.9% in 2024, 99.7% in 2025

In 2024, Sapporo Breweries began producing videos featuring caregiving professionals, aimed at encouraging discussions about caregiving between managers and general employees in each workplace. Moving forward, the company will continue to promote support for balancing work and caregiving, with the goal of achieving zero caregiving-related resignations.

Sapporo Breweries Supports Balancing Work with Childcare, Caregiving, and Medical Treatment

Improving workplace environments

The Sapporo Group is working to improve lifestyle habits in the workplace, including exercise, diet, sleep, proper drinking, and smoking cessation, with the aim of extending healthy life expectancy in old age, as well as preventing lifestyle-related diseases and improving mental health during the period of employment.
In-house surveys have shown that an organization's physical activity rate, percentage of people who exercise, and smoking rates correlate with organizational work engagement, presenteeism, and other factors. We consider these items as important indicators of not only individual well-being but also organizational performance improvement and place a high priority on the improvement and enhancement of them.
Sapporo Breweries has been developing measures to “improve health literacy” and “make healthy habits” so that each employee can take healthy actions autonomously.
As a result, since launching the health management in 2017, the percentage of people who exercise at least two days a week and the cancer screening rate have increased, and the smoking rate has decreased. The company’s efforts have led to awareness and action to improve lifestyle. For further improvement, Sapporo Breweries strives to change the behavior of those who are indifferent to health and those who are aware of health improvement but are not yet ready to take action. The company is also strengthening its efforts to make the workplace environment healthier to support employees' health behavior by increasing health words in the workplace and communication among familiar members.

<Strengthening the Promotion System>

• Starting in 2023, the company aims to establish a system where all executives can manage workplace health, under the banner of "Sapporo Health Management." This includes raising awareness about the relationship between performance indicators and lifestyle habits (based on internal survey data analysis) and the importance of increasing employees' health behaviors.
• Since 2020, health ambassadors have been appointed to increase the use of health-related terminology in the workplace. Each year, four study sessions are held, with approximately 90 to 100 participants from Sapporo Holdings and Sapporo Breweries joining online for each session. Materials and videos from these study sessions are made available for anyone to view and utilize from the archive. Understanding of the study sessions, desired topics to share with others, and actions employees wish to take are reviewed through follow-up surveys to improve future sessions.
  In 2024, a total of 351 persons participated online in study sessions on four themes: body fat, blood pressure, fatigue, and immunity. Through September 2025, study sessions were held on the themes of dyslipidemia, adjustment disorder, and low back pain and stiff shoulders. Videos and materials from the past 23 study sessions are available for all employees to view at any time, in addition to being shared in the workplace.

<Efforts to Improve Participation Rates>

To increase participation in health measures, various health programs have been developed. In addition to the Human Resources and General Affairs Department, personnel in charge at each site, organizational managers, health management staff, area health nurses, and health ambassadors are all working to encourage employees to join these programs. Participation rates have been increasing through close communication as follows:
The company has conducted various exercise initiatives. These include participatory web-based walking events, lifestyle improvement challenge campaigns (exercise-related courses), app-based step count events, seminars on the relationship between muscle strength and healthy lifespan, and on performance and physical activity, grip strength measurement events, awareness raising of age-friendly guidelines, and locomotion function checks. For dietary initiatives, the company offers lifestyle improvement challenge campaigns (diet-related courses), seminars on diet and nutrition, and events aimed at improving eating habits.

・Total number of participants in health insurance association-sponsored web walking events (including Sapporo Holdings, based on original registration) for spring and fall combined:

1,198 in 2022 → 1,254 in 2023: → 1,338 in 2024
Starting in 2023, step counting events linked to health apps are also held concurrently in both spring and fall.

・Lifestyle Improvement Challenge Campaign (participants choose one course from exercise, diet, responsible drinking, or quitting smoking):

　Number of participants: 1,500 in 2020 → 1,650 in 2021 → 1,670 in 2022 → 1,760 in 2023 → 1,800 in 2024 → 1,760 in 2025

In the post-campaign survey in 2024, 80% of respondents indicated that their health awareness had increased or somewhat increased.

・Proper Drinking e-Learning: More than 99% of Sapporo Breweries employees took the course in each of 2022, 2023 and 2024.

・Lifestyle-related disease screening rate (for individuals aged 40 and above): 84% in 2020 → 91% in 2021 → 93% in 2022 → 94% in 2023 → 95% in 2024 (KPI target: 100% by 2026).

