TOKAI Holdings Mid-Term Management Plan
－ Innovation Plan 2013 —May 10, 2011

− Agenda

Page

1

Overview of TOKAI Holdings

2

Innovation Realizing with the New System

3

Growth Strategy of Innovation Plan 2013

4

Dividend Policy

5

TOKAI WAY and New Corporate Logo

1

− Agenda

1

Page

Overview of TOKAI Holdings

2

1-1 TOKAI Holdings and Core Business Company
TOKAI Holdings officially launched in April 2011
Outline of Holding Company
Company nameTOKAI Holdings Corporation

Share transfer ratio

TOKAI

：

VIC TOKAI = 1 : 2.3

Location

Shizuoka City,
Shizuoka Prefecture

EstablishedCEO

Katsuhiko Tokita

Accounting period

April 1, 2011

Listed stock
exchange

Tokyo Stock Exchange,
First Section

CapitalGroup consolidation

Sales

Operating profit

Overview of TOKAI*
LP gas,Telecommunications etc.

Business¥174.9 bn

14 billion yen

Overview of VIC TOKAI
Business

CATV,
Telecommunications etc.

March 31¥10.8 bn
Overview of TOKAI GASBusiness

General Gas Utility
etc.

Sales

¥109.8 bn

Sales¥49.5 bn

Sales

¥15.6 bn

Profit¥3.5 bn

Profit¥6.4 bn

Profit¥0.9 bn

Employees

2,022

Employees

1,202

Employees

Page

3 *VIC TOKAI and Tokai gas removed from the consolidation.

159(Each figure is as of the 2010 fiscal year accounting)1-2 Business Summary
Gas andPetroleum
Profit：¥6.1 bn

EnergyAqua(bottled water delivery)
Deliver delicious natural
water at the foothill of
Mt.Fuji to your home,making use of gasdelivery know-how.

4

CATV

¥4.3 bn

Broadband

The origin of the group.
Stable supply of energy
with low environmentalload centered on LP gas
and LNG.

Page

Information andcommunication services

Supplying ADSL and FTTH
(ISP only) with "TNC" and"@ T COM" brands.

System Integrator
Develop application
service combined with
optical network and Data
center.

¥2.6 bn

CATV
Supplying Broadcast,Internet connection(COAX/FTTH) service
mainly in Shizuoka
prefecture.

MobileCooperate withSOFTBANK Group andoperate sales agency
mainly in Shizuoka
prefecture.

Building andReal Estate

Others¥0.9 bn

Real estate,
Sales and Rental
Acquired 61% of the floorarea of "Aoi Tower" infront of Shizuoka station,lease stores and offices.

-¥0.3 bn

Wedding
Operating 'Bouquet Tokai'in 3 locations in eastern
Shizuoka prefecture, and"Grandair Bouquet Tokai"
in AOI Tower.

Residential building andequipment sales

Nursing Care

Providing renovation,
detached houses, rental
housing, condominiums andoffice buildings. And also
sales of housing equipment
and facility construction.

Operating "Refrea Shimizu
Komagoe Day Care Service
facility" aim to become ahybrid nursing care businessin cooperation with otherbusinesses.

※Operating profit as of the 2010 fiscal year settlement.
(Elimination by company and group transactions is not included)− Agenda

2

Page

5

Innovation Realizing with the New System

2-1 TOKAI Group's Innovation Philosophy
3 years past （2008－2010）

3 years next （2011－2013）
Innovation Plan 2013

Innovation（Change to a new System）“Selection and concentration of business”(Portfolio Management)

Active investment to acquire customer base

Independent group of companies
Parent-child listing (twist of capital)↓
・Prioritization of individual profits (no synergies)·Duplicate investment, functions

Business Integration
・ Optimized organization"Business restructuring"· Business concentration focus
on individual companies· TOKAI Holdings do the steering· Pursue "integrated synergy"Group integrated management
・TOKAI Holdings support
the business companies
・Maximize integrated synergy（Cross-selling / bundle / rationalization）
・Elimination of duplicated functions＋
Customers（FY2010）

