OBiC

Organization for Business Innovation and Communication

Integrated Report 2022

OBIC Co., Ltd.

Top Message
We will continue to change and grow with customers, continuing to move forward with powerful steps
Our Future Business Strategy
Human CapitalThe driving force behind OBIC’s growth is employee growth. OBIC is strongly committed to
the recruitment of new graduates, and works hard to balance strengthening organizational
capabilities with improving employees’ individual specialization through training from a
medium- to long-term perspective in line with each employee’s characteristics, while maintaining
membership-type employment. Based on an open corporate culture, employees with abundant
expertise engage in friendly competition, thereby cultivating diversity and giving rise to new ideas
and innovations every day. We will continue to develop business even further by supporting thecontinuous growth of each and every employee.

Masahiro Noda

Shoichi Tachibana

Chairman and CEO

President and COO

Recent Business Environment
The order of the global economy is undergoing massive changes, including the spread of
COVID-19, tense overseas affairs, rapid surges in the prices of resources, and historic depreciationof the yen. In such an environment, information and time have become increasingly important,in addition to traditional management resources such as human, material and financial resources,and demand for system investment to enhance corporate productivity has been picking up. As
information systems with higher cost performance are being sought, OBIC proposes solutions
that are designed to maximize management efficiency for its customers by providing systems
that can be installed quickly and can get up and running rapidly. These solution proposals havebeen well received by customers of varying company sizes across a wide range of industries.
Notably, OBIC provides cloud services as a one-stop service covering infrastructure toapplications from its in-house cloud center. This offering has earned strong customer recognition
as a service that directly helps to not only reduce operational and maintenance costs, but also
implement advanced security, accelerate decision-making by management, facilitate business
continuity planning and make new work styles possible.
1

OBIC Co., Ltd.

Intellectual Capital
OBIC has shifted its business model from “labor intensive” to “knowledge intensive,” and concentrated on improving employees’ skills and expertise as well as enhancing product functions. As for
OBIC’s intellectual capital, we have accumulated a total of over 1,200 business model patents, which
gives us a competitive edge. We will continue to strategically utilize intellectual capital and promote
continual innovation by employees, thereby providing services with even higher added value.
Natural Capital
OBIC recognizes the importance of its social responsibility to reduce the environmental burden
in order to alleviate the risk of global climate change, and works on promoting a knowledgeintensive business that does not rely on increasing human resources or environmental resources
through various types of technological innovation and managerial efficiency. We have worked
to reduce greenhouse gas emissions from OBIC and corporate customers by concentrating
operations at the cloud center, which boasts advanced environmental performance, and have
set targets to cut greenhouse gas emissions by 50% by 2030 (vs fiscal 2017 levels, Scopes 1 and 2)
and to achieve net zero emissions by 2050. We will continue contributing to the realization of asociety in which environmental conservation is balanced with sustainable corporate growth.
We are evolving and growing together with our customers as business partners, while making
contributions to society through our business activities by helping companies to create new
earnings drivers based on our corporate philosophies of “Company growth starts with employee
growth” and “Innovation ~Destruction and Creation~.” We hope you will continue to look forward
to the OBIC Group’s solid growth prospects for the future.

Vision (Corporate Philosophy and Management Philosophy)
Company growth starts with employee growthInnovation ~Destruction and Creation~
Since our foundation, we have concentrated on personnel development based on theidea that company growth starts with employee growth. Each individual employee
possesses an innovative spirit and works hard to improve their skills and expertise, notlimiting themselves to their past experiences of success or conventional methods. In thisway, they aim for continuous growth.

Mission (Taking Responsibility as a Company)
Support customers’ business reform through theprovision of information systems and contribute to theestablishment of sustainable management foundations
As IT services have become an integral part of social infrastructure, OBIC offers customers integrated services from provision of systems to support after implementation. We
believe our mission is to help our corporate customers achieve sustained growth.
We support customers’ business reform as their business partner, and contribute to
the establishment of sustainable management foundations, thereby sparking innovationof corporate management throughout Japan.

INTEGRATED REPORT 20222

Materiality
Key Priorities Related to BusinessCompany growth starts with employee growthInnovation ~Destruction and Creation~●

Technology
innovationand productdevelopment
Enhancementof information
security

Corporatephilosophy

●
●

●
●

●

Business
continuity plans evelopment of OBIC7 series of comprehensiveD
corporate ERP software products
Provision of private cloud services
 ata utilization harnessing the latest digital technology
Dsuch as AI
Meeting certification standards for information security management
 btaining an SOC 1 Type 2 Report in compliance with the U.S. Statement on Standards
O
for Attestation Engagements No. 18 (SSAE No. 18) for OBIC cloud services
Development of a telework environment●

Establishment of duplicate cloud computing center sites●

Arranging a manual for responses during large-scale disasters and conducting periodic training

Key Priorities Related to Corporate Activities

Sustainablegrowth of society
and OBIC

Key
priorities related
to businessKeypriorities related
to corporate
activities

Securing andtraining humanresources●

Ensuring
diversity throughemployee growth●

Realization of
employee worklife balance

Preservationof the global
environment

●

●

●

●

●

●

●

Technology innovation andproduct development

Securing and training human resources

Information security enhancement

Realization of employee work-life balance

Business continuity plans

Preservation of the global environment

Ensuring diversity through employee growth

Rigorous corporate governance

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OBIC Co., Ltd.

Rigorous
corporate
governance●●Fostering new graduate employees from the very beginning of their professional careersIdentification and improvement to employee engagement by implementing a feedback
system for operations and operational processes
Development of diverse core personnel through a direct sales structure rranging a wide variety of education and training programs and skills development,Asuch as for IT, accounting or specific industries, matching employees’ characteristics
 romotion of flexible work styles such as paid holidays in one-hour increments,
P
staggering work hours and telework
 cquisition of the Kurumin certification for being a company that excels
A
at supporting childcare eeting certification standards forM
environmental management systems
Information disclosure based on the recommendations of
the Task Force on Climate-related Financial Disclosures (TCFD)
E nhancing transparency, fairness, and objectivity by
establishing a Nomination and Remuneration Advisory CommitteeF ormulating and thoroughly implementing each policy concerningcompliance with ethics, laws and regulations, etc.
S olving compliance violations, etc. at an early stage andpreventing them from occurring beforehand by establishingan internal reporting system

Value Creation Process
Source of Our Competitive Advantage

Input
Financial Capital
Equity¥293.6 billion

Cash and deposits¥122.7 billion

Production CapitalContinuously strengthen products that address customer needs

Creation of Social and Economic ValueBusiness Model

OutcomeFinancial Capital

Emphasis on
new graduates

ROE15.5%
Equity ratio

In-housedevelopment

90.6%

Production Capital
Certified as a JSTQB Platinum Partner

Strengthen quality control of products and projects

SOC 1 Type 2 report

Results

Provide cloud services with advanced security levels

Cloud service operation rate

OutputUpgrade and expand training facilities for customers

99.9% or moreIntellectual Capital
Consolidated ResultsIntellectual Capital
R&D expenses