・Gynecological Checkup Rate (all ages): 63% in FY2023, 58% in FY2024 (KPI for all ages in FY2026: 50% Achievement)

・Participation Rates for Women's Health Initiatives

　Seminar viewing for managerial position: 61% in 2021 → 91% in 2022 → 91% in 2023 → 94% in 2024 → 89% in 2025

　e-learning on women's health for all employees: 61% in 2021 → 67% in 2022 → 77% in 2023 → 78% in 2024 → 57% in 2025

　Promotion measures for gynecological checkups for women only: 86% in 2024 → 99% in 2025

・Participation Rate in Exercise Programs (Executives and Employees): 56% in 2022 → 58% in 2023 → 90.8% in 2024 → 94% in 2025

・Participation Rate in Dietary Programs (Executives and Employees): 40% in 2022 → 40% in 2023 → 82% in 2024 → 91% in 2025

Prevention of serious illnesses

To improve the performance of each individual, which leads to job satisfaction and motivation for living, it is necessary to promote “mental and physical health care” through both the population approach to increase the number of physically active people and those with exercise habits and to decrease the smoking rate, and the high-risk approach to prevent serious illnesses that can save lives. The introduction of a health management system allows employees to check the results of their own health checkups, and is used to visualize health issues.

<Reexamination of those requiring immediate treatment and those requiring further medical screening>

In accordance with the uniform criteria of the Sapporo Group for red cards indicating immediate treatment and further medical screening, 100% of the identified individuals are encouraged to undergo follow-up medical examinations.
For those who are eligible for immediate treatment, the health nurses provide detailed support until they undergo reexamination, and a 100% reexamination rate has been achieved every year. We also provide ongoing support to past subject persons to ensure that they do not become eligible for immediate treatment again. We will continue to provide careful support, aiming to achieve a 100% follow-up examination rate for those requiring further medical screening.

<Improving the participation rate of specific health guidance>

In 2024, in order to further improve the implementation rate, internalization efforts were expanded. As a result, in FY2023, specific health guidance achieved a 100% implementation rate in some areas, while regional disparities emerged, with some areas experiencing a decline compared to the previous year. In FY2024, Sapporo Breweries will strengthen collaboration between the health insurance association and workplace representatives, aiming to achieve an implementation rate of over 55% by FY2026.

<Reducing the number of those eligible for specific health guidance>

The percentage of Sapporo Breweries' employees eligible for specific health guidance (aged 40 and over) in FY2022 was 26.5%, which is high compared to KPI 20% in 2026, and reducing the percentage of those eligible is also an issue to be addressed.
Sapporo Breweries is working to encourage early screening at the minor disease stage and promote physical activity and exercise habits that lead to prevention and recovery, as well as to improve health literacy.
To promote exercise habits, we have started implementing radio calisthenics at the headquarters building this year.
Through activities such as medical examination recommendations, in-house provision of specific health guidance, information dissemination at health and safety committee meetings, and prevention of heavy drinking, the number of those eligible in FY2023 was also reduced by 1.3% from the previous year. However, it increased by 0.7% in FY2024. Alongside promoting exercise habits and daily physical activity, the company is also conducting awareness campaigns regarding lifestyle rhythms, such as how skipping breakfast and late-night eating and drinking are related to obesity risk.

Progress on Health-Related Performance Indicator

<Performance Indicators>

Work engagement has shown an increase in deviation scores for four consecutive years from 2020 to 2023, with 2024 remaining almost the same as the previous year. In 2025, the score reached 56.1, exceeding the target value of 56. The percentage of employees with high work engagement has increased for five consecutive years since 2020. Presenteeism has also improved for four consecutive years since 2020, but worsened by 0.3% in 2024 and improved by 0.7% in 2025. However, it has not achieved the target of 33%. Sapporo Breweries will analyze contributing factors to drive further improvements and implement the PDCA cycle for key initiatives.

<Strengthening Social Capital>

Data analysis from stress checks and employee surveys has identified relationships between behaviors related to social capital—such as trust in supervisors and colleagues and cooperative work systems—and work engagement and presenteeism. Starting in 2024, the company introduced a new question in its health support perception survey (POS): “Does the company provide support for employees to lead healthy lives?” The percentage of respondents who answered “strongly agree” or “somewhat agree” increased from 85% of employees in 2024 (84% of men, 88% of women) to 87% in 2025 (86% of men, 90% of women). On the other hand, the slight decline in support from supervisors and colleagues in 2025 compared to the previous year is an issue. Sapporo Breweries will strengthen social capital through supportive management training, promoting diversity, equity, and inclusion (DE&I), and implementing workplace health initiatives.

Specific details and actions related to occupational accidents

The three occupational accidents resulting in lost time in 2024 were falling (1), stumbling (1), and getting caught in (1). As a response, Sapporo Breweries verified the conditions in which the accidents occurred and standardized the work process. Information regarding the accidents was immediately shared among all plants, risk assessments were carried out at each workplace to prevent similar accidents from reoccurring, and employee education and training programs are being implemented.

