For the Fiscal Year Ended March 31, 2023

Annual Select® 2023

The Kodensha Co., Ltd.
5-11-10, Ginza, Chuo-ku, Tokyo(Securities Code: 1948)+81-3-3542-5111

Corporate Profile
The COVID-19 pandemic that began in the fiscal year ended March 31, 2021 appears at last to be coming
to an end, and both society and the economy are gradually returning to normal. However, geopoliticalfactors including the prolonged situation in Ukraine and economic security are growing increasingly
complex, and we recognized that there is a growing sense of uncertainty over the future. In the fiscal year
ended March 31, 2023, as a short-term priority issue, we worked to improve current earnings. Amid
unavoidable surges in material and equipment costs and personnel costs, Kodensha realized year-on-yearincreases in revenue and profit by securing scale and gross profit and by boosting productivity. However,
our efforts are still incomplete, and in the fiscal year ending March 31, 2024, we will continue to work tofurther improve our financial results. We plan to make the fiscal year
ending March 31, 2024 a year in which we lay out our vision for theCompany, create medium- to long-term strategies and measures to realizethat vision, and execute them both inside and outside of the Company.
Following our corporate philosophy of “Contributing to the realization of
an affluent human society through ‘the joy of creativity’” based on theprinciples of “contributing to the sustainability of the environment andsociety through our business activities” and “realizing sustainability as acompany through sustainable growth,” we aim to enhance our corporate
value. We appreciate your continued support.

Yuji Kajikawa
Representative Director,
President and Executive
Officer

I.

Summary of Selected Financial Data (Consolidated)

Net sales

140th term

141st term

142nd term

143rd term

144th term

Fiscal year ended
March 31, 2019

Fiscal year ended
March 31, 2020

Fiscal year ended
March 31, 2021

Fiscal year ended
March 31, 2022

Fiscal year ended
March 31, 2023

37,52735,65432,42429,15933,557

2,826

2,600

1,311

535

856

1,961

1,737

885

310

556

1,816

1,389

1,503

273

573

16,524

17,557

18,664

18,544

18,72529,80829,21629,23428,46031,5789,279.41

9,856.75

10,483.18

10,415.87

10,512.81

1,105.66

979.42499.54175.44313.76

–

–

–

–

–

55.2

59.8

63.6

64.9

59.0

12.5

10.2

4.9

1.7

3.0

4.3

4.2

10.2

26.7

13.9

2,232

(204)

2,854

(589)

123

(1,502)750(2,958)

986

238

(191)

(446)

(417)

(534)

(411)

1,609

1,694

1,180

1,112

1,095

651

664

671

678

681

(Millions of yen)

Ordinary profit(Millions of yen)

Profit attributable to ownersof parent(Millions of yen)Comprehensive income(Millions of yen)

Net assets(Millions of yen)

Total assets(Millions of yen)

Net assets per share(Yen)

Basic earnings per share(Yen)

Diluted earnings per share(Yen)

Equity ratio(%)

Return on equity (ROE)(%)

Price earnings ratio (PER)(Times)Net cash provided by (usedin) operating activities(Millions of yen)

Net cash provided by (usedin) investing activities(Millions of yen)

Net cash provided by (usedin) financing activities(Millions of yen)

Cash and cash equivalents at
end of period(Millions of yen)

Number of employees(Persons)

Notes: 1. Diluted earnings per share is not presented because there were no potential shares.
2. Kodensha has applied the “Accounting Standard for Revenue Recognition” (ASBJ Statement No. 29, March 30, 2018) and“Implementation Guidance on Accounting Standard for Revenue Recognition” (ASBJ Guidance No. 30, March 30, 2018) fromthe beginning of the 142nd term.
3. The Company has applied the “Accounting Standard for Revenue Recognition” (ASBJ Statement No. 29, released on March 31,2020) and “Implementation Guidance on Accounting Standard for Revenue Recognition” (ASBJ Guidance No. 30, released on
March 26, 2021) from the beginning of the 143rd term.

