Chapter 1

Value Creation | Value Creation Process

The Net One Group establishes optimal systems from an objective and neutral standpoint byleveraging its network technology capabilities, its multi-vendor support, and the critical assessment
skills developed through its large client base. Additionally, by making full use of the practical usage
expertise we have accumulated by applying technologies internally before introducing them at client
facilities, we are able to resolve social challenges through the facilitation of customer success.

Purpose‐Mission‐Vision‐Values

Introduction

As we strive to realize our Purpose, we will leverage
our network-related strengths to achieve customer
success while creating both social and corporate value.

WAY
Value Creation

P.3

Sustainability Policy
Materiality
Realization of a safe and secure advanced
information society

Financialand non-financial capital
P.39

Contribution toa decarbonized society

Thriving professional personnel

Maintaining and enhancing
a governance structure for sustainable growthSocial value / economic value

Business model
P.23

Strengths

Establishing ICT systems that support both business
Providing services that facilitate ICT utilizationand society

MarketSocial value

P.13

Professional personnel

Declining birthrate and aging population,
regional disparities

Regional revitalization

Optimize

Consulting

Customer business success

Plan

Realizing a rewarding society

Maximizing shareholder value

The 2025 Digital Cliff

Customers

Social capital

Telecom carrier
marketDesign /install

MaintainCo-creation capabilities

Public market

Financial capital
Shift to recurring-revenue
businesses

Large-scalecustomer base

Corporate transformation
through digitalization
Accelerated digitalization

Lifecycle
services

OperateProjectmanagement

Realization of
our Purpose
Economic value
Medium-Term Business Plan
indicators

Build

RevenueHigh capital efficiency

Operating margin
Service ratio

P.29

ROE

Medium-Term Business Plan

Value cycle

19

net one report 2023

Unleashing the potential ofpeople and networks

Business Segments

Partner business

Management
strategy

Governance

Innovative progress in ICT

ProposeResolution of social challenges

Shift from goods to experience

OperateMulti-vendor support

Design capabilities

MarketDX personnel training

Enterprise market

Achievement of customer successIntellectual capital

Prosperous future

Realizing a decarbonized society

Decarbonized society, sustainability
Regional revitalization

Responding to the declining
birthrate and aging population

Management CapitalSociety

Network technology
capabilities

Human capital

Growth Strategy

Social challenges

P.21

Reinvesting tostrengthen capitalnet one report 2023

20

Chapter 1

Value Creation | Materiality

In order to further promote sustainability management, we identify challenges of high importance asmaterialities from the perspective of opportunities and risks for sustainable growth, then set KPIs, andmanage progress. In addition, we announced our contribution to the SDGs through our materiality initiatives
in our SDGs Declaration.

Materiality KPIs and contribution to SDGs
Realization of a safe and secure advanced information society

Overview of sustainability management

Theme 1

Provide solutions andservices by challenge anddomainWAY

Mission‐Vision‐Values

Expand and promote
the service business

Maintaining and enhancing
a governance structure
for sustainable growth

Growth strategy

Contribution through businessIn order to become more competitive in thesolutions services for business growth, we will
strengthen the training of security personnel
and cloud personnel, and also focus on theacquisition of DX skills with the aim ofstrengthening the functions of our corporate
departments.
We will also contribute to the training of future
ICT personnel by providing learning
opportunities that utilize Net One’s intellectual
property, for students who will lead the next
generation.