Contributing to health and environment through the breeding technology of Sapporo Breweries

Experiencing the "Space Classroom" through Food

“Haruna Nijo” barley, developed by Sapporo Breweries to explore the possibilities of “food” in space, stayed on the International Space Station for five months and returned home. Sapporo Breweries are holding the “Space Classroom,” a hands-on event utilizing the offspring of this “space-traveling barley” at the Gunma Factory. Through the experience of planting seeds, harvesting, and tasting barley tea made from the barley that traveled through space, we continue to nurture children's “dreams for space” (28th event in December 2025). In September 2024, Sapporo Breweries also held the “Space Classroom” at the Raw Material Development Laboratory in Kamifurano.

Breeding Raw Materials Adapted to Climate Change

Pokka Sapporo Food & Beverage's Health Management Initiatives

Action Guidelines

The items with significant challenges in achieving the KPIs for 2026 have been designated as priority focus areas.

• Pokka Sapporo Food & Beverage's Health Management Activity Policy for 2025

  The company will promote health management by leveraging the knowledge and expertise it has accumulated through its business activities, as well as initiatives to support the mental and physical health of its customers.
  Priority themes: Optimization of blood pressure, promotion of exercise habits, tobacco control measures, and specific health guidance

• Company-wide Safety and Health Committee Activity Guidelines for 2025

  Based on the Sapporo Group Health Creation Declaration and the Medium-Term Health and Productivity Management Plan, we aim to create a workplace environment where employees can work with safety and peace of mind.

  [Items to be fully implemented]

  • Aiming for zero at-fault accidents, strengthen and establish safe driving guidance through the use of telematics: At-fault accident rate of 13% or less
  • Promoting paid leave usage: Average of 14 days or more in FY2025 (April 2025 to March 2026)
  • Ongoing initiatives ⇒ Ensuring full utilization of the statutory minimum 5 days per half-year, promoting designated paid leave days
  • Additional initiatives ⇒ Sharing usage examples and messages (e.g., reskilling, health maintenance and improvement)
  • Promotion of health checkups for lifestyle-related diseases: 100% participation for those aged 40 and over, 90% for those aged 35 and over, and 50% for gynecological checkups (under 35)

  [Ongoing]

  • Promotion of specific health guidance: Achieve KPIs for participation rate
  • Encouragement of smoking cessation: Promote the challenge of smoking cessation among management and executives

Cultivating a Workplace Culture Where Diverse Employees Support Each Other’s Efforts Toward Health and Well-being

As highlighted by the key phrase "health management that can be talked about," POKKA SAPPORO Food & Beverage believes that when employees engage in serious yet enjoyable discussions about health both inside and outside the workplace, it enhances the value of human capital and social capital. This, in turn, leads to greater health value in products and services and supporting sustainable business activities.

POKKA SAPPORO Food & Beverage aims to cultivate a workplace culture where each diverse employee supports one another's health efforts and promotes changes in awareness and behavior. By doing so, the company seeks to improve the Key Goal Indicator of work engagement and reduce losses due to presenteeism.

<Key Initiatives and Implementation Rates>

In 2025, POKKA SAPPORO Food & Beverage held a live event titled “Health Management in Conversation with the President,” delivering top-level messages and sharing the president's own health initiatives with employees.
In the “personal goal setting for health management that can be talked about" initiative, ongoing since 2022, over 90% of employees have set personal goals for four consecutive years. The company fosters a sense of ownership over health by creating opportunities within departments for employees to discuss and support each other in setting goals for maintaining and improving their individual health. Starting in 2024, as part of its efforts to create an environment supporting primary and secondary prevention of hypertension, the company is implementing the “Office Lemon” initiative. This involves keeping “Pocca Lemon 100” readily available in shared refrigerators at all locations to support healthy eating habits in the workplace.

Furthermore, POKKA SAPPORO Food & Beverage holds health management seminars every year for sustainability promotion leaders in each department. These leaders, selected for their significant influence within their departments, serve as partners in disseminating the concept of "health management that can be talked about" throughout their teams.

In addition, the company is working to enhance workplace communication through various initiatives such as the President's Caravan, where the president personally visits and engages in direct dialogues with all sites, psychological safety training, and 1-on-1 communication measures.

Ensuring the Health Maintenance and Improvement of Each Individual

To enable a diverse workforce to create new value continuously with vibrant, positive energy while maintaining physical and mental well-being, it is necessary to ensure each individual's reliable health maintenance and improvement, as well as secure work-life balance. Based on this belief, POKKA SAPPORO Food & Beverage is implementing initiatives to enhance the accuracy of both the high-risk approach and the population approach.

