Meiji Holdings Co., Ltd. · TSE:2269

Meiji — ESG Presentation (December 2022)

29 slides from Meiji's sustainability presentation, Dec 9, 2022

Slide 2: Part 1: Promote the Meiji ROESG Management Effectively
Part 1: Presentation Promote the Meiji ROESG® Management Effectively Jun Furuta Chief Sustainability Officer Member of the Board and Senior Managing Executive Officer 1 © Meiji Holdings Co., Ltd. All rights reserved.
Slide 3: 2023 Medium-Term Business Plan: Promote the Meiji ROESG Management Effectively
2023 Medium-Term Business Plan Promote the Meiji ROESG Management Effectively Convert business management to achieve both ROE improvement and ESG enhancement without any compromises Indicators ROE × Achieve ESG goals ＋ unique to Meiji ＝ The Meiji ROESG Target for Depending on Every Target for FY2023
Slide 4: Progress of Meiji ROESG: ESG Indicators
Progress of Meiji ROESG : ESG Indicators Combination of Comprehensive*1 and Environment-specific*2 Indicators *1: MSCI ESG Ratings, DJSI and FTSE4Good *2: CDP ratings FY2020 FY2021 Targets for Evaluation indicators FY2022 Results Results FY2023 Will be available in MSCI ESG Ratings BB BBB December A
Slide 5: Progress of Meiji ROESG: Indicators Unique to the Meiji Group
Progress of Meiji ROESG: Indicators Unique to the Meiji Group Established six indicators related to: The social issues that the Group focuses during 2023 Medium-Term Business Plan Human capital that is the driver for corporate activities Most recent result or Targets for Indicators status FY2023 Ext
Slide 8: Meiji Green Engagement for 2050
The Meiji Group Long-Term Environment Vision Meiji Green Engagement for 2050 Under the critical situation of the global environment, the Meiji Group will contribute to realize a sustainable global environment by coexisting with nature in the future through engagement with the Earth. Climate Water Ch
Slide 9: Our Efforts for Environmental Issues: Progress in FY2022
Our Efforts for Environmental Issues Progress in FY2022 Started calculating the Carbon Footprint of Products (CFP) in April CFP: The total greenhouse gas emissions generated by a product over the different stages of its life cycle Joined 30 by 30, the initiative to conserve biodiversity, in April 30
Slide 10: To Realize Carbon Neutrality by 2050
To Realize Carbon Neutrality by 2050 Scope 1, 2 Target*: Reduce 50% by FY2030 and net zero by 2050 Scope 3 Target*: Reduce 30% by FY2030 and net zero by 2050 * Compare with CO2 emission volume in FY2019  Scope 1, 2  Installing energy-saving equipment  Replacing to low carbon fuels  Installing so
Slide 12: Carbon Neutrality: Introducing Carbon Footprint of Products (CFP)
Carbon Neutrality Introducing Carbon Footprint of Products (CFP)  Visualize Greenhouse Gas (GHG) emissions by adopting CFP  Understand the environmental impact throughout our supply chain, including the Meiji Group Chocolate Drinking milk  Selected in July 2022 to a Ministry of  Formulated calcu
Slide 13: GHG Reduction Efforts in Dairy and Milk
GHG Reduction Efforts in Dairy and Milk Pursuing GHG emission reductions and sustainability by applying three perspectives Challenges facing the dairy industry Reducing Formulated CFP Animal GHG calculation method and welfare emissions started calculation of Reducing some products environmental burd
Slide 14: Circular Economy / Promoting Plastics Recycling
Circular Economy/ Promoting Plastics Recycling Gradually reducing the amount of plastics for containers and packaging Changes in reduction rate Target for 2023 Target for FY2017 FY2018 FY2019 FY2020 FY2021 Medium-Term FY2030 Business Plan Reference year 8.2% 9.8% 11.7% 16.0% 15.0% 25.0% Reducing the
Slide 15: Circular Economy / Reducing Food Loss and Waste
Circular Economy/ Reducing Food Loss and Waste Strengthen food loss and waste reduction efforts Contribute to reducing an annual 5.2 million tons in food loss*; Japan’s issue Changed labeling: Reviewing 1/3 rule for use-by dates Expiration dates to year/month Easing business standard of dividing Cha
Slide 17: Sustainable Sourcing: Building a Responsible Supply Chain
Sustainable Sourcing Building a Responsible Supply Chain 1. Status of questionnaire survey for sustainable sourcing FY2020 FY2021 FY2022 FY2023  Primary Suppliers  Primary Suppliers  Reevaluation of primary  Planning to perform 74 companies 31 suppliers Suppliers 16 companies questionnaire surve
Slide 18: Sustainable Sourcing
Sustainable Sourcing Promoting sustainable sourcing and building a responsible supply chain for raw materials linked to social issues such as deforestation and child labor  Achieve sustainable cocoa production Aiming for a procurement rate of 100% sustainable cocoa Cocoa beans by FY2026 FY2021 proc
Slide 20: Introducing Evaluation of the Board's Effectiveness by the Third-party Assessment Organization
Introducing Evaluation of the Board's Effectiveness by the Third-party Assessment Organization Policy change: Evaluating the Board’s effectiveness by the third-party assessment organization (conducting about once every 3 years) in addition to the self-assessment (annually) Results of the Board’s Ini
Slide 21: Remuneration for Members of the Board
Remuneration for Members of the Board Meiji ROESG-linked remuneration Impact of Meiji ROESG on Remuneration: 20 - 22% Share Remuneration vs Performance-linked Remuneration = 40 : 60 20 © Meiji Holdings Co., Ltd. All rights reserved.
Slide 22: Part 2: Dialogue: Realizing profit growth and sustainability activities simultaneously
Part 2: Dialogue Realizing profit growth and sustainability activities simultaneously Kazuo Kawamura CEO, President and Representative Director Peter D. Pedersen Member of the Board (Outside) 21 © Meiji Holdings Co., Ltd. All rights reserved.
Slide 23: Peter D. Pedersen, Member of the Board (Outside) Profile
Peter D. Pedersen, Member of the Board (Outside) Profile November 1967 Born in Denmark, 55 years old Lived in Japan for approx. 30 years September 2000 President E-Square Inc. January 2015 Representative Director, Next Leaders’ Initiative for Sustainability (NELIS) August 2020 Representative Directo
Slide 24: Profit Growth vs. Sustainability
Profit Growth vs. Sustainability High Trade off Trade on environmental revolutionary Strategies not Appropriate domain contribute to enhance for future Social value and corporate value development/growth Trade off Double trade-off Strategies deteriorate (Loser) social value and environmental value L
Slide 25: Realize Meiji Unique Value for Wellness
Realize Meiji Unique Value for Wellness Health of Employees Healthy Shareholders Society & Investors SHARE Healthier Lives Global for Customers Environmental Health CURE CARE 24 © Meiji Holdings Co., Ltd. All rights reserved.
Slide 26: Health and Nutrition / Food Segment
Health and Nutrition/ Food Segment Developing Meiji Nutrition Profiling System (NPS)* The Meiji Group has embraced Contribute to the Country, one of the Group’s founding spirits. We will focus on nutrition and work to contribute to resolving social issues through our business activities. Identify th
Slide 27: Healthcare and Nutrition / Pharmaceutical Segment
Healthcare and Nutrition/ Pharmaceutical Segment Research and Development of Vaccine 1) Inactivated Vaccine for COVID-19 (KD-414) 2) Pentavalent vaccine (KD-370) was filed for approval in April 2022 3) Smallpox vaccine (LC16 “KMB”) was approved for prevention of monkeypox (additional indication) in
Slide 28: The Meiji Group's Sustainability Activities: ESG evaluations by external rating organizations
The Meiji Group’s Sustainability Activities ESG evaluations by external rating organizations FY2020 FY2021 Targets for Evaluation indicators FY2022 Results Results FY2023 Will be available in MSCI ESG Ratings BB BBB December A 80 86 Will be available in 90 DJSI December percentile percentile percent
Slide 29:  Information in this material is not intended to solicit sale or purchase of
 Information in this material is not intended to solicit sale or purchase of shares in Meiji Holdings. The final decision relating to investments should be made based on the judgment of users themselves.  Business forecasts and other forward-looking statements are based on information available at

