Suntory 2013 Annual Report

Annual Report 2013
Suntory Beverage & Food Limited
In Harmony with
People and Nature
Contents
About us. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 02
We Are a Soft Drink Company with a Globally
Integrated Platform in Key Regions . . . . . . . . . . . . . . . . . . . . . 02
Our Innovative Products Have Led Robust Organic
Growth Outperforming the Japanese Market. . . . . . . . . . . . . . 04
The Suntory Groups corporate philosophy is In
Established Strong Position through Marketing and
Harmony with People and Nature. These words
R&D Expertise. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 06
express our core beliefs and ongoing objectives.
Strong Track Record of Acquisitions to Accelerate
We develop a rich experience of life based on real
Global Business Expansion . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10
needs, in harmony with people and their natural
Leveraging Our Strengths and Robust Overseas Business
surroundings. Through our corporate initiatives,

Suntory strives to maintain a sustainable global
environment and contribute to a truly prosperous
Platform to Deliver Deliciousness Worldwide. . . . . . . . . . . . . . 12
Brand Portfolio. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14
society. Guided by this philosophy, as responsible
Performance Highlights. . . . . . . . . . . . . . . . . . . . . . . . 16
corporate citizens, the Suntory Group aspires to
Presidents Message. . . . . . . . . . . . . . . . . . . . . . . . . . 18
provide the highest quality products and services

for the improvement of life around the world.
Strategy in 2014 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24
CSR Approach and Initiatives . . . . . . . . . . . . . . . . . . . 30
Corporate Governance . . . . . . . . . . . . . . . . . . . . . . . . 40
Board of Directors and
Audit & Supervisory Board Members. . . . . . . . . . . . . 46
Financial Section. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47
Corporate Overview. . . . . . . . . . . . . . . . . . . . . . . . . . 88
Stock Overview. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 89
Forward-Looking Statements
This annual report is aimed at providing financial, management and other information on Suntory Beverage & Food Limited (SBF) and its subsidiaries and affiliate
companies (the Group).
Though SBF has relied upon and assumed the accuracy and completeness of third party information available to it in preparing this annual report, including data
prepared by Euromonitor International Limited, Inryou Souken, and INTAGE Inc., SBF has not independently verified such information and makes no representations as
to the actual accuracy or completeness of such information. Therefore, the information should not be relied upon in making, or refraining from making, any investment
decision. The information in this annual report is subject to change without prior notice. Statements contained herein that relate to future operating performance or
strategic objectives are forward-looking statements. Forward-looking statements are based on judgments made by SBFs management based on information currently
available. These forward-looking statements are subject to various risks and uncertainties, and actual business results may vary substantially.
This annual report is not a securities report based on the Financial Instruments Exchange Act of Japan, and does not necessarily contain all the information required in
making investment decisions regarding the securities of SBF.
Annual Report 2013
01
We Are a Soft Drink Company

with a Globally Integrated
Platform in Key Regions
Orangina Schweppes
Oasis
Luco zade
Ribena
BOSS
Iyemon
Suntory Suntory
Oolong Tennensui
Tea
Pepsi
Orangina GREEN
DAKARA
Suntory Beverage & Food Limited (SBF) has a diverse

portfolio of soft drinks including mineral water,
ready-to-drink (RTD) coffee, RTD tea, carbonates,
functional drinks and fruit juices. We are expanding
our businesses globally with a focus on five key regions: Japan, Europe, Oceania, Asia and the Americas.
On July 3, 2013, we successfully listed our shares on
the First Section of the Tokyo Stock Exchange.
Europe
Through this listing, we aim to accelerate our growth
Japan
globally to become the worlds leading global soft
Americas
drink company.
2013 Financial Digest
Asia
Net sales
1,121.4
bil.
+13.0 % YoY
Oceania
Operating income
72.7
+24.4 % YoY
bil.
EBITDA*
139.6
bil.
+21.8 % YoY
Mirai
Net Sales by Area
Americas
8%
5%
12%
Europe
14%
Okky Jelly
Drink
Oceania
Oceania
Asia
3%
Just Juice
Pepsi Mountain Dew
BRANDS
Essence of
Chicken
Asia
10%
Japan
Japan
64%
TEA +
Oolong Tea
EBITDA by Area
Americas
7%
MYTEA
Oolong Tea
Europe
54%
23%
*Bottling operations in North Carolina.
*EBITDA is operating income plus depreciation

and amortization and amortization of goodwill.
02
Annual Report 2013
Annual Report 2013
03
Our Innovative Products

Have Led Robust Organic Growth
Outperforming the Japanese Market
1997
C AGR
SBF
Japan
We have increased our sales vol-
2013
4.6%
1.1%
Sales Volume in Japan (From 1991)
(m illion cases)
Souken
: Inryou
Source
umes in the soft drink market in

Japan for more than 20 years. In
500
the past 16 years, our growth has

2011
outstripped the Japanese market

2007
our market share. Today, we hold a
2004
20.1%* share of the soft drink

market in Japan. We have clinched
2001
2002
2005
2008
450
400
2010
growth rate as we have expanded
2009
2006
350
2003
300
2000
this market position by continuing
1999
to boldly propose soft drink in a
250
1998
host of different product categories

to customers, in an effort to swiftly
1994
respond to their changing needs

over the years. Looking ahead, we
2012
2013
1991
1992
1995
1996
200
1997
150
1993
100
will work to make our strong

brands even stronger as we pursue
50
the top market position in Japan.
Major Brands and Year of Launch
Soft Drink Market

Share in Japan
20.1%
*
No. 2 in Japan2013
*Source: Inryou Souken
Suntory
Oolong Tea
04
Annual Report 2013
Suntory
Tennensui
BOSS
C.C.Lemon
natchan!
Iyemon
Pepsi NEX ZERO
Suntory Black
Oolong Tea
Orangina
GREEN
DAKARA
Annual Report 2013
05
Established Strong Position

through Marketing and R&D Expertise
Marketing
Why have we been able to make such significant strides in Japan?
BOSS : A Testament to Our

Marketing Capabilities
It is because of our strong capabilities in product development
We intended this canned coffee to
and marketing, where we create and propose new ways
fulfill the role of a faithful companion
of deriving enjoyment from beverages, and in R&D,

where we explore what consumers truly want
and create products that meet their needs.
EVOLUTION of BOSS
as The Workers AIBO. This concept
About canned RTD coffee:
was translated into the beverage
The size of the canned RTD coffee market
content, naming and packaging,
is approximately 1 trillion. Canned RTD
giving birth to BOSS, a canned RTD
coffee is sold through supermarkets,
coffee product with a strong appeal to
convenience stores, vending machines and
its target market. BOSS was rapidly
other channels. In recent years, numerous
embraced by Japanese business peo-
types of canned RTD coffee offering dis-
ple dealing with Japans economic-
tinctive added value have been sold on the
recession in 1992, when it was
market, including categories such as
launched. In its first three months,
sugar-free, low-sugar and caf au lait,
BOSS became a best-selling hit prod-
along with canned RTD coffee made from
uct, with sales volume surpassing 10
coffee beans sourced from special growing
million cases. Since then, the brand
regions and using special roasting meth-
has continued to evolve. We have
ods. There is now a growing assortment of
pioneered new value in the BOSS
packaging available for RTD coffee, includ-
canned RTD coffee series, keeping
ing bottle cans and PET bottles.
pace with changing consumer tastes

by creating new product categories,
such as Zeitaku Bito (low-sugar type),
Muto Black (sugar-free type), and Caf
Soft drink market in Japan

by category (2013)
au Lait.
Sales volumes of BOSS have continuously increased over the past 20 years
19921997
BOSS was launched as The
since its launch, and we aim to sus-
Workers AIBO.
(AIBO = A reliable partner with long years of experience that could be trusted)
tain this growth into the future.
13.8%
7.5%
9.5%
12.0%
20022003
A major product renewal was
undertaken in the 10th year,
introducing new flavors for enjoying BOSS in various drinking
occasions.
(expansion of product lineup)
06
Annual Report 2013
Today
Strategy focused on
four major categories
Established categories represented by Rainbow Mountain
Blend, Zeitaku Bito, Muto Black,
and Caf au Lait.
21.2%
BOSS Sales
15.0%
(million cases)
83.0
2013
59.2
2003
1993
21.0%
24.0
Tea
Coffee
Carbonated
Mineral water
Fruit/Vegetable
Sports drink
Other
Source: Inryou Souken
Annual Report 2013
07
R&D
FOSHU : A Testament to Our

R&D Capabilities
FOSHU Lineup
Guided by the thinking that R&D is

the lifeblood of a manufacturer, we
work hard every day to develop high
value-added products that our customers will find delicious. In our R&D
Suntory Black
Oolong Tea
An oolong tea that
helps block the
absorption of fat.
Pepsi Special
A cola product that
helps block the
absorption of fat
and suppresses the
increase of
triglycerides after
meals.
activities, we focus not only on the

pursuit of delicious flavor, but also on
the development of health benefits
from the ingredients. For example, by
focusing on the powerful ability of
oolong tea polymerized polyphenols
(OTPPs) to suppress the absorption of
fat from food, we developed Suntory
Black Oolong Tea, an RTD tea that has
been approved as a Food for Specified
Health Uses (FOSHU) by the
Consumer Affairs Agency of Japan.
Since then, we have expanded our
FOSHU range to categories such as
BOSS GREEN
barley tea, cola drinks, and RTD
A canned RTD
coffee that helps
to block the
absorption of fat.
coffee. Our R&D activities over many
Iyemon Tokucha
years have e
nabled us to expand our
A green tea that helps

to reduce body fat.
range of FOSHU products that are

both d
elicious and offer health
benefits to satisfy the desires of
health-conscious consumers.
FOSHU (Foods for Specified

Health Uses) refers to foods that
have been scientifically proven
to be beneficial for maintaining
and promoting health and approved by the Consumer Affairs
Suntory
Goma Mugicha
A barley tea drink
containing sesame
peptide, making it
ideal for those
with high blood
pressure.
FOSHU
Agency of Japan. With the recent

increase in health-consciousness
among consumers in Japan, the
FOSHU field has
SBFs FOSHU Drinks Sales (million cases)

25.3 (Forecast*)
2014
16.9
2013
2012
10.7
attracted a lot of
attention in the
past few years
and is expected to
expand further.
*Forecast as of February 14, 2014
08
Annual Report 2013
Annual Report 2013
09
Strong Track Record of Acquisitions to

Accelerate Global Business Expansion
Our first step toward overseas

expansion was the acquisition in
1980 of PepCom Industries, Inc.,
a Pepsi bottler in the United
States. Then in 1990 we established a foothold in the Asian
Sales (overseas)
M&A Track Record

Asia
Europe
on to acquire the Frucor Group,
500
404.5*2
400
2013
291.8*1
Lucozade
Ribena Suntory
Limited
300
200
2011
Suntory PepsiCo
V ietnam Beverage Co., Ltd.
2013
which owns V, a popular energy

drink brand in Australia and New
Zealand, and the Orangina
Schweppes Group, which has a
strong operation base in Europe.
On December 31, 2013, we acquired the two brands Lucozade
and Ribena in the U.K. We have
rapidly expanded our business
foundations overseas as we pre-
EBITDA (overseas)
70
billions of yen
2012
64.7*
Suntory Narang
Private Limited
65
60
2011
54.9*1
PT SUNTORY
GARUDA BEVERAGE
55
SBF and PepsiCo

entered into a capital
alliance agreement in
the soft drink
business in Vietnam.
Entered the Indian market by establishing

Suntory Narang Private Limited as a joint
venture.
Established PT SUNTORY GARUDA

BEVERAGE as a joint venture with the
Indonesian food and beverage
group, GarudaFood Group.
50
45
pare to become a leading player

in the global soft drink industry.
Acquired the two soft drink brands

Lucozade and Ribena and related
assets from GlaxoSmithKline plc of
the U.K., and established Lucozade
Ribena Suntory Limited.
2013
100
0
Americas
billions of yen
market by acquiring Cerebos

Pacific Limited. In 2009, we went
Oceania
2011
2009
2013
Orangina
Schweppes Group
*1For comparison purposes, SBFs 2011 proforma figures include
Acquired the Orangina Schweppes Group (OSG), a soft drink manufacturer based in France.
OSG markets Orangina, a carbonated beverage containing fruit juice enjoyed in more than 40
countries around the world. In addition to its firmly established operating base in France and Spain,
OSG is also developing an expansive concentrates business.
results for Pepsi Bottling Ventures prior to their transfer from

Suntory Holdings.
*2The two beverage brands Lucozade and Ribena were transferred
2009
to SBF on December 31, 2013, and consequently had no impact

on overseas sales and EBITDA for the year ended December 31,
Frucor
Group
2013.
1990
Began managing Cerebos Pacific Limited, an international food company

based in Singapore. Cerebos Pacific is contributing to healthier consumer
lifestyles in Asian countries with its health food products led by BRANDS
Essence of Chicken. Cerebos Pacific also markets a wide range of
processed foods centered on coffee and sauces in Oceania.
Cerebos
Pacific Limited
1980
PepCom
Industries, Inc.
10
Annual Report 2013
Entered the U.S. soft drink

market by acquiring 100%
of PepCom Industries, Inc.,
a Pepsi bottler.
Acquired the Frucor Group of New Zealand.

The Frucor Group has the second largest share of
New Zealands soft drink market. It is expanding its
range of strong brands worldwide, including V, the
leading energy drink in New Zealand and Australia.
1999
Pepsi Bottling
Ventures LLC
Established the joint venture Pepsi Bottling Ventures LLC (PBV) with
PepsiCo. PBV is a Pepsi bottler in the United States. It was established by
integrating the franchise (manufacturing and marketing rights) area of
PepCom Industries, an independent Pepsi bottler, with the franchise area of
PepsiCos bottling division in North Carolina.
Annual Report 2013
11
Leveraging Our Strengths and Robust Overseas Business

Platform to Deliver Deliciousness Worldwide
In this section, we introduce two examples of how we

have used our assets to deliver innovative refreshment
to our customers. The first example is the launch of
Orangina in Japan. We tailored the product, for example its labeling and packaging, to appeal to consumers in Japan, and marketed it as a carbonated fruit
drink with a distinctively French character. As a result,
Orangina
Orangina is now a hit product with an annual sales vol-
Originating in France,
ume of 9 million cases. The second example is the

launch of oolong tea products MYTEA Oolong Tea and
TEA+ Oolong Tea in Southeast Asia. We used the tech-
Orangina has been tailored

to suit consumers in Japan,
where it is now produced
and marketed.
nology we have accumulated over many years in product development for Suntory Oolong Tea to develop
delicious tea products with a taste adapted to local
consumer preferences. Looking ahead, we will continue to develop and market products across national
and regional boundaries by adapting them to the
tastes of customers in each region. In doing so, we will
continue to embrace the challenge of delivering delicious refreshment to customers worldwide.
Our Vision
in the
re company
Food is a co
&
ge
ra
ve
ba
ed sic
Suntory Be
rited its shar
and has inhe
ntory
,
up
ro
G
d
y
Guide by Su
Suntor
and vision.
y
ph
so
iq
ilo
un ue
corporate ph
developed a
.
phy, we have
so
Food Group
ilo
&
ph
s
ge
ra
Group
Suntory Beve
e
th
r
fo
n
s Vision.
business visio
Group
the Suntory
page 30 for
*Please see
for value
Our Vision
& quality
es
the best tast
life.
A quest for
to everyday
& wellness in
s
es
in
pp
ha
to bring
pany
for the com
Our Vision
pany
ft drink com
MYTEA Oolong Tea and

TEA+ Oolong Tea
These tea drinks, developed
using technology we have
accumulated over many
years of product development for Suntory Oolong Tea,
are now being marketed in
Southeast Asia.
so
ading global
ue brands.
To be the le
m and uniq
iu
em
pr
r
ou
r
fo
d
ize
recogn
12
Annual Report 2013
Annual Report 2013
13
e Ener
R i be
Lucozad
Or
te gre
ch en i
no t
lo ea
gi de
es
v
to elo
su pe
it d
lo us
ca in
lt g
as Jap
te
s. ane
se
A refreshing flavored tea

available in fresh fruit
flavors such as apple,
mango and guava.
Okky Jelly Drink

A jelly drink in a cup
packaging, available in
a full range of fruit
flavors.
Americas
Oceania
Pep
Mountea
BRANDS Birds Nest

A brand of health foods made
from birds nests, containing
ingredients that help maintain
youthful skin.
Ju
Pep
st J
Af
uic
r
e
offe uit an
d
cen ring a vege
ter
t
ed wide able
ju
r
on
tro ange ice b
pic
o
r
al f f flav and
ruit
ors
s.
si
An
effe iconic
rve
c
sce ola d
nce
rin
and k kn
its own
sm
oo for it
s
th,
ref spark
res
hin ling
gc
har
act
er.
V
Energy drinks marketed
in New Zealand and
Australia, notable for its
use of natural guarana
seed extract.
ng
idi
ov .
pr wn
for do
le
lp
tab gu
no y to
w
ink as
De ft dr ing e
so be
ain
nt ored and
ou
M s flav g jolt
ru in
cit esh
efr
ar
Pe
gy
An ener
gy d
sales shar rink that comman
e* of U.K
ds the to
p
. energy
drinks.
ang
As
ina
p
ma arklin
rke
aro
ted g oran
und
in m ge
fru
the
o
it
r
e
wo
rld. than drink
40
cou
ntr
ies
ira
M
A
blo
ck
AP
i Sp
eci
the epsi F
abs OSH al
orp
Up
tio
n o roduc
f fa
t th
t.
at h
elp
s to
An all natural health food supplement

that is made from extracts of fine quality
chicken in an easily digestible form.
e
th
Ora
BRANDS
Essence of Chicken
s
er
um
ns
co t.
rs frui
fe
of icy
at , ju
th
n! nk resh
ha dri f f
tc ce e o
na it jui tast
s
fru iou
lic
de
ngin
A sp
a
ar
distin kling fruit
ctive
d
bitte
refre rink from
rness
s
Fran
. (Pro hing ora
ce w
ng
duce
d by e flavor ith a
a
SBF
in Ja nd natur
pan)
al
Ti
A
p
m ran Co
ar ge
ke o Bra
te f 1
n
d
in 00% d Ju
Th
i
ail frui ces
an t/v
d. eg
et
ab
le
ju
ice
s
Suntory brand RTD coffee beverage characterized

by a strong sweetness and satisfying taste.
A
ps
z
tas ero- i N
c
E
te
an alori X Z
dc ed
ER
ha
O
rac rink
ter tha
t
ist
ic offe
cri
sp rs th
aft e f
ert ullast bo
e o die
fa d
co
la.
BO
Suntory Goma Mugicha
SS G
AR
T
REE
help D coff
N
ee
s to
blo FOSH
ck t
U
he a that
bso
rpti
on
of f
at.
ts such
utrien d
with n
e
Sting
s.
mend
acked
rink p
recom orts activitie
ergy d B vitamins,
sp
An en
nsive
d
rine an r before inte
as tau
so
sy day
on bu
ow .
kn Tea
e
th ng
g olo nd.
a
in
Te us ry O haila
d to
g
on eate Sun nd T
ol
r
O a c for m a
e
A + g t ed tna
TE lon elop Vie
oo dev d in
An w
te
e
ho ark
M
e
w
ho niqu
u
wno with ces.
ea
gk
n
g T usin g Tea efere
lon
ed
on
pr
Oo esign y Ool aste
t
r
d
EA
YT g tea Sunto esian
M
n
lon for do
oo ed t In
An elop o sui
v
de ors t
v
fla
A Iye
ca gree mo
fro refu n te n
br m t lly s a th
i
e
h
m ng o e p lect at u
at
ch ut t rest ed b ses
1
a t he igi
ea ge ou y a 00%
fo nu s K ch
r a in yo as Jap
ll t e m to ho ane
o
en ello tea (ma se t
e
c
s
jo
y. w fl om ter a le
av pa te
a
or ny a b ves
,
of
l
F
sto uku end
ne jue er)
-g
ro n to
un
d
cial
Oasis
no artifi
ice with
l fruit ju
A natura
atives.
r preserv
colors o
Lucozade Sport
Asia
De'Koe
ntaining sesame
A barley tea FOSHU co
l for those with high
peptide, making it idea
blood pressure.
l).
m
*Source: Euromonitor, 2013CY, Off-trade Volume
.
en
ais
at kud
re
eg dO
ui
ns rom th an
ne d f rom so
en urce er f ps, A
y T so at Al
or ter dw mint wa oun ina
Su eral ar gr e M
h
e
in
m al-cl of t
rs
st
cry tdoo
ou
ith
w ns
k
ir n emo
d l
ed 50
or to
v
fla ent
on al
on lem quiv
m g e
Le rklin tent
.
C pa n
C. sp s C co
i
cr in
A tam
vi
00
(5
BOSS
An RTD coffee
that has been
enjoyed for more
than 20 years as
The Workers
AIBO.
An u
bl oo nto
oc lo
ry
k
th ng t
B
e
ab ea F lac
so O k
rp SH O
tio U ol
o
n
t
of hat ng
fa he
T
t.
lp ea
st
o
dy fat.
reduce bo
ese
apan
s of J
tea
Tea
taste
i rock
olong
it the
Wuy
ory O red to su based on s origins.
Sunt
it
tailo
nd
a ble ea traces
g tea
olon with a te
ng t
An o
rs,
oolo
ume
hich
cons
mw
s, fro
leave
cha
emon Toku
Iy
at helps to
a FOSHU th
A green te
s
nt
die
re
g
in e
od vid
fo ro
h op
t
l
t
a
A r he me
AR pula sesa .
K
k
o
n
DA g p blac tio
N usin and ydra
E
h
e
E d d re
GR k ma aweeyday
e
r
in
dr as s eve
A ch
e
v
i
u
s ect
eff
top sales
that commands the
A functional drink
t.
sports drink marke
share* of the U.K.
ude
multit
Japan
a
ble in
availa
drink
bilities position us to swiftly capitalize on global consumer trends favoring healthier products in a variety of categories.
ppes
Schwe
create new demand for our products in the beverage market. Our diversified brand portfolio and development capa-
d soft
onate
A carb .
ors
of flav
Over the past several decades we have expanded our brand portfolio to adapt to changing consumer preferences and
na
A bl
a
was ckcurra
n
orig
inal t (cassis
ly la
unc ) flavor
hed
e
in 1 d fruit j
938
uice
.
that
Europe
Brand Portfolio
*Bottling operations in North Carolina.
RTD tea RTD coffee Functional drink Health supplement Mineral water Fruit juice Carbonate Cola drink Jelly drink Energy drink FOSHU
14
Annual Report 2013
Annual Report 2013
15
Performance Highlights
Suntory Beverage & Food Limited and Consolidated Subsidiaries
millions of yen
2011
2012
2013
893,353
992,160
1,121,362
Operating income
59,789
58,447
72,716
Net income
29,497
23,385
31,196
FOR THE YEAR

Net sales
Depreciation and amortization
30,063
36,570
43,719
Amortization of goodwill
19,121
19,666
23,211
Net income before amortization of goodwill
48,618
43,050
54,407
108,973
114,682
139,646
EBITDA*1
NET SALES
+13.0%
YoY
OPERATING INCOME
EPSYen
*2
ROE*3
225.09
199.31
207.17
24.2%
14.5%
136.56
108.27
118.79
21.7%
13.2%
8.3%
After amortization of goodwill

EPSYen
*2
ROE*3
YoY
81,346
85,830
21,587
75,874
290,613
Cash flows from financing activities
42,377
15,249
190,409
28,205
26,061
Cash and cash equivalents at end of the term
45,851
implementation of new product launches, along with aggressive

marketing activities.
segment, profits were boosted by increased sales volume, as well

as efforts to reduce manufacturing and distribution costs. In the
overseas segment, we continued to strengthen group synergies
through the overseas deployment of R&D technology and knowhow for the reduction of costs developed in Japan. This enabled us
TOTAL EQUITY
+388.7bil.
YoY
114,082
Cash flows from investing activities
foster and strengthen core brands and create demand through the
to improve quality and bolster our earning capacity.
Cash flows
Cash flows from operating activities
overseas segment were 1,121.4 billion, as a result of efforts to
Consolidated operating income was 72.7 billion. In the Japan
+24.4%
Before amortization of goodwill
Consolidated net sales for both the Japan segment and the
Net Sales
billions of yen
1,200
Total equity stood at 593.0 billion, increasing compared to

December 31, 2012 because of increases in common stock and
capital surplus due to the issuance of new shares and the addition
of foreign currency translation adjustments.
Operating Income
billions of yen
Total assets
802,876
844,450
1,256,702
Total equity
181,890
204,276
592,969
Capital expenditures
50,823
62,600
D/E ratioTimes
*4
1.7
1.5
0.4
150
80
60
800
100
600
40
400
*1 EBITDA is operating income plus depreciation and amortization and amortization of goodwill.
*2 The Company calculated EPS for the fiscal year ended December 31, 2013 based on the average number of issued shares during the year including the issuance of 93,000,000 new shares.
On April 16, 2013, the Company conducted a 1:500 share split whereby 1 share was split into 500 shares, bringing the total number of issued shares to 216,000,000 shares. The Company calculated EPS
for the fiscal year ended December 31, 2012, and for the fiscal year ended December 31, 2013, based on the assumption that the share split was conducted at the beginning of the fiscal year
ended December 31, 2012.
*3 The Company calculated ROE for the fiscal year ended December 31, 2013 based on the average shareholders equity at the beginning and end of the fiscal year including the equity increase
during the fiscal year.
*4 D/E ratio:Interest-bearing debt Cash and cash equivalents
/ Total equity
Annual Report 2013
billions of yen
1,000
At Year -end
16
EBITDA
50
20
200
2011
2012
2013
2011
2012
2013
2011
2012
2013
* EBITDA is operating income plus depreciation and

amortization and amortization of goodwill.
Annual Report 2013
17
Presidents Message
Q1
A
SBF was listed on the First Section of the Tokyo Stock Exchange on July 3, 2013.
Please tell us about the background to this move and the Companys objectives.
By expanding our existing business and aggressively pursuing M&As, we aim to become internationally recognized as a leading global company in the soft drink industry.
SBF is the largest operating company in the Suntory Group,

responsible for the groups non-alcoholic beverage and
food businesses. In Japan, we have leveraged our strengths
in product development and marketing to develop numerous powerful brands, including BOSS (RTD coffee), Iyemon
(RTD green tea), and Suntory Oolong Tea. Our sales volumes in Japan have expanded steadily year on year for 21
consecutive years. Now our business is growing rapidly
overseas as well, following our aggressive pursuit of M&A
Nobuhiro Torii
President
opportunities to acquire a business base and leading brands

and product development aligned with local consumer
preferences in each area.
In our vision for 2020, we have set our sights on achieving
consolidated net sales of 2 trillion. To reach this target, we
will accelerate our growth as an autonomous global company through strategic acquisitions and expansion of our
existing businesses. And, judging that a solid financial base
would be essential to support these efforts, we listed the
company on the First Section of the Tokyo Stock Exchange
Our Vision for 2020

Net sales
2 trillion
(billions of yen)
2,000
2,000
on July 3, 2013.
We will accelerate our growth even further by strengthening our global business foundation and creating brands that
appeal to the tastes of customers throughout the world.
We aim to fully demonstrate our own strengths in product

development and marketing, and make major advances as
1,500
a company with unique, premium brands and a strong

presence to become internationally recognized as a leading
1,121.4
1,000
992.2
global company in the soft drink industry.