<Key initiatives and participation status>

Based on the Sapporo Group Strategy Map's concept of protecting employees' life, POKKA SAPPORO Food & Beverage is promoting thorough participation in health checkups for lifestyle-related diseases, gynecological checkups, and follow-up examinations for those requiring detailed tests for early disease detection.

Priority Initiative 1: Prevention of Serious Illnesses Despite -- Being a longstanding focus, absences due to diseases potentially related to lifestyle habits have not decreased. A closer look at specific categories reveals a significant number of employees with high vascular risk. Both the rate of specific health guidance implementation and the proportion of individuals requiring such guidance have stagnated somewhat since 2021. To strengthen the approach toward high-risk individuals, POKKA SAPPORO Food & Beverage is working to improve the implementation rate of specific health guidance and reduce the percentage of individuals requiring it. In 2024, the company introduced a seminar for individuals eligible for specific health guidance based on internal case studies. Additionally, the Pokka Sapporo Health Derby, a program where participants compete to reduce visceral fat and gradually lose weight at a healthy pace, was launched.

Priority Initiative 2:Promoting the Use of Paid Leave -- In terms of ensuring work-life balance, while some progress has been made in reducing long working hours, there was a concern that the rate of paid leave utilization had stagnated compared to previous years. At the 2023 Company-wide Health and Safety Committee meeting, a desired state and target for 2026 were established, and efforts are being accelerated. In 2024, the number of days increased by 1.3 days compared to the previous year, achieving the annual target of 13 days.
Target: 15 days (KPI for 2026)
Desired state: Employees proactively utilize their vacation time to maintain and enhance their physical and mental health (resting and exercising) and for self-development such as reskilling. This contributes to the further enrichment and growth of each employee's life and work.
Measures: Strictly enforce taking 5 days of vacation per half-year, set recommended paid leave days per department, strengthen communication, etc.
Priority Initiative 3:Reducing the Smoking Rate -- While prioritizing efforts to protect employees' lives, the company is strengthening top-down initiatives in light of the current stagnation in smoking rate reduction. Starting in 2024, the company has been issuing messages from management and encouraging executives to participate in smoking cessation challenges. Additionally, it has strengthened individual approaches by conducting surveys of all smokers and offering personalized support through the health and safety committees at each location for those expressing intentions to quit or reduce smoking.
Also, as part of approaches to all employees, POKKA SAPPORO Food & Beverage is actively participating in initiatives such as the Sapporo Group Lifestyle Improvement Campaign, the Sapporo Breweries Health Insurance Society’s Walking Campaign, and health e-learning programs.

• Number of participants in Lifestyle Improvement Campaign (Pokka Sapporo Food & Beverage only): 899 in 2024, 921 in 2023, 787 in 2022
• Number of participants in Sapporo Breweries Health Insurance Society’s Walking Campaign (Pokka Sapporo Food & Beverage only): 357 in 2024, 365 in 2023, 399 people in 2022
• Number of participants in Women's Health e-Learning Program: 729 in2024, 483 in 2023, 627 in 2022
• Response rate to the survey for smokers: 72% in 2024
• Participation rate in Lifestyle Improvement Seminars (for individuals eligible for specific health guidance): 82% in 2024

<Performance indicators>

The employee survey integrating stress checks and engagement surveys achieved a 100% response rate in 2025.
Work engagement (deviation score) and presenteeism losses, which are focused on as final indicators, have also shown year-over-year improvement.
In response to the question, “Does the company provide support for employees to lead healthy lives?”, the combined percentage of respondents who answered “strongly agree” or “somewhat agree” increased from 84% of employees in 2024 to 88% in 2025.
By continuing to cultivate a workplace culture that supports the health of each diverse individual, POKKA SAPPORO Food & Beverage aims to further enhance these figures.

<Progress on Key Priorities>

The participation rates in lifestyle-related disease screenings and in gynecological screenings have been steadily increasing year by year.
However, the implementation rate of specific health guidance remains a challenge. To address this, we have begun efforts in 2024 to fully internalize health guidance services and other related initiatives.

Expanding POKKA SAPPORO Food & Beverage's 'Health Management That Can Be Talked About' Both Internally and Externally

Pokka Sapporo offers many products made from lemons, and is particularly focused on health awareness initiatives centered on lemons.

・Bone Health

・Food Education Activities

As part of its efforts to convey the appeal of lemons as a food ingredient to a broad audience and inspire interest in food and health, POKKA SAPPORO Food & Beverage conducts nutrition education activities at elementary schools and provides lectures on lemons and health to our partner companies.