Train IT personnel
for the next generation

45.2%

KPI

Fiscal 2022 results
23 / 24 (fiscal 2022 target)
51 / 46 (fiscal 2022 target)

Cloud personnel (parentheses show the number of
personnel as of March 2021)
Front department Fiscal 2030 target: 50% increase incloud personnel (232)448 / 239 (fiscal 2022 target)

DX personnel (data analysis qualification holders)
Corporate division Fiscal 2030 target: 150 people
increase
Business improvement proposals: 100 (cumulative total
from Fiscal 2022 to 2030)

23 / 25 (fiscal 2022 target)
7 proposals●

Train ICT personnel for the next generation
Expanding next-generation IT personnel training
programs through industry-academia collaboration

Underway●

Ratio of female managers (parentheses show thenumber of personnel as of March 2021)
Fiscal 2030 target: 15% (6.5%)

7.8%

●

Ratio of newly hired female graduates (parentheses
show the number of personnel as of March 2021)
Fiscal 2030 target: 50% (35.5%)

28.6% / 35.5%(fiscal 2022 target)●

Male employees taking paternity leave and special
leave for childbirthFiscal 2030 target: 90%

68.0%

●

●

KPI

We will strive to improve productivity andpromote creation of innovation by developing
environments and systems that allow diverse
personnel to recognize each other and makethe most of their individual qualities.

Promotion of diversity
and inclusion

Contribution through corporate activities

Social responsibility
Sustainability

Fiscal 2022 results

Contribution to a decarbonized society
Theme 1

We have assigned an order of priority to opportunities and risks for our sustainable growth, based on their degree of impact
on both business growth and solving social challenges, and have identified four challenges of particularly high importance asmaterialities.
Thriving professional
personnel

Contribution toa decarbonized society

Maintaining and enhancing
a governance structure
for sustainable growth

Initiatives Policy

Initiatives Policy

Initiatives Policy

Initiatives Policy

We will contribute to realizing
a safe and secure advanced
information society throughhigh-quality services, with
our strength in network
technology as our core.

In order to achieve sustainablegrowth, we will train and secure
diverse personnel, who are thesource of our competitiveness,and build a work environment
where each employee can play
an active role.

We will address climatechange by both reducing
greenhouse gas emissions
through business, andreducing the environmental
impact of our own businessprocesses.

In order to improve corporate
value, we will strengthen
governance and work toreform our corporate culture,so as to build stronger
relationships of trust withstakeholders.

KPI

Fiscal 2022 results●

Expansion of green solutions
Develop and expand solutions and services that
contribute to reducing greenhouse gas emissions in ourcustomers and society.

Three solutions created:
1. Remote support
2. Data erasure certification
services
3. Visualization of data centerelectricity usage

KPI

Fiscal 2022 results●

Expansion of sales of low power consumption
products and services
Reduce CO 2 emissions per purchase / selling price,focusing reduction efforts on the purchase and sale ofproducts and services, which account for the majority of
CO2 emissions.

Scope 2 and 3
25.6% reduction of carbon
intensity per unit of revenue /3.5% reduction* (fiscal 2022
target)

Theme 2

Reduce emissions in thebusiness processes of ourCompany

We will strive to reduce risks caused by climatechange by reducing emissions in our own
business processes and supply chains.

*Preliminary value before confirmationof some emissions data

Maintaining and enhancing a governance structure for sustainable growth
Theme 1

Foster the corporate culture
and enhance internal
controls

We will foster a corporate culture that
embodies the new Net One, as well as
strengthen internal controls, including
measures to prevent the recurrence ofscandals.

KPI

Fiscal 2022 results●

Conduct an annual employee awareness survey aspart of our efforts to foster the corporate culture(Future disclosure of survey results planned)

Survey distributed to all
employees at end-September●

Progress report on recurrence prevention measures
The operational status of recurrence prevention
measures is reported on our website once every six
months.

Operational status details for2H FY2022 disclosed throughthe Company’s website

KPI

Fiscal 2022 results●

Certification as an Outstanding Organization of
Health and Productivity Management
Fiscal 2024 target: Be a Certified Health andProductivity Management Organization (METI system)

Theme 2

Realization of Healthand Productivity
Management®

We will work on health and productivity
management to maintain the physical andmental health of our employees, which isessential for business growth and continuation.