In terms of numerical targets, we have now embarked on
our Medium-term Management Plan 2013-15. In the three
500
years up until 2015, we aim to achieve a high single-digit

CAGRthat is, 5% or morefor net sales and a high singledigit CAGR or higher for EBITDA of the existing businesses,
compared to their 2012 levels. We intend to drive further
growth in our existing Japan and overseas business segments, which will underpin our global growth, while undertaking earnings structure reforms and aggressively pursuing
M&A opportunities to develop new businesses.
18
Annual Report 2013
2012
2013
2020
[ The Medium-term Management

Plan covering the period 2013-15 ]
Net sales: High single-digit CAGR
growth (5% or higher)
EBITDA: High single-digit CAGR
growth or higher
(existing businesses)
Annual Report 2013
19
Q2
A
Please give a summary of the fiscal year ended December 31, 2013 and your targets
for the fiscal year ending December 31, 2014.
In the fiscal year ended December 31, 2013, we saw a substantial increase in both sales and
earnings. In fiscal 2014, we will build an even stronger business in Japan, and enter a new
growth stage, mainly in Europe and Asia.
Fiscal 2013, the year ended December 31, 2013, was the
first year of our Medium-term Management Plan. We saw
substantial increases in both sales and earnings, with
consolidated net sales of 1,121.4 billion, up 13.0% year
Crdits Photo Thomas Bismuth
on year, operating income of 72.7 billion, up 24.4% year

on year, and net income of 31.2 billion, up 33.4% year
on year.
In the Japan segment, we worked to foster and strengthen
core brands and to create new demand through new
product launches and aggressive marketing activities such
as cross-brand consumer sales campaigns. As a result,
sales increased 4.1% and segment profit rose 27.5%,
marking a significant increase in our profitability.
In the overseas segment, we worked to develop our core
brands in each area and to expand our business by launching new products in emerging markets. In addition, we
used Group synergies to improve quality and strengthen
our earning capacity. This involved extending our homegrown R&D technology and cost-cutting expertise overseas. As a result, sales increased 33.3% year on year, and
segment profit increased 18.9%.
In fiscal 2014, we will continue striving to accelerate our
growth as a global soft drink company. To achieve even
further earnings growth, we will work to make our Japan
(billions of yen)
business even stronger and enter a new growth stage

centered on business expansion in Europe and in Asia,
where markets are growing. Our numerical forecasts are
consolidated net sales of 1,260.0 billion, up 12.4% year
on year, operating income of 85.0 billion, up 16.9% year
on year, and net income of 35.0 billion, up 12.2% year
on year.
FY2013
FY2014 (Forecast*)
Year-on-year
change
1,121.4
1,260.0
12.4%
Operating
Income
72.7
85.0
16.9%
Net Income
31.2
35.0
12.2%
139.6
160.0
14.6%
Net Sales
EBITDA
20
Annual Report 2013
Annual Report 2013
21
Q3
A
What kind of strategies do you have in mind for achieving the vision for 2020 of
consolidated net sales of 2 trillion?
We will utilize our strengths in product development and marketing to drive faster growth in
our Japan and overseas segments.
Q4
A
Please talk about your initiatives for continuously increasing SBFs corporate value.
We are aiming to grow sustainably by providing safe, reliable, high quality products and
building trust in our relationships with our stakeholders.
The type of value we want to offer customers worldwide is
synergy creation through the sales of strong brands that
We have a corporate mission of In Harmony with People
corporate governance.
encapsulated in our slogan, A quest for the best tastes &
straddle national and corporate boundaries and the transfer
and Nature. This informs our activities as a company that
We also recognize that returning profits to our sharehold-
quality to bring happiness & wellness into everyday life.
of Japans advanced beverage production technologies to
provides soft drinkswe work to protect the earths
ers is one of our most important management tasks. Our
Having set out our vision for achieving consolidated net
other parts of Suntory Beverage & Food Limited Group (the
valuable water resources, to protect the environment that
basic policy is to aim for a consolidated dividend payout
sales of 2 trillion by 2020, we have adopted the following
Group).
provides that water, and to provide safe, reliable, high
ratio of 30% or more of net income before amortization
policies for achieving it: 1) strengthen core brands and
In addition to growing our existing businesses in Japan and
quality products and services.
of goodwill, giving overall consideration to the business
create new demand in our domestic business, 2) strength-
overseas, we will also expand our business through aggres-
Management is also included in this. As a global
environment and performance, and prioritizing strategic
en the business foundation focused on key areas in our
sive pursuit of M&A opportunities. For SBF, M&As are
company, we strive to promote sound management and
investments and capital expenditures aimed at promoting
overseas business, and 3) develop new business by aggres-
premised on targets that match with our strategy, have a
to build a high level of trust in our relationships with
sustained profit growth and increased corporate value.
sively pursuing M&A opportunities.
strong brand and a strong distribution platform. Guided by
stakeholders. We are also working to strengthen our
There is no clever scheme for implementing these policies
these premises, in 2009, we acquired the Frucor Group in
the only real approach is to accurately grasp customer needs
New Zealand and the Orangina Schweppes Group in France.
in Japan and each area overseas, swiftly develop products to
Then, in 2013, we acquired Lucozade and Ribena, two
meet those needs, and deliver them to customers.
leading brands with established businesses in the U.K.,
We are expecting competition to intensify in our domes-
Africa, and Asia.
tic business. To meet this challenge, as well as continuing
Now, having secured a business foundation in Europe and
to focus on strengthening our existing core brands, we
Asia, to a certain extent, we will take our global manage-
will develop products by leveraging our powerful brand-
ment framework to the next level. Specifically, we will
ing capabilities. We will strive to create new demand by
position Suntory Beverage & Food Asia Pte. Ltd. and the
fostering and reinforcing high value-added FOSHU prod-
newly established Suntory Beverage & Food Europe Limited
ucts, and developing products that offer SBFs unique and
as regional managing companies and advance our manage-
inimitable value.
ment from an individual company basis to a regional basis.
In responding to the needs of Japanese consumers as their
The change will give us the speed to respond flexibly to
tastes have diversified, we have developed strengths in
customer needs and market changes at the regional level,
product development and marketing. I believe we can fully
helping us to accelerate business growth.
demonstrate these abilities on the global stage too. For
Looking at our medium- to long-term direction, we will
example, there is increasing demand around the world
continue to develop our businesses globally, including
related to people seeking to be healthier, and this has
Africa, the Middle East and emerging markets, with the aim
created potential for a global expansion in demand for tea
of increasing the share of overseas business sales.
Could you please give your closing message to shareholders and investors.
We will continue to grow in the tradition of the Suntory

Group, exemplified by the corporate motto, Yatte
MinahareGo for it! We will propose unique products
tailored to meet the taste preferences of our customers in
various countries as we strive to become a leading global
soft drink company and meet the expectations of our
shareholders by continuously increasing our corporate
value. I ask for your continued support for our endeavors.
beverages. In fact, the Suntory brand authentic green tea

beverages Mirai, MYTEA Oolong Tea, and TEA+ Oolong Tea,
developed with tea beverage technology cultivated in
Japan, are now seeding new markets in Southeast Asia.
In our overseas business, we will not only drive business
expansion by introducing Suntory brands like this, but aim
to achieve continuous business growth by promoting
22
Annual Report 2013
Nobuhiro Torii
President
Annual Report 2013
23
Strategy in 2014
Seven Core Brands

Japan
SUMMARY
Further Strengthening the Seven Core Brands
Creating New Demand with FOSHU Drinks and Other High Value-Added Products
Promoting Reductions in Manufacturing and Distribution Costs
In 2013, the overall market in Japan was estimated to have
rank at either No. 1 or No. 2 within their respective categories,
grown 3% year on year, boosted by an extremely hot summer
and we now plan to strengthen their positions and increase
and other factors. In this environment, SBF outgrew the mar-
sales volumes for the seven core brands by 7% compared to the
ket, with sales increasing strongly at 6% year on year for the
previous fiscal year.
21st consecutive year of sales increases*. In 2014, we continue
Another theme is creating new demand. We will develop new
to reinforce the initiatives we have taken to date, such as
markets and grow by proposing products with new value that
strengthening our core brands and reducing costs. Our aim is to
win customers approval. In addition to insisting on delicious
build an even stronger business structure for achieving further
taste, we focus on proposing products that accurately capture
profit growth. We are targeting an increase of 3.2% in sales to
customers needs. A case in point is Food for Specified Health
740.0 billion, and an increase of 5.7% in segment profit to
Uses (FOSHU). In addition to Suntory Black Oolong Tea and
48.0 billion. We believe that the market changes due to the
Goma Mugicha, we introduced Pepsi Special in 2012, Iyemon
April consumption tax hike and the effects of Abenomics
Tokucha in 2013, and BOSS GREEN in 2014. The F

OSHU drinks
represent major opportunities for SBF with its strong brands
market is expanding rapidly in scale driven by rising health
and fast-acting management style.
awareness among consumers.
Our major theme for ensuring growth is fostering and reinforc-
To increase our profits, we are not only working to grow our
ing our core brands. The beverage market in Japan is expected
top line, but also to reduce costs. We are promoting measures
to be almost flat in 2014 compared to the previous year due in
to achieve cost reductions to overcome cost-push factors such
part to the impact of the consumption tax hike; however, with
as the yens depreciation and rising oil prices and create a lean
our strengths in branding capabilities we are planning to in-
earnings structure. For example, in packaging we will expand
crease sales volume by 3%. Once again in 2014, we are con-
our technology for reducing the weight of PET bottles and
centrating our management resources on our seven core
making ultra-thin labels to more product categories. In manu-
brands: Suntory Tennensui, BOSS, Iyemon, Pepsi, Suntory Oolong
facturing, we are continuously working to improve manufactur-
Tea, GREEN DAKARA, and Orangina. Competition is intense in
ing efficiency and cut distribution costs by concentrating on
the Japanese market, and we believe that only brands ranking
core brands. In raw materials, we continue to expand our global
in the top two within each category will survive. Suntory
procurement activities.
Tennensui, BOSS, Iyemon, Pepsi and Suntory Oolong Tea each
*Suntorys performance for soft drink sales volume in Japan
Sales volume: 75% of total,
Pepsi, Suntory Oolong Tea, GREEN DAKARA and Orangina. We plan to grow the sales volume of these seven brands by 7% in
2014 and expect their composition of overall sales volume to reach 75%.
Leveraging the Suntory Tennensui Brand
Segment profit
Sales
740.0
24
bil.
Annual Report 2013
+3.2% YoY
48.0
bil.
+5.7% YoY
Forecast*
We are concentrating our management resources on the following seven core brands: Suntory Tennensui, BOSS, Iyemon,
Figures for 2014 are based on forecasts as of February 14, 2014
2014 Forecast (JAPAN)
+7% YoY
Creating New Demand with FOSHU Drinks
The Suntory Tennensui
we launched a sparkling
Iyemon Tokucha was the
fats. The product contains a
brand holds the No. 1*
water under this brand,
first FOSHU drink to draw
polyphenol called quercetin
position in the mineral
followed in 2014 by the
attention to the mecha-
glycoside that helps to
water market. In 2013,
launch of flavored water.
nism of breaking down
reduce body fat. BOSS
We will continue to
GREEN not only helps to
leverage our strong brand
block the absorption of fat
and expand our product
from food, but also offers
lines to drive further
delicious refreshment as a
growth in the Suntory
low-sugar canned RTD
Tennensui series.
coffee thanks to SBFs
*INTAGE MBI data; mineral water

market; sales of Suntory Tennensui
for Jan.Dec. 2013
(SMCVSDRUG total)
product development capabilities, which have been

refined over many years.
Annual Report 2013
25
Strategy in 2014
The second ranking* soft drink company in both the
French and Spanish beverage markets, the Orangina
Schweppes Groups offerings include Orangina and
Overseas Segment
Europe
Schweppes. The company manufactures and sells

beverages in-house, and also manufactures and
exports concentrates as part of its wide-ranging
Orangina Schweppes Group
business centered on Europe.
SUMMARY
Other
Orangina A semi-carbonated orange fruit drink
Advance to a new growth stage led by business in
Belgium
marketed in more than 40 countries around the world.
Europe with the acquisitions of Lucozade and
Schweppes A carbonated soft drink available in a
Ribena, and in Asia, where the market is growing.
multitude of flavors.
*Source: Euromonitor 2013CY, Off-trade Value, RSP

(Excluding mineral water)
France
Spain
Share of sales volume by country

*Source: Company
The global beverage market is expanding overall, but is expected to contract in some countries. Meanwhile, global competition has become even more intense.
During fiscal 2013, SBF positioned each of Europe, Oceania,
Initiatives in Europe
Asia and the Americas as markets with growth potential and
In Europe, although there are signs of recovery, the economic
worked to expand its business and increase profitability by
environment is expected to continue to be tough. In these
strengthening existing brands and launching Suntory brands. As
circumstances, the Group has launched Suntory Beverage &
a result, we achieved increases in both sales and segment profit.
Food Europe Limited and given it the role of managing the
In fiscal 2014, we are continuing to concentrate on strengthen-
European business, which is comprised of the Orangina
ing the core brands in each area and to expand our business
Schweppes Group and Lucozade Ribena Suntory Limited. As
scale by launching Suntory brands. At the same time, we are
the managing company, Suntory Beverage & Food Europe
constructing a new global management structure to speed up
Limited are pursuing to accelerate business growth through the
group synergy creation and profitability improvement. For the
formulation and execution of comprehensive strategies. At the
overseas segment, we are planning to achieve sales of 520.0
Orangina Schweppes Group, marketing investment is concen-
billion and segment profit of 60.5 billion.
trated on key products such as Orangina and Schweppes, while

efforts are made to further strengthen the business foundation
and boost profitability. At Lucozade Ribena Suntory Limited,
new sales channels for Lucozade and Ribena will be explored
not only in Europe, but also in such emerging markets as South-
2014 Forecast* (OVERSEAS)

Sales
520.0
bil.
60.5
26
bil.
Annual Report 2013
Launched in 1927.
Lucozade is a long-selling energy sports drink with an
80-year history. It has a strong international presence
centered on the U.K.
U.K. Market Share
Energy drink market: No.1*
Sports drink market: No. 1*
east Asia, Africa and the Middle East.
Ribena
We are also promoting cost reductions by leveraging expertise
Launched in 1938.
from our Japanese operations to reduce manufacturing and
A fruit juice that is most popularly known for its
distribution costs, as well as to move forward with a better
blackcurrant (cassis) flavor. Ribena has an expansive
aligned and structured business processes.
lineup of products including RTD beverages, as well
+28.6% YoY
Lucozade Ribena Suntory

Limited
Other
Asia
Africa
Ireland
as a concentrate and a low-calorie version.

U.K. Market Share
U.K.
Fruit drink market: No. 4*
Segment profit
Lucozade
(Including concentrates)
+19.7% YoY
*Source: Euromonitor 2013CY, Off-trade Volume
Lucozade and Ribena

Share of sales volume by region
*Source: Euromonitor 2013CY, Off-trade Volume
Annual Report 2013
27
Strategy in 2014
Asia
In 1990, Suntory acquired the manage-
Oceania
ment rights for Cerebos Pacific Limited
In 2009, SBF acquired the Frucor Group,

which runs a soft drink business, mainly in
(headquartered in Singapore), a general
Initiatives in Oceania
Oceania. In addition to its flagship energy
Although Asia is subject to concerns
foods company with a strong network
In Oceania, although competition is
drink product, V, the group has a strength
about the economic impacts of exchange
throughout Southeast Asia and Oceania.
expected to intensify further, V is being
in its Just Juice line of fruit juice products.
rates and other factors, in countries with
The company operates a health food
reinforced at the Frucor Group as the
Going forward, we will reinforce Frucor
continuing economic growth, we are
business, mainly in Thailand, Taiwan,
leading brand in the energy drink cat-
Groups position as the leader in the

energy drink category in Oceania. With
Initiatives in Asia
Hong Kong, China, Malaysia, and Singa-
egory and aggressive steps will be taken
foundation and realize business expansion
pore, with the products Essence of Chick-
to expand the brand portfolio and launch
bottling operations for Pepsi brand bever-
by such means as new product launches.
en and Birds Nest, sold under the flagship
new products outside the energy drink
ages in New Zealand, the group is also
With respect to the Cerebos Group, the
brand BRANDS. Cerebos Pacific will
category, as well as implement cost
growing in the carbonates category.
value of the flagship BRANDS health
concentrate on BRANDS to consolidate
reductions.
food products are being emphasized and
its position in Southeast Asia.
working to strengthen our business
the Groups position in Southeast Asia

will be strengthened further.
At Suntory Garuda Group and Suntory
PT Suntory Garuda Beverage
PepsiCo Vietnam Beverage Co., Ltd.,
(headquartered in Jakarta, Indonesia) was
further efforts will be made to foster
established in 2011 as a joint venture
Suntory brands and launch new products
with Indonesian food and beverage group
in addition to existing flagship brands with
GarudaFood Group. In addition to the
the aim of achieving business expansion in
jelly drink Okky, SBF has launched Mirai,
excess of the markets overall growth.
the first Suntory branded green tea in
In addition, having achieved a certain
Indonesia, along with MYTEA Oolong Tea.
scale of sales in each of Thailand, Indone-
PT Suntory Garuda Beverage will
sia and Vietnam, it is now possible to
expand its business scale by continuing to
undertake activities to improve costs
strengthen the Garuda brand and launch-
across these countries, including in-house
ing Suntory branded products.
production of packaging and joint puractivities to improve cost efficiencies
Suntory PepsiCo Vietnam Beverage Co.,
throughout Asia.
Ltd. (headquartered in Ho chi Minh,
Moreover, since these markets are sub-
Vietnam) has been manufacturing and
ject to rapid changes and intense compe-
selling soft drinks in Vietnam since 2013.
tition, we will respond by strengthening
The companys offerings include Pepsi
local authority and responsibility to
brand carbonated beverages Pepsi and
further expedite decision making and
7UP, the energy drink Sting, along with
activity cycles.
Suntory branded TEA+ Oolong Tea.
Annual Report 2013
Initiatives in the Americas

In the Americas, we reorganized the
geographical areas in which Pepsi Bottling Ventures LLC operates in fiscal 2013
and worked to streamline its management. In fiscal 2014, we will strengthen
sales of our core products and also focus
our efforts on the non-carbonated cat-
In 1980, the Suntory Group acquired

PepCom Industries, Inc. and commenced
bottling business in the U.S. In 1999, the
group established Pepsi Bottling Ventures
LLC (headquartered in Raleigh, North
Carolina) as a joint venture with PepsiCo,
Inc. and expanded the geographical area
of the business, mainly in North Carolina,
by acquiring neighboring bottlers.
egory, which is expected to see market
chasing. In this way, we will promote
28
Americas
growth. Furthermore, we continue to

strengthen our business foundation
following the business area reorganization by working to achieve further business efficiency improvements, primarily
in sales and logistics.
Annual Report 2013
29
CSR Approach and Initiatives

SBF is the core company of the Suntory Group. As
such, we have inherited, and share, the Suntory
Groups mission of being In Harmony with People
and Nature. Based on the Suntory Group corporate
message, Suntory, Bringing Water to Life, we are
conducting various initiatives to realize a sustainable
T
o indicate clearly to stakeholders which of the CSR activities are led primarily by SBF, the initiatives that have been
undertaken through SBFs policies under the Suntory Group
corporate philosophy and our independent initiatives are
shown as SBF originated activities.
urther details about the Suntory Groups CSR are described on our
F
website at the following URL: http://www.suntory.com/csr/
society as a member of the Suntory Group, aiming to

coexist with people, society and nature.
Suntory Groups CSR Statement

SBF is working to promote CSR activities as an integral
Suntory Groups Mission, Vision & Values
member of the Suntory Group. The Suntory Groups
Suntory, Bringing Water to Life
CSR statement sets out the following precepts, which

guide SBF employees in practicing CSR through their
ties with stakeholders and society.
We coexist with society and nature to realize a sustainable

society by practicing the Suntory Groups Mission, Vision
and Values.
We promote CSR activities to address social issues as well
as create new value to society.
We respect human rights and behave in high integrity with
business partners through all business activities.
Suntory, Bringing Water to Life is the corporate slogan

of the Suntory Group. This message conveys the spirit
Relations with Stakeholders
that our corporate logo expresses in an understandable

way, and broadly shares with society our philosophy
SBF pursues its business activities amid a range of
and the activities we undertake. It reflects that as a

nature to our customers, we want to protect
both water, a precious resource for the world,
member of the Suntory Group, we commu-
Our Mission
In Harmony with People and Nature
and the environment that produces that
We aim to incorporate feedback we receive
Our Vision
Growing for Good
society just like water satisfies the thirst

be ready to take on new challenges
them.
Our Values
and be adaptable like water. Our
Yatte Minahare
Go for it !
Sharing the Profit

with Society
Suntory Group
trusting and collaborative relationships with
of all living things. We want always to
Coexisting
with Nature
Shareholders
and Other
Investors
Global
Environment
and continuously work to build deeply
pany that delivers those pleasures to
ideas into something new every
nicate with our stakeholders in various ways.

and social needs into our corporate activities
water. This means we want to be a com-
message signifies turning such
Customers
connections with a variety of stakeholders. As a
company that delivers the blessings of water and
Suntory Beverage
& Food
Local
Community
Business
Partners
day. All of this is encapsulated

in our slogan: Suntory,
Bringing Water to Life.
30
Annual Report 2013
Our Principles
The Suntory Group Code of Business Ethics
Employees
Annual Report 2013
31
1. Forest retains mountainous

rain and snow precipitation
Initiatives for the Global

Environment
Suntory Groups Water Resource
As a company involved in the soft drink busi-
The Suntory Group uses large amounts of groundwater in
ness, we see our most important responsibility
every step of the manufacturing process of our products,
as making careful use of clear and beautiful

water, and to return water of pristine quality to
Forest
2. Retained water is refined

by the earths strata
3. Years of natural refining produces

crystal-clear groundwater
The earths strata works as a natural filtration

apparatus, transforming the rain and
snow water into crystal-clear groundwater.
Rainwater runs deep underground for

some 20 years or more before reaching
a plants deep well.
such as Suntory Tennensui.