¥1.8 billion

Accumulate expertise through the acquisition of business model patents
focused on the business practices of each business sector and industry

One-stop
solutions¥89.4 billion

Operating income¥54.1 billion

Operating income margin
Periods of consecutive profit growth

Human Capital
Total number of consolidated employees

Strengthen products using technology such as AI and RPA

Net sales

60.5%
28

Dividends

2,054

Active recruitment of new graduates

Annual dividend per share¥215

Development of diverse core personnel

Payout ratio

43.9%

Number of patent applicationsOver 1,200

Human Capital
Number of new graduate employees

145

Ratio of women in managerial posts

9.1%

Employee turnover rate (five-year average)

4%

Improve production through employee innovation
Increase in operating income per employee vs previous fiscal year 11.8%

Development of personnel to respond flexibly to changes
Social Capital

Direct sales

Support digital transformation and help companies to create new
earnings drivers by providing cloud services to customers

Social Capital
Total customer baseOver 20,000 companies

Expand use of cloud services
Dialogue with stakeholders such as investors

Natural Capital
Environmental policies and formulation of targets
Build an environmental management system

Fulfill social responsibilities that ensure business continuity

Cloudbusiness

Natural Capital
Reduce the environmental impact of OBIC and its customers byconcentrating operations at the cloud center
Efficient energy use
Reduction in CO2 emissions per unit

7% vs previous fiscal year

INTEGRATED REPORT 2022

4

Business Model
One-Stop Solution Service
OBIC has remained committed to a user-oriented approach since its foundation in April
1968. From the customer’s viewpoint, OBIC has continuously delivered “the expertiseneeded to generate management efficiency” as required by its customers. These
activities have given rise to the one-stop solution service, a solutions platform that only
OBIC can deliver. This service has a solid reputation among customers as a businessmodel unique to OBIC.

R&D

Consulting

One-Stop
Solution Service
Support

In-House Development and Direct Sales Emphasizing Direct
Relationships with Customers

System installationandcustomization

OBIC constantly provides optimal solutions to customers by identifying the continually changing
issues and needs each customer faces in a timely manner. This is done by remaining firmly committed
to in-house development and direct sales, and forming direct relationships with end-user customers.

Supporting Customers through an Integrated In-House System for
All Processes through to Continuous Improvements after Installation
OBIC provides all IT utilization processes through an integrated in-house system ranging frominstallation consultation to systems planning, design and development, cloud environments andother infrastructure, operation, support after installation and the supply of information.

8%(Fiscal year ended March 31, 2022)

System Integration Services
System Support Services

Recruitment of New Graduates

Office Automation Services

OBIC recruits only new graduates as employees. By carefully taking
time to develop employees’ technical abilities, skills and abilities tomake proposals as well as communication skills, OBIC works hardso that it can provide the optimal solutions for management issues
faced by customers.
“People are the real assets of business in Osaka”(from a corporate brochure published in 1973)

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OBIC Co., Ltd.

3%

Composition Ratio by Segment

55%
47%

42%

Operating income

Net sales45%

Business Model Industry- and Business-Specific Support Capable of Addressing
Customers’ Business Diversification Initiatives
Since its foundation, OBIC has been involved in system building and operational improvement for customers across a broad range of industries and businesses. For issues specific to each business type, OBIC staff
members, who possess knowledge and expertise on those businesses, leverage their abundant trackrecord and experience to guide customers to the optimal solutions.

Flat and Open Organization to Offer In-Depth Support to Customers
OBIC has adopted a flat and open organization in which sales, SE and support staff work closely together
to serve customers. Bringing together the expertise of each type of professional across the lines of different
job specialties enables OBIC to rapidly solve the problems faced by customers.
OBIC7 Series
The OBIC7 series of comprehensive corporate ERP software products is a component-based ERP productthat utilizes information systems, such as those for personnel, payroll, management of working conditions,sales and production, with a primary focus on accounting information systems, to enable the constructionof optimal core operating integration systems for each company.
Utilizing the advantages of a component-based system developed in-house, it maximizes thecharacteristics of customer business types and business formats through customization, and is designed
in such a way that integration is not compromised even when introduced sequentially starting from key
components based on an investment plan.
Because of this, it enables
Portal and groupware
smooth, total optimization in ashort timeframe, contributing to
Project management
the optimization of further investFor
For
the wholesale industry
the real estate industry
Management
ment in information systems forstrategy support
entire groups at a time when
Human
Payrollresources
For thethe importance of group-based
For themanufacturingretail industry
management is growing.
industry
Accounting information Working
Sales
conditions
information
The OBIC7 series has been
Production
installed by many companies
information
For the service industry
For the financial industry
since being launched in 1997
Other industry- andoperation-specific systems
and has since secured the top
share of both the number of
Cloud infrastructure (OBIC7 Cloud)companies installed and sales.

By Industry Sector

By Company Size (Sales)(Fiscal year ended March 31, 2022)(Fiscal year ended March 31, 2022)

Other

Financialindustry

18%

Serviceindustry

29%

1%

Manufacturingindustry¥100 billion ormore annually

22%

27%

Distribution
industryLess than¥10 billion annually24%

From ¥10 billion
to ¥100 billion annually

25%

54%

* Based on net sales of System Integration Services

No. 1* in cumulative

ERP installations for 19
consecutive years

No. 1*1 share of net sales
for medium- to large-sizedcompanies*2

Other

Victorious
for
19 years

29.7%

Product D

5.2%

Product A

Product C

8.3%* Among main ERP vendors 2002–2020
Number of cumulative corporate installations(Top 10 shares of license sales)

28.9 %

Product B

15.5%

12.4%

*1 2020 sales of software package licenses based on
the end user price*2 Annual sales of ¥10 billion–¥100 billion

Source: “ERP Market and Outlook 2021,” Yano Research Institute Ltd., September 2021
Survey results are estimated based on qualitative survey and analysis methods

INTEGRATED REPORT 2022

6

Financial Capital Operating Income Rose for28th Consecutive Fiscal YearNet Sales/Operating Income (¥ million)/Operating Income Margin (%)
Net sales

Since its establishment, OBIC has pursued quality in management with a focus on operating income, and continued to
grow even during various global financial crises, such as
when the bubble economy burst and Lehman Brothers failed.
Recently, the COVID-19 pandemic has changed the world
dramatically. Nevertheless, the Company’s employees pulled
together and pushed ahead with business. As a result, weachieved operating income growth for the 28th consecutive
fiscal year and a record operating income margin of 60.5%.
Going forward, we will continue working to secure astrong management foundation and raise ROE to 10% or
more, while striving to grow earnings and enhance corporate
value by sufficiently investing in human resources, cloudrelated facilities, and so forth.
Further, we regard returning profits to shareholders as
one of our key priorities. We believe appropriate reflectionof our corporate value in our share price will enable us tomeet shareholders’ expectations. We plan to pay dividends
at a consolidated payout ratio of roughly 40% for theforeseeable future.