-1-II. Overview of Consolidated Business Results
The market environment surrounding the Company during the fiscal year ended March 31, 2023 faced
lingering uncertainty over the future amid soaring energy prices caused by geopolitical factors, surging
material and equipment costs accompanying yen depreciation, and prolonged issues with shipping deadlines
for industrial equipment. However, there was a strong recovery in private-sector construction investment,
and large-scale redevelopment projects and renewal projects also solidified.
As a result, the Company’s business results for the fiscal year ended March 31, 2023, were net sales of¥33,357 million, operating profit of ¥682 million, ordinary profit of ¥856 million and profit attributable toowners of parent of ¥556 million.

-2-III. Medium-Term Management Strategy and Target Indicators forManagement
In the market environment surrounding the Company, private-sector construction investment is following
a track of recovery, and large-scale redevelopment projects and renewal projects are solidifying, so we
appear to be breaking free from the stagnation caused by the COVID-19 pandemic. However, factors of
uncertainty still remain, including soaring energy prices originating in the situation in Ukraine, persistently
high material and equipment costs accompanying stubborn yen depreciation, and delays in resolving
shipping deadline issues with certain equipment. Furthermore, the overall construction industry faces the
structural problem of a severe personnel shortage, as well as the urgent issue of how to address the cap on
overtime. Against the backdrop of this business environment, we will identify the various changes in thebusiness environment, continue to develop our business as a comprehensive facilities provider, focusing on
both facilities construction and equipment sales, and achieve sustainable growth through our efforts torealize a safe, secure, and comfortable society. In the fiscal year ended March 31, 2023, we fell short of ourinitial forecast in terms of orders, sales, and profit due to delays in job progress for certain projects, but for
the fiscal year ending March 31, 2024, we forecast net sales of ¥35,000 million and ordinary profit of¥1,050 million, taking into account the increasing number of orders for large-scale projects due to progressin order-taking activities and the high level of construction balance carried forward.
(1) Basic management policies[Corporate philosophy]
Based on our high sense of ethics and spirit of compliance, in our everyday business activities, we
implement our corporate philosophy of “Contributing to the realization of an affluent human society through‘the joy of creativity.’” In addition to contributing to the creation of a safe, secure, and comfortable society
through our business, the Company is working to fulfill our social responsibility through corporate activities
from an ESG standpoint.
[Management policies]
Kodensha has identified the following five items as management policies based on the corporate
philosophy described above.
 Commit to a customer-oriented mindset
 Create a group of engineers that stays ahead of the needs and changes in society Be a company that utilizes, develops, and respects people Increase trust and build a secure position in the industry
 Secure appropriate profit, establish a foundation for corporate development(2) Medium-term management strategy
The Group has positioned “sustainable growth” as a management objective, established medium-term
management strategy and target indicators for management, and is working to achieve them. Our present
and future-focused key strategies and polices are as follows.
[Strengthening business platforms](a) Strengthening and expanding sales foundation
 Retain existing major customers and expand new customers by accurately grasping customer needs
and developing sales proposals throughout the entire lifecycle of “new construction, repair, andrenewal”
 Develop energy-saving proposals utilizing new technologies, such as ZEB Planner certification, andcollaborate with related companies through these proposals
 Expand business by evolving the business model from equipment sales to system solutions(b) Expanding business areas
 Wide range of services from “equipment supply to construction” through collaboration with
Mitsubishi Electric Group companies and cooperation between in-house divisions-3- Expansion of technological domain and proposal capabilities through business collaboration withother companies (one-stop proposals, including for air conditioning, refrigeration, and sanitation,etc.)
 Maintenance and expansion of renovation and renewal work through support (consulting) for
improvement of power operation of customers[Strengthening business foundation](a) Strengthen human resources and construction ability (enhance on-site ability) Promote construction site support policies and enhanced productivity policies in preparation for theovertime cap starting in April 2024
 Secure and increase construction workers as a prerequisite for business scale expansion (continue
active new graduate and mid-career hiring, business succession-type M&A, etc.)
 Improve employee engagement throughout the entire lifecycle from hiring to retirement
 Build company-wide on-site operation support functions (Increase productivity by improving on-site
work efficiency) Nationwide, flexible, and optimal personnel allocation through the visualization of individual
construction worker careers and abilities and the creation of databases(b) Reorganization into the Safety & Quality Environment Division (April 2023)
 Reorganize the former Technology Division with the goals of improving safety, quality andcompliance and strengthening management capabilities Pursue carbon neutrality in the Company’s own business activities (creating numerical targets andaction plans) Expand participation in business domain related to renewable energy and the creation of a recyclingoriented society Closely examine social issues in which our core competence can be used and evaluate the creation ofsolutions businesses(c) Establishment of the Technology Strategy & Innovation Division (April 2023)
 Create technological capabilities to build new businesses in response to social change Pursue value-added technology and enhance proposal capabilities to customers through new
initiatives in power analysis
 Promote diverse technological proposals aimed at encouraging coordination among internal
operating divisions(d) Strategic growth investment
 Continuous improvement of productivity through the ICT shift for construction sites and equipmentsales
 Led by the Business Strategy Control Department (established in April 2023), create company-wide
strategic focus fields and accumulate technological knowhow at the Technology Strategy &Innovation Division Visualization of possessed and insufficient technologies, and proactive efforts to introduce
insufficient technologies
 Quickly equip the Construction Center and Jobsite Support Department while pursuing nationwide
organization[Health management]
We are currently working on health management as one of the cornerstones of our management, and theCompany has been recognized as a “Certified Health & Productivity Management Outstanding Organization(Large Enterprise Category)” by the Ministry of Economy, Trade and Industry and the Nippon Kenko Kaigi
for three consecutive years since 2021. The health of our employees is of paramount importance in fulfilling
our corporate social responsibility. Realizing “a company and workplace where everyone is healthy,
comfortable, and rewarding to work in” will lead to better employee health, higher employee satisfactionand engagement, and increased corporate value. To this end, the Company appointed a Chief Health Officer-4-