2.3 mnSales（FY2010）
Profit（FY2010）¥174.9 bn¥10.8 bn

Free cash flow

¥9.1 bn

Investment amount¥59.9 bn

Interest bearing
debt outstanding

Page¥124.0 bn

Changing the Strategy

2.7 mn （FY2013）“Improvement offinancial structure”¥197.2 bn （FY2013）¥13.7 bn (FY2013）

・ Return-oriented investment
・ Prioritize cache creation↓
Reduction ofinterest bearing debt↓
Dividend increase（Return profit）¥42.9 bn（Increase ¥33.8 bn）¥38.2 bn（Decrease ¥21.7 bn）¥99.6 bn（Decrease ¥24.4 bn）

6

2-2

Business Restructuring and Integration Synergy

Create the integrated synergies by reorganizing the business into "Energy/Housing life related" and"Telecommunications“
TOKAI Holdings supports optimal allocation of management resources and management of operating companies

Holding company（TOKAI Holdings）

Energy/Housing life related① Aggregate business centered on retail② Utilization of 2.34 million customer base
③ Expansion of the Aqua business・Optimal allocation of management resources
・Support for business promotion

Telecommunications
Transfer of TOKAI's Telecommunication
business to VIC TOKAI① Inter-company communication business② BroadBand · Mobile business③ Assets such as optical trunk network and etc.
④ Effective Utilization of Data Center

Sales Synergy

Cost Synergy

Build customer DB andutilize customer baseIntegrating organizations, functions and assets across the group,
aiming to increase efficiency

Shareholder
benefit·Bundled service·Point system etc.

Page

7

New
business・Nursing careetc.

Logistics
Integration of
LPG and Aqua'slogistics

Asset
Integration

Sharedbusiness

OthersIntegration of
information assets
such as optical trunk
network

Aggregate andstandardize
indirect functions

Cross-sectionalrationalization

Aggregation of
duplicate functions① Shared business② Logistics③ Call center

Cost improvement¥6bn for 3 years¥10bn for 5 years

− Agenda

3Page

Growth strategy of Innovation Plan 20138

3-1 Our Strengths
Since launching the city gas business in 1950, the Group has made energy business as its core business,and has grown information and telecommunications business to become a new mainstay
The Group's strength is not only to build close client base for local customers but also to provide a variety
of products / services to customer and to achieve further growth
1950

1960

1970

1980

2010

●Changed to The TOKAI Corporation(common name: TOKAI)

2011

1987

1950

Diversity of businessand services

2000

1990

●Established as Yaizu Gas Co., Ltd.

●Established TOKAI holidings

1950

City Gas
1959

LP Gas2007

Housing facility

Energy Business

Aqua(Bottled water delivery)

1970

1984

Security
Wedding hall management

2011

New business Nursing care

1972

1973

Insurance

Various products and services
Community contact
New growth utilizing customer base

1988

CATV
1996
1983

Expansion of area
and customer

Page

Internet

System Integration Service
1985

Data Center

Telecommunication・Broadcast

1950

2001

BroadBand2006

Mobile2.34mnYaizu City

Customers

1959

Wide Shizuoka Pref.

1979

Kanto（7 Pref. and Fukushima）

9

2009

Nagano, Okayama Pref.

of mid-term management plan
3-2-1 Premise
Customer dynamics in retail businessLP gas and City gas become constant by emphasizing the profit rate rather than customer acquisition, on the other hand we
aim to increase the number of customer in ISP(FTTH）, CATV communication, Aqua etc. Overall we are planning a steady
growth.
Despite fluctuations in cancellation in each business, we aim to increase the number of customers as in the past by
strengthening measures to prevent cancellation.
Total number of Customers(Thousands ： Bar graph)

3,500

Number of customers by business(Thousands : Line graph)■ Number of customers in each business andcustomer dynamics across the group