We consider it our responsibility to foster rich forests, cultivating groundwater in excess of the amounts we use in our
plants. We therefore established specific forest areas for
the plants, trees, rivers, seas, air, and living
nature protection activities within the water resource cultivation areas around our plants.
an amazing circulatory system that is, in turn an
Our goal for these Natural Water Sanctuaries, as we call
important business resource. Guided by this
the forest areas, is to cultivate more groundwater than we
thinking, the Suntory Group continues to make
use in our plants. Originally we set out to protect a cultiva-
its fullest efforts to reduce its environmental
The rich forest takes in the water resulting

from rain and snow falling in the mountains.
The water gradually soaks into the ground.
Cultivation Activities
the environment. The ecosystem produced by

things that are nurtured by that water constitute
Mountain
tion area of approximately 7,000 hectares, but the area has

already grown to exceed 7,600 hectares at 17 locations in
impact and to protect and revive the natural
13 prefectures throughout Japan. Suntory Group has now
environment.
made a target to almost double the area for cultivating

groundwater for use in our plants in Japan by 2020, to a size
of 12,000 hectares in total.
*The area required to cultivate groundwater for use in the Suntory plants in
Japan continues to shrink since the start of the program through the active
promotion of water-saving activities at the plants, and is currently estimated
to be 6,000 hectares by 2020.
The Natural Water Sanctuaries are also the site of the Suntory Groups ecosystem protection activities focused on wild
birds. We conduct these activities because it is important to
protect the entire ecosystem pyramid that supports the
habitat where wild birds live. Extending this concept beyond
our own back garden, we have been widening support for
wild bird protection activities overseas as well.
Suntory Beverage & Foods Environmental

Initiatives (Originated by SBF)
SBF positions environmental management at the core of its
business activities. In addition to the Basic Principles of
Suntory Groups Environmental Policy, we have also independently set out our own environmental policies. Further-
Environmental Targets
1. Reduction of water consumption at SBF Group*1
factories by 42%*2
- For example, by reducing the amount of water used
in the factories for cleaning and cooling of production
equipment and containers.
2. Reduction of CO2 emissions in the SBF Group*1 value
chain by 25%*2
reduction targets for SBF, intended to contribute to achiev-
- In addition to further reducing the weight of containers,

using recycled materials and plant-derived materials in
plastic bottles.
- Accelerating introduction of Japans No.1
energy-efficient vending machines.
ing the Suntory Groups Environmental Vision toward 2050.
*1The group of companies that covers more than 80% of the
more, in January 2014, we set two environmental burden
SBF Groups sales for 2012 (including overseas companies)
*2Compared with per unit sales from Suntorys beverages business

in 2007 (energy use and emissions per 1 kl of product sold)
32
Annual Report 2013
Annual Report 2013
33
Initiatives for Achieving Environmental

Targets (Originated by SBF)
Reducing CO2 Emissions
(1) Container raw materials
(3) State-of-the-art vending machines
SBF is constantly working to reduce the amount of raw

materials used in PET bottles.
We are introducing state-of-the-art, energy-reducing

vending machines to reduce power consumption.
Reduction of Container Raw Material and CO2 Emissions
SBF has collaborated with vending machine manufactur-
in 2L PET bottles of Suntory Tennensui
PET bottle
Labels
External
packaging
Lightest*1 weight
produced in
Japan at 29.8 g
Reduced annual
CO2 emissions by
7,200 tons*3
Thinnest*2 in Japan
at 12 m
Reduced CO2 emissions

by 25% compared with
conventional labels
Used 80% recycled PET
resin
Changed from
cardboard to
transparent film
Reduced CO2 emissions

by 50% compared with
cardboard
ers to be the first to introduce an ultra energy-saving

vending machine (Eco Active Machine), requiring half the
power consumed by conventional energy-saving heatpump vending machines, offering the lowest*1 energy
consumption in Japan.
We developed our own bottle for
Suntory Tennensui 550 m, the lightest*
in the industry in Japan at 11.3 g. The
bottle also uses 30% plant-derived raw
material to further reduce use of
petroleum-based resources.
*1 420 kWh/y, the lowest annual energy consumption in Japan among the primary 25 product selection machines offered by major manufacturers in Japan as of
April 2014 (according to research conducted by SUNTORY FOODS LIMITED).
*As of March 31, 2013, for domestically

produced mineral water in sizes ranging from
500-m to 600-m
*1 As of December 31, 2012

*2 As of April 2014
*3 Based on SBF calculations the amount saved was converted to approximately 7,200 tons. This is equivalent to the annual CO2 emissions of about 1,380 standard households
Reducing Water Usage
(2) Recycling
(1) Reusing water for washing containers
(approximately 5,200 kg of CO2 per household based on data from the National Institute of Environmental Studies)
83% Reduction in CO2 Emissions
We are the first in Japans beverage industry to

implement bottle-to-bottle mechanical recycling*1.
In this initiative, we recycle PET bottles by using 100%
PET resin manufactured from collected PET bottles. This
enables us to reduce CO2 emissions by 83%*2 compared
with bottles made completely from petroleum-based
resources.
PET bottles
recovered from
household waste
Annual Report 2013
of the lowest volumes of water used per 1 k of
(2) Using water with care

Through steady efforts to save water used in plants, such as
Recycle into
for washing equipment or coolant water, we are working to
PET bottles again

Previously
*1 Pulverization, cleansing, and return of used products to a material status. Recovered resin is processed for a regulated period under high temperatures and low pressure to remove
impurities from the regenerated materials, yielding reclaimed PET resin suitable for use in bottle production.
*2 Compared with virgin resin. Including the manufacturing process to produce PET resin.
34
Products Limited, a water cascade is used to achieve one

production in the industry.
Quality of PET
bottles recovered from
Japanese household
waste is good on a
global basis.
at Suntory Group
At the Minami Alps Hakushu Water Plant of Suntory
reduce water usage by optimizing the washing process and

other means.
Annual Report 2013
35
Initiatives for Customers

As a member of the Suntory Group, SBF aims to grow as a
Initiatives for Local

Communities
company that provides customers throughout the world with
Initiatives for Employees

SBF is aiming to achieve further growth on the global
field. The Suntory Group has set up a system for devel-
the highest quality products and services, and enjoys their
We are intent on continuing to exist as a company in
oping employees so that they can perform effectively in
support.
harmony with our local communities. As such, we
global business.
Grounded in the Suntory Groups Quality Policy, which has
value initiatives and communications as a member of
been established by the Suntory Group, all SBF employees are
those communities. Moreover, SBF plays a part in the
continually working to maintain and improve quality in all of
social contribution activities of the Suntory Group,
our processes from product planning and development, to
and has supported the following initiatives aimed at
material procurement, manufacture, distribution, sales and
coexisting with society.
services. In the area of ingredient procurement in particular,
As part of its local community contribution to social
we conduct risk analysis of each and every ingredient from
welfare, education, and disaster support, the Suntory
various perspectives, applicable to every stage from the pro-
Group has three public interest foundations through
duction of the ingredients to their final use, to ensure that they
which it operates Suntory Hall and Suntory Museum
are safe and conform with laws. In manufacturing, we employ
of Art, and provides wide ranging support to promote
testing equipment in all parts of the manufacturing process,
the arts, academic research, and regional cultural
including preparation, mixing, bottling and packaging. We also
revitalization, and cultural activities for developing
carry out multilayered quality checks, making sure that no
the next generation. It has also organized rugby and
foreign substances get into either the containers or their
volleyball teams to promote sports.
contents, and looking for container damage and leaks.
Since the Great East Japan Earthquake of 2011, the
We are also strengthening the quality management systems
Suntory Group has continued to conduct activities in
used by our group companies overseas. In addition to clarify-
support of the fishing industry and children (total
ing audit criterion based on international quality standards, we
scale: 10.8 billion as of March 2014) to contribute
assessed issues and strengths within each company. We then
to the rapid recovery of the affected regions.
Global Human Resources Training Program (Suntory Group)

Name
Details
Career Challenge Program
Individually establish and acquire the skills needed to do business globally
Company-Sponsored
Business School
Acquire an MBA (Master of Business Administration) in English at a

business school in Japan or overseas
Overseas Trainee Program
Go to an overseas Group company, or participate in a program at an

outside institution or school in an area where SBF has not yet
expanded (emerging countries, etc.), and acquire language skills,
communication abilities, or knowledge of a foreign culture
Support for Language

School Study
Develop practical language abilities for employees in departments that have

regular communication with people overseas
The Suntory Group is promoting new global initiatives,

such as holding the Global Human Resources Meeting
for human resource managers from Group companies
overseas, building frameworks for global talent management and sharing concepts.
worked to increase our level of quality by expanding Japans
With regard to recruitment activities, we have enhanced
high quality assurance capability to our overseas Group com-
our global activities by creating an English-language
panies, while applying lessons learned from overseas to our
website for recruitment, holding seminars for interna-
Group companies in Japan.
tional students and conducting hiring activities overseas.
Overview of the Process

Procurement
Initiatives for Business Partners
Water
Product planning
and development
Ingredients
Manufacturing
Containers and
packaging
Delivery
Premium
gifts
Scientific evaluation (testing and analysis)

Traceability
Suntory Group has established the Suntory Groups

Basic Policy on Supply Chain CSR, and is working together with its business partners to promote supply
chain CSR initiatives.
36
Annual Report 2013
Annual Report 2013
37
Group Company Initiatives Overseas

(Originated by SBF)
Orangina Schweppes Group
Frucor Group
Conducting Responsible Marketing
Promoting Employee Safety and Health
Recognizing the large inuence that its brand has on
Based on its corporate philosophy of Value You, Frucor
society, the Orangina Schweppes Group has taken steps
Group positions the health and safety of all of its employ-
since 2009 to include nutritional labels on the packaging
ees as one of its highest priority issues. Safety and health
of all products. In addition, it has created and follows its
are measured in numerical values and managed, while the
own special code of conduct for responsible marketing,
Safety Steering Team reviews areas that need improve-
which includes not advertising or directly appealing to
ment on a regular basis. It also willingly works with exter-
children under 12 years old.
nal groups to ensure it meets compliance above national

standards.
PT Suntory Garuda Beverage
Pepsi Bottling Ventures LLC
Creative Uses of Waste
Workplace Creation Conducive to Health and
PT Suntory Garuda Beverage is conducting activi-
Improving Motivation
ties to creatively use waste materials including containers
Pepsi Bottling Ventures LLC conducts a variety of activities
and labels. It encourages imagination and creativity in
for the purpose of maintaining employee health and im-
recycling collected waste into a variety of crafts, such as
proving employee motivation. Wednesday Walks are
bags, owerpots, and umbrellas, in cooperation with
conducted every week during lunch break for employees to
elementary schools and local communities.
come together, stretch, and walk as a team, while Fresh

Fruit Friday is held once a month in all facilities where
healthy breakfast and snack choices are provided.
These are some of the ways Pepsi Bottling Ventures LLC
promotes maintaining and bettering employee health.
38
Annual Report 2013
Annual Report 2013
39
Corporate Governance
Basic Policy on Corporate
Governance
Board of Directors
Internal Control System
The board of directors holds regular meetings once a month and
SBF has formulated the following basic policy as the basis for the
SBF and the Group strive to enhance corporate governance in
extraordinary meetings as necessary. The board makes decisions
development of its internal control system.
order to increase the efficiency of management, maintain good
on important business execution and statutory matters. It also
relationships with shareholders and other investors, customers,
receives reports regarding business execution at Group compa-
communities, suppliers and other stakeholder groups, and fulfill
nies, which it uses to conduct oversight.
directors and employees duties to laws,
its corporate social responsibilities. Through the products we
SBF has set up consultative bodies to the board of directors,
regulations, and the articles of incorporation
offer, we aim to be a group of companies that consistently offers
namely the Risk Management Committee, Environment Com-
The corporate philosophy, In Harmony with People and Na-
new value to customers around the world.
mittee and the Quality Assurance Committee. The Risk Manage-
ture, is the universal wish. Compliance shall be treated as a
ment Committee has two sub-committees: the Compliance
matter of the highest priority. The business activities shall be
Committee and the Information Security Committee. The Risk
developed based on social ethics. This code shall be the stan-
Management Committee is responsible for promoting risk
dard of business conduct for the directors and employees.
management activities for the Group as a whole. It gathers
The directors shall take the initiative in complying with laws,
information and conducts various awareness-raising activities,
regulations, the articles of incorporation, and business ethics,
along with conducting fact-finding missions and taking correc-
and actively make efforts to maintain and improve management
tive actions when risks materialize. The Environment Committee
based on compliance.
is responsible for promoting environmental management for the
SBF shall establish and promote a Group-wide compliance
Group as a whole. It develops and implements strategies and
system that includes Group companies via the Compliance
medium- and long-term plans to promote business activities
Committee and departments charged with compliance-related
that give consideration to sustainability. The Quality Assurance
matters, and discussed matters and activities shall be reported to
Committee promotes quality assurance activities for the Group
the board of directors and the Audit and Supervisory Board.
as a whole. It formulates the Groups policies and plans for
Compliance hotlines are established within and outside SBF, and
quality assurance activities, identifies quality risks and issues and
SBF has an established system in which employees, etc. may
works to prevent the materialization or recurrence of risk events,
directly report problems of compliance.
among other activities.
The Internal Audit Division shall implement an internal audit of
The Audit and Supervisory Board members attend meetings of
the state of compliance among employees, etc., and the suitabil-
the board of directors and other important meetings in order to
ity of compliance operations.
audit the execution of duties by directors, the status of develop-
The directors shall establish and promote a system in order to
ment of the internal control system and business execution
block any association with anti-social forces and clearly reject
matters related to all areas of Group management.
improper demands from them.
Outline of Corporate Governance Framework

General Meeting of Shareholders
Appoint /
Remove
Appoint /
Risk Management
Committee
Compliance
Committee
Audit
Appoint /
Remove
Audit and
Supervisory Board
Remove
Cooperate
Consult
Information Security
Committee
Board of
Directors
Cooperate
Independent
Auditor
Audit
Environment Committee
Quality Assurance
Committee
Respond
Internal Audit
Division
Cooperate
(1) S
ystem to ensure the conformity of performance of
SBF believes that it is able to maintain highly transparent corpoInternal audit
rate governance through a two-fold checking system comprising

oversight of business execution by the board of directors and
Group Companies
Domestic Manufacturing
Subsidiaries
audits by the Audit and Supervisory Board members. AccordDomestic Sales Subsidiaries
Overseas Subsidiaries
Company Business Divisions
(2) S
ystem for the preservation and management of
information concerning the performance of
directors duties
ingly, SBF has adopted the corporate governance framework
The directors shall preserve and manage information such as ma-
described above.
terial documents, etc., in accordance with laws, regulations, and

internal rules, and maintain the availability of such information
for inspection by the directors and the Audit and Supervisory
SBFs corporate governance framework comprises a board of directors, Audit and Supervisory Board members and an Independent
Board members, as necessary.
Auditor. SBF had nine directors as of the publication date of this report. The term of office for directors is set at one year to create an
SBF shall establish and promote an information security gover-
appropriate management system that is capable of responding flexibly to changes in the operating environment. SBF has an Audit
nance system via the Information Security Committee that not
and Supervisory Board and there were four Audit and Supervisory Board members as of the date of publication of this report.
only protects and preserves information but also boosts corporate value through the utilization of information.
40
Annual Report 2013
Annual Report 2013
41
(3) Rules and other systems for management of risk of

loss
(6) Matters regarding employees who are requested by

the Audit and Supervisory Board members to be
Each director shall be responsible for taking measures against
assigned to assist the Audit and Supervisory Board
risks in performance of businesses. Material risks shall be ana-
members duties and matters regarding the
lyzed and evaluated, and improvement plans shall be discussed
independence of such employees from the directors
and determined by the board of directors.
An employee shall, upon consultation, be assigned to assist the
As for material risks, quality risks pertaining to the Group as a
Audit and Supervisory Board members duties, if required by the
whole, and risks incidental to the execution of business through-
Audit and Supervisory Board members. Efforts shall be made to
out the Group shall be managed comprehensively and collec-
ensure the independence of such employee from the directors.
tively by the Risk Management Committee and Quality

Assurance Committee, both of which are entrusted by the board
(7) System for directors and employees to report to the
of directors. Measures against newly arising material risks shall
Audit and Supervisory Board members and system
be determined by the board of directors.
for other reports to the Audit and S

upervisory Board
members
(4) System to ensure the efficient performance of

directors duties
The Audit and Supervisory Board members shall attend the

meetings of the board of directors and the representative direc-
Company-wide goals shall be established and the directors in
tor and business executing directors shall report on their execu-
charge shall determine efficient methods for achieving the goals.
tion of business.
The directors in charge shall confirm the progress of the achieve-
If the Audit and Supervisory Board members request a report on
ment of goals and report the measures to achieve the goals at
a business or conduct an investigation of a business or property,
the meetings of the board of directors.
the directors and employees, etc., shall respond to the request
Each director shall be in charge of his/her duties appropriately
or investigation promptly and accurately.
and attempt efficient decision-making under internal rules.
(8) System for Enabling the Audit and Supervisory

(5) System to ensure the appropriateness of business
Board members to efficiently conduct other audits
of the group consisting of SBF, its parent company,
The Audit and Supervisory Board members shall strive to
and its subsidiaries
facilitate communication and information exchange between
The directors and Audit and Supervisory Board members shall be
themselves and the Audit & Supervisory Board members of
seconded to Group companies as necessary to implement the
SBFs subsidiaries or equivalent persons, and the Internal Audit
appropriate execution of business and decision making and to
Division.
supervise and audit them.
The Audit and Supervisory Board members shall provide oppor-
The internal rules require that certain matters be discussed with
tunities for the exchange of opinions with the representative
and reported to relevant departments at SBF or approved by the
director and president and the Independent Auditor.
board of directors.
In addition to ensuring objectivity and rationality in transactions
between SBF and Group companies, including the parent company, SBF shall ensure the companys independence from the
parent company in transactions with the parent company.
An internal control system shall be arranged by and established
within the Group to ensure the appropriateness of financial
Outside Director and Outside

Audit and Supervisory Board
Members
(1) S
election of outside director and outside Audit and
Supervisory Board members
The outside director shall express their opinions based on their
experience and insight as corporate managers, and thereby aid
in appropriate decision making and oversight of business execution by the board of directors.
The outside Audit and Supervisory Board members shall express
their opinions at meetings of the board of directors and Audit
and Supervisory Board from their expert viewpoints as researchers, lawyers and so forth, and thereby aid in enhancing the
auditing function.
As of the issue date of this report, SBF had one outside director
and two outside Audit and Supervisory Board members.
Outside Director Hitoshi Kashiwaki possesses abundant experience, knowledge and insight as a corporate manager, and provides constructive advice and appropriate oversight from an
objective and neutral standpoint during deliberation of agenda
items at meetings of the board of directors and in other settings.
Accordingly, SBF believes that he is properly qualified for the
post of outside director.
Outside Audit and Supervisory Board Member Yukihiko Uehara
possesses extensive knowledge and deep insight as a researcher
in the fields of marketing and management strategy, and conducts audits of the execution of duties by directors from an
objective and neutral standpoint as an outside Audit and Supervisory Board member. Accordingly, SBF believes that he is properly qualified for the post of outside Audit and Supervisory
Board member.
Outside Audit and Supervisory Board Member Harumichi
Uchida possesses abundant experience, extensive knowledge,
and deep insight as a lawyer who is well versed in the field of
corporate law, and conducts audits of the execution of duties by
directors from an objective and neutral standpoint as an outside
(2) Related-party interests between SBF and outside

director and outside Audit and Supervisory Board
members
Outside Director Hitoshi Kashiwaki serves as a board director of
Recruit Holdings Co., Ltd. and representative commissioner of
The Ezoe Memorial Foundation. There are no special relatedparty interests between SBF and these entities.
Outside Audit and Supervisory Board Member Yukihiko Uehara
is a professor at Meiji University Professional Graduate School,
and serves as Chairman of The Distribution Economics Institute
of Japan and an outside director of INTAGE HOLDINGS Inc.
There are no special related-party interests between SBF and
these entities.
Outside Audit and Supervisory Board Member Harumichi Uchida
is an attorney with Mori Hamada & Matsumoto and serves as
outside Audit and Supervisory Board member of Daifuku Co.,
Ltd. and an outside Audit and Supervisory Board member of
Dainippon Sumitomo Pharma Co., Ltd. There are no special
related-party interests between SBF and these entities.
(3) S
election standards for outside director and
outside Audit and Supervisory Board members
SBF has not established its own standards relating to independence for selecting the outside director and outside Audit and
Supervisory Board members. However, SBF selects the outside
director and outside Audit and Supervisory Board members by
referring to the decision-making standards related to the independence of independent officers stipulated by the Tokyo Stock
Exchange. SBF also takes into account business and other relationships with the companies and groups where the outside
director and outside Audit and Supervisory Board members
serve in an executive capacity.
SBF has notified the Tokyo Stock Exchange of the appointment
of Outside Director Hitoshi Kashiwaki and Outside Audit and
Supervisory Board Member Yukihiko Uehara as independent
officers, as stipulated by the Tokyo Stock Exchange.
Audit and Supervisory Board member. Accordingly, SBF believes

he is properly qualified for the post of outside Audit and Supervisory Board member.
reporting.
42
Annual Report 2013
Annual Report 2013
43
(4) Liability limitation agreements

SBF has entered into liability limitation agreements with each
outside director and outside Audit and Supervisory Board member in accordance with paragraph 1 of Article 427 of the Companies Act. Under these agreements, the maximum amount of the
liability to SBF of each outside director and outside Audit and
Supervisory Board member arising in connection with a failure to
execute their duties while acting in good faith and without gross
negligence shall be limited to the amount prescribed in paragraph
1 of Article 425 of the Companies Act.
Compensation of Directors and

Members
(3) Policy on determining the amount of compensation

for executive officers
Directors compensation is determined using a system designed
SBFs annual compensation limits for directors were set at an

extraordinary meeting of shareholders held on December 26,
2012. For directors the limit is 1,000 million (not including
employee salary for directors serving concurrently as employees)
and for Audit and Supervisory Board members the limit is 150
million.
Compensation for each director is determined at the discretion
of the directors, and compensation for each Audit and Supervi-
Guidelines on Measures to P
rotect
Minority Shareholders When
Conducting Transactions and Other
Business with the C
ontrolling
Shareholders
The Group has decided to make decisions on transactions with
its controlling shareholders, including the transaction condi-
sory Board member is determined at the discretion of the Audit

and Supervisory Board members. Details of the compensation
amounts are as follows:
process and other details, only after conducting exhaustive
type of compensation, and number of recipients by

executive officer category
Millions of yen
discussions at a board of directors meeting where the outside
Director and Audit and Supervisory

Board member category
director and outside Audit and Supervisory Board members are
Directors (excluding the

outside director)
also in attendance. This is to protect the interests of minority
Outside director
shareholders. SBF intends to expand its business based on its

own decision-making process, independently of the controlling
shareholders.
SBF will build a system that presents no problems with respect to the protection of minority shareholders, without
conducting any transactions, investments and business expansion initiatives that would be particularly advantageous to the
controlling shareholder under the controlling shareholders
Numbers of
eligible
Total by compensation and
directors
and
remuneration category
Audit and
Total compensaSupervisory
tion and other
Basic
remuneration compensation Bonuses Board members
459
274
185
10
12
12

members
(excluding outside Audit and
Supervisory Board members)
Outside Audit and
Supervisory Board members
24
26
24
12
2
2
Details of compensation for certified public

accountants and other staff of the independent auditor
Millions of yen
improve SBFs performance and corporate value and enabling
Fiscal year ended

December 31, 2012
SBF to secure high-quality human resources.
Fiscal year ended

December 31, 2013
Compensation for Compensation for Compensation for Compensation for

audit certification
non-audit
audit certification
non-audit
activities
activities
activities
activities
Directors compensation comprises a basic salary (monthly, fixed
Category
amount) and bonuses (annual, performance linked). The levels
Suntory Beverage
& Food Limited
Consolidated
subsidiaries
38
50
74
18
18
Total
56
68
74
of these are set according to each directors position, responsibilities, and internal or external status, making reference to
survey data from specialist external institutions. The amounts for
bonuses are primarily determined by an index based on SBFs
consolidated operating income.
mined using a system designed to ensure an appropriate level of
compensation for each Audit and Supervisory Board members
role and responsibilities while enabling SBF to secure high-quality human resources.
In principle, Audit and Supervisory Board members compensation comprises only a basic salary (monthly, fixed amount).
Senior Audit and Supervisory Board members compensation
includes a bonus (annual, performance linked) in addition to the
basic salary in consideration of their contribution to SBFs performance. The levels of these are set according to each members
position and responsibility, and internal or external status,
making reference to survey data from specialist external institutions. The amounts for bonuses are primarily determined by an
Investor Relations Activities