Business Segments

Realization of a safe
and secure advanced
information society

We will both contribute to realization of adecarbonized society and achieve growth of
our own company by developing and providing“green solutions” that contribute to reducing
greenhouse gas emissions in our customers
and society.

Governance

Reduce greenhouse gas
emissions through business

Positioning and identifying materialities

net one report 2023

Fiscal 2022 results

Security personnel (parentheses show the number of
personnel as of March 2021)
CISSP holders Fiscal 2030 target: 80 (22)
Registered information security specialists (RISSs)
Fiscal 2030 target: 100 (41)●Theme 2

Reinforcement of the business base21

Service ratio
Fiscal 2024 target: 55%

Management Capital

Financialstrategy

Corporate culture
reforms¥7.2 billion

Growth Strategy

Contribution toa decarbonized society

SDGs Declaration

Thoroughvisualization

Fiscal 2022 results

Thriving professional personnel

2022 - 2024 Current Medium-Term Business Plan

Personnel
strategy●

Theme 1

Materiality

Servicestrategy

Revenue of social challenge-solving solutions (threefocus areas of the current Medium-Term Business
Plan)
Fiscal 2024 target: 30.0 billion yen

KPI

As the ICT market reaches a major turning
point, we will accelerate our shift to a businessmodel centered on the service business, inorder to achieve sustainable growth over the
medium to long term.

Sustainability Policy

Businessstrategy●

Theme 2

PurposeThriving professional
personnel

KPI

We aim to grow our business and realize asustainable society, by providing social
challenge-solving solutions and services,
centered on the three focus areas of thecurrent Medium-Term Business Plan: Digital
government, Society 5.0, and Smart
manufacturing.

Value Creation

We have identified materialities as key challenges for sustainable growth, based on our corporate philosophy system,
including our Purpose, and sustainability policy. Materialities are incorporated into specific initiatives in our current
Medium-Term Business Plan and SDGs Declaration.

Realization of a safe
and secure advanced
information society

Introduction

We will identify opportunities and risks forsustainable growth as materialities,
in order to promote sustainability management.

Underway

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Value Creation | Acceleration of Our Shift toward Services

Chapter 1

ExampleWe support the formulation of highly achievable designs and plans by applying the expertise we have generated through our delivery of services covering
a comprehensive range of procedures extending from strategy development to operation and improvement. Accordingly, we will establish a cohesive
vision (To-Be), provide support facilitating the achievement of this vision (guidance), and collaborate with our clients as they aim to achieve their objectives.
Grand design concept development

Full details of our business model (P-B-O-O)

OperateBuild
OperateLifecycle
services

Optimize

Administrators with operational experience participate inprojects and propose solutions that ensure achievability.

Discrepancies

Customer challenges●●

Operate, monitor, maintain, troubleshootStandardization ofoperational processes

The stable execution ofservices has become essential
due to the growing importanceof ICT amid ongoingdigitalization.

Reduction of
fault recovery time
Limiting labor required toperform operational procedures

To facilitate digitaltransformation, we aim to
redirect our employees to corebusiness activities.

Positive effects
and benefits

●
●

Build

Strengthen intellectual property by establishing deeper
relationships with customers and accumulating data

Creation of new value through our shift toward services
By exploring service business opportunities made possible through efforts aimed at strengthening our core businesses, wewill establish three new value-creating services. At the same time, we will establish function-providing services and platforms
and strengthen our recurring-revenue businesses.

Providing unique services that combine Net One’s strengths with digital technologies

ExampleStandardization
and automation

Lifecycle

Planning
and review phase

Challenge identificationand discrepancy analysis

Managed services

Demonstrationand confirmation phase
Trials (proof of concept)

Exploring service businesses
Provide service platforms●

Support for operational and maintenance procedures related specificallyto cloud computing is currently challenging.