7

Operating income

Operating income margin(¥ million)(%)

100,000

100

89,47680,00080

60.5

60,00054,13560

40,00040

20,00020

0’94 ’95 ’96 ’97 ’98 ’99 ’00 ’01 ’02 ’03 ’04 ’05 ’06 ’07 ’08 ’09 ’10 ’11 ’12 ’13 ’14 ’15 ’16 ’17 ’18 ’19 ’20 ’21 ’220GrowthProfitability

Efficiency

SafetyContinuity

Operating income(YoY)

Operating income
marginReturn on equity(ROE)

Equity ratio

12.6%

60.5%

15.5%

90.6%

Period of consecutive
operating income
growthOBIC Co., Ltd.

28 fiscal years

Production Capital
Product Initiatives
Quality Responsibility
We recognize that providing high-quality products and services is important to ensure rapid installation and reliable operation. To realize high quality through technological capability improvements in our software testing, we encourage employees to study for the JSTQB software testing qualification, and have acquired certification as a
Platinum Partner, the highest rank in Japan.
Security Responsibility
We are also concentrating on measures to combat the recent surge in cyberattacks. We have established a dedicated security team in-house, drawn up security rules,
and monitor quality. In addition, we enlist several external firms specializing in security to perform periodic vulnerability assessments, and OBIC7 and our cloud services
are highly commended. To develop security personnel, we encourage employees to acquire the national cybersecurity certification of Registered Information Security
Specialist. At present, between 10 and 20 of our employees are registered as holding this certification and keeping it up to date. We will spare no effort in ensuring security
so that customers will feel comfortable entrusting us with installing and operating their systems.
ISO/IEC 27001 (ISMS)
We recognize that the information assets of both the Company and the client companies that the Company deals with are a critical component of our business management foundation. We have acquired Information Security Management System (ISMS) certification to protect these information assets from various security risks.
SOC 1 Type 2 Report
Assurance report on internal controls related to contracted business [U.S. standard AT-C Section 320 (SSAE No. 18)]
OBIC is capable of providing highly transparent cloud services to its client companies, along with reducing the burden of audits of financial statements, audits ofinternal controls and other such processes.
Cloud Services
All of the many solutions provided by OBIC
are available as cloud services. We build
dedicated environments for each customer in
our in-house cloud center, which dramaticallyreduces their maintenance and upgrade work,
while ensuring advanced security and rapid
deployment of reliable operations. Our cloudservices help our corporate customers optimize
their groupwide operations, organizations andwork styles by strengthening internal controls
and enabling remote work. We also promptly
respond to rapid changes in the businessenvironment.

Cloud center

OBIC Cloud Academy,a Training Facility for Customers
The OBIC Cloud Academy serves as avenue for concentrated testing by ourcustomers and meetings to explain
operations, as well as for planning therollout of solutions in dedicated cloudservice environments prepared for eachcustomer. The OBIC Cloud Academy isavailable at all of the Company’s bases
across Japan. We are examining various
ways it can be utilized as a part of services
to assist customers with business continuity planning.

Scope of registration
System analysis, design, development,
and maintenance services ordered bycustomers, design and developmentof integrated package software, andinstallation and support services,incorporated business units(Tokyo Head Office, Osaka Head Office,Yokohama Branch, Nagoya Branch,
Kyoto Branch, Fukuoka Branch)

OBIC Cloud Academy

INTEGRATED REPORT 2022

8

Human Capital
Our Approach to Human Development
Since its foundation, OBIC has emphasized the view that employees’ growth is connected to theCompany’s growth. By taking the time to really cultivate the attributes of new graduate employees inaccordance with medium- to long-term targets without being restrained by standard frameworks suchas membership-type and job-type employment models, we are working to bolster our organizational
capabilities by fostering our corporate culture, while enhancing individual employees’ expertise.

Number of Hires2018/3

2019/32020/32021/32022/32023/3

119

112

109

125

142

145

Recruitment Strategy
Emphasis on New Graduates
OBIC recruits only new graduates as employees. Employees’ ability to come up with proposals, communication skills, and other human skills are crucial to exploring and finding the best solutions for customers’
business issues. OBIC invests considerable time in developing such human resources. OBIC is strongly
committed to recruiting new graduates as employees it fosters from the very beginning of their professional careers, and works to rigorously develop and motivate human resources.
What We Are Looking for in Employees
Guided by our philosophy of “contributing to the growth of Japan’s economy and society,” we want tocontribute to corporate and social development by solving our corporate clients’ management issues andcontributing to sustainable growth. To continue to address the diverse array of issues faced by our customers as their management partners, we believe not being bound by precedents or past successes andhaving unconventional flexibility and playful ideas as well as a drive to contribute to society are important.
Those are the kind of people we are looking to hire.

Ratio ofnew graduate hires

Ratio of women among
new employees

Training
participation rate

100%

28.3%

100%

* As of April 1, 2022

Training Flowchart
Phase 3:

Education System
To help our customers sustain growth, our employees must have not only IT skills, but also business knowledge in accounting and other areas, as well as industry-specific know-how. Under our robust educationand training system, all employees work to improve a diverse range of knowledge and skills in accounting
and other areas, regardless of their type of job.
As for training formats, we offer online training tailored to various areas of study and participants, inaddition to in-person training, so that all sorts of employees can work to improve their skills in a flexible
manner. We also support employees’ learning by providing assistance for obtaining certifications, paying
certification allowances, and working on online education.
Moreover, innovations arise every year through all employees participating in presentations on
management objectives that have been held since our founding, in addition to other seminars.

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OBIC Co., Ltd.

Obtain know-how unique
to OBIC

Presentations on management objectives, training forin-house products, training by sharing case studies, etc.

Phase 2:

Obtain highly specialized knowledge
and information

IT skills, industry and business skills, financial analysis andbookkeeping skills, project management, quality management(JSTQB), information asset management, etc.

Phase 1:

Obtain people skills

New employee training, documentation, presentation, facilitation,
logical thinking, leadership, etc.