(CHO) and we are taking measures such as maintaining 100% health checkups, expanding mental healthand stress measures, and company-paid high-cost medical insurance. Also, we are continuing infection
prevention measures against the COVID-19 to reduce the risk of infection.
(3) Target indicators for management[Evaluation of management results]
While we achieved our officially announced targets for profitability (ordinary profit margin) and financial
soundness indicators (ROE) for the three-year period from 2017 to 2019, although growth indicators (netsales) remained a challenge, the three-year period from 2020 to 2022 was affected by the impact of the
COVID-19 that emerged from the beginning of 2020 (construction schedule delays as a result ofcancellation and postponement of customers’ capital investment plans and equipment delivery deadlines)
and the impact of the sharp rise in raw materials prices, such as a decrease in profits, was significant, and we
missed our targets for all indicators. As a result of advancing various policies aimed at a recovery infinancial results in the fiscal year ended March 31, 2023, many of our indicators improved year on year.
However, we did not achieve our “sustainable target values,” and our present evaluation is that “recovery infinancial results is incomplete.”[Formulating new management strategies and targets]
Considering the state of recovery in financial results in the fiscal year ended March 31, 2023, our humanresources, and changes in the market environment such as “post-COVID-19” and “workstyle reforms,” inthe first half of the fiscal year ending March 31, 2024, we are formulating a new company-wide Mediumterm Management Plan that covers the period through the fiscal year ending March 31, 2027. Together witha review of our target figures, we are also building out strategic policies including the above formation of
new organizations and restructuring. We plan to release a summary of the new Medium-term Management
Plan in the fall of 2023.

-5-

IV. Introduction of Four Business Domains
Kodensha Solutions Linking Information, Energy, and Time

(1) Interior wiring business
Design and Installation of Critical Advanced Electrical
Facilities for Diverse and Various Buildings, such as Office
Buildings, and Energy Conservation Measures and Renewal of
Aging Facilities through Proposals and Facilities Inspections to
Meet Various Needs
As Kodensha works to maintain, develop and improve the safety of an advanced
information society, and as more advanced and diverse functionality is sought inelectrical facilities in new building projects, a high level of technical capability andreliability is required in each step of planning, design, and installation. In the designand construction of office buildings, hospitals, factories, and public buildings andfacilities, Kodensha will meet its customers’ demands by applying its accumulated
technical capabilities and knowledge of the latest facilities.

Caritas Kindergarten

Furthermore, Kodensha makes use of the engineering capabilities it hasdeveloped to date so that customers are able to extend the lives of buildings while
making effective use of them as assets. Kodensha provides solutions such as design
and installation of electrical infrastructure for buildings, as well as solutions forphysical deterioration, changes in needs, and equipment upgrades to moreenvironmental and energy-conserving electrical equipment, in order to support
building lifecycle management.