800

2.68million
700・・・ISP（FTTH）
・・・LP Gas

Cancellation

Acquisition

Last Year・・・CATV(Broadcast)

2,500

Number of the end of current year

Current year acquisitions

2.34million

3,000

500
2,000
400
1,500
300
・・・mobile
・・・CATV(Communication)
200
・・・Aqua
・・・ISP（ADSL）
100

1,000

500

・・・City Gas
0

0
2009

Page

600

10

2010

2011

2012

Performance

2013

Plan

of mid-term management plan
3-2-2 Premise
Assembling customer dynamics
The number of acquisitions and cancellations is reflected in consideration of environmental changes andstrategies of each company in each businessAs a result, the group as a whole plans to maintain the pace of the net increase in fiscal 2010 even after 2011
Dynamics of FY2010（Performance：Thousands）

Net increment
difference(2)-(1)

Acquisition

Cancel（Ratio*）(1) Netincrease

Acquisition

Cancel（Ratio*）(2) Netincrease

27

32

-5

25

24

２

Energy（LP Gas/City Gas）

（4.9％）24

Aqua
ISP(FTTH/ADSL）

Dynamics of FY2011to FY2013（Plan：Thousands/year）

10（3.6％）
1441（18.0％）
159

90

60

19

69

143

32

Whole group

338

19

41

19

108

36

14

14

39

20

19

113

-40

（10.5％）

153

308

195

*Ratio：Number of cancellation/Number of customer at Last fiscal year

Page

11

7 •FY2010 includes 4,000 concessionof long-paused customers•After FY2011, 2 thousandcancellations anticipated due to allelectric
14 •Disposable bottled water delivery
service + net increase by overseas
expansion•Decreasein acquisition-33
accompanying slowing of FTTH
increase pace-36 •Net increase in FY2010 includes
M&A results (44,000)•Including 5,000 cancellations byswitching digitalization in FY2010
5 •Promote FTTH Switching5（2.5％）（10.7％）

185

28（14.9％）（3.9％）

CATV（communication）

13（12.8％）（14.8％）

CATV(broadcast)

Point•Overall, the net increase is expected
to be about the same paceof mid-term management plan
3-2-3 Premise
Improvement of ARPU (example in CATV)In addition to an customer increase, in the CATV business, we intend to enhance the ARPU* bystrengthening FTTH and improving additional services such as optical phone or VoD
In FY2013, we aim the ARPU to 4,700 yen, which is approximately 800 yen higher than FY2010.
ARPU（Yen）■ ARPU plan by CATV service type

5,000

4,206

4,500
4,000

4,535

4,712
VoD, etc.
Optical phone

3,894

3,718

3,500

Communication（ coaxial cable /FTTH）

3,000
2,500
2,000
1,500
1,000

Broadcast

500
0
2009

2010

2011

2012

Performance

Page

12

2013

Plan
*ARPU：Average Revenue Per User（ Average monthly sales per subscriber ）3-3 New mid-term management plan
We set interest-bearing debt outstanding, capital adequacy ratio and ROA as new
management indicators and aim to achieve planned value three years later（JPY billion）
FY2009FY2010（Performance） （Performance）

FY2011（Budget）

FY2012（Plan）FY2013（Plan）FY2014（Plan）FY2015（Plan）

Sales

159.2

174.9

185.4

191.1

197.2

204.4

210.9

Operating income

10.0

10.8

8.5

11.7

13.7

14.9

16.8

Ordinary income

10.8

9.5

6.6

9.6

11.5

12.6

14.5

Net income

3.1

2.2

1.6

3.8

4.9

5.8

6.8

Interest bearing debt
outstanding

129.7

124.0

122.6

113.8

99.6

87.9

74.8

Equity Ratio

7.2%

7.7%

12.5%

14.0%

17.5%

20.7%

25.0%

Return on assets

1.6%

1.1%

0.8%

1.9%

2.5%

3.1%

3.9%

Period of Innovation Plan 2013

Page

13

Selection and Concentration ：3-4-1 Business"Selection and Concentration" by Business Portfolio
We adopted the concept of business portfolio as a framework for making management
decisions of "selection and concentration" against various group businesses
We clarified the basic policy for each project based on the future market growth potential andprofit ratio against competitors.