Human Capital
Initiatives to Raise Engagement
OBIC is committed to creating environments where each and every employee can engage in rewarding
work. Employees have interviews with their supervisor several times a year where their progress towards
achieving the business activity targets that they set at the start of the fiscal year is checked, and that
information is utilized in assigning the right people to the right jobs. In addition, we have established a
feedback system that accelerates growth and increases motivation by providing employees with feedback
from those around them. Moreover, we hold the OBIC Family Sports Festival attended by employees
and their family members every year throughout Japan, and give a whole Christmas cake to employees
at Christmas. These initiatives have shaped an open corporate culture that emphasizes communication,
which helps to foster solid teamwork in our business activities.
Additionally, we have introduced an employee stock ownership plan as a system for sustained
enhancement of corporate value.

Ratio of women in
managerial posts

9.1%* As of April 1, 2022

Ratio of female
employees
Christmas cakes are handed out to employees every year

Diversity

19.8%

We believe that individual employee growth combined with greater diversity creates a synergistic effect. To that end, we encourage employees to hone their respective skills and know-how
and build on their individuality in an open corporate culture that emphasizes communication.
In addition, we promote flexible work styles so that all employees in various circumstances
can use their abilities to the fullest, and have successful long-term careers. For instance, we offer
paid holiday that can be used in one-hour increments, shortened working hours for employees
raising children until their children finish the sixth grade of elementary school, staggered working hours, and working from home. Regarding gender diversity, we aim for a ratio of women in
managerial posts of at least 10%, and will continue to work on increasing growth opportunities
for female employees.

Various Certifications
Kurumin Certification
OBIC has received Kurumin certification from the
Minister of Health, Labour and Welfare for being acompany that excels at supporting childcare.
We will keep working to create environments
where all employees can grow and work longterm by supporting a good balance between
work and childcare through various initiatives
such as enhancing systems for childcare leaveand shortened working hours.

* As of April 1, 2022

Ratio of employees returning
to work after childcare leave

98.0%
Flexible work hours and locations

Health and Productivity Management Organization
OBIC was designated as a “2022
Certified Health & Productivity
Management Outstanding
Organization” by the Ministry of
Economy, Trade and Industry and the Nippon Kenko Kaigi.
Based on the belief that employees constantly innovating and fully leveraging
their abilities ends up supporting customers’ sustainable growth, OBIC willcontinue striving to create environments where employees can work with good
health and grow.

*As of March 31, 2022

Paid leaveacquisition rate

69.6%
* As of March 31, 2022

INTEGRATED REPORT 2022

10

Natural Capital
Basic Philosophy on Environmental Management
OBIC recognizes the gravity of its social responsibility to conduct its operations in anenvironmentally friendly manner. Accordingly, OBIC will drive innovation in various
technologies and improve management efficiency to help realize a society balancing
environmental preservation and sustainable corporate growth.

Action Guidelines
1. We recognize the finite nature of resources and energy and strive to use them effectively.
2. We sufficiently consider the conservation and protection of the natural environment and biodiversity.
3. We strive to reduce environmental impact by providing cloud services to customers.
4. We promote work styles that do not require employees to commute or travel, such as working
from home.
5. We act in compliance with environmental laws and regulations, regional ordinances andconventions, and agreements with stakeholders.
6. We work to improve environmental performance by building and operating an environmental
management system, regularly evaluating the progress made on achieving targets, andcontinuously making improvements.

Environmental Targets
Reduce CO2 emissions (reduce by 10% vs previous fiscal year)
Effective use of the Company’senvironmental resources

Reduce CO2 emissions per unit of net sales(reduce by 20% vs previous fiscal year)
Improve the waste recycling rate
(recycling rate of at least 70%)

Enhance management resource
efficiency at partner companies andsafeguard business continuity

Provide cloud services (cloud utilization rate of at least 80%)

Provide flexible and diverse
workplace environments

Develop remote working environments(environment completion rate: 100%)

Legal compliance

Comply with environmental laws and regulations (zero violations)

Environmental Performance Data
2018/3

Data item

Fuel
consumption

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OBIC Co., Ltd.

Base year

2020/32021/32022/32022/3

Latest reporting Reduction rateyear
(vs base year)

Keroseneℓ38,70036,60036,20000Diesel

kL

0.06

0.16

0.05

0.08

0.06

LPG

1,000 m3

1.63

1.67

1.73

0.00

0.00

City gas

1,000 m3

93

84

92

75

70

Heat consumption (steam, cold water)

GJ

1,081

1,583

1,853

1,839

3,376

Electricity consumption

MWh

4,771

4,695

4,525

4,392

4,175

Water usage*1

m3

12,791

12,873

13,668

12,177

11,714General waste*1

t

119.4

120.8

117.3

96.0

105.2

General waste recycling rate

%

62.2

64.1

57.4

64.3

66.9

Industrial waste*1

t

29.0

64.2

29.6

29.6

17.1

Industrial waste recycling rate

%

100

100

100

100

100

GJ

54,02653,441

52,56648,99948,7799.7%

Scope 1*3

t-CO2

307

282

300

166

156

49.2%

Scope 2*3

t-CO2

2,374

2,283

2,157

1,971

1,970

17.0%

Scope 1 + 2*3

t-CO2

2,681

2,565

2,457

2,137

2,126

20.7%

0.040

0.035

0.031

0.025

0.024

40.8%

Waste

Primary energy consumption*2
CO2 emissions

CO2 emissions per ¥1 million of net sales(Scope 1 + 2)*4

2030/32050/3

Reduction rate Reduction rate
targettarget(vs base year) (vs base year)

50%

100%

*1 Water usage and waste is calculated for the Tokyo headquarters.
*2 The amount of energy converted from fossil fuels, nuclear fuels and natural energy such as hydropower and solar power.
*3 Scope 1: Direct emissions from fuel consumption at Company facilities
Scope 2: Indirect emissions from the use of electricity and heat at Company facilities*4 CO2 emissions ÷ Consolidated net sales (¥ million)

External Evaluations
ISO 14001 Certification (Tokyo Head Office)ISO 14001 is an international standard for environmental
management systems. It provides organizations with aframework for protecting the environment and responding
to changing environmental conditions, while striking abalance with socioeconomic needs.