Meiji Holdings — ESG Presentation (December 2022) on 6ix

Meiji — ESG Presentation (December 2022)

Slide 1: ESG Meeting

Slide 2: Part 1: Promote the Meiji ROESG Management Effectively

Slide 3: 2023 Medium-Term Business Plan: Promote the Meiji ROESG Management Effectively

Slide 4: Progress of Meiji ROESG: ESG Indicators

Slide 5: Progress of Meiji ROESG: Indicators Unique to the Meiji Group

Slide 6: Today's Agenda

Slide 7: 1. Our Efforts for Environmental Issues

Slide 8: Meiji Green Engagement for 2050

Slide 9: Our Efforts for Environmental Issues: Progress in FY2022

Slide 10: To Realize Carbon Neutrality by 2050

Slide 11: Video (approx. 6 min)

Slide 12: Carbon Neutrality: Introducing Carbon Footprint of Products (CFP)

Slide 13: GHG Reduction Efforts in Dairy and Milk

Slide 14: Circular Economy / Promoting Plastics Recycling

Slide 15: Circular Economy / Reducing Food Loss and Waste

Slide 16: 2. Sustainable Sourcing

Slide 17: Sustainable Sourcing: Building a Responsible Supply Chain

Slide 18: Sustainable Sourcing

Slide 19: 3. Improving Corporate Governance

Slide 20: Introducing Evaluation of the Board's Effectiveness by the Third-party Assessment Organization

Slide 21: Remuneration for Members of the Board

Slide 22: Part 2: Dialogue: Realizing profit growth and sustainability activities simultaneously

Slide 23: Peter D. Pedersen, Member of the Board (Outside) Profile

Slide 24: Profit Growth vs. Sustainability

Slide 25: Realize Meiji Unique Value for Wellness

Slide 26: Health and Nutrition / Food Segment

Slide 27: Healthcare and Nutrition / Pharmaceutical Segment

Slide 28: The Meiji Group's Sustainability Activities: ESG evaluations by external rating organizations

Slide 29:  Information in this material is not intended to solicit sale or purchase of