Attractiveness of market（ Market growth）

Grow

DeclineFuture revenue

Growth field

Grow to revenue source
for the next Mid-term

Grow as a major businessto the future

Review Revitalization

Stable revenue

Review thebusiness possibility

Focus on profitability
rather than growthCompetitive Advantage (Comparison withaverage operating margin in each industry)
Disadvantage
Advantage

Page

14

Selection and Concentration ：3-4-2 Business
Growth policy by business portfolio
Regarding the gas business that has been responsible for the growth of our group, we will emphasize efficiency inthe future in light of the market environment and provide cash and customer base stably to other businesses
We will make information and telecommunications business a future growth field, aim for further growth by active
investment
Grow business that can become a pillar of the next group such as aqua, new business etc.

Future revenue

Attractiveness of market（ Market growth）

Aqua
New Business
Etc.

Review Revitalization

Other business

Page

15

Growth field
Fostering as a next
growth businesscandidate

Further growthwith aggressive
investment

Telecommunication

CATV
Etc.

Stable revenue

LP gasCity gas
etc.

（Withdraw from Pulp business、Bouquet TOKAI, NUMAZU）
Review thebusinesspossibility
Competitive Advantage (Comparison withaverage operating margin in each industry)

Supply cash to other businessby raising efficiency
Collaborate with customer baseSelection and Concentration ：3-4-3 BusinessFree cash flow plan by business portfolio
Growth field accounts for most of free cash flow (FCF) creation in the future
In the stable revenue field, focus on efficiency and supply stable cash to other businessregardless of the growth potential of the market
160

180

Future revenue

160

120

120

100

Aqua
New Business
Etc.

100

Attractiveness of market（ Market growth
）

80
60
40

（JPY billion）
Telecommunication

80■3 years FCF
creation amount *

CATV
Etc.

60
40

0.5

20

20

3.0

0

0
2011

2012

2011

2013

2012

2013

23.0

30.3

180

180

Total：¥56.8bn

160

160

Review Revitalization

Stable revenue

140

140

120

120

Three years later, FCF of
about 53 billion yen iscreated with growth field andstable revenue

100

100

LP gasCity gas
Etc.

80

80

60

Other business

60

40

40

20

20

0

0
2011

Page

Growth field

140

140

2012

16

2011

2013

2012

2013

•

Competitive Advantage (Comparison withaverage operating margin in each industry)* Head office indirect department
and corporate tax, Interest rate etc
not included

Current Activities
Strengthen home solution business

3-5-1•As a comprehensive energy company, in addition to gas equipment sales, we will work on homeSignificance of solution business, which is based on environmental products and renovations•We fully understand customers and propose "Best Mix" optimization of energy
initiatives•Proposing energy saving, ecology, and comfortable living environment leads to gas service
continuity

Customer's needs

Our services and features•Power saving and energy saving tendency, heading towards a
non-consuming society, low energy society•Due to the impact of the earthquake, the review of allelectrification was carried out and the demand for distributed
energy such as solar power generation, Ene-Farm, Eco-Will, etc.
increase•Suggest energy saving, ecology and comfortable living
environment together as a renovation•In solar power system sales, there is a 10-year sunshinecompensation service and long-term maintenance system thatare not available from other companies•Opened showroom “Clippy Plaza” to experience gas equipment,
housing equipment and proposal of renovations

え（Units） ■ Sales plan for Best Mix equipment（Units）
1,400

25,000

Solar Power■ Sales plan of energy-saving equipment
focusing on W power generation
Eco-Will