About food education activities

・Lemon Certification Test

The in-house certification program 'Lemon Certification Test,' which has been conducted since 2013, was renamed the 'Healthy Lemon Certification Test' in 2021. The content was expanded to include not only knowledge about lemons but also information from the National Health and Nutrition Survey and the Dietary Balance Guide. The program aims to ensure that employees gain a comprehensive understanding of healthy eating habits and can discuss the health benefits of lemons.

・Research Findings

POKKA SAPPORO Food & Beverage, a leading company in lemon juice, aims to deliver the full value of whole lemons based on evidence from research activities. Recent achievements include reports on the following topics: in September 2023, 'The Effects of Lemon Juice Intake on the Secretion of the Love Hormone (Oxytocin) and Psychological State in Healthy Individuals,' and in July 2024, 'Effects of Regular Lemon Intake on Lifestyle-Related Disease Indicators in Adults.'

The Effects of Lemon Juice Intake on the Secretion of the Love Hormone (Oxytocin) and Psychological State in Healthy Individuals | News Release | Company Information | POKKA SAPPORO Food & Beverage

Effects of Regular Lemon Intake on Lifestyle-Related Disease Indicators in Adults: Report on Long-Term Intervention Study Results from Osakikamijima Town, Hiroshima Prefecture | News Release | Company Information | POKKA SAPPORO Food & Beverage

Details and Response Regarding Occupational Accidents

Initiatives in the Production Sites

The SCM headquarter leads efforts to achieve zero occupational accidents. We have implemented a system to immediately disseminate information about incidents to all breweries. Each workplace conducts risk assessments for disaster prevention and provides employee training and education to address similar risks.
As of August 2024, there has been one occupational accident (back pain, with leave of absence).

<2025 Goals and Results (As of July)>

Enhancing Safety Awareness
・Placing key personnel at the center of activities to further invigorate awareness campaigns and promote the acquisition of safety knowledge:
　Implemented at all breweries and ongoing
・Operating a safety calendar (schedule) to thoroughly implement safety activities throughout the year:
　Implemented at all breweries and ongoing

Company-Wide Initiatives

Starting in 2024, as part of age-friendly initiatives, POKKA SAPPORO Food & Beverage has conducted locomotion checks for all employees aged 65 and over.
Goal: To provide time for individuals to assess their own health status and consider measures for reducing health risks and prevention, and to establish a relationship where they can consult with occupational health nurses individually about health-related issues.

Sapporo Lion's Health Management Initiatives

Sapporo Lion aims to enable each individual to perform at their best in a state of well-being. Its key priorities include improving the participation rate for lifestyle-related health check-ups, implementing mental health measures, promoting mental and physical health, addressing senior employees’ health, and supporting work-life balance.

KGIs (2026)

• Work engagement of 54.0 or higher
• Presenteeism of 33.0% or lower (achieved)
• Absenteeism of less than 2.0 days/person/year

Sapporo Lion is a company that provides customers with the Joy of Living. To achieve this, it is essential that the employees who provide this service are in good physical and mental condition. To ensure early recognition of any mental or physical health issues among employees, the company encourages managers and supervisors to acquire qualifications in mental health management.
In order to combat long working hours, which is an issue in the restaurant industry, Sapporo Lion has established the Corporate Culture Reform Subcommittee. The committee seeks to prevent health issues stemming from overwork; at the same time, it aims to promote work styles that prioritize employee health, such as by including information provided by occupational health physicians in company newsletters.
The monthly company newsletter features a column entitled “Eisei” (“Voice of Health”) in which Sapporo Lion communicate messages from occupational health physicians to employees. Depending on the time of year, the column provides Sapporo Lion's restaurants with information on heat stroke, influenza, noroviruses, and other health-related topics from the perspective of occupational health physicians. Through such initiatives, the company is working hard to improve the knowledge of employees when it comes to preventing heat stroke at our beer gardens, and other issues.

Creating an Age-Friendly Workplace - Health Measures for Senior Citizens

The Health Check for Seniors initiative was launched in FY2022, primarily for rehired employees 60 years of age and older. This year marks the second year of the program.
It is a reality that, compared to younger workers, senior employees have less muscle strength, agility, and other physical abilities, less vision and hearing, and a higher percentage of them have diseases such as high blood pressure and diabetes.
The Health Check for Seniors is conducted in person or remotely at the Health Consultation Office every year in their birthday month, based on the opinion of occupational physicians.