Unit

2019/3Services
System analysis, design,development, and maintenanceservices ordered by customers,
design and development ofintegrated package software, andinstallation and support services

Acquired the Highest Ranking of S under CASBEE Osaka Mirai
CASBEE Osaka Mirai refers to the Osaka Comprehensive Assessment System
for Built Environment Efficiency. This comprehensive assessment system forenvironmental efficiency in buildings was established with support from the
Ministry of Land, Infrastructure, Transport and Tourism. It uses a five-step scale
to score buildings on criteria such as energy saving, resource saving, recycling
performance, indoor environment comfort, building longevity, and aesthetics.
The OBIC Midosuji Building received the highest ranking, “S.”Natural Capital
Climate Change Initiatives
In December 2021, OBIC announced its agreement with the recommendations of the Task Forceon Climate-related Financial Disclosures (TCFD) established by the Financial Stability Board. In
accordance with these recommendations, we will work to strengthen governance in regard toclimate change, formulate strategies and targets based on analysis of risk and opportunity, anddisclose information on the financial impact of these measures.
BackgroundWe recognize that we bear a tremendous social responsibility to reduce the environmental
impact of the Company to help mitigate climate change risk. By driving innovation in various technologies and enhancing management efficiency, we are working on promoting aknowledge-intensive business that is not dependent on increasing human and environmental
resources (people and things).
Governance
We have established the Sustainability Promotion Committee that works under the directsupervision of the president and COO. The president and COO has also been designated as the
person ultimately responsible for climate-related issues and receives daily reports from committee
members regarding changes in the external environment and other issues concerning climatechange, progress made on meeting the Company’s targets, and proposals for new initiatives. If
necessary, these reports and other information are shared with the Board of Directors and otherrelevant parties.

Products and services

Increased demand for services through cloud centers that offer advanced
environmental performance due to a growing need to reduce greenhousegas emissions

Resource efficiency

Reductions in operational costs accompanying more efficient use ofenergy, such as electricity

Resilience

Increased demand for secure cloud centers that ensure business continuity in the event of a major natural disaster

Risk Management
We conduct risk management through a committee and a risk management system. Eachquarter, relevant departments compile climate-related data at the committee's request and thisinformation is used by committee members for monitoring purposes, including to confirm thestate of progress, conduct analysis, and identify issues. This ensures the continuous monitoringand management of risk.
Indicators and Targets
We have set the targets below for cutting greenhouse gas emissions (Scope 1 + 2*).
2030

50% reduction in emissions compared to fiscal 2017

Strategy
1. Risks
Regulatory

Transition risks Legal

Reputational

Physical risks

2. Opportunities

Increase in the cost of business due to the introduction of new environmental regulations, such as carbon taxes

Litigation and halts in operation due to serious violations of environmental
laws and regulations, etc.

2050

100% reduction in emissions* Scope 1: Direct emissions from fuel consumption at Company facilities
Scope 2: Indirect emissions from the use of electricity and heat at Company facilities

Response to CDP Questionnaires
CDP climate change surveys target the world’s top companies by market capitalization andinvestigate factors such as their activities to reduce greenhouse gas emissions and initiatives for
mitigating climate change. We responded to the CDP questionnaire for fiscal 2021 and received a
B rating.

Damage to the Company’s reputation due to an inability to conform togreenhouse gas emission regulations or the like

Impact on business operations or damage to Company facilities, etc. dueto a major natural disaster caused by climate change

INTEGRATED REPORT 2022

12

Intellectual Capital
Process for Accumulating Intellectual Property

Patent Acquisition Framework

Strengthen proposal
capabilities

In-house development
and employee education

Strengthen products andservices

Focus onnew graduates
In-housedevelopment

Develop market for
medium- to large-sizedcompanies

Direct sales
Accumulate accounting
and industry expertise

Acquire business model
patents

OBIC’s patent strategy emphasizes
Applications/Registrations (number)acquiring patents linked to manageApplications
Registrations
ment strategy.
1,500
300
We are working to acquire patents
1,235
that are valuable to customers by
incorporating the process of acquiring
230
1,002
200
business model patents within various 1,000
sales, marketing, and development
775
strategy processes, such as strengthen653
122
ing products and services in line with
470
500
100
marketing for industries and businesses,
726252
and employee education.
In addition, our patent acquisition
activities extend throughout the entire
0
0
’20
’18
’19
’21
’22
Company as we have established an
implementation team in each businessdivision, centered on the Solution Business Division’s Intellectual Property Strategy Team headedby the president and COO.
OBIC has applied for and obtained over 1,200 business model patents in total as of March 31,
2022, which is a high level for the IT sector. Going forward, we will keep endeavoring to provide
services that offer even higher added value and contribute to a sustainable society by actively
using patented technology and encouraging constant innovation by employees.

External Evaluations
Patent Strategy
OBIC has accumulated a wealth of expertise in various industries and businesses by providing
solutions to customers through in-house development and direct sales activities over many years.
To visualize and increase the added value of this expertise leading to differentiation from thecompetition and bolstering of knowledge intensive business, the Company has been working forover two decades on acquiring business model patents.
Business model patents are patents that are granted for frameworks that utilize systems and otherdevices to solve business issues. We believe our strength in providing integrated in-house services forcustomers ranging from consulting to business process improvement proposals, systems design, andsupport after installation is reflected in the number of these patents that we have acquired.
13

OBIC Co., Ltd.

OBIC received a high external
assessment of its activities towards
a sustainable society from the Japan
Patent Information Organization(Japio), ranking 4th in the
Japio-SDGs Patent Index* among
companies in the information andcommunications industry category.

Patented technology that improves operation
efficiency and productivity
Patented technology that facilitates appropriate
management decision-making by companies
Patented technology that realizes waste reduction, paperless operations, and digitalization
Patented technology that strengthens internal
controls and governance* Japio-SDGs Patent Index Company Ranking
https://transtool.japio.or.jp/work/data/SDGs_index_ranking.pdf (Japanese language only)Corporate Governance
Outline of Corporate Governance Framework

Evaluating the Effectiveness of the Board of Directors

General Meeting of Shareholders
Election and dismissal

Election and dismissal

Nomination and Remuneration
Advisory Committee(discretionary advisory body)

Consult
Report and propose
Supervision ofmanagement

Board of Directors

Election and dismissal

OBIC exchanges opinions about the effectiveness of the Board of Directors through individual
consultations with outside officers. The Company held discussions at the Board of Directors basedon the results of those consultations, and has determined that the effectiveness of the Board of
Directors is largely secure.
Summaries of the evaluation results are as follows.

Audit

 BIC’s Board of Directors is well balanced and comprised of members who understand theO
Company’s management philosophy and policies and have a wide variety of experiences and knowledge. It aims to carry out appropriate decision making and supervise the execution of operations.
● Free and active discussion as well as constructive exchange of opinions are conducted by all of
the attending directors including two outside directors.
● The Nomination and Remuneration Advisory Committee, which is a voluntary advisory body,also receives appropriate advice and proposals from outside directors, and works effectively.
●

ReportingElection and dismissal
Supervision and instruction
ReportingBusiness
Execution

Audit & Supervisory Board

ReportingBoard of
Executive Officers

Audit

Three types of audit(internal audit, Audit &Supervisory Board members’audit, external accounting audit)

Instruction

Coordination

Coordination

Internal Audit Dept.
(Corporate Planning Office) Coordination

Accounting Auditor

Management
Strategy Committee
ReportingOperating/Administrative
Departments

ReportingGeneral Affairs Dept.
Compliance and risk management

Three types of audit(internal audit, Audit & Supervisory Board
members’ audit, external accounting audit)

Based on these evaluation results, OBIC is working to improve the effectiveness of the Board of
Directors even further.