●

23

Expand functionality and establish methods
Accelerate delivery of value-adding proposals

net one report 2023●●

Digitalization of operational processes
Improve the efficiency of systems formaintenance and operation

Key enhancement targets●●

Establishment of systems for service creation
Differentiation through platform creation

Operational designand service rollout

Positive effects
and benefits●●

Providing industry-leading security features through cloud technology●

Integration performed by experienced and qualified engineers●

Advanced security operations and lifecycle-spanning operational
supportSecurity cloud services

Optimal integration

Advanced security
and operational support

Enabling secure operations fromall locations under a unified
security policy by routing allcommunications through a SASE
network

Advanced integration of networkand security that enables diverse
work styles and migration support
that reduces burdens generated
at the time of implementation byminimizing impact on existing
environments

Real-time monitoring and analysis
performed to detect and block
unauthorized communications,
response to changes in conditionsof usage, and flexible informationdelivery for optimizing andupgrading system environments

Business Segments

In-house cloud services

Key enhancement targets

Integration of systems into
existing environments

Operation andimprovement phase

GovernanceCollaboration
andinteraction

Installation andimplementation phase

Solutions

A shortage of security engineers has complicated procedures associatedwith ensuring stable operations and responding to increasingly
sophisticated and complex threats.

Supporting the formulation of ICT strategies that Providing comprehensive functions and operations Providing unique services through a service
facilitate ideal ICT application and contribute to for the continuous operation of customer systems
creation model that leverages our strengths
business●

Operational
improvement mechanisms

Model case: netone Managed SASE●

Managed services

Key enhancement targets

Operation

ICT platform configuration
predicated upon automation

Providing comprehensive services for next-generation network systems utilizing the SASE*1 cloud architecture modelStandardization and automation

DX strategy consulting services

ICT
platforms

As various cloud technologies emerge and associated systems become more complex, we will provide a comprehensive range of functions andservices spanning from system implementation and operation to security measures, thereby enabling our customers to maintain stable system
operations.

Creation of three new value-creating service models
Full customization(New data-driven operation)● Reassignment of employees to core operations
Realization of stable service execution
Rapid operational improvement achieved through effective data utilization

Customer challenges

Support function provisionand overall optimization

Vision (To-Be) formulation

Formulation of ideal visions informedby operational considerations

Recommendations for customer success“Leading customers’ businesses to success” through ICT platform operation

Enhancing existing core businesses

Extensive consulting experience
We have accumulated a wealth of experience in a wide
range of industries providing solutions and support for theachievement of medium- to long-term visions (To-Be).

Management Capital

Projectmanagement

OperateCreate measures and roadmaps
to respond to challenges

Monitoring, operation, maintenance, and threat isolation aimed at stable system operation
Design /install

Maintain

3

Assistance provided by experienced ICT operational support staff

Model case: next-generation ICT operation

Engineering / PMS and quality control

Flexible and speedy system design, integration, and installation

ProposeIdentify challenges based on
discrepancies between current
and ideal circumstances

Businesstransformationachievedthrough ICT

Growth Strategy

Plan

Consulting

Promotion of practical projects such as ICT environment assessment and plan formulation2

We provide reference sources by sharing our knowledge
regarding ICT utilization and the improvement ofoperational procedures, both forms of expertise that wehave practically leveraged as a service provider.

Solutions

Optimize

Consulting / status analysis and plan development

Formulate an ideal vision (To-Be)
for ICT platforms

Customer challenges

Plan

Current
circumstances

1

Providing references as a service provider

Customers

Value Creation

In accordance with its Medium-Term Business Plan, the Net One Group is committed to a shift toward
services. Accordingly, we are creating services that provide new value to our customers by widely sharing
innovative examples of full customization while standardizing and automating associated processes.
The Net One Group supports its clients throughout their ICT lifecycles, providing optimal solutions and services by leveraging
its strong ability to combine cutting-edge technologies related to networks and other essential elements of modern
business. At the same time, we establish increasingly extensive relationships with our customers through a wide range of
proposals aimed at optimizing a broad spectrum of processes spanning from operational improvements to the formulation of
medium- to long-term grand designs.