1,200

20,0001,000
15,000600

10,000Eco-Jozu
5,000

Hybrid water
heater

400
200
0

0
2011

Page

Ene-Farm

800

17

2012

2013

2014

2015

2011

2012

2013

2014

2015

Activities
3-5-2 Current
Strengthening DataCenter Business•While the market for domestic data center outsourcing business is expected to expand
to 1.2 trillion yen in 2014, we already owns two data centers and integrates with the
Significance ofprovision of communications and SI services with one stop service
initiatives•We have already provided services that meet cloud service needs such as file server
and virtual platform service

Our services and features

Customer's needs•From the viewpoint of data preservation and cost
reduction, needs for cloud services such as file server andremote backup service are increasing more and more•Companies are considering migration of servers etc. tooutside the region due to the fact that the supply ofelectricity in Tohoku and Kanto area will become unstable
due to the Great East Japan Earthquake•Provide a triune cloud service by integrating its own
network, SI structuring power and data center•Internet backbone connection capacity of our data center is
103 Gbps (*) which is the industry's top level so it issuitable for cloud services expected to expand in the future
え•We plan to construct a third data center suitable for cloudservices(*) As of June 2010
Gross profit plan for data center businessFeatures and strengths of our service（Unit; ¥1M）

3,000

As a data center operator
Robust facility including isolation structure
Industry's top floor load capacity, power supply capacity
High quality cloud services

As a SI operator

2,500

As a telecommunications carrier

Greater response by customer SE
Comprehensive outsourcing that
entrusts the operation of theentire system

Directly connected to various
IX in our company network
Connection line capacity is
top industry level

Services provided by
the Trinity,
which are not foundin other companies

2,000
1,500

Approximately twice the growth

1,000
500
0
FY2010Page

FY201318

Activities
3-5-3 Current
Aqua business nationwide and overseas expansion

Significance ofinitiatives•Customer contacts and logistics know-how cultivated through gas business can be developed for the aqua business•Operational efficiency can be improved by equalizing the work load in summer and winter(Aqua is busy in summer and gas is busy in winter)•Although it is the Group's first manufacturing business, we have a water source which can procure water stably andinexpensively, so can expected growth compare to gas business which influenced by purchase price.

Our services and features

Customer's needs•Due to the impact of the Great East Japan Earthquake, the need •Multiple water sources allow for future increase in demand
for stable water security (stockpiling consciousness) rises•“Fuji brand” that is accepted worldwide, and confirmed•Also due to nuclear accident, needs for safe water also rise
undetected of radioactive substances•Both existing returnable and new one way systems deliver water•Also, especially in households with children or elderly people,
to customers' residence
they want heavy water to be delivered to home
•With market share of 70,000 (share 5.1%) within Shizuoka•The market for home delivery water is 1,986 thousand
nationwide, the penetration rate is still 3.7%, the future growth
prefecture in three and a half years from the start of business,
え sales area expanded nationwide and worldwide (initially fromroom is large
China)
Customer: thousand

Our group brand"Asagiri no Shizuku" series

250

200

Customer acquisition plan for the aqua business

The one way system starts service atthe end of March 2011 and acquires
approximately 10,000 contracts as ofthe end of April

Overseas（China）

150

One way（Nationwide）
100

Returnable（Shizuoka）

From a source of water secured at thefoot of Mt. Fuji
(Fujinomiya City, Shizuoka Prefecture)

50

Total

0
2011

Page

19

2012

2013

2014

2015

Activities
3-5-4 Current
Entry into nursing care business•It is a business that can utilize the diverse resources of the Group (reliability of security and safety, cultivatedmainly in gas business, customer response and human resources, building and equipment know-how, information
technology skills etc.)•As one of the key business of the TLC concept, it is positioned as a area capable of providing a safe, convenientand comfortable service for users and their families while responding to social demands for a super aging society