Countermeasures for Business and Other Risks
Group Companies

OBIC has built a corporate governance system that enlists the Board of Directors to serve as a managerial
decision-making body, while also employing the Audit & Supervisory Board equipped with the managerial
audit function, and an Executive Officer system to further strengthen the corporate structure.
The Board of Directors meets regularly once a month to deliberate on all important matters, and also
discusses and explores countermeasures with respect to progress achieved in business performance. The
Company has 11 executive officers in addition to three directors who concurrently serve as executive officers.
Adoption of the executive officer system has culminated in a framework that separates the managerial
decision-making and supervision functions from the business execution functions and that makes it possible
to promptly address changes in the business environment. At meetings of the Management Strategy
Committee, held on the same day as those of the Board of Directors, committee members discuss mattersreported particularly regarding the current status of business performance in respective departments, andsubsequently make decisions on specific measures in that regard.
The Audit & Supervisory Board consists of three members including two outside Audit & Supervisory Board
members and serves to strengthen management monitoring function. Its members conduct daily audits, attend
important meetings including those of the Board of Directors, and provide advice and recommendations as
appropriate. The Audit & Supervisory Board works smoothly, seeking to ensure objectivity and neutrality.

Risks

Countermeasures

Strives to engage in research and development activities related to the latest
Technology innovation
technology trends in a wide range of fields, including network technology
and product development and communications technology, verification of new hardware products orverification of software and middleware.
Loss of human resourcesand expertise

Spends significant time and money each year on securing and developing
talented human resources and working to develop human resources withstrong future potential.

Information security

Strives to strengthen and ensure customer data management and to prevent
leaks by establishing information management rules, ensuring that all employees are made aware of these through training, and strengthening software andinformation security.

Environmental andclimate change

Strives to implement business continuity plan measures, such as setting up
a teleworking environment for employees and establishing duplicate cloudcomputing center sites. Furthermore, by concentrating its cloud computing
centers with advanced environmental performance, it is working to reduce its
own greenhouse gas emissions and those of its customers.

INTEGRATED REPORT 2022

14

Corporate Governance
Details of Officer Remuneration
Category

Directors

Process for Determining Officer Remuneration

Type of remuneration

Eligibility

Limit

Basic remuneration(monthly fixed remuneration)

Inside andoutsideCapped at ¥800 million annually(including no more than ¥60
million for outside directors)

Bonuses (performance-linked
remuneration)

InsideUp to 0.5% of net income or ¥200
million annually

Restricted stock compensation
Inside(performance-linked remuneration)
Audit &
Supervisory Basic remuneration
Board(monthly fixed remuneration)members

Up to ¥500 million annually

Inside andoutsideUp to ¥30 million annually

Director remuneration is comprised of monetary compensation as basic remuneration(monthly fixed remuneration) and bonuses (performance-linked remuneration), andnon-monetary compensation as restricted stock compensation (performance-linked
remuneration). Bonuses in the form of performance-linked remuneration are paid at
a fixed period every year with net income on a non-consolidated basis, which is theultimate profit from execution of duties to which the directors make direct contributions, as the performance index, thereby increasing the directors’ ambition to improve
performance. The rate of performance-linked remuneration is approximately 20–30% in
the case of standard performance. OBIC’s non-consolidated net income for the fiscal year
ended March 31, 2022 was ¥40,138 million. Remuneration for Audit & Supervisory Board
members is basic remuneration (monthly fixed remuneration) only.

Total Remuneration, etc. for Each Officer Category(¥ million)

Total amount of remuneration, etc. by type
Category
Directors(outside)
Audit & Supervisory
Board members(outside)
Total (outside)

15

OBIC Co., Ltd.

Total amount of
remuneration, etc.

Basic
remuneration

Special Reward Bonusfor the Founder

Restricted stockcompensation

1,078
(32)

589
(32)

129
(—)

360
(—)

—
(—)

24
(12)

24
(12)

—
(—)

—
(—)

—
(—)

1,102
(44)

613
(44)

129
(—)

360
(—)

—
(—)

Bonuses

Original proposals for the amount of remuneration are drafted based on an additive and subtractive formula within a range determined at the General Meeting of Shareholders after giving consideration to theCompany’s performance based on remuneration according to position in relation to the status of execution of each executive’s duties. Based on the results of an inquiry to the Nomination and Remuneration
Advisory Committee, which is a voluntary advisory body in which outside directors make up a majority ofthe members, a decision is made by the Board of Directors.
Remuneration for Audit & Supervisory Board members is basic remuneration (monthly fixed remuneration) only. The amounts of remuneration for Audit & Supervisory Board members are calculated per discussions among the Audit & Supervisory Board members, within the range resolved by the General Meetingof Shareholders.
Drafting of
remuneration amounts,
etc.

Consult

Consideration by
the Nomination
and Remuneration
Advisory Committee

ReportResolution by
the Board of Directors

April 2021

The Nomination and Remuneration Advisory Committee considered details of officer bonuses for the
fiscal year ended March 31, 2021, and the individual amounts to be paid for basic remuneration for
directors in the fiscal year ending March 31, 2022. The committee resolved to report to the June 2021
meeting of the Board of Directors on the draft produced as a result of the consideration.

June 2021

A meeting of the Board of Directors following the Ordinary General Meeting of Shareholders received
the report from the Nomination and Remuneration Advisory Committee and passed a resolution on theofficer bonuses for the fiscal year ended March 31, 2021, and the individual amounts to be paid for basic
remuneration for directors in the fiscal year ending March 31, 2022.

The Nomination and Remuneration Advisory Committee considered details of officer bonuses for the
fiscal year ending March 31, 2022, and the individual amounts to be paid for basic remuneration for
March 2022
officers and the Special Reward Bonus for the Founder for the fiscal year ending March 31, 2023. The
committee resolved to finalize the draft sometime after April 2022.
April 2022

The Board of Directors resolved to pay the Special Reward Bonus for the Founder.

April 2022

The Nomination and Remuneration Advisory Committee considered details of officer bonuses for the
fiscal year ended March 31, 2022, and the individual amounts to be paid for basic remuneration for
officers in the fiscal year ending March 31, 2023. The committee resolved to report to the June 2022
meeting of the Board of Directors on the draft produced as a result of the consideration.