ICT management transformation support services

Full customization

Introduction

We will accelerate our shift toward services as
we aim to resolve social challenges and improve
profitability by facilitating customer success.

Provides low latency, scalability, consistency, and operational load reduction by creating an environment where the same policies
can be applied to all environments, regardless of whether they are on-premises or located externally (i.e., in the cloud)*1 Secure access service edge (SASE): a mechanism that delivers a combination of network and network security functions through the cloud

net one report 2023

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Chapter 1

Value Creation | Achieving Customer Success

We are transforming our service model, shifting toward a more service-oriented approach as we aim toenhance customer success. By expanding our service platform and redesigning our service portfolio, wewill be able to provide more comprehensive support and ensure optimal delivery of services to ourcustomers.

Our Group defines facilitating customer success as “providing value in excess of expectations and enabling the success ofclient business operations through ICT platform operation.” By providing lifecycle-spanning support, we free our clients fromcumbersome operational procedures and enable them to invest in more high-priority strategic activities.

Up until the present, the Net One Group’s model for operational support has focused on deploying personnel to operate ICT
platforms on behalf of clients, thereby freeing up time for these clients to concentrate on core business activities. However,the nature of system operations continues to change dramatically as technology becomes increasingly sophisticated.
Accordingly, the Net One Group believes that clients require both visions of ideal operation and services that leverage
cutting-edge technologies. Commensurate with this viewpoint, we have revamped our portfolio of operational services andassigned it the title of “Managed ONE.”Through Managed ONE, we aim to improve the speed and quality of services rendered to customers, as well as raise thelevels of satisfaction thereby generated, by focusing intensively on providing standardized services. Additionally, throughlinkage with our service models and the development of a digital platform that can be shared among the Net One Group, itscustomers, its partners, and its vendors, we will provide optimal services tailored to the needs of our clients.

Managed ONE service portfolio

Product
maintenanceOperational burdens have not abateddespite system integration and a shift
toward cloud-based systems.

Effective resource utilization and positive
business impact achieved through moreadvanced operations have become necessary.
Positive impact onclient businesses
Automation

Application
procedures

Configuration
modification

Cloud technology enhancements
Generating mutual growthalong with customers
Cloud technology
enhancement

Security
supportStandardization

Shift toremote working

Enhancing capabilities andcompetencies to sharpen
global competitiveness

Focus on strategic operations
Productivity enhancement
Strategic
operations
Operational
procedures

Effective use of personnel

Achievement ofbusiness goals

ICT platform
operation
supportStrategic
operations
Operational
procedures

Visualization

Generating synergy between engineering divisions through common KPIs and KGIs
To achieve customer success, we have established common KPIs and KGIs among our three engineering divisions and areensuring cooperation among these divisions as we aim to achieve these indicators. To enhance engagement, we have included
customer-facing metrics among our KGIs. Through the application of these standards, we are generating synergy between ourengineering divisions, thereby fostering the delivery and expansion of services that address the challenges of our customers.

Key contribution targets

Expansion ofrecurring-revenue services

Contributing to the achievement of
our operating margin target for fiscal 2024

Contributing to the achievement of
our service revenue target for fiscal 2024

Enhancing current profitability levels by
improving engineer productivity in terms
of proposal, design, integration,
operation, and maintenance

Expanding recurring-revenue services toenhance relationships with long-term
customers and improve business stability

Security

Hardwaremaintenance

Security
monitoring
Inquiry

SoftwaremaintenanceVendorservices

Application
Systemmonitoring

Receptiondesk

ICT
platforms

Bug andvulnerability
information
Inquiry
response
Configuration
modification
Troubleshooting