(2) Social infrastructure business
From cutting-edge large-scale plant engineering tocommunication network building

Itsutsubashi Campus, Tohoku
Gakuin University

Kodensha delivers total engineering solutions focused on electric power andinstrumentation equipment used in large-scale social infrastructure facilities, such as
power plants and substations or water treatment facilities, and such other facilities as
expressway traffic control centers and large-scale video billboards. We have an
extensive track record in the field of control and management systems incorporating
the latest electronics technologies.
Aurora Ribbon, Saitama
Stadium 2002

(3) Power transmission businessHighly public business specialized in installation, renovation,and maintenance, etc. of transmission line facilities that
contribute to stable supplies of electricity
Kodensha supports the stable supply of electric power, an important public need,by providing a wide range of services to electric power companies, including
installation of transmission lines and related land surveys, facility maintenance patrol
and repairs, and other civil engineering. Over the years, Kodensha’s successful
completion of numerous high-quality transmission line installations has enabled thecompany to establish a strong reputation for technological excellence with customers.
To fulfill our mission of supporting society through the stable supply of electricity, weconstantly seek to enhance our technological abilities in order to conduct our
installation work in a more efficient and less-costly manner and extend the useful lifeof the infrastructure installed.

-6-

Niihari Line(4) Sales business
Using the strength of our cooperation with the construction
division, contribute to the world of industry through our sales
operations as a technology-oriented trading company andmember of the Mitsubishi Electric Corporation Group
Kodensha has been involved in sales since the very beginning of its history as asales agent of Mitsubishi Electric’s products, which dates back to 1926. Kodensha’s
diverse product line includes FA and control equipment, HVAC systems, building
facilities equipment, and industrial electromechanical equipment, which are sold in
close cooperation with the construction division. Amid rapid changes intechnological innovation, our lineup includes a large number of cutting-edge AI andIoT products that are adapted to a highly sophisticated information age.
Furthermore, we not only sell components, but also systems that lead to solutions,and make sales proposals that meet various customer needs, such as increasing
productivity, conserving energy, enhancing security and improving quality.

Multi-split air conditioner
for offices

New Initiatives■ Support for improvement of electric power operations toward carbon neutrality
In the course of our electrical maintenance work at customer plants, we are in close contact with thecustomer facilities’ power supply conditions, understand the structure of a stable power infrastructure, and are
involved in solving problems. We provide detailed analysis from all angles, including “the correlation of daily
peak power with average temperatures (environmental data),” “annual and daily time period power consumption
by use,” and “average power consumption linked to PV by time period,” etc., share issues with users in terms of
reliability, aging, and power usage of infrastructure facilities, and promote the provision of services that support
power improvement and promote optimization of energy conservation and BCP of facilities.

■ Establishment of the technology strategy division
The business environment surrounding the current power facilities industry is experiencing significant
changes, and the market is demanding higher value-added services including BCP, energy-saving, renewableenergy, and carbon neutrality. Based on our construction technology capabilities cultivated over many years, we
are working to strengthen our responsiveness to the technological services demanded by our customers and to
pursue new technologies with added value. Through these efforts, to promote the Company’s growth, we havereorganized the technology sectors of the former Technology Division’s Technology Management Department
and the Construction Division (indoor wiring, power production) and have newly established the Technology
Strategy & Innovation Division.

-7-

V. Consolidated Financial Statements(1) Consolidated Balance Sheets(Millions of yen)
As of March 31, 2022
AssetsCurrent assets
Cash and deposits
Notes receivable - trade
Electronically recorded monetary claims - operating
Accounts receivable from completed construction
contracts
Accounts receivable - trade
Contract assets
Costs on construction contracts in progress
Merchandise
Short-term loans receivable
Other
Allowance for doubtful accounts
Total current assets
Non-current assets
Property, plant and equipment
Buildings and structures, net
Machinery, vehicles, tools, furniture and fixtures,net
Land
Total property, plant and equipment
Intangible assets
Investments and other assets
Investment securities
Retirement benefit asset
Deferred tax assets
Other
Allowance for doubtful accounts
Total investments and other assets
Total non-current assets
Total assets-8-