Significance ofinitiatives

Customer's needs

Our services and features•One in four domestic already has become an elderly person, andthe number of long-term care recipients is increasing•The population waiting to get nursing care is going up to 420,000
people (10,000 people in Shizuoka prefecture) nationwide, and theuse needs are high•Although there is no need for nursing care, there are concerns
about health, and there are also many needs for an environment tolive in peace of mind and convenience•Communication that connects peace of mind not only to users but
also to their families and acquaintances is required•Expand nursing care facilities (day care, short stay, pay nursing
home with nursing care) to 20 facilities by the end of 2015
•Establishment of "aged apartments / malls" gathering groupknow-how in 2013
•Rental / sale nursing care products for 2.34 million customers in
the group•“Living diary service” that connecting residents and their families/ acquaintaries by video or audio, and "Health Master Service"collecting vital and meal data to provide health advice etc. Further
utilize information and communication technology, there is further
spread development as TLC serviceえLong-term care business of “Unique to TOKAI" gathering group know-how■Group Know-How
・To combine the power of housing construction■TOKAI brand of security, safety and trustand security department, to design and construct
・Reliability and safety cultivated in gas businessfacilities that are easy to use
・With 2.34 million customers, responsiveness・Utilizing information and communication technologies,
and human resources
we provide services that are not other companies,
Rifrea Shimizu Komagoe
such as "services connecting users and family
members" or "using terrestrial and crop growth with webcam"

Page

20

3-6 Improvement of Financial Structure
Toward further growth, we aim to improve the financial structure for strengthening
management stability (equivalent to BBB rating)
We will work to reduce interest-bearing debt by creating cash flow and unification of financing
functions to HD and thoroughly manage funds, and achieve the target at the end of 2013
Target (End of FY2013)
Background andCurrent Status

Efforts to Improve～Aim for financial strength•Continued aggressive

Creating cash flow

investment with top priority on
improving profitability by

outstanding interest-bearing

Expansion of
Operating
ProfitGroup
Rationalization

Improveinvestment
efficiency

debt is high and the interest

billion yen

Strengthen interest-bearing debt and fund management•Capital ratio 7.7%

Cash management
through CMS *Concentration ofinterest-bearing
debt to HD(Consolidated figures at theend of fiscal 2010)

Page

21

•Capital ratio: 17% or more
(Consolidated figure at end of 2013)【Financial Numbers】
billion【Financial Numbers】•Interest-bearing debt: Less than 100＋

rate rise become a risk

•Interest-bearing debt ¥ 124.0

equivalent to BBB rating～•Various options for raising funds forfurther growth

expanding business scale•On the other hand, the•To more stable financial structure*CMS：Cash Management System

of TLC concept and new business
3-7-1 Development
The beginning of the TLC concept
Tackle the TLC (Total Life Concierge) concept that delivers “Safety and Security", “Convenience andComfort“ and “Joy and Fulfillment"
We will develop new business and services by maximizing the information, communication, broadcasting
infrastructure and communication platform (PF) held by VIC TOKAI
Solar Power

Geothermal

TelecomSNSfor senior

Gas

Realization concept
and service provided

Housing /Facilities

Mobility
EV Management

Health Care

Cooperate

Funerals

Information Management
for Contents

Agriculturebusiness
Collaboration
Hospitality
Long-termCarein medical
Various
Payment
Service Procedures※Underline：Existing Business
BridalInformation Management
Information Management
Cooperatefor Local Communityfor Health Care
（National・Local Government/Local Community） （Collaboration with Medical or Local Community and Individual data）

Cooperate（Video・Picture・Voice・Text/Net Portal

Communication PF（Telecommunication・Broadcast／Integrated Customer Management／Authentication・Billing）
Information Management for Financial Institution（Charge・Payment／Credit／Filtering／Leasing）

Cooperate

Cooperate

Regional contact
service platform(PF)
Infrastructure

Information Management
for Energy

Charging
Stand

Delivery
Water

SecurityComprehensive Lifestyle Services

Bicycle, Motorbike,
Automobile Sharing

Page

Home Security

TOKAI“Total Life Concierge”