SBF has established the investor relations group in the Corporate
Communication Division, under the supervision of the executive
officer in charge of corporate communications. SBF holds
presentations for analysts and institutional investors given by
the president or the chief financial officer on the dates for
announcing its quarterly financial results. SBF also holds several
meetings each year for overseas institutional investors in
Europe, the U.S. and Asia. Disclosure information, other important information and supplementary information from financial
results presentations are promptly posted on SBFs website,
with disclosure materials in English also posted on the English
version of the website.
index based on SBFs consolidated operating income.
(2) Total compensation amounts for persons receiving

total compensation of 100 million or more
SBF does not have a retirement bonus system or a stock option

system.
Millions of yen
Total by compensation
and compensation type
Name
Nobuhiro Torii
Annual Report 2013
39
Note: Not including employee salary.
influence.
44
tors role and responsibilities while motivating the directors to
Audit and Supervisory Board members compensation is deter-
(1) Total amount of compensation, total amount by
tions, the appropriateness of the related decision-making
to provide an appropriate level of compensation for each direc-
Compensation of the Independent

Auditor
Director and Audit and Supervisory

Basic
Total compenBoard member category
compensation Bonuses sation amount
Director
66
39
105
Annual Report 2013
45
Board of Directors and Audit & Supervisory Board Members

(As of the publishing date of this report)
Directors
Representative Director &

President
Nobuhiro Torii
Executive Vice President
Yoshihiko Kakimi
Executive Vice President
Saburo Kogo
Senior Managing Director
Nobuhiro Kurihara
Senior Managing Director
Shinichiro Hizuka
Financial Section
Managements Discussion and Analysis of Financial Condition
and Results of Operations.................................................................... 48
Business and Other Risks....................................................................... 54
Consolidated Balance Sheet................................................................... 60
Consolidated Statement of Income........................................................ 62
Consolidated Statement of Comprehensive Income............................... 63
Consolidated Statement of Changes in Equity........................................ 64
Director
Masato Tsuchida
Director
Yasuhiko Kamada
Director
Shigehiro Aoyama
Outside Director
Hitoshi Kashiwaki
Consolidated Statement of Cash Flows.................................................. 65

Notes to Consolidated Financial Statements.......................................... 66
Independent Auditors Report............................................................... 87
Audit & Supervisory Board Members
Senior Audit & Supervisory

Board Member
Seiichiro Hattori
46
Annual Report 2013
Audit & Supervisory Board

Member
Toru Yamamoto
Outside Audit & Supervisory

Board Member
Yukihiko Uehara
Outside Audit & Supervisory

Board Member
Harumichi Uchida
Annual Report 2013
47
Managements Discussion and Analysis of

Financial Condition and Results of Operations
Operating Environment and

Initiatives in the Fiscal Year Ended
December 31, 2013
In the Japan segment, the Group worked to grow its business and enhance profitability by fostering and strengthening
core brands, creating new demand through the implementation
of new product launches, and carrying out aggressive marketing
activities including cross-brand consumer sales campaigns.
In the overseas segment, the Group focused on expanding its
business and boosting profitability through such means as fostering core brands in each overseas market and launching new products in emerging countries. In April, earnings were given a steady
boost with the launch and start of operations of the beverage
business in Vietnam at the Groups new joint venture with
PepsiCo, Inc. In December, SBF obtained the commercial rights
and production facilities for Lucozade and Ribena, two of the UKs
iconic beverage brands, from UK-based GlaxoSmithKline plc.
In the fiscal year ended December 31, 2013, the global economy
continued to pick up at a moderate pace and showed some
underlying strength, despite lingering concerns about downside
risks. The Japanese economy underwent a moderate recovery as
a result of an improvement in corporate earnings and a pickup in
consumer spending reflecting upward movement in stock prices
and yen depreciation.
Against this backdrop, the Suntory Beverage & Food Limited
Group (the Group) worked to increase demand with a focus on
reinforcing its brands. In addition, while the Group made efforts
to strengthen earning capacity by improving quality and reducing
costs with the use of group synergies, it also boosted investment
in marketing with a view to the future and enhanced its business
foundation outside Japan.
Net Sales
Operating Income and

Operating Margin
(billions of yen)
(billions of yen)
1,200
Net Income and Net Margin

(%)
(billions of yen)
(%)
80
40
60
30
Analysis of Results of Operations
Segment Performance
In the fiscal year ended December 31, 2013, net sales increased
13.0% year on year to 1,121.4 billion, mainly due to strong
performances by new products of mainstay brands and the
launch of a new joint venture with PepsiCo, Inc. in Vietnam.
Gross profit rose 12.8% year on year to 618.6 billion.
Selling, general and administrative expenses amounted to
545.9 billion. Operating income rose 24.4% year on year to
72.7 billion. The operating margin improved 0.6 of a percentage point from the previous year to 6.5%.
Other expenses net increased 123.8% year on year to
10.3 billion due to increases in foreign currency exchange loss
net, impairment loss and restructuring charges.
As a result of the above, net income rose 33.4% to 31.2
billion, and the net margin improved 0.4 of a percentage point
from the previous year to 2.8%. Basic net income per share was
118.79.
The Group uses EBITDA (calculated as the aggregate of (i)
operating income, (ii) depreciation and amortization and (iii)
amortization of goodwill) as a key performance indicator to monitor trends in the Groups operating results. In the fiscal year
ended December 31, 2013, EBITDA was 139.6 billion, an
increase of 21.8% year on year.
Japan Segment
Net sales: 716.9 billion (+4.1% YoY)
Segment profit: 45.4 billion (+27.5% YoY)
(Reference) EBITDA: 75.0 billion (+18.6% YoY)
In the Japan segment, the Group made further efforts to enhance
and foster core brands, particularly the seven brands mentioned
below. In tandem, the Group launched new products to offer
new value to customers and made efforts to further enhance its
business foundation.
In the BOSS coffee range, the Group complemented core
products Rainbow Mountain Blend, Zeitaku Bito, Muto Black,
Caf au Lait and Cho with the launch of new product Gran
Aroma, which is distinctive for its opulent aroma. The Group also
carried out sales promotion activities, including consumer sales
campaigns. As a result, in contrast with the overall canned coffee
market, for which a year-on-year sales decline was expected, the
Group achieved a year-on-year increase in sales volume.
In the Iyemon green tea range, sales of the two core brands
of Iyemon and Zeitaku Reicha were strong thanks to aggressive
marketing activities. Furthermore, sales of Iyemon Tokucha, a
beverage launched in October that is approved as a FOSHU (a
Food for Specified Health Uses) by the Consumer Affairs Agency
of Japan, exceeded the initial sales target. As a result, sales
volume of this range grew substantially.
EBITDA
Sales and Segment Profit

(Japan)
(billions of yen)
(billions of yen)
150
800
80
600
60
400
40
200
20
1,000
800
100
600
40
20
400
50
2
20
10
200
2012
2013
2012
nOperating income (left scale)
48
Annual Report 2013
2013
n
Operating margin (right scale)
2012
nNet income (left scale)
2013
n
Net margin (right scale)
2012
2013
2012
2013
nSales (left scale) nSegment profit (right scale)
Annual Report 2013
49
Although sales volume of the Suntory Oolong Tea range was

slightly down year on year, the Group carried out product renewals while also emphasizing the ranges compatibility with food
and its value as a healthy beverage to be enjoyed during meals.
The Suntory Tennensui range saw substantial growth in sales
volume partly due to efforts to reinforce the brand through such
means as product renewals. The growth also reflected strong
sales of Suntory Tennensui Sparkling following its launch in the
sugar-free carbonated water drinks market, which is growing on
the back of increasing health consciousness.
In the Pepsi range, sales volume grew year on year, reflecting
efforts to expand the brands customer base such as by renewing
Pepsi Special, which is approved as a FOSHU, and emphasizing
the appeal of zero-calorie drinks.
Sales volume of the carbonated fruit drink Orangina was
about level with the previous fiscal year, and the drink continued
to be popular as a product with its own distinct value. The functional beverage GREEN DAKARA saw its sales volume roughly
doubled (including sales of the barley tea GREEN DAKARA Yasashii Mugicha), mainly due to customers purchasing it as a way of
rehydrating to prevent heat stroke in the summer and counter
dryness in the winter.
In addition to the above-mentioned sales expansion efforts,
the Group worked aggressively to boost profitability by reducing
manufacturing and distribution costs.
In the vending machine business, the Group merged six sales

subsidiaries and formed a company called Suntory Beverage
Service Limited, which began operations in April 2013.
As a result of the above, for the fiscal year under review,
sales volume in Japan was 414.80 million cases, a substantial rise
of 5.8% year on year. This served to drive growth in the market
overall.
Overseas Segment
Net sales: 404.5 billion (+33.3% YoY)
Segment profit: 50.5 billion (+18.9% YoY)
(Reference) EBITDA: 64.7 billion (+25.6% YoY)
In the overseas segment, the Group positioned Europe, Oceania,
Asia and the Americas as markets with growth potential and
worked to strengthen its marketing activities by such means as
strengthening existing brands and launching Suntory brands.
In Europe, the Orangina Schweppes Group worked to reinforce brands such as Orangina and Schweppes by continuing to
invest aggressively in marketing for these brands with the aim of
strengthening the business foundation and boosting profitability.
Nevertheless, the economic environment continued to be tough
and sales volumes in the fiscal year under review were slightly
down year on year.
Sales Volume by Category

(Japan)
Sales and Segment Profit

(Overseas)
(million cases)
(billions of yen)
120
500
100
400
80
300
60
80
60
Net Sales by Geographic Area

(Overseas)
Segment Profit by Geographic Area

(Overseas)
(billions of yen)
(billions of yen)
The Research and Development Divisions believe that great

taste, underpinned by safety and reliability, lies at the heart of
the value of products. Accordingly, research and development
divisions and departments established in Japan and overseas are
working to develop high value-added products. In the fiscal year
ended December 31, 2013, total research and development
costs amounted to 6.9 billion.
30
160
120
20
100
80
200
40
40
100
20
20
60
10
40
20
Water
RTD Coffee
n2012 n2013
50
R&D Activities
140
100
In Oceania, the Frucor Group worked to boost brand power

by such means as launching new products in its mainstay range
of energy drinks marketed under the V brand. Strong sales of
Pepsi and other carbonated drinks in New Zealand also made a
contribution, resulting in growth in sales volume for the Frucor
Group overall.
With respect to Asia, we made aggressive efforts to expand
business in countries with continuing economic growth mainly
by strengthening our business foundation and launching new
products. The Cerebos Group, which manufactures and sells
health foods and processed foods, reported strong sales, particularly of health foods in Thailand. At the Suntory Garuda Group,
Okky jelly drinks and other products provided a boost to the
business, while the Suntory brand green tea Mirai and new product MYTEA Oolong Tea also made contributions to sales growth.
Furthermore, the joint venture with PepsiCo, Inc. in Vietnam
achieved steady business expansion through initiatives including
the launch of the Suntory brand TEA+ Oolong Tea.
In the Americas, Pepsi Bottling Ventures LLC worked to
boost management efficiency by reorganizing the geographical
areas in which it operates.
In addition, we continued to strengthen group synergies
through the overseas deployment of R&D technology and knowhow for the reduction of costs developed in Japan. By strengthening synergies in this way, we worked to improve quality and
strengthen earning capacity.
Annual Report 2013
RTD Tea
(excl. RTD Black Tea)
Cola
Drinks
Carbonates Functional
Drinks
(excl. Cola Drinks)
Fruit Juices
RTD
Black Tea
Others
2012
2013
nSales (left scale) nSegment profit (right scale)
Europe
n2012 n2013
Oceania
Asia
Americas
Europe
Oceania
Asia
Americas
n2012 n2013
Annual Report 2013
51
Analysis of Financial Condition
Cash Flows
Capital Expenditures
Total assets as of December 31, 2013 stood at 1,256.7 billion,

an increase of 412.3 billion compared to December 31, 2012.
Current assets were 283.3 billion, up 64.4 billion, due mainly
to increases in cash and cash equivalents and inventories. Net
property, plant and equipment amounted to 312.8 billion, up
77.5 billion, mainly due to increases in buildings and structures,
and machinery, equipment and other. Furthermore, total investments and other assets stood at 660.6 billion, up 270.3 billion, mainly due to increases in goodwill and trademarks.
Total liabilities stood at 663.7 billion, an increase of 23.6
billion compared to December 31, 2012. Current liabilities were
446.6 billion, down 90.5 billion, mainly due to a decrease in
short-term borrowings as a result of refinancing borrowings from
Suntory Holdings Limited with borrowings from financial institutions (long-term). For the same reason, long-term liabilities were
up 114.1 billion at 217.1 billion, mainly reflecting an increase
in long-term debt.
Equity stood at 593.0 billion, an increase of 388.7 billion
compared to December 31, 2012, mainly due to increases in
common stock and capital surplus through the issuance of new
shares. As a result of the above, the shareholders equity ratio
was 44.4% and equity per share was 1,806.48.
Cash and cash equivalents, as of December 31, 2013, stood at

45.9 billion, up 19.8 billion compared to December 31, 2012.
Net cash provided by operating activities was 114.1 billion,
an increase of 28.3 billion compared to December 31, 2012.
This was mainly the result of income before income taxes and
minority interests of 62.5 billion and depreciation and amortization of 43.7 billion.
Net cash used in investing activities was 290.6 billion, an
increase of 214.7 billion compared to December 31, 2012.
This was mainly the result of purchases of property, plant, and
equipment of 59.7 billion and acquisition of business of
220.1 billion.
Net cash used in financing activities was 190.4 billion,
mainly due to proceeds from issuance of shares.
In the fiscal year ended December 31, 2013, the Group spent a
total of 62.6 billion on capital expenditures to increase its manufacturing capacity, strengthen its sales ability, improve the quality of its products and streamline its businesses.
In the Japan segment, the Group spent 34.4 billion on
capital expenditures, primarily to increase its manufacturing
capacity, streamline its businesses and install vending machines.
In the overseas segment, the Group spent 28.2 billion on
capital expenditures, primarily to increase its manufacturing
capacity and streamline its businesses.
Total Assets
Equity and
Shareholders Equity Ratio
(billions of yen)
(billions of yen)
1,500
We believe our prioritization of strategic investments as well as

capital expenditures for sustainable revenue growth and increasing the value of our business will benefit our shareholders. In
addition, we view an appropriate shareholder return as one of
our core management principles. While giving due consideration
to providing a stable return and maintaining robust internal
reserves for the future, we intend to pursue a comprehensive
shareholder return policy that also takes into account our business results and future funding needs. Specifically, we aim to
stably increase dividends on the basis of profit growth with a
targeted consolidated payout ratio of 30% or more of net income
before amortization of goodwill*. Looking to the medium- and
long-term, we will also consider increasing the payout ratio
depending on such factors as our need for funds and progress in
profit growth.
For the fiscal year under review, in accordance with the basic
policy on shareholder returns described above, we declared a
year-end dividend of 58 per share (comprised of an ordinary
dividend of 53 and a special dividend payment of 5 to commemorate the listing of our shares on the stock exchange). The
year-end dividend was approved by a resolution of the 5th Ordinary General Meeting of Shareholders held on March 28, 2014.
The total planned dividend payment is 17.9 billion.
Cash Flows
(%)
600
60
(billions of yen)
200
100
1,000
400
Dividend Policy
40
0
As noted above, the Group uses internal reserves for strategic investments in future business expansion and capital expenditures to strengthen its core business.
SBFs articles of incorporation provide that interim dividends
with a record date of June 30 every year may be declared by a
resolution of the board of directors. From the fiscal year ending
December 31, 2014, SBFs basic policy is to declare dividends
twice a year in the form of interim and year-end dividends.
Determinations regarding year-end dividends are made by
the general meeting of shareholders, while interim dividends are
determined by the board of directors.
*This figure represents the sum of net income and amortization of
goodwill.
Outlook for the Fiscal Year Ending

December 31, 2014
The Group has a vision for 2020 (consolidated net sales of
2,000 billion) and a Medium-term Management Plan for 2013
15. To achieve these goals, in the 2014 fiscal year, the Group will
continue striving to grow both its Japanese and overseas businesses further and to reform its earnings structure as foundations
for global growth.
For details on activities in Japan, please refer to pages
2425, and for details on overseas activities, please refer to
pages 2629. In the 2014 fiscal year, the above activities are
expected to result in consolidated net sales of 1,260.0 billion,
up 12.4% year on year, operating income of 85.0 billion, up
16.9%, and net income of 35.0 billion, up 12.2%.
<Reference>
EBITDA (the sum of each segment profit and depreciation and
amortization) is expected to be 160.0 billion, up 14.6% year on
year, and net income before amortization of goodwill is expected
to be 58.5 billion, up 7.5% year on year.
The main foreign exchange rates underlying the outlook for
the 2014 fiscal year are 130 against the euro and 100 against
the U.S. dollar.
100
500
200
20
200
2012
2013
2012
nEquity (left scale)
2013
n
Shareholders equity ratio (right scale)
300
2012
2013
nNet cash provided by (used in) operating activities

nNet cash provided by (used in) investing activities
nNet cash provided by (used in) financial activities
52
Annual Report 2013
Annual Report 2013
53
Business and Other Risks
(3) Risks related to potential acquisitions and joint

ventures
The following risks could have an impact on the Groups operating results and financial condition. Please note that forwardlooking statements made in this section reflect the Groups
judgment as of the publication date of this annual report.
Identifying and taking advantage of additional acquisition and

market entry opportunities in Japan, Europe, other developed
markets and emerging markets is an important part of our
growth strategy. Accordingly, we regularly evaluate potential
acquisitions and joint ventures, some of which are large in size or
otherwise substantial. Potential issues associated with these
activities could include, among others:
we may be unable to identify appropriate acquisitions and
other opportunities or may be unable to agree on terms with
potential counterparties, due to competing bids among other
reasons;
we may fail to receive necessary consents, clearances and
approvals in connection with an acquisition or joint venture;
we may be unable to raise necessary capital on favorable terms;
in entering new geographic markets or product segments, we
may change our business profile and face challenges with
which we are unfamiliar or fail to anticipate; and
we may be unable to realize the full extent of the profits or
cost savings that we expect to realize as a result of an acquisition or the formation of a joint venture.
(1) Risk related to responding effectively to changing

consumer preferences and product development
The beverage and food industry is highly susceptible to changes
in consumer preferences. In order to generate revenues and
profits, we must have product offerings that appeal to consumers. Although we strive to effectively monitor changes in the
markets for our products, there is no assurance that we will
develop new products that appeal to consumers. In particular,
one element of our product strategy is to introduce products that
appeal to health-conscious consumers, but we may face
increased competition as other manufacturers also focus on
products that emphasize health. Any significant changes in consumer preferences or any inability on our part to anticipate or
react to such changes could result in reduced demand for our
products and erosion of our competitiveness, and impact our
operating results and financial position.
Our continued success is also dependent on our ability to
innovate, which includes maintaining a robust pipeline of new
products and improving the effectiveness of our product packaging and marketing efforts. While we devote significant resources
to promoting our brands and new product launches, there can
be no assurance as to our continued ability to develop and
launch successful new products or to effectively execute our
marketing programs. Any failure on our part to achieve appropriate innovation or successfully launch new products could
decrease demand for our products by negatively affecting consumer perception of our brands, as well as result in inventory
write-offs and other costs.
(2) Risks related to competition

The beverage industry is highly competitive. We compete with
major international beverage companies that, like us, operate in
multiple geographic areas, as well as numerous companies that
are primarily local in operation. Large competitors can use their
resources and scale to rapidly respond to competitive pressures
and changes in consumer preferences by introducing new products, reducing prices or increasing promotional activities. We also
compete with a variety of smaller, regional and private label
manufacturers, which may have historical strengths in particular
geographic markets or product categories. Our inability to compete effectively could have an impact on our operating results
and financial condition.
54
Annual Report 2013
If we do not successfully execute our acquisition and joint

venture strategy, we may be unable to realize our medium- and
long-term growth objectives.
(4) Risks related to international operations

Our global operations and ongoing investment in developed and
especially emerging markets mean we are subject to risks
involved in international operations generally. Such risks include,
among others:
the need to comply with differing or undeveloped legal, regulatory and tax regimes;
negative economic or political developments;
fluctuations in exchange rates; and
disruptions from extraordinary events such as terrorism, political
instability, civil unrest or epidemics such as SARS or avian flu.
We also intend to leverage our product development expertise and existing product portfolio in Japan and key overseas
group companies to expand our product offerings in other markets. However, there can be no assurance that our existing products, variants of our existing products or new products that we
make, manufacture, market or sell will be accepted or successful
in other markets, due to local competition, product price, cultural differences or other factors. If we are unable to develop
products that appeal to consumers in new markets in which we
have little or no prior experience, our ability to realize our
growth objectives could be adversely affected.
(5) Risks related to business plans and business

strategies based on medium- and long-term
goals
We have developed a medium-term business plan and established certain long-term business strategies and goals. Although
we believe that our plan and these strategies and goals will help
us achieve medium- and long-term growth, there can be no
assurance that we will be successful in implementing our plan,
executing our strategies or achieving our goals. In order to reach
our medium- and long-term goals, we will need to achieve
growth organically and through acquisitions and joint ventures.
In addition to the risks we face in sourcing acquisition and joint
venture opportunities and executing and integrating acquisitions
and joint ventures as noted in Item (3) above, we also face risks
in achieving organic growth in our existing operations. For example, we may not succeed in implementing business strategies to
introduce products commanding premium pricing or to achieve
targeted supply chain cost efficiencies.
(6) Risks related to our product safety

As a beverage and food manufacturer, the safety of our products
is vital to our business and we strive to comply with applicable
rules and regulations and ensure that our products meet all
required quality standards. In addition, we have adopted various
quality, environmental, and health and safety standards in our
operations. However, despite our efforts, our products may not
meet these standards or could otherwise become contaminated.
Such failure to meet our standards or contamination of our products could occur in our own operations or those of third-party
manufacturers, distributors or suppliers, who we do not control.
This could result in expensive production interruptions, recalls or
liability claims and harm the affected brand and our corporate
reputation. Moreover, negative publicity could be generated from
unfounded or nominal liability claims or limited recalls.
(7) Risks related to distribution channels

We sell our products through multiple channels, including
wholesalers and major retail groups. In Japan, our vending
machine network is also an important distribution channel. Challenges we face with respect to our distribution channels include:
consolidation among retail groups in many markets has resulted
in large, sophisticated retailers with strong bargaining power in
terms of pricing and sales promotions. The loss of significant
customers, or unfavorable changes to pricing and other terms,
could adversely affect our results of operations;
independent retailing groups, including those in Japan, are
introducing competitively priced private label products that
contribute to intensifying price competition; and
the Japanese market is relatively saturated in terms of vending

machines, resulting in increased price competition. In addition,
sales per machine may decrease due to increased competition
from an increase in convenience store locations.
These risks related to our distribution channels could impact
our results of operations and financial condition.
(8) Risks related to economic conditions

Unfavorable economic conditions, such as a future recession or
economic slowdown in Japan or our other major markets, could
negatively affect the affordability of, and consumer demand for,
our products. Under challenging economic conditions, consumers may seek to reduce discretionary spending by forgoing purchases of our products or by shifting away from our products to
lower-priced offerings from other companies, including private
label brands. Weak consumer demand for our products in Japan
or in other major markets could reduce our profitability and
negatively affect our results of operations and financial position.
The Japanese government increased the rate of consumption
tax from 5% to the current 8% in April 2014 and plans to
increase the tax to 10% in October 2015. It is unclear what
impact these increases will have on our sales in Japan or whether
we will be able to maintain current margin levels following such
increases. Furthermore, Japans long-term demographic trends
generally point to an aging and declining population. This could
have a negative impact on consumer demand. If the tax increases
or Japans demographic trends result in decreased demand for
our products or increased pricing pressure, they may have a
negative effect on our results of operations and financial
position.
(9) Risks related to foreign exchange rate

fluctuations
We purchase certain raw materials internationally using currencies
other than the Japanese yen, principally the U.S. dollar. Although
we use derivative financial instruments to reduce our net exposure to exchange rate fluctuations, such hedging instruments do
not protect us against all fluctuations and our business and financial performance could be adversely affected. In addition, because
our consolidated financial statements are presented in Japanese
yen, we must translate revenues, income and expenses, as well as
assets and liabilities, of overseas subsidiaries into Japanese yen at
exchange rates in effect during or at the end of each reporting
period. Therefore, foreign exchange rate fluctuations could impact
our results of operations and financial position.
Annual Report 2013
55
(10) Risks related to interest rate fluctuations