June 2022

A meeting of the Board of Directors following the Ordinary General Meeting of Shareholders received
the report from the Nomination and Remuneration Advisory Committee and passed a resolution on theofficer bonuses for the fiscal year ended March 31, 2022, and the individual amounts to be paid for basic
remuneration for officers in the fiscal year ending March 31, 2023.

Corporate Governance
System of Directors and Audit & Supervisory Board Members (9)SkillsCategory

Name(Date of birth)

Position/responsibilities, etc.

Business
execution

Independent/
outsideSex

Corporate
management

Innovation~Destruction
and Creation~

Businessand industry
experience

Accounting
and finance

Male

●

●

●

●

●

●

●

●

Masahiro Noda
(August 24, 1938)

Chairman and CEO

Shoichi Tachibana(April 26, 1961)

President and COO(Chairman of the Board of Directors)

●

Male

Atsushi Kawanishi(November 29, 1958)

Managing Director
Head of Human Resources andAdministration Supervision Group

●

Male

●

●

Takao Fujimoto(April 7, 1971)

Director
General Manager of
Kansai Business Div.

●

Male

●

●

Yasumasa Gomi
(February 8, 1943)

Director

Independent
outsideMale

Takashi Ejiri(May 16, 1942)

Director

Independent
outsideMale

Akira Koyamachi(March 4, 1958)

Audit & Supervisory Board member(standing)

Directors

Audit &
Supervisory Takeo Tanaka
Board(December 12, 1973)
members
Shigetsugu Yamada(July 4, 1974)

Male

Audit & Supervisory Board member(part-time)

Independent
outsideMale

Audit & Supervisory Board member(part-time)

Independent
outsideMale

Executive Officers (11)

●

Legal

●

●

●

●

ESG
(Environmental,
Social, andGovernance)

●
●

●

●

●

●

●

●

* Excludes three directors serving concurrently as executive officers

Tomonori Anan

Executive Officer

Administrator of Business Planning Office and Accounting Div.

Takashi Omori

Executive Officer

Administrator of Capital Area Solutions Business Dept. 5 and Business Dept. 6 and Administrator of System Dept.

Kosuke Ishikawa

Executive Officer

Administrator of Human Resources Dept.

Yosuke Matsuno

Executive Officer

Administrator of Capital Area Solutions Business Dept. 5 and Business Dept. 6 and Administrator of Sales Dept.

Takeshi Okada

Executive Officer

Administrator of Capital Area Solutions Business Dept. 1 and Business Dept. 2 and Administrator of System Dept.

Tomoyuki Kajiura

Executive Officer

Administrator of Sales Promotion Div., Solutions Business Div.

Tetsuji Yamagishi

Executive Officer

Administrator of Capital Area Solutions Business Dept. 1 and Business Dept. 2 and Administrator of Sales Dept.

Fumio Fukushima

Executive Officer

Administrator of Marketing Promotion Div., Solutions Business Div.

Shinichi Furuya

Executive Officer

Administrator of Capital Area Solutions Business Dept. 3 and Business Dept. 4 and Administrator of System Dept.

Toru Kanasugi

Executive Officer

Administrator of Purchasing Div.

Masakazu Hirose

Executive Officer

Administrator of Capital Area Solutions Business Dept. 3 and Business Dept. 4 and Administrator of Sales Dept.

INTEGRATED REPORT 2022

16

Financial Highlights
Net Sales (¥ million)

Consolidated

Operating Income (¥ million)/Operating Income Margin (%)(¥ million)

100,000(%)

60,00080,48880,00083,862

70

48,07750,00074,163

43,23837,93940,00060,000

60.5
60

53.7

’19

’20

’21

’22

0

50

48.4

45

’18

’19

46,012
41,92735,57030,00010,000’18

52,60050,00055

51.2
20,00060,17460,00040,00030,00040,000

0

65

57.3

32,32520,00070,00054,13589,476

66,814

Ordinary Income (¥ million)

’20

’21

’22

0

20,00010,000
0

’18

’19

’20

’21

’22

* Increase in operating income for 28 consecutive years

Net Income Attributable to Owners of the Parent (¥ million)

Cash Flow (¥ million)

50,00025,000Net Income per Share (¥)

22,72243,50038,00140,00035,096

17,25015,00026,26818,316300

13,72410,000200

10,000

5,000

100

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

* Cash flow = net income + depreciation expense – dividends – directors’ bonuses* Presented consolidated cash flows are exclusive of incomes derived
from equity method affiliates.

OBIC Co., Ltd.

394.56400

20,000017427.22

20,43720,00032,22330,000489.96500

0362.26295.32

’18

’19

’20

’21

’22

Financial Highlights
Total Assets (¥ million)

Net Assets (¥ million)

400,000

300,000

Equity Ratio (%)

293,567100

266,025
323,927

238,392

298,257

300,000

244,909200,000

89.2

90.1

89.2

90.6

’18

’19

’20

’21

’22

80

218,476

264,596

89.2

197,39460

221,260
200,000

40
100,000
100,000
20

0

’18

’19

’20

’21

’22

Return on Equity (%)

0

’18

20

16.9
15

’20

’21

’22

Return on Assets (%)

20

15.5

’19

15.4

14.0

15.1

18.0

0

Net Assets per Share (BPS) (¥)

18.1

18.7

19.3

4,000

3,310.49

15.5
152,990.72

3,000

2,456.16

2,680.06

2,219.15
10

10

2,000

5

5

1,000

0

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

INTEGRATED REPORT 2022

18

Financial Highlights
Return on Invested Capital (ROIC) (%)

15

12.2

13.0

13.4

13.6

Dividend per Share (¥)

14.1

Payout Ratio (%)

250

50

215

12

200

9

150

6

100

20

3

50

10

40

185

38.9

40.6

43.3

43.9

’21

’22

37.3

160
30

135
115

0

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

0

’18

’19

’20

* Return on invested capital (ROIC) =operating income after tax / (shareholders’ equity + interest-bearing debt)

Net Sales per Employee (¥ thousand)

45,00038,282

39,77342,136

Operating Income per Employee (¥ thousand)Value Added per Employee (¥ thousand)

30,00040,00035,29325,49335,36622,801

32,05320,00029,41730,00020,56530,00032,05618,092

26,491
23,746

15,50720,00015,00010,00010,000

0

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

* Net sales per employee, operating income per employee and value
added per employee were calculated on the basis of the average numberof employees for the year.

19

OBIC Co., Ltd.

