Financial Results for FY2018 Q2
(March 1, 2018 – Aug 31, 2018)

from the beginning

Financial Results for FY2018 Q2 (March 1, 2018 - Aug 31, 2018)

• Contents(Slide only)

Summary of Financial Results

• Overview of Consolidated Results (1)

• Overview of Consolidated Results (2)

• Operating Income by Segment

• [Capturing Asian Growth Opportunities] Overseas: Specialty Store Sales Trends (Existing Malls)

• [Capture Growth Opportunities in Asia] Overseas: Transitioning to Profitability

• [Capture Growth Opportunities in Asia] Overseas: Quarterly Business Trends

• [Capture Growth Opportunities in Asia] Overseas: FY2018 New Mall Launches

• Japan: Specialty Store Sales at Existing 73 Malls

• Japan: Specialty Store Sales at Existing 73 Malls: YoY% Change by Segment(Slide only)

• Japan: Specialty Store Sales at Existing 73 Malls: YoY % Change vs Industry(Slide only)

• [Develop Latent Sources of Domestic Demand] Japan: (1) Happiness Mall(Slide only)

• [Develop Latent Sources of Domestic Demand] Japan (2) Attract Overseas Specialty Stores to Japan

• [Becoming the Overwhelmingly Dominant Mall in Each Region] Japan: Mall Business - FY2018 Existing Mall Renewals

• [Become the Overwhelmingly Dominant Mall in Each Region] Japan: Mall Business ? FY2018 New Mall Launches

• [Implement Optimal Financing Mix and Build Organizational Structures That Support Growth】 ESG Initiatives

• Income Statement Summary

• Nominal OP Improvement by Segment(Slide only)

• Business Performance: Region/Segment Analysis(Slide only)

• Balance Sheet Summary(Slide only)

• Cash Flow Statement Summary(Slide only)

Business Environment and AEON MALL Initiatives

• Business Environment and AEON MALL Initiatives

• Overseas Business (China)

• Overseas Malls Scheduled for Activation Measures

• Overseas Business (ASEAN)

• Overseas Business (Overall)

• Overseas Business (Overall)

• Japanese Malls (1)

• Japanese Malls (2)

• Urban Shopping Center Business

Consolidated Business Targets and Guidance (FY2018)

• FY2018 Guidance

• Profit Sharing

Attachments (Mall Data)

• List of Malls (1)(Slide only)

• List of Malls (2)(Slide only)

• List of Malls (3)(Slide only)

• List of Malls (4)(Slide only)

• Urban Shopping Center Business (OPA Co., Ltd.)(Slide only)

Vision for 2025

• Vision for 2025 (1)(Slide only)

• Vision for 2025 (2)(Slide only)

Medium-Term Management Plan (FY2017 to FY2019)

Growth Initiatives

• Growth Initiatives (1)(Slide only)

• Growth Initiatives (2)(Slide only)

Consolidated Business Targets

• Consolidated Business Targets (1)(Slide only)

• Consolidated Business Targets (2)(Slide only)

• Consolidated Business Targets (3)(Slide only)

• Consolidated Business Targets (4)(Slide only)

• Consolidated Business Targets (5)(Slide only)

Overseas Business

• (1) Capture Growth Opportunities in Asia (1)(Slide only)

• (1) Capture Growth Opportunities in Asia (2)(Slide only)

• (1) Capture Growth Opportunities in Asia (3)(Slide only)

• (1) Capture Growth Opportunities in Asia (4)(Slide only)

• (1) Capture Growth Opportunities in Asia (5)(Slide only)

• (1) Capture Growth Opportunities in Asia (6)(Slide only)

• (1) Capture Growth Opportunities in Asia (7)(Slide only)

• (1) Capture Growth Opportunities in Asia (8)(Slide only)

• (1) Capture Growth Opportunities in Asia (9)(Slide only)

• (1) Capture Growth Opportunities in Asia (10)(Slide only)

• (1) Capture Growth Opportunities in Asia (11)(Slide only)

• (1) Capture Growth Opportunities in Asia (12)(Slide only)

• (1) Capture Growth Opportunities in Asia (13)(Slide only)

Domestic Business

• SC Industry Comparison to the U.S.(Slide only)

• Assessing the Domestic Market(Slide only)

• (2) Develop Latent Sources of Domestic Demand (1)(Slide only)

• (2) Develop Latent Sources of Domestic Demand (2)(Slide only)

• (2) Develop Latent Sources of Domestic Demand (3)(Slide only)

• (2) Develop Latent Sources of Domestic Demand (4)(Slide only)

• (2) Develop Latent Sources of Domestic Demand (5)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (1)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (2)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (3)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (4)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (5)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (6)(Slide only)

• (3) Become the Overwhelmingly Dominant Mall in Each Region (7)(Slide only)

• (4) Capture Urban Growth Opportunities (1)(Slide only)

• (4) Capture Urban Growth Opportunities (2)(Slide only)

• (5) Implement Optimal Financing Mix and Build Organizational Structures That Support Growth (1)(Slide only)

• (5) Implement Optimal Financing Mix and Build Organizational Structures That Support Growth (2)(Slide only)

• (5) Implement Optimal Financing Mix and Build Organizational Structures That Support Growth (3)(Slide only)

• (5) Implement Optimal Financing Mix and Build Organizational Structures That Support Growth (4)(Slide only)

• (5) Implement Optimal Financing Mix and Build Organizational Structures That Support Growth (5)(Slide only)