★Health checkup items

1. Confirmation of health checkup results and disease treatment status
2. Hearing about self-perceived symptoms and work-related problems
3. Eye-opening one-leg stand test and 5-fold stand test (as physical fitness check and fall risk assessment)
4. On-site interview (opinions of other employees)

Gold Prize in the Age-Friendly Category of the SAFE Award by the Ministry of Health, Labour and Welfare of Japan

Sapporo Lion was awarded the Gold Prize in the Age Friendly category at the 2nd SAFE Award by the Ministry of Health, Labour and Welfare in recognition of its efforts to create an environment where older workers can continue working energetically for a long time.
Sapporo Lion is committed to ensuring that senior workers, who are important workforce with motivation, skills, and experience, can work with peace of mind amid the labor shortage in the food service industry. To this end, the company will continue to promote efforts to help both companies and workers understand the possibility of increased risk of workplace accidents due to the characteristics of older workers (e.g., reduced physical abilities, vision, and hearing) and to prepare their working environment accordingly.

Reference materials on the company’s initiatives

Sustainability activity topics (Japanese)

Featured in the Ministry of Health, Labour and Welfare’s monthly magazine (Japanese)

Promoting Mental and Physical Health

Every September, in conjunction with the Ministry of Health, Labour and Welfare's “Health Promotion Month” and “Dietary Improvement Campaign Month,” Sapporo Lion conducts the “Lifestyle Improvement Challenge Campaign” on its health management system.
Last year, the company created five programs—walking, smoking cessation, non-alcoholic habits, daily lemon intake, and stretching—with approximately 260 participants. By offering incentives, Sapporo Lion aims to enhance health literacy while fostering company-wide enjoyment.

The Sports Agency has certified Sapporo Lion as a “Sports Yell Company” for FY2025. This certification recognizes companies and organizations that actively promote employee sports activities, aiming to increase sports participation among the working population and beyond, thereby enhancing public health and improving life performance.

Prevention, early detection and response to stress-related diseases such as mental health problems

In the food and beverage industry, we have seen an increasing trend of mental health issues across all age groups following the COVID-19 pandemic. In response, Sapporo Lion established the Corporate Culture Reform Committee in 2022, and has been working to improve the company's overall culture, enhance work engagement, and implement preventive measures against mental health issues. Additionally, since last year, the company has introduced a health management system to improve its employees' health literacy. The app acquisition rate stands at 83.6%. Participation in health events through the app, which can be easily accessed, has increased about fivefold compared to the previous year. Sapporo Lion regularly distributes health videos and send out a daily health quiz. At the same time, the app allows for managing sleep quality and diet, all in one place. Through the app, the company is not only expanding communication opportunities among employees but also preventing mental health issues. In addition, industrial physicians and public health nurses always provide support and interviews with workers to clarify stress factors and give guidance for gradual improvement.
The response value of the stress check is also gradually decreasing. Absenteeism in 2024 improved by 1.3 days per person compared to 2023. Presenteeism also met the Group target of 33.4% or lower, which Sapporo Lion has achieved since 2023. Work engagement improved from 52.8 in 2024 to 53.8 in 2025 (Group target: 54.0 or higher).
Sapporo Lion will continue to disseminate not only physical information but also stress prevention measures related to mental health in the health management corner "Eisei” of the company newsletter.

Return to work after a leave of absence, balancing work and treatment

Some employees with a mental injury, illness or disorder have the desire and capacity to work but have difficulty balancing work and medical treatment, including hospital visits. That often prevents them from continuing to work or going back to work.
Sapporo Lion aims to achieve a 100% return to work after a leave of absence by conducting thorough consultations with occupational physicians and occupational health nurses regarding the timing of return to work.
In addition, by sharing the necessity and significance of the company's and organization's efforts, we create a workplace culture that facilitates a balance between treatment and work.
The company also ensures that its occupational health nurses regularly follow up with employees after they return to work. In addition to illnesses, some employees also return to work after taking leave for childcare or caregiving. To provide employees with useful knowledge, we have incorporated the Ministry of Health, Labour and Welfare's caregiving leave seminar at the end of our HR training. Furthermore, we have implemented e-learning on paternity leave and caregiving leave, with a completion rate of 95.6%.
We have created a platform (discussion meetings) for female employees who have taken maternity leave to share their experiences. By sharing various work styles, we have established a support system to help them balance work and childcare after returning to the workplace.

Initiatives for Lifestyle-Related Disease Health Checkups

Early-stage lifestyle-related diseases often do not exhibit noticeable symptoms, which poses a risk of the disease progressing unnoticed. Therefore, Sapporo Lion emphasizes early detection and treatment, aiming to eliminate risk factors for diseases so that employees can work healthily for a long time. The Sapporo Group has also established a subsidy system, providing robust support to make it easier for employees to undergo health checkups. The health checkup rate has increased year by year, reaching 100% in FY2024 (FY2026 KPI: 100% checkup rate for those aged 40 and over).