We finance a portion of our operations through interest-bearing
loans and in the future we may conduct additional debt financing
through loans, the issuance of corporate bonds or other means.
In addition, we may finance future acquisitions through additional borrowings. Although we use fixed-interest transactions
and derivative instruments to manage our interest rate exposure,
large increases in interest rates could have an adverse effect on
our financial condition and results of operations.
(11) Risks related to goodwill and trademarks

As of December 31, 2013, goodwill stood at 400.1 billion and
trademarks were 184.9 billion. Most of this goodwill is related
to the acquisition of the Orangina Schweppes Group, and is
scheduled to be amortized over a period of 20 years based on
Japanese GAAP and our accounting policies. Furthermore, most
of the trademarks are related to the manufacture and sales business of Lucozade and Ribena, which were acquired from
GlaxoSmithKline plc. We do not plan to amortize these trademarks because their economic useful life cannot be estimated.
We may record additional goodwill and trademarks as a
result of conducting new acquisitions and joint ventures in the
future. We are required to regularly assess our consolidated
intangible assets for any signs of impairment. In cases where we
determine that these consolidated intangible assets are impaired,
we are required to post an impairment loss. The recording of
such an impairment loss could have an adverse effect on our
results of operations and financial position.
(12) Risks related to procurement of raw materials

The principal raw materials we use in our business are aluminum
cans and ends, glass bottles, PET bottles and caps, paperboard
packaging, sweeteners, juice, fruit, coffee beans, tea leaves and
other ingredients.
The price of these materials is affected by changes in
weather patterns and supply and demand in the relevant global
markets. Additionally, conversion of raw materials into our products for sale also uses electricity and natural gas. The cost of the
raw materials and energy can fluctuate substantially. Continued
increases in the prices of these raw materials and energy could
exert pressure on our costs and we may not be able to pass along
any such increases to the sales price of our products, which could
negatively affect our business, results of operations and financial
position.
In addition, some raw materials we use are sourced from
industries characterized by a limited supply base. Although we
believe we have strong relationships with our suppliers, we could
suffer raw material shortages if they are unable to meet our
56
Annual Report 2013
requirements. The failure of our suppliers to meet our needs

could occur for many reasons, including fires, natural disasters,
adverse weather conditions, manufacturing problems, disease,
crop failures, strikes, transportation issues, supply interruptions,
government regulation, political instability and terrorism. Some
of these risks may be more acute where the supplier or its facilities are located in riskier or less-developed countries or regions.
Changing suppliers can require long lead times and any significant interruption to supply over an extended period of time
could substantially harm our business, results of operations and
financial position.
(13) Risks related to water supply

Water is the main ingredient in substantially all our products and
water resources in many parts of the world are facing unprecedented challenges from population pressures, pollution, poor management and the impact of climate change. As demand for water
resources increases around the world, companies that depend on
abundant water resources, including us, may face increased production costs or capacity constraints which could adversely affect our
profitability or growth strategy over the long term.
(14) Risks related to weather conditions

Sales of certain types of our products are significantly influenced
by weather conditions. We ordinarily record our highest sales
volume levels during hotter weather in the spring and summer
months, but unseasonably cool weather conditions during this
period could depress demand for our products and negatively
impact our results of operations and financial position.
(15) Risks related to environmental problems

Recognizing that the global natural environment constitutes one
of our management resources, we are working in earnest to
implement environmental preservation activities, in an effort to
hand a sustainable society to future generations. We are striving
to thoroughly reduce water usage, cut CO2 emissions, convert
waste materials into useful resources and recycle containers. In
the course of executing business operations, we comply with
various related environmental regulations. However, in the event
of global environmental problems due to global climate change,
resource depletion and other issues; environmental pollution
caused by accidents, mishaps and other events; and higher cost
outlays for investment in new equipment mainly due to amendments in relevant laws and regulations, our results of operations
and financial position could be negatively affected.
(16) Risks related to supply chains

We and our business partners source materials and conduct
manufacturing activities globally. Using supply chain management techniques to lower costs and improve profitability is one
element of our business strategy, but we may not be able to
achieve the targeted efficiencies, due to factors beyond our control. Damage or disruption to our manufacturing or distribution
capabilities due to any of the following could impair our ability
to make, manufacture, distribute or sell our products: adverse
weather conditions or natural disasters; transportation problems;
government action; fire; political instability; terrorism; pandemic;
industrial accidents or other occupational health and safety
issues; or strikes and other labor disputes. Failure to take adequate steps to mitigate the likelihood or potential impact of such
events, or to effectively manage such events if they occur, could
adversely affect our business, financial condition and results of
operations, as well as require additional resources to restore our
supply chain.
(17) Risks related to management team and

employees
Our continued growth requires us to hire, retain and develop our
leadership driven management team and highly skilled workforce. We must hire talented new employees and then train them
and develop their skills and competencies. Any unplanned turnover or our failure to develop an adequate succession plan for
current management positions could deplete our institutional
knowledge base and erode our competitive advantage.
Our operating results and financial position could be
adversely affected by increased costs due to increased competition for employees, higher employee turnover or increased
employee benefit costs.
(18) Risks related to employee retirement benefit

obligations
Our costs related to employee retirement obligations are calculated based on actuarial assumptions and estimates such as an
assumed discount rate and estimated returns from employee
retirement plan assets. A divergence of actual results from our
assumptions or estimates, or a change in those assumptions and
estimates, could adversely affect our results of operations and
financial position.
(19) Risks related to information systems and

services
We depend on key information systems and services to accurately and efficiently transact our business, interface with customers, provide information to management and prepare
financial reports, among other activities. In addition, we rely on
third-party providers, including a subsidiary of Suntory Holdings
Limited, for a number of key information systems and business
processing services. Although we have effected policies and
procedures to increase the security of these systems and services,
they are vulnerable to interruptions or other failures resulting
from, among other things, earthquakes and other natural disasters, terrorist attacks, software, equipment or telecommunications failures, processing errors, computer viruses, hackers, other
security issues or supplier defaults. Security, backup and disaster
recovery measures may not be adequate or implemented properly to avoid such disruptions or failures.
(20) Risks related to legal compliance

We are subject to a variety of national and local laws and regulations in Japan, Europe, Oceania, Asia, the Americas and the
other regions in which we do business. These laws and regulations apply to many aspects of our business activities including
the manufacture, safety, labeling, transportation, advertising and
sale of our products. In particular, if an accident or non-
compliance with these laws or regulations results in environmental pollution, we could be subject to claims or sanctions and
incur increased costs. Due to our global operations, we must also
comply with anti-corruption provisions of Japanese law or foreign statutes.
Violations of applicable laws or regulations could damage
our reputation or result in regulatory or private actions with
substantial penalties or damages. In addition, any significant
change in such laws or regulations or their interpretation, or the
introduction of higher standards or more stringent laws or regulations, could result in increased compliance costs.
Recently, a number of jurisdictions have been considering
measures such as special excise taxes and new labeling requirements, serving sizes or other restrictions on the sale of carbonated soft drinks on health grounds. Although we believe our
product portfolio has a much higher proportion of non-
carbonated and healthy products as compared to other global
beverage firms, any such regulatory measures could adversely
affect our results of operations and financial position.
Annual Report 2013
57
(21) Risks related to the reputation of our brands

Maintaining a good reputation globally is critical to selling our
branded products. Product contamination or tampering; the
failure to maintain high standards for product quality, safety and
integrity, including with respect to raw materials and ingredients
obtained from suppliers; or allegations of product quality issues,
mislabeling or contamination, even if untrue, may harm our
reputation and reduce demand for our products or cause production and sales disruptions. If any of our products fail to meet
health or safety standards, cause injury to consumers or are mislabeled, we may have to engage in a product recall and/or be
subject to liability. Furthermore, Suntory Holdings Limited and
other Suntory Group companies not under our control also use
the Suntory brand. Similar problems or compliance failures on
the part of such companies could also contribute to negative
perceptions of our brand. Damage to our reputation or loss of
consumer confidence in our products for any of these or other
reasons could result in decreased demand for our products and
could have a material adverse effect on our business, financial
condition and results of operations, as well as require additional
resources to rebuild our reputation.
(22) Risks related to intellectual property

We license the Suntory brand from our Parent, Suntory
Holdings Limited, and expect to continue to do so in the future.
If our license is terminated, including because we are no longer a
subsidiary of our Parent, our corporate image and marketing
efforts could be impacted, and we could be required to make a
significant investment in rebranding.
We also license various other trademarks from third parties
and license our own trademarks to third parties.
For trademarks licensed from third parties, the licensor may
terminate the license arrangement or other agreements. Consequently, we may no longer be able to manufacture or sell the
related products. The termination of any material license
arrangement or other agreements could adversely affect our
results of operations and financial position.
For trademarks licensed to third parties, problems could

occur with respect to the use of trademarks and related products
by these third parties. This could have an impact on our use of
the trademarks and the reputation of our brands.
In regions where we have not registered our trademarks,
third parties may own or use the same or similar trademarks to
our own. In the event that problems occur with respect to the
use of trademarks or related products by these third parties, this
could adversely affect our brands, and could have an impact on
our results of operations and financial position.
We also possess other intellectual property that is important
to our business. This intellectual property includes trademarks,
copyrights, patents, and other trade secrets. We and third parties
could come into conflict over intellectual property rights. Litigation could disrupt our business and cost a substantial amount to
protect our rights or defend ourselves against claims. We cannot
be certain that the steps we take to protect our rights will be
sufficient or that others will not infringe or misappropriate our
rights. If we are unable to protect our intellectual property rights,
our brands, products and business could be harmed.
(23) Risks associated with control by the Parent

As of the end of March 2014, our Parent, Suntory Holdings
Limited, owns 59.48% of the outstanding shares of our
common stock, and accordingly, has control, or a veto right
with respect to fundamental decisions such as election and
removal of our directors and Audit and Supervisory Board
members, the approval of joint ventures or other business
reorganizations, the transfer of material businesses, amendments to our articles of incorporation and the declaration of
dividends. Suntory Holdings Limited could continue to influence the determination of all matters that require the approval
of the general meeting of shareholders, regardless of the intentions of other shareholders. Our management makes decisions
independently of our Parent, with no matters requiring the
Parents prior approval.
1) Details on our main relationships with Suntory Holdings Limited and other subsidiaries are as follows:
Type of transaction
Payment of brand royalties
Counterparty
Suntory Holdings Limited
Outsourcing of product shipping
Suntory Logistics Ltd.
Outsourcing of indirect services (logistics, Suntory Business Expert Limited

procurement, customer relations, etc.)
Purchase of coffee beans
Suncaf Ltd.
Payment of personnel-related expenses
for seconded employees
With respect to transactions with the Suntory Group, from the

standpoint of ensuring our independence from Suntory Holdings
Limited, we regularly report material transactions with the
Suntory Group to our board of directors. We have developed a
framework to ensure sound and appropriate terms of transactions with the Suntory Group, and continue to strengthen this
framework. The framework encompasses checks performed by
management divisions before transactions and checks of transaction details by our Audit and Supervisory Board members and
the Internal Audit Division after transactions.
2013, all of our employees at the level of manager and above

who were seconded from Suntory Holdings Limited have transferred to become our employees. All other seconded employees
will continue to be employed by Suntory Holdings Limited, and
will be transferred to become our employees when they are
promoted to the level of manager and above. Furthermore, we
will conduct our own recruitment activities independently of
the Parent.
2)Posts held concurrently at Suntory Holdings Limited

by our officers
We have entered into a licensing agreement with Suntory

Holdings Limited regarding our use of the Suntory corporate
brand. Based on this agreement, we are licensed to use the
Suntory name and brand. Under the terms of the agreement,
our use of the Suntory brand is effective so long as we remain
part of the Suntory Group. Based on the agreement, we are
paying brand royalties to Suntory Holdings Limited.
We own the patents, designs, and trademarks that we use
exclusively in our businesses. However, considering that the
Suntory corporate brand is an asset that belongs to the entire
Suntory Group, Suntory Holdings Limited will continue to own
trademarks and other intellectual property that contain the
Suntory corporate brand.
Among our nine directors, Nobuhiro Torii, our President and

Representative Director, concurrently serves as a Director of
Suntory Holdings Limited. This appointment was made to allow
Mr. Torii to participate in the decision-making process of our
Parent as the representative of an operating company. Furthermore, Shigehiro Aoyama, a Director of ours, is also the Vice
President and Representative Director of Suntory Holdings
Limited. This appointment was made to reflect his many years of
management experience and expertise in our management.
With regard to Audit and Supervisory Board members, Toru
Yamamoto, a member of our Audit and Supervisory Board, is also
a full-time member of the Audit and Supervisory Board of
Suntory Holdings Limited. The purpose of this appointment is to
bolster our audit and supervisory framework.
3)Acceptance of seconded personnel (employees) from

Among our employees, a certain number of full-time employees
other than employees at the level of manager and above are
seconded employees from Suntory Holdings Limited. As of
December 31, 2013, there were approximately 270 employees
seconded to us from Suntory Holdings Limited. Effective April 1,
58
Annual Report 2013
Method used to determine transaction terms

The rate of royalty was determined by discussions between the
parties after considering the brand value and other factors
Determined by discussions between the parties after considering
the quality and market price of similar services
the quality of operations and market price of similar services
the quality and market price of similar services
Determined by discussions based on the personnel expenses of
4)Trademarks, patents, and comprehensive licensing

agreements
5)Suntory group company loan system

We have historically obtained loans from Suntory Holdings
Limited by using the Suntory Groups group company loan
system. To ensure our independence from the Suntory Group in
terms of fund procurement and management, we are refinancing
these loans with borrowings from financial institutions. We plan
to complete the refinancing process by the end of 2014.
Annual Report 2013
59
Consolidated Balance Sheet

December 31, 2013
Thousands of
U.S. dollars
(Note 1)
Millions of yen
ASSETS
CURRENT ASSETS:
Cash and cash equivalents (Note 15)
Short-term investments (Note 4)
Notes and accounts receivable (Note 15):
Trade
Other
Allowance for doubtful accounts
Inventories (Note 5)
Deferred tax assets (Note 10)
Other current assets
Total current assets
PROPERTY, PLANT AND EQUIPMENT:

Land (Note 7)
Buildings and structures (Notes 6 and 7)
Machinery, equipment and other
Construction in progress
Lease assets (Note 14)
Total
Accumulated depreciation
Net property, plant and equipment
INVESTMENTS AND OTHER ASSETS:

Investments in unconsolidated subsidiaries and affiliates (Note 15)
Investment securities (Notes 4 and 15)
Long-term receivable
Long-term guarantee deposit
Goodwill (Note 12)
Trademarks (Note 6)
Deferred tax assets (Note 10)
Other
Allowance for doubtful accounts
Total investments and other assets
TOTAL
2012
26,061
9
113,710
13,019
(389)
44,756
9,539
12,191
218,896
35,927
86,552
387,965
7,144
8,859
526,447
(291,108)
235,339
8,247
7,535
155
1,898
349,929
7,284
3,756
12,208
(797)
390,215
844,450
2013
45,851
19
125,412
17,532
(321)
67,655
11,403
15,770
283,321
40,032
102,966
478,702
10,306
8,645
640,651
(327,830)
312,821
9,004
8,816
113
2,936
400,050
184,943
3,479
52,061
(842)
660,560
1,256,702
2013
$435,060
180
1,189,980
166,354
(3,046)
641,949
108,198
149,635
2,688,310
379,846
977,000
4,542,196
97,789
82,029
6,078,860
(3,110,637)
2,968,223
85,435
83,651
1,072
27,858
3,795,901
1,754,844
33,011
493,984
(7,989)
6,267,767
$11,924,300
Thousands of
U.S. dollars
(Note 1)
Millions of yen
LIABILITIES AND EQUITY

CURRENT LIABILITIES:
Short-term borrowings (Notes 7 and 15)
Current portion of long-term debt (Notes 7, 14 and 15)
Notes and accounts payable (Note 15):
Trade
Other
Consumption taxes payable (Note 15)
Accrued income taxes (Notes 10 and 15)
Accrued expenses (Note 15)
Other current liabilities
Total current liabilities
LONG-TERM LIABILITIES:
Long-term debt (Notes 7, 14 and 15)
Liability for employee retirement benefits (Note 8)
Retirement allowances for directors and Audit and Supervisory Board members
Long-term deposits payable
Deferred tax liabilities (Note 10)
Other
Total long-term liabilities
2012
2013
2013
286,736
26,123
122,901
51,304
$1,166,154
486,801
94,089
76,569
3,247
5,103
36,459
8,860
537,186
100,423
90,190
3,559
11,227
46,439
20,594
446,637
952,870
855,774
33,770
106,528
440,640
195,408
4,237,945
33,730
6,815
32
10,041
46,509
5,861
102,988
132,107
6,320
24
10,562
58,908
9,175
217,096
1,253,506
59,968
228
100,218
558,952
87,058
2,059,930
30,000
54,395
122,609
168,384
192,702
141,077
1,597,723
1,828,466
1,338,619
963
265
54,810
558,201
34,768
592,969
1,256,702
9,137
2,514
520,068
5,296,527
329,898
5,626,425
$11,924,300
COMMITMENTS (Notes 14 and 16)

EQUITY (Notes 9, 17 and 18):
Common stock,
authorized 480,000,000 shares,
and issued 216,000,000 shares in 2012 and 309,000,000 shares in 2013
Capital surplus
Retained earnings
Accumulated other comprehensive income (loss):
Unrealized gain on available-for-sale securities
Deferred gain on derivatives under hedge accounting
Foreign currency translation adjustments
Total
Minority interests
Total equity
TOTAL
430
436
(17,521)
190,349
13,927
204,276
844,450
See notes to consolidated financial statements.
60
Annual Report 2013
Annual Report 2013
61
Consolidated Statement of Income
Consolidated Statement of Comprehensive Income

Year Ended December 31, 2013

Thousands of
U.S. dollars
(Note 1)
Millions of yen
2012
NET SALES
2013
2013
992,160
1,121,362
$10,640,118
COST OF SALES
Gross profit
443,656
548,504
502,731
618,631
4,770,196
5,869,922
SELLING, GENERAL, AND ADMINISTRATIVE EXPENSES (Notes 11, 12 and 13)

Operating income
490,057
58,447
545,915
72,716
5,179,951
689,971
OTHER INCOME (EXPENSES):

Interest and dividend income
Interest expense
Foreign currency exchange loss net
Gain from exemption from imputed tax payable attributable to
the consolidation tax system
Impairment loss (Note 6)
Restructuring charges
Other net
Other expenses net
451
(5,219)
(51)
487
(4,763)
(1,665)
4,621
(45,194)
(15,799)
3,811
(193)
(529)
(2,857)
(4,587)
(1,176)
(3,863)
714
(10,266)
(11,159)
(36,654)
6,775
(97,410)
INCOME BEFORE INCOME TAXES AND MINORITY INTERESTS
53,860
62,450
592,561
INCOME TAXES (Note 10):

Current
Deferred
Total income taxes
21,572
5,466
27,038
25,599
473
26,072
242,898
4,488
247,386
NET INCOME BEFORE MINORITY INTERESTS
26,822
36,378
345,175
3,437
5,182
49,170
23,385
31,196
$296,005
MINORITY INTERESTS IN NET INCOME

NET INCOME
2012
NET INCOME BEFORE MINORITY INTERESTS

OTHER COMPREHENSIVE INCOME (LOSS) (Note 17):
Unrealized gain on available-for-sale securities
Deferred (loss) gain on derivatives under hedge accounting
Foreign currency translation adjustments
Share of other comprehensive income in affiliates
Total other comprehensive income
26,822
170
335
33,883
590
34,978
2013
36,378
534
(171)
74,513
1,282
76,158
2013
$345,175
5,067
(1,623)
707,022
12,164
722,630
COMPREHENSIVE INCOME
61,800
112,536
$1,067,805
TOTAL COMPREHENSIVE INCOME ATTRIBUTABLE TO:

Owners of the parent
Minority interests
56,393
5,407
103,890
8,646
$985,767
82,038
U.S. dollars
(Note 1)
Yen
AMOUNTS PER SHARE (Notes 9 (c) and 18):

Net income basic
Cash dividends applicable to the year
Thousands of
U.S. dollars
(Note 1)
Millions of yen
2012
2013
108.27
59.79
118.79
58.00
2013
$1.13
0.55
62
Annual Report 2013
Annual Report 2013
63
Consolidated Statement of Changes in Equity
Consolidated Statement of Cash Flows


Millions of yen
Outstanding
Number of Shares of
Common Stock
BALANCE AT JANUARY 1, 2012

432,000
Net income
Cash dividends, 48.73 per share (Note 9 (c))
Changes due to purchase of shares in a foreign subsidiary from minority shareholders
Net change in the year
BALANCE AT DECEMBER 31, 2012

432,000
Net income
Stock split (Note 9 (c))

215,568,000
Issuance of common stock (Note 9 (b))
93,000,000
Change in scope of consolidation
Change in foreign subsidiaries interest in their subsidiaries
Put option granted to minority shareholders

309,000,000
Common Stock
30,000
30,000
138,384
168,384
Capital Surplus
75,042
(20,647)
54,395
138,384
(77)
192,702
Millions of yen
Accumulated Other Comprehensive Income (Loss)
Unrealized Gain on
Deferred Gain (Loss)
Foreign Currency
Available-for-Sale
on Derivatives under
Translation
Securities
Hedge Accounting
Adjustments
BALANCE AT JANUARY 1, 2012

Net income
Changes due to purchase of shares in a foreign subsidiary
from minority shareholders
Net income
Total
Stock
Acquisition Rights
51
(51)
Minority Interests
Retained Earnings
109,749
23,385
(10,525)
122,609
31,196
(12,915)
308
(121)
141,077
Total Equity
260
88
(50,011)
165,179
23,385
(10,525)
16,712
181,891
23,385
(10,525)
170
430
533
963
348
436
(171)
265
32,490
(17,521)
72,331
54,810
(20,647)
32,957
190,349
31,196
276,768
(12,915)
308
(77)
(121)
72,693
558,201
(2,785)
13,927
20,841
34,768
(20,647)
30,172
204,276
31,196
276,768
(12,915)
308
(77)
(121)
93,534
592,969
Thousands of U.S. dollars (Note 1)

Net income
Cash dividends, $0.57 per share (Note 9 (c))
Outstanding
Number of Shares of
Common Stock
Common Stock
432,000
215,568,000
93,000,000
309,000,000
$284,657
1,313,066
$1,597,723
Capital Surplus
$516,131
1,313,066
(731)
$1,828,466
Thousands of U.S. dollars (Note 1)

Accumulated Other Comprehensive Income (Loss)
Unrealized Gain on
Deferred Gain (Loss)
Foreign Currency
Available-for-Sale
on Derivatives under
Translation
Securities
Hedge Accounting
Adjustments
Total