0

’18

’19

’20

’21

’22

* Value added = operating income + labor costs + depreciation expenseNon-Financial Highlights
CO2 Emissions (Scope 1 + 2) (t-CO )Non-consolidated

CO2 Emissions per ¥1 Million of Net Sales (Scope 1 + 2) (t-CO )

2

2

0.05

3,000

2,681

2,565

2,500

2,457
2,137

2,126

0.04

70
60

0.040

59

58

61

50

0.031
0.03

0.025

1,500

0.024

40
30

0.02
1,000

20
0.01

500

10

’18

’19

’20

’21

’22

Paid Leave Acquisition Rate (%)

0

100

63.4

65.8

65.9

’18

’19

’20

’21

’22

Ratio of Employees Returning to Workafter Childcare Leave (%)

80
70

58

51

0.035

2,000

0

Number of Employees Acquiring Childcare Leave (People)

66.5

69.6

98.3

96.6

100.0

98.4

0

’18

’19

’20

’21

’22

Number of Employees Using the Shorter Work Hour System (People)/
Ratio of Employees Using the Shorter Work Hour System (%)
98.0(People)

(%)

60

56

90
50

80

47

49

56

50

24

20

60
70
50

40

60

40

50

16.5

16.7

15.8

17.2

16

15.8

30

12

20

8

10

4

40

30

30
20
20
10
0

10

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

0

’18

’19

’20

’21

’22

0

* The number and ratio of employees using the shorter work hour system
are calculated for female employees only.

INTEGRATED REPORT 2022

20

Support for Sports and Culture
OBIC Seagulls

OBIC Special Concerts

American football requires level-headed insight, in-depth strategy and team-oriented tactics. These attributes have a lot in common with OBIC’s approach to business, which involves working closely together
with companies to help transform their businesses through information systems. OBIC has sponsored the
OBIC Seagulls since 2003.The team is part of the National Football Association (commonly known as the X
League) and won the American Football Japan Championship, Rice Bowl 74, in 2021, achieving the feat ofwinning for the eighth time overall.
The OBIC Seagulls are based in
Narashino, Chiba Prefecture, andinteract with the community andconduct activities to popularize
American football. The team strives
to contribute to society throughsports through continuous participation in various events such as putting
on performances at a community
marathon and teaching elementaryand junior high school students
about the fun of American footballin sports classes. Going forward, theteam continues to be grateful to all
In 2021, won the top league championshipfor their support and will continue
for the eighth time, and first time in seven years
striving to be loved by many people.

A community interaction marathon with Seagulls players

21

OBIC Co., Ltd.

Community interaction with Seagulls players

OBIC has held the “OBIC Special Concert” series every year in Tokyo, Nagoya, Osaka and Fukuoka
since the first concert was held in 1999. It is a popular series of concerts featuring accessible andauthentic classical music. Fabulous performances are given by a first-rate orchestra under thepassionate direction of Mr. Ken-Ichiro Kobayashi, who is known as a “fiery maestro.” Concert halls
are filled to capacity with audiences who are captivated by these musical performances.

OBIC Special Concert

Mr. Ken-Ichiro Kobayashi

Golf (Professional Golfer Isao Aoki at Mobara Country Club)OBIC has long sought to help promote the sport of golf in various ways through Japanese
professional golfer Isao Aoki. Since signing an agreement to appear in an OBIC TV commercial in 1982, Mr. Aoki has served as the public face for OBIC while continuing to leadan impressive career on the golf course. Mr. Aoki was inducted into the World Golf Hall of
Fame in 2004, and was awarded the Order of the Rising Sun, Gold Rays with Rosette in 2015.

Mobara Country ClubClub pro Isao Aoki

Company Profile
Company name

OBIC Co., Ltd.

Trademark

Stock Information (As of March 31, 2022)
Total number of shareholders

6,445

Number of shareholders holding full trading units

4,410

Number of shares listed and registered

99,600,000

Number of shares owned by non-residents

33,236,208

33.3%

April 8, 1968 (Showa 43)

Number of shares owned by Company directors
and principal shareholders

63,191,521

63.4%

Capital stock¥19,178 million

Number of floating shares (consolidated numberof shares consisting of less than 50 trading units)

1,840,076

1.8%

Number of employees

Consolidated: 2,054 Non-Consolidated: 1,857 (As of March 31, 2022)

Number of shares owned by investment trusts

6,873,100

6.9%

Number of shares owned by pension trusts

1,141,000

1.1%

Headquarters

2-4-15 Kyobashi, Chuo-ku, Tokyo

Date of establishment

Net sales

Consolidated: ¥89,476 million
Non-Consolidated: ¥82,616 million (Fiscal year ended March 31, 2022)

Stock listing

Tokyo Stock Exchange Prime Market (Securities Code: 4684)

Total number of shares issued

99,600,000 shares

Overview of operations• System Integration Services• System Support Services• Office Automation Services

Group companies

OBIC Office Automation Co., Ltd.
OBIC Business Consultant Co., Ltd. (Prime Market)
O.B. System Co., Ltd.

Financial Results Information
Fiscal year
Ordinary General Meeting of
Shareholders

Ranking

Number ofshares owned(thousand)Ownership
ratio (%)

Noda Management Co., Ltd.

16,90919.06

2

The Master Trust Bank of Japan, Ltd.

14,301

16.12

3

Custody Bank of Japan, Ltd.

5,864

6.61

4

JP Morgan Chase Bank 385632 (Standing proxy: Mizuho Bank, Ltd.,
Settlement & Clearing Services Division)

3,850

4.34

5

Masahiro Noda

2,881

3.24

6

Mizuki Noda

2,781

3.13

7

SSBTC Client Omnibus Account (Standing proxy: The Hongkong andShanghai Banking Corporation Limited, Tokyo Branch, Custody Service)

2,416

2.72

8

State Street Bank and Trust Company 505223 (Standing proxy: Mizuho
Bank, Ltd., Settlement & Clearing Services Division)

1,776

2.00

9

STATE STREET BANK WEST CLIENT - TREATY 505234 (Standing proxy:
Mizuho Bank, Ltd., Settlement & Clearing Services Division)

1,419

1.60

10

DANOX Co., Ltd.

1,050

1.18

June each year

Year-end dividend: March 31 each year
Interim dividend: September 30 each year

Name

1

From April 1 through March 31 of the following year

Date of record of the Ordinary
March 31 each year
General Meeting of Shareholders
Date of record for dividends ofsurplusPrincipal Shareholders (As of March 31, 2022)* OBIC held 10,922 thousand shares of common stock in treasury* Numbers of shares stated above include shares held in trust as follows:

(thousand)

The Master Trust Bank of Japan, Ltd.

14,301

Custody Bank of Japan, Ltd.

5,864

INTEGRATED REPORT 2022

22

OBIC Co., Ltd.
OBIC Co., Ltd. Head Office
OBIC Bldg., 2-4-15 Kyobashi, Chuo-ku, Tokyo 104-8328
TEL 03-3245-6500

OBIC homepage
www.obic.co.jp/e/Securities Code: 4684