Performance indicators

Absenteeism in 2024 improved by 1.3 days per person compared to 2023. Presenteeism also met the Group target of 33.4% or lower, which Sapporo Lion has achieved since 2023. Work engagement improved from 52.8 in 2024 to 53.8 in 2025 (Group target: 54.0 or higher).

Strengthening sustainability

To ensure the health of its customers, employees and their families, Sapporo Lion, together with its business partners, prioritizes respect for and protection of human rights as well as consideration for environmental safety throughout the supply chain in the provision of products.

The Sapporo Group's sustainability policy aims to procure raw materials and ingredients not only with a focus on providing safety and security, but also with an awareness of protecting the natural environment and respecting human rights.
Procurement initiatives that prioritize respect for human rights among raw material suppliers are referred to as human rights due diligence (HR DD) and have become an important procurement concept for Sapporo Lion.
Coffee beans are designated as a priority verification raw material and are positioned as a key ingredient. Within this category, Sapporo Lion offers coffee made with organically grown coffee beans to customers.

Additionally, within the Regional Development Projects, Sapporo Lion places strong emphasis on the safety and quality of ingredients and is working on initiatives to offer healthy menu options for customers.

Sapporo Real Estate's Health Management Initiatives

Sapporo Field Marketing's Health Management Initiatives

Recognized as an outstanding organization of KENKO Investment for Health 2023, 2024, and 2025 for three consecutive years (Small- and Medium-sized Corporation Category (Bright 500))

“Silver Certification” for Excellent Corporate Health

Promoting Employee Health and Creating a Safe and Secure Workplace

Sapporo Group Logistics' Health Management Initiatives

“Silver Certification” for Excellent Corporate Health

Recognized as an outstanding organization of KENKO Investment for Health 2024 and 2025 for two consecutive years (Small- and Medium-sized Corporation Category (Bright 500))

Organization of KENKO Investment for Health (Bright 500)

Priorities

Sapporo Group Logistics aims to be a company where each employee can work lively and healthily, both physically and mentally, as stated in the Declaration of Health and Wellness Creation. To this end, the company has set employee work engagement (target value: 50) and presenteeism (target value: 35%) as mid-term goals to be achieved by 2027.
As key priorities for physical health, the company is working to achieve a 100% rate of follow-up examinations (at emergency medical facilities) following regular health checkups, and a 100% rate of lifestyle-related disease screenings for individuals aged 40 and older. To drive these activities forward, Sapporo Group Logistics has established Health Ambassadors to promote health initiatives. Health Ambassadors also contribute to increasing employee participation in health initiatives by planning and executing various health-related events. As a concrete result, the participation rate in lifestyle-related disease screenings reached 84%, exceeding the group average, and interest in health is gradually increasing. The company also conducts activities to promote exercise habits, such as walking campaigns (participation rate: XX% in fall 2024) and lifestyle habit challenges (participation rate: XX% in 2024). However, the rates of individuals with abnormalities in blood pressure and blood glucose levels remain high. Sapporo Group Logistics will continue its efforts with the goal of improving these figures through better health habits.

Sapporo Group Logistics recognizes the challenges regarding mental health. In recent years, the logistics environment has undergone significant changes, particularly in response to issues like the '2024 Issue.' Companies categorized within the logistics sector, such as Sapporo Group Logistics, are required to implement various operational improvements and transformations to 'maintain and establish a sustainable logistics system' in response to changes in the logistics environment. Stress levels among employees in the sector have been on the rise.
As a key priority for mental health, Sapporo Group Logistics has been working to promote the use of paid leave with the goal of improving work-life balance.
Going forward, the company will further create opportunities for communication among employees and foster a culture of appreciation for one another, thereby establishing a workplace environment with high psychological safety. This will help reduce stress and enhance the mental well-being of each individual.
Sapporo Group Logistics promotes a culture of health by implementing various physical and mental wellness activities to achieve its mid-term goals. In 2025, 73% of employees are aware of company-provided health support, indicating that the company’s health management is becoming increasingly recognized among employees.

Health Management Initiatives of SAPPORO LOGISTICS SYSTEMS

YASUMA’s Health Management Initiatives

Iwata Pokka Foods’ Health Management Initiatives

Iwata Pokka Foods is committed to health management as the foundation for sustainable corporate activities.

Promoting mental, physical, and social well-being

●100% response rate for the stress check

To prevent mental health issues before they arise and foster a vibrant workplace, Iwata Pokka Foods aimed for a 100% response rate in the stress check. The company provided guidance explaining the reasons for the check and offered support to those less comfortable with computer work, ensuring everyone completed their responses. Additionally, by setting reminders one week before, three days before, and on the day of the response deadline to raise awareness about completing it without delay, the company has achieved a 100% response rate every year.