Net income
Cash dividends, $0.57 per share (Note 9 (c))
$4,080
5,057
$9,137
$4,137
(1,623)
$2,514
$(166,249)
686,317
$520,068
$1,806,140
296,005
2,626,132
(122,545)
2,923
(731)
(1,148)
689,751
$5,296,527
Stock
Acquisition Rights
Retained Earnings
$1,163,384
296,005
(122,545)
2,923
(1,148)
$1,338,619
2012
OPERATING ACTIVITIES:
Income before income taxes and minority interests
Adjustments for:
Impairment loss
Loss on disposal of property, plant and equipment
Net gain on sales of property, plant and equipment
Increase in notes and accounts receivable trade
Decrease (increase) in inventories
Decrease in notes and accounts payable trade
Decrease in interest and dividends receivable
Increase in interest payable
Income taxes paid
Other net
Net cash provided by operating activities
INVESTING ACTIVITIES:
Net (increase) decrease in short-term loan receivables
Purchases of property, plant and equipment
Proceeds from sales of property, plant and equipment
Purchases of investment securities
Proceeds from sales of investment securities
Purchases of investments in subsidiaries and affiliates
Purchases of investments in subsidiaries resulting in changes in
consolidation scope net of cash acquired
Acquisition of business
Other net
Net cash used in investing activities
FINANCING ACTIVITIES:
Net increase (decrease) in short-term bank loans
Net increase in commercial papers
Proceeds from long-term debt
Repayments of long-term loans
Repayments of lease obligations
Cash dividends
Cash dividends to minority shareholders
Proceeds from issuance of common stocks
Other net
Net cash (used in) provided by financing activities
FOREIGN CURRENCY TRANSLATION ADJUSTMENTS ON
CASH AND CASH EQUIVALENTS
NET (DECREASE) INCREASE IN CASH AND CASH EQUIVALENTS
CASH AND CASH EQUIVALENTS, BEGINNING OF YEAR
Minority Interests
$132,147
197,751
$329,898
Total Equity
$1,938,287
296,005
2,626,132
(122,545)
2,923
(731)
(1,148)
887,502
$5,626,425
Thousands of
U.S. dollars
(Note 1)
Millions of yen
CASH AND CASH EQUIVALENTS, END OF YEAR
53,860
2013
62,450
2013
$592,561
36,570
19,666
193
3,451
(77)
(284)
2,600
(1,751)
494
42
(23,985)
(4,949)
85,830
43,719
23,211
1,176
3,247
(72)
(2,906)
(4,682)
(4,963)
741
163
(24,085)
16,083
114,082
414,831
220,239
30,809
11,159
(683)
(27,574)
(44,425)
(47,092)
7,031
1,547
(228,532)
152,604
1,082,475
(2)
(51,631)
403
(544)
58
(23,703)
25
(59,658)
2,248
(500)
2
237
(566,069)
21,330
(4,744)
19
(840)
385
(75,874)
(12,209)
(220,098)
(423)
(290,613)
(115,846)
(2,088,414)
(4,014)
(2,757,501)
21,618
1,832
(23,762)
(1,589)
(10,525)
(2,943)
120
(15,249)
(62,412)
16,000
57,759
(78,966)
(1,682)
(12,915)
(2,841)
275,466
190,409
(592,200)
151,817
548,050
(749,274)
(15,960)
(122,545)
(26,957)
2,613,777
1,806,708
3,149
5,912
56,096
19,790
187,778
28,205
26,061
247,282
26,061
45,851
$435,060
(2,144)
64
Annual Report 2013
Annual Report 2013
65
Notes to Consolidated Financial Statements

1. Basis of Presentation of Consolidated Financial Statements

The accompanying consolidated financial statements have been prepared in accordance with the provisions set forth in the Japanese Financial Instruments and Exchange Act and its related accounting regulations
and in accordance with accounting principles generally accepted in
Japan (Japanese GAAP), which are different in certain respects as to
the application and disclosure requirements of International Financial
Reporting Standards (IFRS).
In preparing these consolidated financial statements, certain reclassifications and rearrangements have been made to the consolidated
financial statements issued domestically in order to present them in a
form that is more familiar to readers outside Japan. In addition, certain
reclassifications have been made in the 2012 consolidated financial
statements to conform to the classifications used in 2013.
The consolidated financial statements are stated in Japanese yen, the
currency of the country in which Suntory Beverage & Food Limited (the
Company) is incorporated and operates. The translations of Japanese yen
amounts into U.S. dollar amounts are included solely for the convenience
of readers outside Japan and have been made at the rate of 105.39 to $1,
the exchange rate at December 31, 2013. Such translations should not be
construed as representations that the Japanese yen amounts could be
converted into U.S. dollars at that or any other rate.
The Company is a 59.48% owned subsidiary of Suntory Holdings
Limited (the Parent), a pure holding company that was established on
February 16, 2009 through a stock transfer from Suntory Limited (now,
Suntory Liquors Limited), a company founded in Osaka in 1899. The
Parent and its subsidiaries (together, the Suntory Group) produce and
distribute various popular brands of ready-to-drink beverages in various
alcoholic and non-alcoholic beverage categories. The Company was
established on January 23, 2009 and commenced the non-alcoholic
beverage and food business among the Suntory Group on April 1, 2009.
The Company was transferred such business by way of corporate split in
connection with the reorganization of Suntory Group that adopted the
holding company structure mentioned above. On July 3, 2013, the
Companys shares were initially listed on the Tokyo Stock Exchange. See
Note 9 (b).
2. Summary of Significant Accounting Policies

(a) Consolidation The consolidated financial statements as of
December 31, 2013, include the accounts of the Company and its 83
significant (76 in 2012) subsidiaries (collectively, the Group).
Under the control or influence concept, those companies in which
the Company, directly or indirectly, is able to exercise control over operations are consolidated, and those companies over which the Group has
the ability to exercise significant influence are accounted for by the
equity method.
Investments in eight (six in 2012) affiliates are accounted for by the
equity method.
Investments in the remaining unconsolidated subsidiaries and
affiliates are stated at cost. Even if the consolidation or equity method of
accounting had been applied to the investments in these companies, the
effect on the accompanying consolidated financial statements would not
have been material.
The excess of the cost of an acquisition over the fair value of the
net assets of the acquired subsidiary at the date of acquisition is being
amortized over a period of mainly 20 years, or if immaterial, is charged
to income when incurred. Acquired intangible assets with finite useful
lives are amortized over the estimated useful lives. Acquired intangible
assets with infinite useful lives are not amortized and subject to impairment test.
All significant intercompany balances and transactions have been
eliminated in consolidation. All material unrealized profit included in
assets resulting from transactions within the Group is eliminated.
66
Annual Report 2013
(b) Unification of Accounting Policies Applied to Foreign Subsidiaries for

the Consolidated Financial Statements In May 2006, the Accounting
Standards Board of Japan (ASBJ) issued ASBJ Practical Issues Task Force
(PITF) No. 18, Practical Solution on Unification of Accounting Policies
Applied to Foreign Subsidiaries for the Consolidated Financial Statements.
PITF No. 18 prescribes (1) the accounting policies and procedures
applied to a parent company and its subsidiaries for similar transactions
and events under similar circumstances should in principle be unified for
the preparation of the consolidated financial statements; (2) financial
statements prepared by foreign subsidiaries in accordance with either
IFRS or the generally accepted accounting principles in the United States
of America (U.S. GAAP) tentatively may be used for the consolidation
process; and (3) however, the following items should be adjusted in the
consolidation process so that net income is accounted for in accordance
with Japanese GAAP, unless they are not material, 1) amortization of
goodwill; 2) scheduled amortization of actuarial gain or loss of pensions
that has been directly recorded in equity; 3) expensing capitalized development costs of research and development (R&D); 4) cancellation of the
fair value model of accounting for property, plant and equipment, and
investment properties and incorporation of the cost model of accounting; and 5) exclusion of minority interests from net income, if contained
in net income.
(c) Unification of Accounting Policies Applied to Foreign Associated

Companies for the Equity Method In March 2008, the ASBJ issued
ASBJ Statement No. 16, Accounting Standard for Equity Method of
Accounting for Investments. The new standard requires adjustments to
be made to conform the associates accounting policies for similar transactions and events under similar circumstances to those of the parent
company when the associates financial statements are used in applying
the equity method, unless it is impracticable to determine adjustments.
In addition, financial statements prepared by foreign associated companies in accordance with either IFRS or U.S. GAAP tentatively may be
used in applying the equity method if the following items are adjusted
so that net income is accounted for in accordance with Japanese GAAP,
unless they are not material: 1) amortization of goodwill; 2) scheduled
amortization of actuarial gain or loss of pensions that has been directly
recorded in equity; 3) expensing capitalized development costs of R&D;
4) cancellation of the fair value model of accounting for property, plant
and equipment, and investment properties and incorporation of the cost
model of accounting; and 5) exclusion of minority interests from net
income, if contained in net income.
(d) Business Combination In October, 2003, the Business Accounting
Council (BAC) issued a Statement of Opinion, Accounting for Business
Combinations, and in December 2005, the ASBJ issued ASBJ Statement
No. 7, Accounting Standard for Business Divestitures and ASBJ Guidance
No. 10, Guidance for Accounting Standard for Business Combinations and
Business Divestitures. The accounting standard for business combinations
allows companies to apply the pooling of interests method of accounting only when certain specific criteria are met such that the business
combination is essentially regarded as a uniting of interests.
For business combinations that do not meet the uniting-of-interests
criteria, the business combination is considered to be an acquisition and
the purchase method of accounting is required. This standard also prescribes the accounting for combinations of entities under common
control and for joint ventures.
In December 2008, the ASBJ issued a revised accounting standard
for business combinations, ASBJ Statement No. 21, Accounting Standard
for Business Combinations. Major accounting changes under the revised
accounting standard are as follows:
(1) T
he revised standard requires accounting for business combinations only by the purchase method. As a result, the pooling of
interests method of accounting is no longer allowed.
(2) T
he previous accounting standard required R&D costs to be
charged to income as incurred. Under the revised standard,
in-process R&D costs acquired in a business combination are
capitalized as an intangible asset.
(3) T
he previous accounting standard provided for a bargain purchase gain (negative goodwill) to be systematically amortized
over a period not exceeding 20 years. Under the revised standard, the acquirer recognizes the bargain purchase gain in profit
or loss immediately on the acquisition date after reassessing and
confirming that all of the assets acquired and all of the liabilities
assumed have been identified after a review of the procedures
used in the purchase price allocation.
(e) Cash and Cash Equivalents Cash and cash equivalents are shortterm investments that are readily convertible into cash and that are
exposed to insignificant risk of changes in value. Cash and cash equivalents include cash on hand, deposits due from the Parent, and deposits
in banks (including time deposits). The Group utilizes the finance system
provided by the Parent, which satisfies the Groups short-term investments of cash surplus or cash demands, if any. Besides the finance
system provided by the Parent, the Group has been financed from banks
and other financial institutions by way of loan on commercial papers,
and gradually ceased the use of the finance system provided by the
Parent. See Note 15 (1). The Group considers all time deposits with an
original maturity of six months or less to be cash and cash equivalents.
Generally, such time deposits can also be withdrawn at any time without
penalty or diminution of the principal amount.
(f) Inventories Inventories are primarily stated at the lower of cost

determined by the average method or net selling value, which is defined
as the selling price, less additional estimated manufacturing costs and
estimated direct selling expenses.
(g) Short-Term Investments and Investment Securities Short-term
investments and investment securities are classified and accounted for,
depending on managements intent, as either (1) held-to-maturity debt
securities, which are expected to be held to maturity with the positive
intent and ability to hold to maturity are reported at amortized cost or
(2) available-for-sale securities, which are not classified as either trading
securities or held-to-maturity debt securities, are reported at fair value,
with unrealized gains and losses, net of applicable taxes, reported in a
separate component of equity.
Nonmarketable available-for-sale securities are stated at cost determined by the moving-average method. For other-than-temporary
declines in fair value, investment securities are reduced to net realizable
value by charging the related expense to income.
(h) Allowance for Doubtful Accounts The allowance for doubtful
accounts is stated in amounts considered to be appropriate based on the
past credit loss experience and an evaluation of potential losses in the
receivables outstanding.
(i) Property, Plant and Equipment Property, plant and equipment are
stated at cost. Depreciation of property, plant and equipment of the
Group is mainly computed using the straight-line method. The range of
useful lives is principally from five to 50 years for buildings and structures, and from two to 17 years for machinery, equipment and other.
The useful lives for lease assets, which do not transfer ownership of the
leased property to the lessee, are the terms of the respective leases.
(j) Intangible Assets Intangible assets are amortized primarily using the
straight-line method. Purchased software for internal use and software
development costs are amortized based on the straight-line method over
an estimated useful life of up to five years.
(k) Long-Lived Assets The Group reviews its long-lived assets for
impairment whenever events or changes in circumstance indicate that
the carrying amount of an asset or asset group may not be recoverable.
An impairment loss would be recognized if the carrying amount of an
asset or asset group exceeds the sum of the undiscounted future cash
flows expected to result from the continued use and eventual disposition of the asset or asset group. The impairment loss would be measured
as the amount by which the carrying amount of the asset or asset group
exceeds its recoverable amount, which is the higher of the discounted
cash flows from the continued use and eventual disposition of the asset
or the net selling price at disposition.
(l) Employee Retirement and Pension Plans The Company and certain
consolidated subsidiaries have contributory funded defined benefit
pension plans and unfunded retirement benefit plans for employees. The
amount of the retirement benefit is, in general, based on the length of
service, basic salary at the time of retirement, and cause of retirement.
The Group accounts for the liability for retirement benefit based on
projected benefit obligations and plan assets at the consolidated balance
sheet date. See Note 8.
Unrecognized prior service cost is amortized by the straight-line
method mainly over a period of 15 years, which is shorter than the
average remaining years of service of the employees.
Unrecognized actuarial differences are amortized in the years following the year in which the gain or loss is recognized by the straightline method mainly over a period of 15 years, which is shorter than the
average remaining years of service of the employees.
(m) Retirement Allowances for Directors, and Audit and Supervisory
Board Members Upon retirement, directors, and Audit and Supervisory
Board members of the Companys certain domestic subsidiaries and
directors of certain foreign subsidiaries are also qualified to receive
lump-sum payments based on each companys internal policies.
Annual Report 2013
67
Retirement allowances for directors, and Audit and Supervisory

Board members are recorded to state the liability at the amount that
would be required if all directors and Audit and Supervisory Board
members retired at each balance sheet date.
(n) Asset Retirement Obligations In March 2008, the ASBJ published
the accounting standard for asset retirement obligations, ASBJ Statement
No. 18, Accounting Standard for Asset Retirement Obligations, and ASBJ
Guidance No. 21, Guidance on Accounting Standard for Asset Retirement
Obligations. Under this accounting standard, an asset retirement obligation is defined as a legal obligation imposed either by law or contract
that results from the acquisition, construction, development, and the
normal operation of a tangible fixed asset and is associated with the
retirement of such tangible fixed asset. The asset retirement obligation is
recognized as the sum of the discounted cash flows required for the
future asset retirement and is recorded in the period in which the obligation is incurred if a reasonable estimate can be made. If a reasonable
estimate of the asset retirement obligation cannot be made in the period
the asset retirement obligation is incurred, the liability should be recognized when a reasonable estimate of the asset retirement obligation can
be made. Upon initial recognition of a liability for an asset retirement
obligation, an asset retirement cost is capitalized by increasing the carrying amount of the related fixed asset by the amount of the liability. The
asset retirement cost is subsequently allocated to expense through
depreciation over the remaining useful life of the asset. Over time, the
liability is accreted to its present value each period. Any subsequent
revisions to the timing or the amount of the original estimate of undiscounted cash flows are reflected as an increase or a decrease in the
carrying amount of the liability and the capitalized amount of the related
asset retirement cost.
(o) R&D Costs R&D costs are charged to income as incurred.
(p) Consumption Taxes Consumption taxes are excluded from the
revenue and expense accounts, which are subject to such taxes.
(q) Leases In March 2007, the ASBJ issued ASBJ Statement No. 13,
Accounting Standard for Lease Transactions, which revised the previous
accounting standard for lease transactions issued in June 1993. The
revised accounting standard for lease transactions was effective for fiscal
years, which began on or after April 1, 2008.
Under the previous accounting standard, finance leases that were
deemed to transfer ownership of the leased property to the lessee were
capitalized. However, other finance leases were permitted to be
accounted for as operating lease transactions, if certain as if capitalized
information was disclosed in the note to the lessees financial statements. The revised accounting standard requires that all finance lease
transactions be capitalized to recognize lease assets and lease obligations
on the balance sheet. In addition, the revised accounting standard
permits leases, which existed at the transition date and do not transfer
ownership of the leased property to the lessee, to continue to be
accounted for as operating lease transactions with as if capitalized
information disclosed in the notes to the lessees financial statements.
The Group applied the revised accounting standard effective for the
year ended December 31, 2009, and accounted for leases, which existed
at the transition date and do not transfer ownership of the leased property to the lessee as operating lease transactions.
(r) Income Taxes The provision for income taxes is computed based on
the pretax income included in the consolidated statements of income.
The asset and liability approach is used to recognize deferred tax assets
and liabilities for the expected future tax consequences of temporary
differences between the carrying amounts and the tax bases of assets
and liabilities. Deferred taxes are measured by applying currently
enacted tax rates to the temporary differences.
The Parent adopted the consolidated taxation system, which allows
the Parent and its wholly owned domestic subsidiaries to base corporate
tax payments on the combined profits or losses, for the year ended
December 31, 2012.
68
Annual Report 2013
Due to the issuance of the Companys common stocks and disposals of the Companys shares by the Parent during the year ended
December 31, 2013, the Company is no longer a wholly owned subsidiary of the Parent and, accordingly, the Company and its domestic consolidated subsidiaries have been withdrawn from the consolidated tax
group of the Parent.
(s) Foreign Currency Transactions All short-term and long-term monetary receivables and payables denominated in foreign currencies are
translated into Japanese yen by applying the exchange rates at the
balance sheet date. The foreign exchange gains and losses from translation are recognized in the consolidated statements of income to the
extent that they are not hedged by forward exchange contracts.
(t) Foreign Currency Consolidated Financial Statements The balance
sheet accounts of the consolidated foreign subsidiaries are translated
into Japanese yen by applying the current exchange rate as of the balance sheet date, except for equity, which is translated at the historical
rate. Differences arising from such translation are shown as Foreign
currency translation adjustments under accumulated other comprehensive income in a separate component of equity.
Revenue and expense accounts of consolidated foreign subsidiaries
are translated into Japanese yen at the average exchange rate for their
accounting periods.
(u) Derivatives and Hedge Activities The Group uses derivative financial
instruments to manage its exposures to fluctuations in foreign exchange
rates, interest rates, and commodity prices. These derivative financial
instruments are utilized by the Group to reduce volatility risks of foreign
currency exchange rates, interest rates, and commodity prices. The Group
does not enter into derivatives for trading or speculative purposes.
Derivative financial instruments and foreign currency transactions
are classified and accounted for as follows: 1) all derivatives are recognized as either assets or liabilities and measured at fair value, and gains or
losses on derivative transactions are recognized in the consolidated
statement of income and 2) for derivatives used for hedging purposes, if
derivatives qualify for hedge accounting because of high correlation and
effectiveness between the hedging instruments and the hedged items,
gains, or losses on derivatives are deferred until maturity of the hedged
transactions. The foreign currency forward contracts and foreign currency
option contracts employed to hedge foreign exchange exposures for
import purchases, and forward contracts applied for forecasted (or committed) transactions are measured at fair value, but the unrealized gains/
losses are deferred until the underlying transactions are completed.
Trade and other payables denominated in foreign currencies, for
which foreign currency forward contracts are used to hedge the foreign
currency fluctuations, are translated at the contracted rate, if the forward
contracts qualify for hedge accounting.
Interest rate and currency swaps, which qualify for hedge accounting
and meet specific matching criteria, are not remeasured at market value,
but the differential paid or received under the swap agreements is recognized and included in interest expense or income, and hedged items
denominated in a foreign currency are translated at the contracted rates.
Commodity swap contracts, which qualify for hedge accounting,
are measured at market value at the balance sheet date, and any unrealized gains or losses are deferred until maturity as deferred gains (losses)
under hedge accounting in a separate component of equity.
(v) Per Share Information Basic net income per share (EPS) is computed
by dividing net income available to common shareholders by the
weighted-average number of common shares outstanding for the period.
Cash dividends per share presented in the accompanying consolidated statements of income represent dividends applicable to the
respective year, including dividends to be paid after the end of the year.
(w) Accounting Changes and Error Corrections In December 2009, the
ASBJ issued ASBJ Statement No. 24, Accounting Standard for Accounting
Changes and Error Corrections and ASBJ Guidance No. 24, Guidance on
Accounting Standard for Accounting Changes and Error Corrections.
Accounting treatments under this standard and guidance are as follows:

(1) Changes in Accounting Policies
When a new accounting policy is applied with a revision of
accounting standards, the new policy is applied retrospectively,
unless the revised accounting standards include specific transitional
provisions. When the revised accounting standards include specific
transitional provisions, an entity shall comply with the specific
transitional provisions.
(2) Changes in Presentation
When the presentation of consolidated financial statements is
changed, prior-period consolidated financial statements are reclassified in accordance with the new presentation.
(3) Changes in Accounting Estimates
A change in an accounting estimate is accounted for in the period
of the change if the change affects that period only and is
accounted for prospectively if the change affects both the period of
the change and future periods.
(4) Corrections of Prior-Period Errors
When an error in prior-period consolidated financial statements is
discovered, those prior-period consolidated financial statements
are restated.
(x) New Accounting Pronouncements
Accounting Standard for Retirement Benefits On May 17, 2012, the
ASBJ issued ASBJ Statement No. 26, Accounting Standard for Retirement
Benefits and ASBJ Guidance No. 25, Guidance on Accounting Standard
for Retirement Benefits, which replaced the Accounting Standard for
Retirement Benefits that had been issued by the Business Accounting
Council in 1998 with an effective date of April 1, 2000, and the other
related practical guidance, and followed by partial amendments from
time to time through 2009.
Major changes are as follows:
(1) Treatment in the balance sheet
Under the current requirements, actuarial gains and losses and past
service costs that are yet to be recognized in profit or loss are not
recognized in the balance sheet, and the difference between retirement benefit obligations and plan assets (hereinafter, deficit or
surplus), adjusted by such unrecognized amounts, is recognized as
a liability or asset.
Under the revised accounting standard, actuarial gains and
losses and past service costs that are yet to be recognized in profit
or loss shall be recognized within equity (accumulated other comprehensive income), after adjusting for tax effects, and any resulting
deficit or surplus shall be recognized as a liability (liability for retirement benefits) or asset (asset for retirement benefits).
(2) Treatment in the statement of income and the statement of
comprehensive income
The revised accounting standard does not change how to recognize
actuarial gains and losses and past service costs in profit or loss.
Those amounts would be recognized in profit or loss over a certain
period no longer than the expected average remaining working
lives of the employees. However, actuarial gains and losses and past
service costs that arose in the current period and have not yet been
recognized in profit or loss shall be included in other comprehensive income and actuarial gains and losses and past service costs
that were recognized in other comprehensive income in prior
periods and then recognized in profit or loss in the current period
shall be treated as reclassification adjustments.
(3) Amendments relating to the method of attributing expected
benefit to periods and relating to the discount rate and expected
future salary increases
The revised accounting standard also made certain amendments
relating to the method of attributing expected benefit to periods and
relating to the discount rate and expected future salary increases.
This accounting standard and the guidance for (1) and (2) above are
effective for the end of annual periods beginning on or after April 1,
2013, and for (3) above are effective for the beginning of annual periods
beginning on or after April 1, 2014, or for the beginning of annual periods beginning on or after April 1, 2015, subject to certain disclosure in
March 2015, both with earlier application being permitted from the
beginning of annual periods beginning on or after April 1, 2013. However, no retrospective application of this accounting standard to consolidated financial statements in prior periods is required.
The Group expects to apply the revised accounting standard for (1)
and (2) above from the end of the annual period beginning on January 1,
2014, and for (3) above from the beginning of the annual period beginning on January 1, 2015, and is in the process of measuring the effects of
applying the revised accounting standard in future applicable periods.
Accounting Standards for Business Combinations and Consolidated
Financial Statements On September 13, 2013, the ASBJ issued revised
ASBJ Statement No. 21, Accounting Standard for Business Combinations,
revised ASBJ Guidance No. 10, Guidance on Accounting Standards for
Business Combinations and Business Divestitures, and revised ASBJ Statement No. 22, Accounting Standard for Consolidated Financial Statements.
Major accounting changes are as follows:
(1) Transactions with noncontrolling interest
Under the current requirements, any difference between the fair
value of the consideration received or paid and the amount by
which the minority interest is adjusted, is accounted for as an
adjustment of goodwill or as profit or loss in the consolidated statement of income, if the parent purchases or sells ownership interests
in its subsidiary and retains control over its subsidiary. Under the
revised requirement, such difference shall be accounted for as capital surplus as long as the parent retains control over its subsidiary.
(2) Acquisition-related costs
Under the current requirements, acquisition-related costs, such as
advisory fees or professional fees, are included in the acquisition
costs of the investment. Under the revised requirements,
acquisition-related costs shall be accounted for as expenses in the
periods in which the costs are incurred.
(3) Provisional accounting treatments for a business combination
If the initial accounting for a business combination is incomplete by
the end of the reporting period in which the business combination
occurs, an acquirer shall report in its financial statements provisioned amounts for the items for which the accounting is incomplete. Under the current accounting standard guidance, the
adjustments to provisional amounts recorded in a business combination are recognized as profit or loss in the year in which the
measurement is completed. Under the revised accounting standard
guidance, during the measurement period, which shall not exceed
one year from the acquisition, the acquirer shall retrospectively
adjust the provisional amounts recognized at the acquisition date
to reflect new information obtained about facts and circumstances
that existed as of the acquisition date and that would have affected
the measurement of the amounts recognized as of that date. Such
adjustments shall be recognized as if the accounting for the business combination had been completed at the acquisition date.
(4) Presentation of the consolidated balance sheet
In the consolidated balance sheet, minority interest under the
current requirements will be changed to noncontrolling interest
under the revised requirements.
(5) Presentation of the consolidated statement of income
In the consolidated statement of income, income before minority
interest under the current requirements will be changed to net
income under the revised requirements, and net income under
the current requirements will be changed to net income attributable to owners of the parent under the revised requirements.
Annual Report 2013
69
These requirements for transactions with noncontrolling interest,

acquisition-related costs and presentation changes in the consolidated financial statements are effective for the beginning of annual
periods beginning on or after April 1, 2015. Earlier application is permitted in case of simultaneous application of these requirements from the
beginning of annual periods beginning on or after April 1, 2014, except
for the presentation changes in the consolidated financial statements.
Either retrospective or prospective application of the revised requirements for transactions with noncontrolling interest and acquisitionrelated costs is permitted. The changes in presentation shall be applied
to all periods presented in financial statements containing the first-time
application of the revised standards and guidance.
The revised requirements for provisional accounting treatments for

a business combination is effective for a business combination on or
after the beginning of annual periods beginning on or after April 1, 2015.
Earlier application is permitted for a business combination on or after the
beginning of annual periods beginning on or after April 1, 2014.
The Group expects to apply the revised requirements from the
beginning of the annual period beginning on January 1, 2016, and is in
the process of measuring the effects of applying the revised requirements in future applicable periods.
4. Short-term Investments and Investment Securities