As of March 31, 2023

1,594
480
2,697

1,603
401
2,859

4,873

4,267

1,585
2,397
49
469
8,057
532
(3)
22,734

2,874
4,161
57
744
7,777
1,140
(3)
25,884

674

638

57

39

528
1,261
624

528
1,206
531

988
2,060
362
459
(31)
3,840
5,725
28,460

966
2,186
375
457
(30)
3,955
5,694
31,578(Millions of yen)
As of March 31, 2022
Liabilities
Current liabilities
Electronically recorded obligations - operating
Accounts payable for construction contracts
Accounts payable - trade
Short-term borrowings
Lease liabilities
Income taxes payable
Contract liabilities
Provision for bonuses
Provision for warranties for completed construction
Provision for loss on construction contracts
Other
Total current liabilities
Non-current liabilities
Lease liabilities
Retirement benefit liability
Provision for retirement benefits for directors (andother officers)
Other
Total non-current liabilities
Total liabilities
Net assets
Shareholders’ equity
Share capital
Capital surplus
Retained earnings
Treasury shares
Total shareholders’ equity
Accumulated other comprehensive income
Valuation difference on available-for-sale securities
Foreign currency translation adjustment
Remeasurements of defined benefit plans
Total accumulated other comprehensive income
Non-controlling interests
Total net assets
Total liabilities and net assets-9-

As of March 31, 2023

2,567
3,515
1,022
560
19
37
132
504
3
230
834
9,427

3,038
4,119
2,317
560
16
245
548
579
1
293
622
12,342

29
116

13
135

42

46

299
488
9,915

315
510
12,853

1,520
1,070
15,660(65)
18,185

1,520
1,070
15,826(67)
18,350

81
219
(27)
274
85
18,54428,460

63
284
(70)
277
96
18,72531,578

(2) Consolidated Statements of Income andConsolidated Statements of Comprehensive Income(Consolidated Statements of Income)(Millions of yen)
Fiscal year ended
March 31, 2022
Net sales
Net sales of completed construction contracts
Net sales of goods
Total net sales
Cost of sales
Cost of sales of completed construction contracts
Cost of goods soldTotal cost of sales
Gross profit
Gross profit on completed construction contracts
Gross profit - merchandise
Total gross profit
Selling, general and administrative expenses
Operating profit
Non-operating income
Interest income
Dividend income
Rental income from buildings
Foreign exchange gains
Dividend income of insurance
Other
Total non-operating income
Non-operating expenses
Interest expenses
Rental expenses
Other
Total non-operating expenses
Ordinary profit
Profit before income taxes
Income taxes - current
Income taxes - deferred
Total income taxes
ProfitProfit attributable to non-controlling interests
Profit attributable to owners of parent- 10 -

Fiscal year ended
March 31, 2023

21,6107,549
29,15925,5538,004
33,557

17,883
6,475
24,35921,395
6,787
28,183

3,726
1,073
4,799
4,382
417

4,158
1,216
5,374
4,692
682

23
33
104
–
12
9
183

22
37
116
24
13
17
232

7
42
15
65
535
535
114
104
218
316
5
310

7
42
8
58
856
856
272
14
286
569
13
556

(Consolidated Statements of Comprehensive Income)(Millions of yen)
Fiscal year ended
March 31, 2022
ProfitOther comprehensive income
Valuation difference on available-for-sale securities
Foreign currency translation adjustment
Remeasurements of defined benefit plans, net of tax
Total other comprehensive income
Comprehensive income
Comprehensive income attributable toComprehensive income attributable to owners of parent
Comprehensive income attributable to non-controllinginterests- 11 -

Fiscal year ended
March 31, 2023
316

569

(23)
143
(162)
(43)
273

(17)
64
(43)
3
573

267

559

5

13

(3) Consolidated Statements of Changes in Equity
Fiscal year ended March 31, 2022
(Millions of yen)
Shareholders’ equity

Balance at beginning of period

Share capital

Capital surplus

Retained earnings

Treasury shares

Total shareholders’equity

1,520

1,070

15,739(63)

18,267

Changes during period
Dividends of surplus

(390)

(390)

