Press Release

Group Vision 2030 and Medium-term Plan 2025
Tokyo, April 28, 2023--- NEC Capital Solutions Limited (hereinafter “the Company”) has
established the Medium-term Plan 2025 to replace the Medium-term Plan 2020, which beganin fiscal 2020 (fiscal year ended in March 2021) and it was completed on March 31, 2023. The
Medium-term Plan 2020 was the final step for our Group Vision. The Group aims to help
societies advance through capital solutions, an ambition that is part of our corporate
philosophy. We redefined what we want to be and established a new Group vision, anoverview of which is provided below.
1. Group Vision 2030
The Group established a new Group vision in April 2023, to “be a solution company leading
the next-generation circular economy.” While continuing the CSV management (CreatingShared Value) that we have been advocating, in order to respond to diversified social issues
such as climate change, development of advanced technologies, and major changes in futureindustries and social life, we have established a new Group vision with a goal of 2030 thatis in sync with the SDGs, which have a high affinity with CSV management.
Up through this point, we have taken steps to achieve a circular economy through theintroduction of eco-friendly products and advanced 3R processing through resource
circulation by way of the lease business. The next-generation circular economy anticipatedfor 2030 and beyond not only projects a reduction in the environmental load throughimproved resource efficiency, but also imagines a world in which resources continue to be
used in a cyclical process, and a circular economy and society that goes on from this pointand continues to generate new added value.
In this envisaged society, the Group can provide services that lead to the cyclical use ofproducts, services that spur a virtuous cycle for local economies and societies, and services
that encourage virtuous cycles for corporate growth through reforms in capital solutions.
This would create a positive cycle for the environment and growth, and we also aim tocreate a next-generation circular economy by solving the issues faced by diversifying
customers and society.
Moreover, in addition to the conventional meaning, the term “company” in the “solutioncompany” encompassed by our new Group vision also includes the meaning of a group ofcolleagues (partners) that share values. In addition to improving profitability by offering
added value to solve social issues, this Group vision incorporates the aim of becoming acompany in which employees who share these values can feel pride (improved engagement).

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In conjunction with the establishment of this Group vision, we redefined the Group’smaterial issues in terms of the resolution of social issues through business activities andthe management foundation that will support these activities.
Promotion of decarbonized society and circular economy

Promotion of establishment of social and ICT infrastructure

Creation of new services and businesses to resolve social issues



Investment in human capital

Pursuit of corporate governance that supports improved corporate value

2. Assumptions behind establishment of Medium-term Plan 2025
Now that the impact of COVID-19 is subsiding globally, sustainability is once again coming
up for discussion as a global theme. The need for and importance of SDGs and othersustainability issues have been widely discussed thus far, but it did not take a directapproach to corporate management. However, the global economic losses caused by recent
abnormal weather events have reached a scale that can no longer be ignored, which has
resulted in the establishment of international frameworks that directly encourage
corporate management to adopt sustainability management. One of the best examples ofthis is the Task Force on Climate-related Financial Disclosures (TCFD). With thereorganization of the Tokyo Stock Exchange, companies listed on the Prime Market will berequired to disclose initiatives aligned with this framework from the fiscal year ended inMarch 2023.
Given this kind of current change in the environment, we established a new Group visionand identified new material issues to take the CSV management we have pursued thus fareven further. The establishment of the Medium-term Plan 2025 is the first stage inachieving a next-generation circular economy.
3. Overview of Medium-term Plan 2025
There are three stages in achieving the Group Vision 2030. The Medium-term Plan 2025
lays out the policies to achieve the first stage.
Stage One: Create circular services unique to the Group
Stage Two: Develop circular services unique to the GroupStage Three: Establish revenue from circular services unique to the GroupThe Medium-term Plan 2025, the first step in achieving the Group vision, will last three
years during which the Group will implement reforms to achieve its vision for 2030 andsustainable growth. In addition to resolving customers’ social issues by implementing CSV
management and carrying out business, we will generate services that are unique to theGroup to realize a next-generation circular economy. The objectives of the Medium-term2

Plan 2025 from the perspective of customers, society, shareholders and the Company itself
are as follows. Specific measures will be devised for each strategy.

Customers: Resolve customers’ management issues by providing servicesSociety: Resolve society’s issues through business

Shareholders: Improve corporate value by implementing CSV management

Company: Execute business strategies to realize the Group Vision

The Medium-term Plan 2025 consists of three business strategies as well as strategies toreinforce the management foundation to support the business strategies.
Business strategy 1. Expand service business, create new services◼

Expand services in the renewable energy power generation, warehousing, IT asset
management and tourism businesses◼

Create services that lead to circular use of products by promoting subscription services
for ICT products and revitalizing real estate◼

Create services that lead to a virtuous cycle for local economies and societies by
expanding the PFI and PPP business, supporting the development of circular models
for regional finance, and strengthening affiliations with DX services for local
governments offered by local vendors◼

Create services that lead to a virtuous cycle for corporate growth by expanding services
tailored to the corporate life cycle, fund investment business, M&A and other advisory
services

Business strategy 2. Accelerate growth through strategic investment in key businesses◼

Expand scale of business by ensuring higher added value to ICT-related services
through system tie-ups with customers and vendors and a strengthening of planning
functions◼

Bring in high revenue and profit by expanding and refining the field of financial
products in Japan and overseas

Business strategy 3. Reinforce vendor finance and expand customer base◼

Improve profitability by cultivating new vendors and partners and strengthening
affiliations with existing vendors, and create revenue opportunities◼

Build up transactions by developing and providing solutions for customer issues, suchas reinforcing direct marketing target customers starting with vendor finance

Strategy to strengthen management foundation◼

Standardize operations by establishing a foundation based on the digitalization of3

operating processes and the utilization of digital information, boost quality andefficiency, and refine the “three defense line” function◼

Promote the use of digital technology and pursue DX activities, such as launching acore system to serve as the foundation for DX and building up an IT environment that
supports stable operations and workstyle reforms◼

Build an organization and introduce an HR management system that is in line withmanagement strategies, create a corporate culture encouraging ongoing challenges andreforms, and transform the culture◼

In addition to realizing a self-sustained compliance culture and raising theeffectiveness of corporate governance, strengthen staff functions and improve
marketing support functions by improving management strategy and plan formulationand promotion functions to achieve advances in administration and management andreform business◼

Implement measures to achieve carbon neutral status (bring Scope 1 and Scope 2
emissions to essentially zero on a consolidated basis by fiscal 2040 [fiscal year endingin March 2041]

Contact Information:
IR & PR Department
NEC Capital Solutions Limited
e-mail: ir@dm.necap.co.jp

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