Digitalplatforms

cUstnetServicedeliverysystemSharedOperational
designIncident
management

Definition ofoperational
requirements

Problemmanagement

Upgradeassistance

Changemanagement

Project
supportConfiguration
management

Facilitation of
ICT use andapplication

Operational
performance
reporting

Creation ofoperationalflows

Financial KPI

Financial KPI

Financial KPI

Financial KPI

Non-financial KPI

Lifecycle service
enhancement

Delivery ofshared services

Financial KPI

Financial KPI

Medium-term value driver

Customer IT
business /To-Be model
development

To-Be model
development

Action plandevelopment

Action plandevelopment

IT services
operational
supportGrowcx

Named

System infrastructure
LANInternet GW

On-premises virtualization
infrastructure

ACL modification request

Password reset

Security platforms

Public cloud systems

Devices

Applications and requests

Various manuals
Operational design
specifications● Configuration diagrams

Configuration information, monitoring alerts, and log data

Operation
management

Customer success portal

CX Lv. 0

Customer workflow

CX Lv.1

IT workflow

Operational Customer
Success Team

Configuration management database

Vulnerability information

XOC Shared
Services TeamIT management●

Long-term value driver

ROI
assessment

Creation ofledgers

Infrastructure for the upgrading of operations services

Short-term value driver

Business
assessment

URL filter setting request●

Sustainable
society

Operational
assessment

IT businessadministration
supportVPN connection request

Knowledge

Service
expansion

Security
assessment

Security
assessment
and analysis

IT strategy
formulation
supportWe provide various services through our Growcx service platform to facilitate more advanced operation. Growcx is a systemdesigned to resolve security and cost-related challenges and help eliminate burdensome procedures. It accomplishes theseobjectives by appropriately storing collected information in a configuration management database, which is then provided tosupport efficient service management and steady operations, regardless of the vendor who installed the existing systems. By
centrally managing a range of operational information spanning from contract data to usage status-related details, Growcx isable to analyze current conditions and propose improvements, thereby assisting customers as they formulate future plans.

Targeting sustainable growth and social
contribution through company-wide
efforts undertaken in accordance withlong-term perspectives

Standardized
systems

Security
strategydevelopment
supportOperational
designCustomers

Enhancement ofcustomer-facing
activities

Assessment

Enhancement of operations services: expansion of service model platform (Growcx)

Sustainable growth and social contribution

Portfolio
adjustment

net one report 2023

Lifecycle
supportBusiness Segments

KGIs

25

Improvement in the profitability ofexisting businesses

Operational
management

GovernanceCommon KPIs and KGIs for engineering divisions

Operations
services

Business
apps

Cloud
technology

Achievement ofcustomer success

Servicedesk

CX Lv.3
Co-creation strategy support services

Management Capital

Troubleshooting

AI and ML

As businesses strive to achieve success,expectations for strategic operations in the ICT
sector have risen higher than ever before.

Monitoring

CX Lv.2
Professional operations services

Growth Strategy

Relief from cumbersome
operational procedures

Positive business impact generated
through advanced operations

CX Lv.1
System maintenance and management services

CX Lv.0

Business transformation achieved through ICT

Customer challenge phase

Value Creation

Customer success facilitated by the Net One Group

Service model transformation: redesigning our service portfolio (Managed ONE)Introduction

We are transforming our service model to facilitate
enhanced customer success.

Sales cessation information

Failure information

Technologicaloperation

CX Lv.2

CX Lv.3

Maintenance contract information

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Chapter 1

Value Creation | Capital Supporting Value Creation

We will strengthen our management capitalto support value creation as we strive to build
a more robust business base.

Green ICT

Co-creation capabilities

The Net One Group has accumulated experiencethrough its own business successes and failures
while leveraging this expertise to provide value toits customers and grow its operations. All of ouremployees’ knowledge and experience enable us
to create added value, so our personnel are thesource of our competitiveness. To advance ourshift toward a service-based business model,
each of our personnel will help provide value tosociety by pursuing high levels of expertise,enhancing each other’s communication skills, andfully demonstrating their individual abilities to carryout flawless operations as members of a larger
team.