Short-term investments and investment securities as of December 31, 2012 and 2013, consisted of the following:
Short-term investments:
Time deposits
Investment securities:
Equity securities
2013
2013
19
$180
7,535
8,816
$83,651
Millions of yen
2012
The purchase price of the business totaled 220,098 million

($2,088,414 thousand). Based on preliminary valuation assessments, the
Company initially recorded goodwill of 9,482 million ($89,971 thousand),
current assets of 8,585 million ($81,459 thousand), and noncurrent assets
of 202,837 million ($1,924,632 thousand), including trademarks of
178,104 million ($1,689,952 thousand) and customer relationships of
10,773 million ($102,220 thousand). The allocation of the purchase price
is subject to adjustment during the one-year measurement period.
Goodwill will be amortized over 20 years by the straight-line
method starting from the year ending December 31, 2014. Trademarks
are deemed to have infinite life due to their nature whereas the customer relationships were deemed to be amortized over 24 years.
Assets acquired and cash used for the acquisition in 2013 were as follows:
Millions of yen
Current assets
Noncurrent assets including trademarks and other intangibles
Goodwill
Total acquisition costs
Cash used for acquisition
2012
The costs and aggregate fair values of marketable securities included in short-term investments and investment securities as of December 31, 2012
and 2013, were as follows:
3. Business Combination
Acquisition of Lucozade and Ribena Business from GlaxoSmithKline plc
On December 31, 2013, the Group acquired two non-alcoholic beverage brands of the United Kingdom (U.K.), Lucozade and Ribena,
and related assets from GlaxoSmithKline plc (GSK).
Through the acquisition, the Group aims to achieve further expansion of its non-alcoholic beverage business in Europe and also enhance
its corporate value by obtaining such two brands with large market share
centered on the beverage market in the U.K. and a core business with
historical and iconic value based in the U.K. Furthermore, by taking over
the worldwide distribution rights of those brands held by GSK, the Group
aims to obtain a new business basis in emerging countries and other
areas, and also to expand sales of the Groups own brands in such areas.
Thousands of
U.S. dollars
Millions of yen
8,585
202,837
8,676
220,098
220,098
Thousands of
U.S. dollars
$81,459
1,924,632
82,323
2,088,414
$2,088,414
Acquisition Cost
Available-for-sale securities:
Carrying amounts exceeding their acquisition cost:
Equity securities
Acquisition costs exceeding their carrying amounts:
Equity securities
Total
Carrying Amounts
2013
Unrealized Gain
(Loss)
Acquisition Cost
Carrying Amounts
Unrealized Gain
(Loss)
879
1,596
717
1,479
2,957
1,478
279
1,158
232
1,828
(47)
670
109
1,588
85
3,042
(24)
1,454
Thousands of U.S. dollars

2013
Acquisition Cost
Available-for-sale securities:
Carrying amounts exceeding their acquisition cost:
Equity securities
Acquisition costs exceeding their carrying amounts:
Equity securities
Total
Carrying Amounts
Unrealized Gain
(Loss)
$14,034
$28,058
$14,024
1,034
$15,068
806
$28,864
(228)
$13,796
Available-for-sale securities whose fair value is not readily determinable as of December 31, 2012 and 2013, were as follows:
Carrying Amounts
Thousands of
U.S. dollars
Millions of yen
Available-for-sale:
Equity securities
2012
2013
2013
5,707
5,774
$54,787
Goodwill in the above table is the amount converted from the local currency (GBP) to Japanese yen at the spot rate of the transaction date.
Acquisition of PEPSICO INTERNATIONAL VIETNAM COMPANY
During the year ended December 31, 2013, the Group acquired 51% of the shares of PEPSICO INTERNATIONAL VIETNAM COMPANY. Assets and
liabilities of the company and net cash used for the acquisition were as follows:
Millions of yen
Current assets
Noncurrent assets
Goodwill
Current liabilities
Noncurrent liabilities
Minority interests
Total acquisition costs
Cash and cash equivalents
Net acquisition costs
Net cash used for acquisition
11,208
27,775
2,937
(8,111)
(3,414)
(13,454)
16,941
(4,731)
12,210
12,210
Thousands of
U.S. dollars
$106,348
263,545
27,868
(76,962)
(32,394)
(127,659)
160,746
(44,890)
115,855
$115,855
Sales of securities classified as available-for-sale securities for the years ended December 31, 2012 and 2013, were as follows:
2012
Amount sold
Total gain on sale
Total loss on sale
2013
2
1
(0)
$19
9
(0)
Inventories as of December 31, 2012 and 2013, consisted of the following:

Thousands of
U.S. dollars
Millions of yen
2012
Annual Report 2013
2013
58
18
5. Inventories
Finished products
Work in process
Raw materials and supplies
Total
70
Thousands of
U.S. dollars
Millions of yen
27,732
2,403
14,621
44,756
2013
2013
40,141
2,991
24,523
67,655
$380,881
28,380
232,688
$641,949
Annual Report 2013
71
6. Long-Lived Assets
8. Retirement and Pension Plans
The Group reviewed its long-lived assets for impairment at year-end and, as a result, recognized impairment losses of 1,176 million ($11,159 thousand)
for the year ended December 31, 2013, to adjust the carrying amounts of the relevant assets or asset groups to recoverable amounts. The recoverable
amounts of these assets or asset groups were the higher of the discounted cash flows from the continued use and eventual disposition of the assets or
the net selling price at disposition. The discount rate mainly used for computation of present values of future cash flows was 11.4% for the year ended
December 31, 2013. The details were as follows:
The Company and certain consolidated subsidiaries have severance

payment plans for employees. Under most circumstances, employees
terminating their employment are entitled to retirement benefits determined based on the rate of pay at the time of termination, years of
service and certain other factors. Such retirement benefits are made in
the form of a lump-sum severance payment from the Company or from
certain consolidated subsidiaries and annuity payments from a trustee.
Employees are entitled to larger payments if the termination is involuntary, by retirement at the mandatory retirement age, by death, or by
2013
Location
Overseas:
Spain, and other two locations
Japan:
Inagi City in Tokyo, and another location
Use
Type
Idle assets and Business property
Buildings and structures, etc.
Idle assets
Buildings and structures, etc.
voluntary retirement at certain specific ages prior to the mandatory

retirement age.
The Company and certain consolidated subsidiaries have contributory funded defined benefit pension plans and unfunded retirement
benefit plans for employees. Some of the employees of the Group were
transferred from the Parent, and are under coverage of the Parents
retirement and pension plans. Hence, the Company reimburses the
amount of retirement benefit costs associated with those employees.
The liability for employees retirement benefits as of December 31, 2012 and 2013, consisted of the following:
Thousands of
U.S. dollars
Millions of yen
2012
Projected benefit obligation

Fair value of plan assets
Unfunded retirement benefit obligation
Unrecognized actuarial loss
Unrecognized prior service cost
Net liability
7. Short-term Borrowings and Long-term Debt

Short-term borrowings as of December 31, 2012 and 2013, consisted of the following:
Millions of yen
Short-term loans, principally from the Parent and banks, weighted-average rate of 0.95%
as of December 31, 2012 and 1.08% as of December 31, 2013
Commercial papers, weighted-average rate of 0.08% as of December 31, 2013
Short-term borrowings
2013
2013
286,736
286,736
106,901
16,000
122,901
$1,014,337
151,817
$1,166,154
Long-term debt as of December 31, 2012 and 2013, consisted of the following:
2012
Loans, from banks and other financial institutions, due through 2021, rates ranging from 0.49% to 15.25%:
Unsecured
Obligations under finance leases
Total
Less current portion
Long-term debt less current portion
54,962
4,891
59,853
26,123
33,730
Thousands of
U.S. dollars
2013
2013
179,218
4,193
183,411
51,304
132,107
$1,700,522
39,785
1,740,307
486,801
$1,253,506
2014
2015
2016
2017
2018 and thereafter
Total
Millions of yen
49,872
9,304
88,788
9,812
21,442
179,218
$(226,075)
161,827
(64,248)
14,072
(9,792)
$(59,968)
The components of net periodic benefit costs for the years ended December 31, 2012 and 2013, were as follows:
Service cost
Interest cost
Expected return on plan assets
Amortization of actuarial loss
Amortization of prior service cost
Net periodic benefit costs
Contributions to the defined contribution pension plan
Total
2012
2013
2013
943
281
(262)
300
(368)
894
788
1,682
1,234
361
(374)
151
(145)
1,227
916
2,143
$11,709
3,425
(3,549)
1,433
(1,376)
11,642
8,692
$20,334
Reimbursement cost as to the Companys employees temporarily transferred from the Parent are included in the service costs above.
Assumptions used for the years ended December 31, 2012 and 2013, are set forth as follows:
2012
Thousands of
U.S. dollars
$473,214
88,281
842,471
93,102
203,454
$1,700,522
Thousands of
U.S. dollars
Millions of yen
Annual maturities of long-term loans from banks and other financial institutions, as of December 31, 2013, were as follows:
Years Ending December 31
2013
(23,826)
17,055
(6,771)
1,483
(1,032)
(6,320)
Thousands of
U.S. dollars
2012
Millions of yen
2013
(18,492)
11,300
(7,192)
3,211
(2,834)
(6,815)
Discount rate
Expected return on assets
Amortization period of prior service cost
Recognition period of actuarial loss
Mainly
Mainly
Mainly
Mainly
2.0%
3.0%
15 years
15 years
2013
Mainly
Mainly
Mainly
Mainly
1.7%
2.5%
15 years
15 years
The carrying amounts of assets pledged as collateral for long-term bank loans of 1,688 million ($16,017 thousand) as of December 31, 2013, were
as follows:
Millions of yen
Buildings and structures net of accumulated depreciation

Land
Total
72
Annual Report 2013
1,535
4,768
6,303
Thousands of
U.S. dollars
$14,565
45,241
$59,806
Annual Report 2013
73
9. Equity
(a) The Companies Act of Japan
Japanese companies are subject to the Companies Act of Japan (the
Companies Act). The significant provisions in the Companies Act that
affect financial and accounting matters are summarized below:
10. Income Taxes

common stock, legal reserve, additional paid-in capital, other capital
surplus, and retained earnings can be transferred among the accounts
under certain conditions upon resolution of the shareholders.
The Company and its domestic subsidiaries are subject to Japanese national and local income taxes, which, in the aggregate, resulted in a normal effective statutory tax rate of approximately 40.7% for the year ended December 31, 2012 and 38.0% for the year ended December 31, 2013.
The tax effects of significant temporary differences and tax loss carryforwards, which resulted in deferred tax assets and liabilities as of December
31, 2012 and 2013, were as follows:
(3) Treasury stock and treasury stock acquisition rights

(1) Dividends
Under the Companies Act, companies can pay dividends at any time
during the fiscal year in addition to the year-end dividend upon resolution at the shareholders meeting. For companies that meet certain
criteria, such as (1) having a Board of Directors, (2) having independent
auditors, (3) having an Audit and Supervisory Board, and (4) the term of
service of the directors is prescribed as one year rather than two years of
normal term by its articles of incorporation, the Board of Directors may
declare dividends (except for dividends in kind) at any time during the
fiscal year if the company has prescribed so in its articles of incorporation.
Semiannual interim dividends may also be paid once a year upon
resolution by the Board of Directors if the articles of incorporation of the
company so stipulate. The Companies Act provides certain limitations on
the amounts available for dividends or the purchase of treasury stock.
The limitation is defined as the amount available for distribution to the
shareholders, but the amount of net assets after dividends must be
maintained at no less than 3 million.
(2) Increases/decreases and transfer of common stock, reserve,

and surplus
The Companies Act requires that an amount equal to 10% of dividends
must be appropriated as a legal reserve (a component of retained earnings) or as additional paid-in capital (a component of capital surplus)
depending on the equity account charged upon the payment of such
dividends until the aggregate amount of legal reserve and additional
paid-in capital equals 25% of the common stock. Under the Companies
Act, the total amount of additional paid-in capital and legal reserve may
be reversed without limitation. The Companies Act also provides that
The Companies Act also provides for companies to purchase treasury

stock and dispose of such treasury stock by resolution of the Board of
Directors. The amount of treasury stock purchased cannot exceed the
amount available for distribution to the shareholders, which is determined by a specific formula. Under the Companies Act, stock acquisition
rights are presented as a separate component of equity. The Companies
Act also provides that companies can purchase both treasury stock
acquisition rights and treasury stock. Such treasury stock acquisition
rights are presented as a separate component of equity or deducted
directly from stock acquisition rights.
(b) Stock split

To improve the liquidity of the Companys stocks, the Company executed a
stock split with a ratio of 500 shares per share on April 16, 2013 in accordance with the resolution of Board of Directors meeting held on March
11, 2013. EPSs and dividends were calculated as if the stock split had taken
place at the beginning of the fiscal year ended December 31, 2012.
Thousands of
U.S. dollars
Millions of yen
2012
Deferred tax assets:

Tax loss carryforwards
Accrued expenses
Unrealized profit
Investments in subsidiaries
Pension liabilities
Other
Total gross deferred tax assets
Valuation allowance
Net deferred tax assets
Deferred tax liabilities:
Intangible assets
Investments in subsidiaries
Property, plant and equipment
Reserves for advanced depreciation of noncurrent assets
Other
Total deferred tax liabilities
Net deferred tax liabilities
2013
2013
7,626
4,114
3,223
2,723
1,817
4,676
24,179
(6,214)
17,965
7,690
5,985
3,629
2,937
1,834
6,134
28,209
(7,467)
20,742
$72,967
56,789
34,434
27,868
17,402
58,203
267,663
(70,851)
196,812
(24,668)
(19,811)
(2,022)
(1,563)
(3,403)
(51,467)
(33,502)
(37,726)
(21,691)
(2,254)
(1,508)
(2,560)
(65,739)
(44,997)
(357,966)
(205,816)
(21,387)
(14,309)
(24,291)
(623,769)
$(426,957)
(c) The initial public offering

The Companys shares were initially listed on the Tokyo Stock Exchange
on July 3, 2013. Upon the listing, the Company issued 93,000,000 new
shares (33,500,000 shares were issued in domestic market and
59,500,000 shares were issued in overseas market) by public offering
with the offer price of 3,100 ($29.41) per share. The total amount of
288,300 million ($2,735,553 thousand) payment was completed on
July 2, 2013. The Company received net proceeds of 276,768 million
($2,626,132 thousand) with the purchase price of 2,976 ($28.24) per
share after deducting underwriting commissions.
Reconciliation between the normal effective statutory tax rate and the actual effective tax rate reflected in the accompanying consolidated statements of income for the years ended December 31, 2012 and 2013, were as follows:
Normal effective statutory tax rate
Income not taxable for income tax purposes
Differences in tax rate of overseas consolidated subsidiaries
Accumulated earnings tax
Other net
Actual effective tax rate
2012
2013
40.7%
(3.9)
(6.9)
13.0
7.1
0.2
50.2%
38.0%
(3.8)
(1.9)
12.3
(2.9)
41.7%
The accumulated earnings tax was imposed due to the first-time adoption of the consolidation tax system by the Parent as of December 31, 2012.
The payment of the tax was exempted from the Parent and such amount was included as a gain in the consolidated statement of income for the year
ended December 31, 2012.
11. R&D Costs

R&D costs charged to income were 6,292 million and 6,856 million ($65,054 thousand) for the years ended December 31, 2012 and 2013, respectively.
12. Amortization of Goodwill

Amortization of goodwill were 19,666 million and 23,211 million ($220,239 thousand) for the years ended December 31, 2012 and 2013, respectively.
13. Advertising Costs

Advertising costs were 35,620 million and 44,374 million ($421,046 thousand) for the years ended December 31, 2012 and 2013, respectively.
74
Annual Report 2013
Annual Report 2013
75
14. Lease Transactions

As Lessee
The Group leases certain machinery, computer equipment, office space,
and other assets. Total rental expenses, including lease payments under
finance leases for the years ended December 31, 2012 and 2013,
amounted to 6,491 million and 6,894 million ($65,414 thousand),
respectively.
Pro Forma Information of Leased Property Whose Lease Inception Was
Before December 31, 2008
ASBJ Statement No. 13 requires that all finance lease transactions be
capitalized to recognize lease assets and lease obligations in the consolidated balance sheet. However, ASBJ Statement No. 13 permits leases
15. Financial Instruments And Related Disclosures

without ownership transfer of the leased property to the lessee whose
lease inception was before March 31, 2008, to be accounted for as
operating lease transactions if certain as if capitalized information is
disclosed in the note to the consolidated financial statements. The
Group applied ASBJ Statement No. 13 effective January 1, 2009, and
accounted for such leases as operating lease transactions. Pro forma
information of leased property whose lease inception was before
December 31, 2008, such as acquisition cost, accumulated depreciation,
accumulated impairment loss, obligations under finance leases, depreciation expense, interest expense, and other information of finance
leases that do not transfer ownership of the leased property to the
lessee on an as if capitalized basis, were as follows:
Millions of yen
Acquisition cost
Net leased property
Machinery and
Equipment
786
(522)
264
11,945
(6,064)
5,881
Others
733
(642)
91
Total
13,464
(7,228)
6,236
Millions of yen
2013
Acquisition cost
Net leased property
Buildings and
Structures
Machinery and
Equipment
186
(127)
59
9,619
(5,116)
4,503
Others
109
(100)
9
Total
9,914
(5,343)
4,571

2013
Acquisition cost
Net leased property
Buildings and
Structures
Machinery and
Equipment
$1,765
(1,205)
$560
$91,271
(48,544)
$42,727
Others
$1,034
(949)
$85
Total
$94,070
(50,698)
$43,372
Obligations under finance leases:

Millions of yen
Due within one year

Due after one year
Total
Thousands of
U.S. dollars
2012
2013
2013
1,175
5,126
6,301
813
3,797
4,610
$7,714
36,028
$43,742
Depreciation expense and interest expense for finance leases as of December 31, 2012 and 2013, were as follows:
Millions of yen
Depreciation expense
Interest expense
The Group utilizes the finance system provided by the Parent. The
finance system satisfies the Groups short-term cash demands and
investments of cash surplus, if any. Besides the finance system provided
by the Parent, the Group has been financed by banks and other financial
institutions by way of loan or commercial papers, and gradually ceased
the use of the Parents finance system. The Group sometimes invests
cash surpluses in low-risk financial instruments, but does not invest for
trading or speculative purposes. The Group takes long-term bank loans
to satisfy its long-term cash demands. Derivatives are used not for trading or speculative purposes but to manage exposure to financial risks as
described in (2) below.
(2) Nature and extent of risks arising from financial instruments
2012
Buildings and
Structures
(1) Group policy for financial instruments
Thousands of
U.S. dollars
2012
2013
2013
1,224
96
1,099
58
$10,428
550
Receivables, such as trade notes and trade accounts, are exposed to

customer credit risk. Marketable and investment securities, mainly
equity instruments of unconsolidated subsidiaries and affiliates or customers and suppliers of the Group, are exposed to the risk of market
price fluctuations.
Payment terms of payables, such as trade notes and trade accounts,
are less than one year and exposed to liquidity risk. Bank loans are used
to fund the Groups ongoing operations or investments. A part of such
debts is exposed to market risks from changes in variable interest rates
or from fluctuation in foreign currency exchange rates.
Derivatives are used to manage exposure to risks from changes in
foreign currency exchange rates or changes in market price fluctuations
of goods, payables derived from the Groups normal business such as
purchases of raw or packaging materials, and imports of goods; risks
from changes in foreign currency exchange rates of capital transactions
denominated in foreign currencies and dividends receivable; and risks
from changes in variable interest rates and foreign exchange rates of
bank loans. The Group does not enter into derivatives for trading or
speculative purposes. Please see Note 16 for more detail about
derivatives.
Market Risk Management (foreign exchange risk, interest rate risk,

and commodity price risk)
Forward foreign currency contracts, foreign currency swaps, and foreign
currency options are employed to hedge foreign exchange exposures of
trade receivables and payables denominated in foreign currencies.
Interest rate swaps and interest rate and currency swaps are used to
manage exposure to market risks from changes in interest rates.
Commodity price swap contracts are used to hedge risks from
fluctuations in raw material prices.
Investment securities are managed by monitoring market values
and financial position of issuers on a regular basis. In addition, the Group
periodically reviews its portfolio considering relationships with its customers and suppliers, except for held-to-maturity securities.
The Group executes derivative transactions based on internal
guidelines, which prescribe the counterparties and the quantity and
profit/loss limit for each transaction. Each transaction is approved by
management before and after the executions. The Group also reviews
consolidated subsidiaries derivative transactions based on the internal
guidelines reports from those subsidiaries after the execution of the
transaction. The Group has established segregation of duties in the
Group by separating execution of derivative transactions from back
office that performs reconciliations and risk evaluations. Finance and
other related departments comprehensively review the balance and risk
status of the transactions, including consolidated subsidiaries.
Liquidity Risk Management
Liquidity risk comprises the risk that the Group cannot meet its contractual obligations in full on maturity dates. The Group manages its liquidity
risk by adequate financial planning.
(4) Fair values of financial instruments

Fair values of financial instruments are based on quoted price in active
markets. If quoted price is not available, other rational valuation techniques are used instead. Also, please see Note 16 for details of fair value
for derivatives.
(3) Risk management for financial instruments

Credit Risk Management
Credit risk is the risk of economic loss arising from the counterpartys
failure to repay or service debt according to the contractual terms. The
Group manages its credit risk from receivables on the basis of internal
guidelines, which include the monitoring of payment terms and balances
of major customers by each business administration department to
identify the default risk of customers in the early stages. With respect to
financial investments and derivatives, the Group manages its exposure to
credit risk by limiting its counterparties to high credit rating financial
institutions. Please see Note 16 for the detail about derivatives.
Depreciation expense and interest expense, which are not reflected in the accompanying consolidated statements of income, are computed by the
straight-line method and the effective interest method, respectively.
Minimum rental commitments under noncancelable operating leases as of December 31, 2012 and 2013, were as follows:
Millions of yen
2012
Due within one year

Due after one year
Total
76
Annual Report 2013
4,431
15,752
20,183
2013
7,133
22,913
30,046
Thousands of
U.S. dollars
2013
$67,682
217,411
$285,093
Annual Report 2013
77
(a) Fair value of financial instruments
(b) F
inancial instruments whose fair value cannot be reliably determined
Millions of yen
December 31, 2012
Carrying Amount
Fair Value
Carrying Amounts
Unrealized Loss

Notes and accounts receivable trade
Notes and accounts receivable other
Investment securities
Total
26,061
113,710
13,019
1,828
154,618
26,061
113,710
13,019
1,828
154,618
Current portion of long-term debt
Notes and accounts payable trade
Notes and accounts payable other
Consumption taxes payable
Accrued income taxes
Accrued expenses
Long-term debt
Total
286,736
26,123
94,089
76,569
3,247
5,103
36,459
33,730
562,056
286,736
26,802
94,089
76,569
3,247
5,103
36,459
35,356
564,361

(679)
(1,626)
(2,305)
Investments in unconsolidated subsidiaries and affiliates

Investments in equity instruments that do not have a quoted market price in an active market
Carrying Amount
Fair Value
45,851
125,412
17,532
3,042
191,837
Accrued expenses
Long-term debt
Total
122,901
51,304
100,423
90,190
3,559
11,227
46,439
132,107
558,150
122,901
52,338
100,423
90,190
3,559
11,227
46,439
134,226
561,303

(1,034)
(2,119)
(3,153)
Fair Value

Total
$435,060
1,189,980
166,354
28,864
$1,820,258
$435,060
1,189,980
166,354
28,864
$1,820,258
$
$
Accrued expenses
Long-term debt
Total
$1,166,154
486,801
952,870
855,774
33,770
106,528
440,640
1,253,506
$5,296,043
$1,166,154
496,613
952,870
855,774
33,770
106,528
440,640
1,273,612
$5,325,961
$
(9,812)
(20,106)
$(29,918)
78
Annual Report 2013
$85,435
54,787
December 31, 2012
Due in One
Year or Less

Notes and accounts receivable Trade
Notes and accounts receivable Other
Total
26,061
113,710
13,019
152,790
Due after One

Year through
Five Years
Due after Five

Years through
10 Years
Due after
10 Years
December 31, 2013
Due in One
Year or Less

Total
45,851
125,412
17,532
188,795
Due after One

Year through
Five Years
Due after Five

Years through
10 Years
Due after
10 Years
December 31, 2013

Total
Due in One
Year or Less
Due after One

Year through
Five Years
$435,060
1,189,980
166,354
$1,791,394
Due after Five

Years through
10 Years
Due after
10 Years
Please see Note 7 for annual maturities of long-term debt and Note 14 for obligations under finance leases.