Profit attributable to ownersof parent

310

310

Purchase of treasury shares

(2)

(2)
–

Disposal of treasury shares
Net changes in items otherthan shareholders’ equity
–

–

(79)

(2)

(81)

1,520

1,070

15,660(65)

18,185

Total changes during period
Balance at end of period

Accumulated other comprehensive income
Valuationdifference on
available-for-salesecurities
Balance at beginning of period

104

Foreign currencytranslation
adjustment

Remeasurementsof defined benefit
plans

76

135

Total
accumulated othercomprehensive
income317

Non-controllinginterests

80

Total net assets

18,664

Changes during period
Dividends of surplus(390)

Profit attributable to ownersof parent

310

Purchase of treasury shares(2)

Disposal of treasury shares–

Net changes in items otherthan shareholders’ equity

(23)

143

(162)

(43)

4

(38)

Total changes during period

(23)

143

(162)

(43)

4

(120)

Balance at end of period

81

219

(27)

274

85

18,544- 12 -

Fiscal year ended March 31, 2023
(Millions of yen)
Shareholders’ equity

Balance at beginning of period

Share capital

Capital surplus

Retained earnings

Treasury shares

Total shareholders’equity

1,520

1,070

15,660(65)

18,185

Changes during period
Dividends of surplus

(389)

(389)

Profit attributable to ownersof parent

556

556

Purchase of treasury shares

(1)

(1)

Disposal of treasury shares––

Net changes in items otherthan shareholders’ equity
–

–

166

(1)

164

1,520

1,070

15,826(67)

18,350Total changes during period
Balance at end of period

Accumulated other comprehensive income
Valuationdifference on
available-for-salesecurities
Balance at beginning of period

81

Foreign currencytranslation
adjustment

Remeasurementsof defined benefit
plans

219

(27)

Total
accumulated othercomprehensive
income274

Non-controllinginterests

85

Total net assets

18,544

Changes during period
Dividends of surplus(389)

Profit attributable to ownersof parent

556

Purchase of treasury shares(1)

Disposal of treasury shares–

Net changes in items otherthan shareholders’ equity

(17)

64

(43)

3

11

15

Total changes during period

(17)

64

(43)

3

11

180

Balance at end of period

63

284

(70)

277

96

18,725- 13 -

(4) Consolidated Statements of Cash Flows(Millions of yen)
Fiscal year ended
March 31, 2022
Cash flows from operating activities
Profit before income taxes
Depreciation
Increase (decrease) in provision for loss on construction
contracts
Increase (decrease) in provision for bonuses
Increase or decrease in retirement benefit asset andliability
Interest and dividend income
Insurance claim income
Interest expenses
Decrease (increase) in trade receivables and contract
assetsDecrease (increase) in costs on construction contracts inprogress
Decrease (increase) in inventories
Increase (decrease) in trade payables
Increase (decrease) in contract liabilities
Decrease (increase) in consumption taxes refund
receivable
Increase (decrease) in accrued consumption taxes
Decrease (increase) in other current assets
Increase (decrease) in other current liabilities
Other, net
SubtotalInterest and dividends received
Interest paid
Proceeds from insurance income
Income taxes paid
Income taxes refund
Net cash provided by (used in) operating activities
Cash flows from investing activities
Net decrease (increase) in time deposits
Purchase of property, plant and equipment
Purchase of intangible assets
Long-term loan advances
Proceeds from collection of long-term loans receivable
Net decrease (increase) in short-term loans receivable
Other payments
Other proceeds
Net cash provided by (used in) investing activities- 14 -

Fiscal year ended
March 31, 2023

535
109

856
190

27

63

(64)

75

(306)

(170)

(57)
(12)
7

(59)
(13)
7

187

(2,517)

(7)

(7)

(264)
(322)
(150)

(274)
2,341
415

2

(611)

23
124
(16)
38
(145)
57
(7)
12
(506)
–
(589)

(272)
(265)
115
19
(109)
59
(7)
13
(29)
196
123

(68)
(29)
(359)
(3,200)
3,200
1,448
(35)
30
986

–
(7)
(45)
(4,000)6,200(1,906)
(52)
50
238

(Millions of yen)
Fiscal year ended
March 31, 2022
Cash flows from financing activities
Net increase (decrease) in short-term borrowings
Net decrease (increase) in treasury shares
Dividends paid
Other, net
Net cash provided by (used in) financing activities
Effect of exchange rate change on cash and cash
equivalents
Net increase (decrease) in cash and cash equivalents
Cash and cash equivalents at beginning of period
Cash and cash equivalents at end of period- 15 -