●Increased opportunities for communication with others

In response to recurring comments in the annual in-house survey about dissatisfaction with supervisors or the company, and communication gaps between managers and subordinates, Iwata Pokka Foods initiated 1-on-1 meetings starting in 2022. Conducting at least four sessions per person annually, these meetings have proven effective as a platform to check on employees' health status, concerns, and issues they may be facing. Additionally, starting around the same time, increased opportunities for internal communication—such as company events and community outreach activities—provided chances for employees to find people within the company with whom they could talk, regardless of department or position. Employees now find it easier to build relationships where they can consult with others more comfortably than before. As a result, survey scores for support from others, support from supervisors, and support from coworkers have been able to maintain high levels. In 2026, the company aims to achieve a deviation score of 52 for support from others.

Response rate for the stress check

●100% cancer screening rate (for those aged 40 and older)

While aiming for a 100% cancer screening rate as a health management goal, the 2022 cancer screening rate was 54%. To prevent a decline in screening participation among employees lacking health awareness, Iwata Pokka Foods conducted a survey in 2023 regarding their level of interest in health matters. Approximately 90% of employees expressed interest in health, but only 60% were taking action to improve their health. This indicates that while employees are interested in health, some are not taking the necessary actions. The company held health study sessions and conveyed the importance of understanding one's own health status, along with undergoing regular health checkups and cancer screenings. At that time, lectures were given on how to schedule cancer screenings, and ongoing efforts were maintained afterward. Thanks to these efforts, a 100% screening rate was achieved in 2023. The company continued its efforts afterward, and discussions about health screenings began to arise in conversations among employees. As a result, a 100% screening rate was achieved again in 2024.
Additionally, gynecological screening, which employees previously showed little interest in, saw their participation rate increase starting in 2023 after managers attended health study sessions and actively encouraged participation in gynecological screening. This resulted in a rate significantly exceeding the target of 50%. In 2025, the company observed employees' voluntary actions, but as of August, only 50% of appointments were completed. This indicates that the company has not yet succeeded in establishing the practice of regular gynecological screening. Iwata Pokka Foods will continue its efforts and aims for a 100% screening rate again this year. Furthermore, the company will share and instill the understanding that such activities contribute to improving health literacy and form the foundation for stable corporate operations.

Performance indicators

Through the company's initiatives, work engagement has improved year after year, and presenteeism in 2025 showed improvement compared to the previous year.
Iwata Pokka Foods will continue to implement the PDCA cycle for health initiatives, aiming to create a workplace where employees can thrive and be active.

Silver certification

Future challenges

●To achieve a smoking rate of 12% or lower

Iwata Pokka Foods will provide opportunities for employees to share knowledge about smoking—which directly impacts their own and others' health—and to reflect on the issue. This initiative aims to encourage employees to seek answers and support their efforts to quit smoking. At the same time, the company will reevaluate its approach to monitoring smoking within the workplace and providing designated smoking areas, with a focus on health management.

●Improvement in the rate of employees with findings in health checkups

The examination rate among employees instructed to undergo follow-up examinations or reexaminations based on health checkup results is 100%. However, few employees take action to address the underlying causes that led to these results, and the majority of examinees are identified as having findings in the same health checkup items every year.
Indeed, while encouraging employees to undergo follow-up examinations or reexaminations, the company has inadvertently made them think that going (or having gone) for a reexamination would be good enough. Consequently, it has failed to effectively promote health awareness among employees. Iwata Pokka Foods will work collectively to clearly define the objectives of health checkups, communicate them throughout the organization, and systematically enhance health knowledge and awareness among employees.

●Aiming for zero accidents

There were zero accidents in FY2024, but one incident occurred in 2025. To achieve zero accidents, Iwata Pokka Foods will raise awareness of the Age-Friendly Guidelines and conduct locomotor function checks.

Types of smoking (added items three years ago)

Rate of employees with findings in health checkups

Sapporo Group Logistics' White Logistics Initiatives

Declaration of Voluntary Action

Standardization of logistics operations

Product codes used to identify cartons at distribution sites have been made more visible by aligning the display position. The Group companies will realize a more comfortable working environment for a diversified workforce, including foreigners and the elderly, whose numbers are expected to increase in the future.

Establishment of Group network of distribution bases

To shorten the transportation distance from factories to delivery destinations, Sapporo Breweries established new distribution bases in the Tokai area and Kita Kanto area, and POKKA SAPPRO Food & Beverage proceeded with a new production consignment in the western Japan area. The Group will continue to review its network of distribution bases to ensure compliance with laws and regulations and to further reduce the burden on truck drivers.