Carrying Amount
The fair values of investment securities are measured at the quoted
market price of the stock exchange for equity instruments and at the
2013
9,004
5,774
Millions of yen
45,851
125,412
17,532
3,042
191,837
Cash and cash equivalents, receivables and payables, short-term borrowings,

consumption taxes payable, accrued expenses, and accrued income taxes
The carrying values of cash and cash equivalents, receivables and payables, short-term borrowings, consumption taxes payable, accrued
expenses, and accrued income taxes approximate fair value because of
their short maturities.
2013
8,247
5,707
Millions of yen
Unrealized Loss

Total
December 31, 2013
2012
(5) Maturity analysis for financial assets and securities with contractual maturities
Millions of yen
December 31, 2013
Thousands of
U.S. dollars
Millions of yen
Unrealized Loss
16. Derivatives and Hedging Activities

Derivative financial instruments are utilized by the Group principally to
reduce interest rate and foreign exchange rate risks. The Group has
established internal policies, which include procedures for risk assessment, for the approval, reporting, and monitoring of transactions involving derivative financial instruments. The Group policies state that the
Group is not to hold or issue derivative financial instruments for trading
or speculative purposes.
The Group is exposed to certain market risks arising from its forward exchange contracts, swap agreements, currency option contracts,
and commodity price swap contracts. The Group is also exposed to the
risk of credit loss in the event of nonperformance by the counterparties
to the currency, interest, and commodity price contract; however, the
Group does not anticipate nonperformance by any of these counterparties, all of whom are financial institutions with high credit ratings.
quoted price obtained from the financial institution for certain debt
instruments. Information on the fair value for investment securities by
classification is included in Note 4.
Long-term debt
The fair value of long-term debt is determined by discounting the cash
flows related to the debt at the Groups assumed corporate borrowing rate.
Derivatives
Information on the fair value for derivatives is included in Note 16.
Annual Report 2013
79
(a) Derivative transactions to which hedge accounting is not applied

(1) Foreign currency-related derivatives
(b) Derivative transactions to which hedge accounting is applied

(1) Foreign currency-related derivatives
Millions of yen
December 31, 2012
Forward exchange contracts to:

Buy:
USD
EUR
SGD
THB
Other
Sell:
HKD
Other
Currency swaps:
EUR payment, USD receipt
GBP payment, EUR receipt
Contract
Amount
Contract
Amount Due
after One Year
Millions of yen
Fair Value
(36)
9
6
(2)
(0)
Unrealized
(Loss) Gain
4,758
238
1,140
470
155
(36)
9
6
(2)
(0)
414
8
11
0
11
0
190
112
(0)
(0)
(0)
(0)
Millions of yen
December 31, 2013

Buy:
USD
EUR
SGD
THB
Other
Sell:
GBP
USD
THB
Other
Contract
Amount
Contract
Amount Due
after One Year
Fair Value
Unrealized
(Loss) Gain
5,228
186
2,666
132
112
77
12
(47)
(2)
(4)
77
12
(47)
(2)
(4)
102,068
68
618
10
(4,102)
0
19
(0)
(4,102)
0
19
(0)
December 31, 2012

Buy:
USD
EUR
Sell:
AUD
Currency swaps:
EUR payment, USD receipt
GBP payment, EUR receipt
Currency options:
Call options, purchased:
USD
Premium
EUR
Premium
Hedged Item
Payable and other

Payable
December 31, 2013

Buy:
USD
EUR
SGD
THB
Other
Sell:
GBP
USD
THB
Other
Contract
Amount
Fair Value
Annual Report 2013
Fair Value
476
24
Receivable
3,025
(14)
Payable
Receivable
190
112
(4)
(2)
4,416
(75)
309
(10)
Payable
Payable
265
25
Millions of yen
December 31, 2013

Buy:
USD
EUR
Sell:
GBP
AUD
Currency options:
USD
Premium
Hedged Item
Payable
Payable
Contract Amount
Contract Amount
Due after One Year
Fair Value
5,932
873
73
63
Receivable
Receivable
981
2,308
(1)
135
Payable
1,551
(15)
24

Unrealized
(Loss) Gain
$49,606
1,765
25,297
1,252
1,063
$731
114
(446)
(19)
(38)
$731
114
(446)
(19)
(38)
968,479
645
5,864
95
(38,922)
0
180
(0)
(38,922)
0
180
(0)
The fair value of derivative transactions is measured at the quoted price obtained from the financial institutions.
The contract or notional amounts of derivatives, which are shown in the above table, do not represent the amounts exchanged by the parties and
do not measure the Groups exposure to credit or market risk.
80
Contract Amount
Due after One Year
11,924
572

Contract
Amount Due
after One Year
Contract Amount
December 31, 2013

Buy:
USD
EUR
Sell:
GBP
AUD
Currency options:
USD
Premium
Hedged Item
Payable
Payable
Contract Amount
Contract Amount
Due after One Year
Fair Value
$56,286
8,284
$693
598
Receivable
Receivable
9,308
21,900
(9)
1,281
Payable
14,717
(142)
228
The fair value of derivative transactions is measured at the quoted price obtained from the financial institutions.
The contract or notional amounts of derivatives that are shown in the above table do not represent the amounts exchanged by the parties and do
not measure the Groups exposure to credit or market risk.
Annual Report 2013
81
The following foreign currency forward contracts were not measured at fair value, but the hedged items (i.e., payable) denominated in a foreign
currency are translated at the contracted rates as described in Note 2 (u). The fair values of such foreign currency forward contracts are included in those
of the hedged items in Note 15 and are not shown in the table below:
Millions of yen
December 31, 2012

Buy:
USD
EUR
Hedged Item
Contract Amount
Contract Amount
Due after One Year
Payables
Payables
57
145
Hedged Item

Buy:
USD
EUR
Payables
Payables
Contract Amount
Contract Amount
Due after One Year
56
142
Fair Value

Hedged Item
Payables
Payables
Contract Amount
Contract Amount
Due after One Year
$531
1,347
Fair Value
(2) Interest and currency-related derivatives

There was no interest and currency-related derivative contract employed for the year ended December 31, 2012.
The following interest rate and currency swaps that qualify for hedge accounting and meet specific matching criteria are not measured at market
value but the differential paid or received under the swap agreements is recognized and included in interest expense or income. In addition, the fair
value of such interest rate swaps is included in that of hedged items (i.e. long-term debt) in Note 15.
Interest rate and currency swaps:

Buy JPY, sell USD
Fixed payment and floating receipt
Buy EUR, sell USD
Hedged Item
Contract Amount
Contract Amount
Due after One Year
2013
2013
Unrealized gain on available-for-sale securities:

Gains arising during the year
Reclassification adjustments to profit or loss
Amount before income tax effect
Income tax effect
Total
266
(18)
248
(78)
170
807
(1)
806
(272)
534
$7,657
(9)
7,648
(2,581)
$5,067
Deferred gain (loss) on derivatives under hedge accounting:

Gains (losses) arising during the year
Amount before income tax effect
Income tax effect
Total
625
(3)
622
(287)
335
(376)
(376)
205
(171)
$(3,568)
(3,568)
1,945
$(1,623)
Foreign currency translation adjustments:

Total
33,883
33,883
74,500
13
74,513
$706,898
124
$707,022
Share of other comprehensive income in affiliates:

Total other comprehensive income
590
34,978
1,282
76,158
12,164
$722,630
18. Subsequent Event
Millions of yen
December 31, 2013
Thousands of
U.S. dollars
Millions of yen
2012
December 31, 2013

Buy:
USD
EUR
The components of other comprehensive income for the years ended December 31, 2012 and 2013, were as follows:
Fair Value
Millions of yen
December 31, 2013
17. Comprehensive Income
Fair Value
Appropriation of Retained Earnings

Long-term debt
29,503
29,503
Long-term debt
23,479
23,479
The following appropriation of retained earnings as of December 31, 2013, will be approved at the Companys shareholders meeting to be held on
March 28, 2014:
Millions of yen
Year-end cash dividends, 58.00 ($0.55) per share
17,922
Thousands of
U.S. dollars
$170,054

December 31, 2013

Buy JPY, sell USD
Buy EUR, sell USD
Hedged Item
Contract Amount
Contract Amount
Due after One Year
Fair Value
Long-term debt
$279,941
$279,941
Long-term debt
$222,782
$222,782
19. Segment Information

For the years ended December 31, 2012 and 2013
(3) Commodity-related derivatives

Millions of yen
December 31, 2012
Hedged Item
Commodity price swaps:

Raw sugar
Contract Amount
Contract Amount
Due after One Year
1,014
Fair Value
12
Millions of yen
December 31, 2013
Hedged Item
Contract Amount

Raw sugar
1,075
Contract Amount
Due after One Year
Fair Value
(2)
Under ASBJ Statement No. 17, Accounting Standard for Segment Information Disclosures, and ASBJ Guidance No. 20, Guidance on Accounting
Standard for Segment Information Disclosures, an entity is required to
report financial and descriptive information about its reportable segments. Reportable segments are operating segments or aggregations of
operating segments that meet specified criteria. Operating segments are
components of an entity about which separate financial information is
available and such information is evaluated regularly by the chief operating decision maker in deciding how to allocate resources and in assessing performance. Generally, segment information is required to be
reported on the same basis as is used internally for evaluating operating
segment performance and deciding how to allocate resources to operating segments.
(a) Description of reportable segments

The Groups reportable segments are those for which separate financial
information is available and regular evaluation by the Companys management is being performed in order to decide how resources are allocated among the Group. Therefore, the Groups reportable segments
consist of Japan and Overseas.
(b) Methods of measurement for the amounts of sales, profit, assets,
and other items for each reportable segment
The accounting policies of each reportable segment are consistent with
those disclosed in Note 2, Summary of Significant Accounting Policies.
Thousands of U.S. Dollars

December 31, 2013
Hedged Item
Contract Amount

Raw sugar
$10,200
Contract Amount
Due after One Year
Fair Value
$(19)
The fair value of derivative transactions is measured at the quoted price obtained from the financial institution.
The contract or notional amounts of derivatives, which are shown in the above table, do not represent the amounts exchanged by the parties and
do not measure the Groups exposure to credit or market risk.
82
Annual Report 2013
Annual Report 2013
83
(c) Information about sales, profit, assets, and other items was as follows:
(d) Overseas information about sales and reconciliations from segment profit to EBITDA by geographic area is as follows:
The overseas segments are divided into four areas, each corresponding to where the headquarters of the overseas subsidiaries are located.
Millions of yen
2012
Japan
Sales:
Sales to external customers
Intersegment sales or transfers
Total
Segment profit
Segment assets
Others:
Investments in affiliates accounted for by the equity methods
Increase in property, plant and equipment and intangible assets
Overseas
Millions of yen
Total
Reconciliations
Consolidated
688,796
688,796
35,605
291,134
303,364
1,208
304,572
42,507
553,316
992,160
1,208
993,368
78,112
844,450
(1,208)
(1,208)
(19,665)
992,160
992,160
58,447
844,450
27,591
129
31,620
8,979
19,537
7,940
19,911
36,570
19,666
7,940
51,531
36,570
19,666
7,940
51,531
2013
Sales:
Total
Segment profit
Segment assets
Others:
Overseas
Total
716,852
716,852
45,395
308,237
404,510
1,071
405,581
50,532
948,465
1,121,362
1,071
1,122,433
95,927
1,256,702
29,575
111
34,427
14,144
23,100
8,744
218,253
43,719
23,211
8,744
252,680
Reconciliations
Consolidated
(1,071)
(1,071)
(23,211)
1,121,362
1,121,362
72,716
1,256,702
43,719
23,211
8,744
252,680

2013
Japan
Sales:
Total
Segment profit
Segment assets
Others:
Overseas
Total
$6,801,898
$6,801,898
$430,733
2,924,727
$3,838,220
10,162
$3,848,382
$479,477
8,999,573
$10,640,118
10,162
$10,650,280
$910,210
11,924,300
280,624
1,053
326,663
134,207
219,186
82,968
2,070,908
414,831
220,239
82,968
2,397,571
Sales:
Total
Segment profit
Add: Depreciation and amortization
EBITDA
123,661
1,208
124,869
24,450
3,480
27,930
Reconciliations
$
(10,162)
$(10,162)
$(220,239)
Consolidated
$10,640,118
$10,640,118
$689,971
11,924,300
414,831
220,239
82,968
2,397,571
Oceania
Asia
33,343
33,343
5,077
824
5,901
78,843
78,843
6,230
2,125
8,355
Americas
67,517
67,517
6,750
2,550
9,300
Total
303,364
1,208
304,572
42,507
8,979
51,486
Millions of yen
2013
Europe
Millions of yen
Japan
2012
Europe
Sales:
Total
Segment profit
EBITDA
154,932
1,071
156,003
27,243
4,667
31,910
Oceania
Asia
40,962
40,962
6,217
1,218
7,435
132,658
132,658
9,201
5,306
14,507
Americas
75,958
75,958
7,871
2,953
10,824
Total
404,510
1,071
405,581
50,532
14,144
64,676

2013
Europe
Sales:
Total
Segment profit
EBITDA
$1,470,082
10,162
$1,480,244
$258,498
44,283
$302,781
Oceania
Asia
$388,671
$388,671
$58,990
11,557
$70,547
$1,258,734
$1,258,734
$87,304
50,347
$137,651
Americas
$720,733
$720,733
$74,685
28,020
$102,705
Total
$3,838,220
10,162
$3,848,382
$479,477
134,207
$613,684
(e) Relevant information

Sales by geographic area were as follows:
Millions of yen
2012
Japan
Sales
Europe
688,796
124,167
Oceania
Asia
58,138
53,542
Americas
67,517
Total
992,160
Millions of yen
2013
Japan
Reconciliations in the segment profit represents amortization of goodwill that was not allocated to each reportable segment. Segment profit
represents operating income before the amortization of goodwill.
The following table shows reconciliations from segment profit to earnings before interest, taxes, depreciation, and amortization (EBITDA) by
reportable segments for the years ended December 31, 2012 and 2013:
Sales
716,852
Europe
Oceania
Asia
155,681
69,435
103,436
Americas
75,958
Total
1,121,362

2013
Sales
Japan
Europe
Oceania
Asia
Americas
Total
$6,801,898
$1,477,189
$658,839
$981,459
$720,733
$10,640,118
Millions of yen
2012
Japan
Segment profit
EBITDA
35,605
27,591
63,196
Overseas
Total
42,507
8,979
51,486
78,112
36,570
114,682
Sales are classified by country or region based on location of customers.

(f) Property, plant and equipment by geographic area were as follows:
Millions of yen
2012
Millions of yen
Japan
2013
Japan
Segment profit
EBITDA
45,395
29,575
74,970
Overseas
Total
50,532
14,144
64,676
95,927
43,719
139,646
Oceania
34,156
13,899
Segment profit
EBITDA
84
Annual Report 2013
$430,733
280,624
$711,357
Overseas
$479,477
134,207
$613,684
152,769
Europe
Oceania
70,248
19,414
20,301
Total
235,339
Asia
49,202
Americas
21,188
Total
312,821
Total
$910,210
414,831
$1,325,041
Americas
2013
Japan
2013
Japan
Asia
16,659
Millions of yen
150,324
Europe
2013
Japan
Europe
Oceania
Asia
Americas
$1,449,559
$666,553
$184,211
$466,856
$201,044
Total
$2,968,223
Annual Report 2013
85
Independent Auditors Report
(g) Significant impairment loss on noncurrent assets

Millions of yen
2012
Japan
Impairment losses on noncurrent assets
Overseas
109
Total
84
193
Millions of yen
2013
Japan
Overseas
16
Total
1,160
1,176

2013
Japan
Overseas
$152
Total
$11,007
$11,159
(h) Information regarding balance of goodwill by reportable segment

Millions of yen
2012
Japan
Goodwill
Overseas
1,262
Total
348,667
349,929
Millions of yen
2013
Japan
Goodwill
Overseas
1,050
Total
399,000
400,050

2013
Japan
Goodwill
$9,963
Overseas
Total
$3,785,938
$3,795,901
20. Related-Party Transactions

In addition to the related-party information disclosed elsewhere in the consolidated financial statements, the following significant transactions between
the Group and related parties took place for the years ended December 31, 2012 and 2013:
Thousands of
U.S. dollars
Millions of yen
Loans due to:

Parent
Interest payment:
Parent
Debt guarantee:
Parent
Pledge of collateral:
Parent
2012
2013
2013
320,754
128,209
$1,216,520
4,010
1,868
17,725
19,254
15,694
The balances due to or from these related parties as of December 31, 2012 and 2013, were as follows:
Millions of yen
Loans due to:

Parent:
Short-term
Long-term
Total
Accrued expense:
Parent
Suntory Business Expert Limited
Total
Accounts payable:
Suntory Business Expert Limited
Thousands of
U.S. dollars
2012
2013
2013
274,870
22,942
22,942
320,754
99,199
29,010
128,209
$941,256
275,264
$1,216,520
216
13,854
14,070

15,325
15,325
$
145,412
$145,412
56,538
60,862
$577,493
Suntory Business Expert Limited (SBE) is a wholly owned subsidiary of the Parent and no shares are held by the Company. SBE acts as a sharedservice business company among the Suntory Group, and makes payments to the Groups suppliers on behalf of the Group. Such payments are not
transactions between the Group and SBE, and not included in the transaction information above, whereas the balances due to SBE are disclosed.
86
Annual Report 2013
Annual Report 2013
87
Corporate Overview
Stock Overview
(As of December 31, 2013)
(As of December 31, 2013)
Company Name:
Stock Code: 2587
Representative Director and President: Nobuhiro Torii
Date of Listing:
July 3, 2013
Head Office:
3-1-1 Kyobashi, Chuo-ku, Tokyo 104-0031 Japan
Stock Listing:
First Section of Tokyo Stock Exchange
Established:
January 2009
Fiscal Year:
January 1 December 31
Capital:
168,384 million
Authorized Shares:
480,000,000 shares
Group Companies:
100 (as of December 31, 2013)
Issued Shares:
309,000,000 shares
Employees:
17,758 (as of December 31, 2013)
Number of Shareholders: 107,221

Ordinary General Meeting of Shareholders:
March (Record date: December 31)
Shareholder Registry Administrator: Sumitomo Mitsui Trust Bank, Limited 1-4-1 Marunouchi, Chiyoda-ku, Tokyo
Group Companies
Composition of Shareholders
Major Shareholders
Group Companies in Japan

[Product Sales in Japan]
Suntory FoodS Limited
Suntory Beverage Service Limited
Okinawa Pepsi Beverage Co., Ltd.
Group Companies Overseas

[Europe]
Suntory Beverage & Food Europe Limited (United Kingdom)
Orangina Schweppes Group (France)
Lucozade Ribena Suntory Limited (United Kingdom)
[Product Manufacturing in Japan]

Suntory Products Limited
Suntory Food Industries Co. Ltd.
Nihon Pepsi Cola Production Co., Ltd
Shareholders
(Year ended December 31)

Number of shares held Percentage of
(thousands)
shareholding
183,800
59.4
GIC PRIVATE LIMITED
9,029
2.9
HSBC BANK PLC A/C ABU DHABI INVESTMENT AUTHORITY
7,683
2.4
[Oceania]
Frucor Group (New Zealand)
GOLDMAN, SACHS & CO. REG
4,514
1.4
BBH FOR MATTHEWS ASIA DIVIDEND FUND
4,148
1.3
[Asia]
Suntory Beverage & Food Asia Pte. Ltd. (Singapore)
Cerebos Pacific Limited (Singapore)
PT SUNTORY GARUDA BEVERAGE (Indonesia)
Suntory Narang Private Limited (India)
Suntory PepsiCo Vietnam Beverage Co., Ltd. (Vietnam)
TIPCO F&B CO., LTD (Thailand)
Japan Trustee Services Bank, Ltd. (Trust Account)
2,808
0.9
THE CHASE MANHATTAN BANK, N.A. LONDON SECS LENDING

OMNIBUS ACCOUNT
2,292
0.7
The Master Trust Bank of Japan, Ltd. (Trust Account)
2,269
0.7
UBS SECURITIES LLC-HFS CUSTOMER SEGREGATED ACCOUNT
2,022
0.6
THE CHASE MANHATTAN BANK, N.A. LONDON
1,994
0.6
[Americas]
Pepsi Bottling Ventures LLC (U.S.A.)
0.62%
5.16%
0.00%
12.08%
21.36%
60.75%
Other Japanese corporations

Foreign investors
Individuals, other
Financial institutions
Securities companies
Japanese government
60.75%
21.36%
12.08%
5.16%
0.62%
0.00%
Suntory Beverage & Food Limited Online Information

http://www.suntory.com/sbf/
Suntory Beverage & Food Limiteds corporate website lists information about our
companys products in addition to IR materials including financial information
and investor briefings for shareholders and investors.
IR site: http://www.suntory.com/softdrink/ir/
88
Annual Report 2013
Annual Report 2013
89

Suntory 2013 Annual Report

Uploaded by

Copyright:

Available Formats

Suntory 2013 Annual Report

Uploaded by

Document Information

Copyright

Available Formats

Share this document

Share or Embed Document

Sharing Options

Did you find this document useful?

Is this content inappropriate?

Copyright:

Available Formats

Suntory 2013 Annual Report

Uploaded by

Copyright:

Available Formats

Annual Report 2013

Suntory Beverage & Food Limited

The Suntory Groups corporate philosophy is In

Established Strong Position through Marketing and

Harmony with People and Nature. These words

express our core beliefs and ongoing objectives.

Strong Track Record of Acquisitions to Accelerate

We develop a rich experience of life based on real

Global Business Expansion . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10

needs, in harmony with people and their natural

Leveraging Our Strengths and Robust Overseas Business

surroundings. Through our corporate initiatives,

Platform to Deliver Deliciousness Worldwide. . . . . . . . . . . . . . 12

society. Guided by this philosophy, as responsible

corporate citizens, the Suntory Group aspires to

provide the highest quality products and services

Annual Report 2013

Suntory Beverage & Food Limited

Suntory Beverage & Food Limited

We Are a Soft Drink Company

Suntory Beverage & Food Limited (SBF) has a diverse

Through this listing, we aim to accelerate our growth

globally to become the worlds leading global soft

2013 Financial Digest

Net Sales by Area

Pepsi Mountain Dew

*Bottling operations in North Carolina.

*EBITDA is operating income plus depreciation

Annual Report 2013

Annual Report 2013

Suntory Beverage & Food Limited

Suntory Beverage & Food Limited

Our Innovative Products

We have increased our sales vol-

Sales Volume in Japan (From 1991)

umes in the soft drink market in

the past 16 years, our growth has

outstripped the Japanese market

our market share. Today, we hold a

20.1%* share of the soft drink

growth rate as we have expanded

this market position by continuing

to boldly propose soft drink in a

host of different product categories

respond to their changing needs

will work to make our strong

the top market position in Japan.

Major Brands and Year of Launch

Soft Drink Market

*Source: Inryou Souken

Annual Report 2013

Pepsi NEX ZERO

Annual Report 2013

Suntory Beverage & Food Limited

Suntory Beverage & Food Limited

Established Strong Position

Why have we been able to make such significant strides in Japan?

BOSS : A Testament to Our

It is because of our strong capabilities in product development

We intended this canned coffee to

*Bottling operations in North Carolina.

*EBITDA is operating income plus depreciation