Fiscal year ended
March 31, 2023

(120)
(2)
(390)
(22)
(534)

–
(1)
(389)
(20)
(411)

70

32

(67)
1,180
1,112

(17)
1,112
1,095

VI. Corporate Data
Basic Information (as of March 31, 2023)
Trade name:
Established:
Listed market:
Listed:Business year:
Capital stock:
Number of employees:
Head office:Telephone:Overseas consolidated subsidiaries:

The Kodensha Co., Ltd.
June 25, 1917
The Standard Market of Tokyo Stock Exchange(Securities Code: 1948)
July 1962
From April 1 to March 31 of the following year
1,520 million yen
681 persons (Consolidated)
5-11-10, Ginza, Chuo-ku, Tokyo
+81-3-3542-5111
KODENSHA Engineering & Construction (Beijing)Co., Ltd.
KODENSHA Property Management (Beijing) Co.,Ltd.

Directors and Corporate Auditors (as of June 29, 2023)
Representative Director, President and Executive

Yuji Kajikawa

Officer
Representative Director and Senior Managing

Tsutomu Yamazaki

Executive Officer
Representative Director and Senior Managing

Shoji Kanazawa

Executive Officer
Director and Managing Executive Officer

Katsuhide Yamana

Director and Managing Executive Officer

Ryuichi Takemura

Director

Junichi Kato

Director

Yoshio Murata

Director

Hiroyuki Harada

Director (Standing Audit and Supervisory

Yasushi Nagashima

Committee Member)
Director (Audit and Supervisory Committee

Tetsuya Azuma

Member)Director (Audit and Supervisory Committee

Masako Tomotsune

Member)Notes: 1. As a result of the resolution to amend the Articles of Incorporation at the Ordinary General Meeting of
Shareholders held on June 25, 2020, the Company transitioned to a company with an Audit and Supervisory
Committee on the same date.
2. Directors Junichi Kato and Yoshio Murata are Outside Directors of the Company.
3. Directors Tetsuya Azuma and Masako Tomotsune are Outside Directors who are Audit and Supervisory
Committee Members of the Company.

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Stock Status (as of March 31, 2023)
Total number of shares authorized:
Total number of shares issued:
Number of shareholders:

4,000,000 shares
1,794,000 shares
1,577

Major shareholders

897
76
58
23
23
23

Share-holding ratio(excluding treasury
shares) (%)
50.6
4.3
3.3
1.3
1.3
1.3

17

1.0

16

0.9

14

0.8

Number of shares held(Thousands)

Shareholder name
Mitsubishi Electric Corporation
Kodensha Employee Stock Ownership Plan
Mitsubishi Estate Co., Ltd.
Negurosu Denko Co., Ltd.
MUFG Bank, Ltd.
Mizuho Bank, Ltd.
The Master Trust Bank of Japan, Ltd.
(Trust Account)
MSIP CLIENT SECURITIES(Standing proxy: Morgan Stanley MUFG
Securities Co., Ltd.)DBS BANK LTD. 700152(Standing proxy: Mizuho Bank, Ltd.)

Notes: 1. In addition to the above, Kodensha holds 22 thousand shares (1.2%) as treasury shares.
2. Of the above shares of The Master Trust Bank of Japan, Ltd., 17 thousand shares are related to trust
operations. Of these shares, 17 thousand shares are in a pension trust.

**

Annual Select is an English-language disclosure format developed by ZAIHON, INC. to increase the level of convenience of investors outside Japan based on Japanese-language
statutory disclosure material, timely disclosure material prescribed by securities exchanges and voluntarily disclosed IR material. Annual Select is a registered trademark of
ZAIHON, INC. Reproduction or copying without prior permission is prohibited.
While every best effort has been made to provide a translation meeting the quality standards required of professionals, the Company does not guarantee it is 100% accurate.
Therefore, please verify the original Japanese text for any final judgments made based on this information.

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