Facility（House／Building／Region／Traffic）

Watching
Service

ICT

EnergyHEMS
BEMS/FEMS

Distributed PowerManagement

Mobile Insurance Handyman

TOKAI Group TLC PF
LPG/LNG（PipeLine/ Delivery network）

Telecommunication・Broadcast（FTTH/CATV/Mobile）

Information（Datacenter）

Real Estate

Medical・Long-term Care

（Housing/ Rental building ）（Care Facility）

22

of TLC concept and new business
3-7-2 Development
Mid-Term Concept and Role of New Business Development Division
In the midterm plan, we will advance into a new business area utilizing the 2.44 million retail customers of the TOKAI
group, create collaborative businesses linking existing businesses, aim to utilize human resources within the group andcreate new profits
The new business development department of TOKAI Holdings will research and develop the prospective fields of thegroup with the vision of the future, promote the planning of the collaborative fields, create the group's medium term
development materials, and develop further synergistic effects

Creation of new TLC grid project

TOKAI Holdings
New Business Development dep.

Existing
Business
RetailCustomers
2.44 million

TOKAI

Group companies/businesses, collaborative projects
Handyman business
SNS Service for senior

VIC TOKAI

23

Future development of existing business
Integrated energy strategy
Geothermal use
Smart HouseTOKAI GAS
2011

Page

Long-term care business
Agriculture・foods business
Health Care business

2012

2013

2014

Created Operating Profit : Over ¥1.5bn（per year）
Empowerment effect on new business : ¥0.5bn（per year）

2015

− Agenda

4

Page

Dividend policy

24

4Dividend policy

The dividend for TOKAI Holdings is scheduled for ¥10/share
Also, with the start of the Holdings structure, we will make a ¥2/share as a commemorative
dividend at the time of the interim dividend for 2011

Basic Concept

Ordinary
dividend

Commemorative
dividend

Page

25

Based on comprehensive consideration of the performance in each period,
payout ratio and future fund demand, the basic policy is to pay stable
and continuous dividends

Dividend per share shall be ¥10

Issue a commemorative dividend for transition to the Holdings system
Commemorative dividend amount is ¥2/share, and the implementation
period is interim dividend for FY2011

− Agenda

5

Page

TOKAI WAY and a new corporate mark26

5-1 TOKAI WAY
New values created by management and employees together

Corporatephilosophy

TOKAI Group’s Faith

MissionThe mission that the TOKAIGroup should fulfill for society,customers and shareholders

VisionCorporate
Value

Page

27

The long-term business goals
that the TOKAI group should
aim

Common sense of values tobe cherished when employeesof TOKAI group act

To improve the lives of our customers,
we will continue to grow and develop together
with local communities and the earth.
Transform, challenge, and implement.

Through continued expansion throughout Japanand the world, we will strive to be a TLC (Total Life
Concierge) as a one-stop provider of products andservices requested by customers.
Always sharing our joy and excitement with you.
Communication that links us all.
living you peace of mind, safety, and satisfaction.
Always remembering the enthusiasm and pride ofprofessionalism.
lrowing toward the future together with the communities weserve.

5-2 New corporate mark
Expansion and transmission, deployment power, synergy

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Ｉｎｎｏｖａｔｉｏｎ Ｐｌａｎ ２０１３

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The performance forecasts and forward-looking statements in these materials are
based on information currently available to the company, and include potential
risks and uncertainties.
Please be aware that due to changes in a variety of factors, actual results may
differ materially from the projections and other forward-looking statements inthese materials.
Please contact us with any questions regarding these materials.
Public Relations and Investor Relations Office
TOKAI Holdings Corporation
2-6-8, Tokiwa-cho, Aoi-ku, Shizuoka 420-0034, Japan
Phone: +81- (0)54-669-7676
Fax: +81- (0)54-275-1110
http://tokaiholdings.co.jp/english/
e-mail： overseas_IR@tokaigroup.co.jp

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