To ensure we retain our status as a strategic partnerthat provides support throughout entire ICT
lifecycles, covering all aspects from grand design
planning for ICT strategies to system integration andoperation with a holistic perspective of optimization,
we must accomplish the critical objective of
establishing systems through which we caneffectively utilize the experience, expertise, andintellectual property accumulated by the Net One
Group throughout its existence. Utilizing an approach
focused on taking on and resolving challenges, wewill design ICT platforms indispensable for theapplication of digital technologies; unleash their fullpotential; adjust technologies, thereby allowing them
to be utilized as standardized services; and efficientlyroll out these services on a wide scale.

The network technology that we have developed over the years
since our founding as a company specializing in the integrationof network systems constitutes the core competence of the Net
One Group. Among other abilities, this technology enables us
to utilize data in support of business operations throughnetwork connectivity, integrate ICT platforms allowing for dataapplication that is secure and in keeping with proper
governance, and leverage advanced technologies to facilitate
effective data usage. Unleashing the full potential of thesetechnologies, we will create innovation and form partnerships
as we aim to create new solutions.

Adopting the approach of a multi-vendor group independent
from the influence of manufacturers and capital affiliations, the
Net One Group is able to maintain a neutral standpoint andutilize its extensive range of collaborative relationships and idea
exchange channels to identify ideal ICT product combinations
that fully leverage the characteristics of these products while
establishing optimal systems for its clients. Aiming to become
an effective advisor for the digital age, we have createdecosystems and co-creation-based relationships through which
we can accelerate ICT implementation along with clients andvendors. Moving forward, we will encourage engagement thatfacilitates digital transformation across society while ensuringthat this transformation incorporates advanced technologies
and reflects the overall concept of digital transformation.

Specific examples,and current status,of capital: 448 front division staff
members●

Ratio of female managers: 7.8%●

Train IT personnel for the next generation●

Promotion of diversity and inclusion●

Expansion of green solutions●®

XOC (COPC certification), SOC●

Remote support●

Service portfolio revamp●

Data erasure certification services●●

About 1,500 technical staff members

Sales and technical news●

Provide solutions and services by challenge anddomain●Expand and promote the service business

Expand and ensure wider implementation ofpriority services and standardized systems●

Realization of Health and Productivity
Management®

●

Reform our personnel system to facilitateachievement of our management strategy●●

Training of security, cloud, and DX personnel●●

Industry–academia collaboration●

Re-create technological infrastructure to create
new value
Achieve synergy through consolidation ofengineering divisions

Using our innovation center to “create innovation that27

net one report 2023●

Visualization of data center electricity usage●

INNOVATION SHOWCASE(advanced technology demonstration)●

Lab as a Service (LaaS)●Net One Blog●

Customer satisfaction improvement activities●

Provide solutions and services by challenge and domain●

Provide solutions and services by challenge and domain●

Reduce greenhouse gas emissions through business●

Expand and promote the service business●

Develop green solutions●●

Decarbonization market research and GX personnel
development

Proof of concept and joint verification carried out along withcustomers and vendors●

Enhancement of customer-facing activities

Identification of co-creation partners●

Ecosystem building●

Business Segments

Initiatives targeting
greater strength

Cloud personnel: 23 CISSP holders
51 registered information
security specialists (RISSs)

GovernanceRelevant materiality●

Security personnel

Management Capital●

Growth Strategy

Design capabilities

Value Creation

Definition of capital

Professional personnel

Introduction

Management capitalManagement capital, including personnel, technology and expertise, and trust-based relationships
maintained with customers and partners, is essential to the value creation efforts of the Net One
Group. By strengthening this capital, we will further enhance our business model and competitive
advantages, thereby generating expansion in the value we create. Moving forward, we will incorporate
efforts to strengthen critical capital into our management strategy as a materiality-related endeavor
while building a solid business base to drive further gains in corporate value and sustainable growth.

resolves social challenges within a free, collaborative space”

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