Presentation of Performance for the First Half
Fiscal Year Ending March 31, 2024
November 16, 2023

1Contents
IV. Enhancement of Corporate ValueI. Highlights of Financial Statements
ü Highlights of Financial Statements for Q2 FYE Mar. 2024

… 3II. Overview of Performance for Q2 FYE Mar. 2024
ü Orders Received/Net Salesü Operating Profit/Profit Attributable to Owners of Parent
ü Contract Backlogs… 5… 6… 7

III. Business Overview by Segment for FYE Mar. 2024üüüüüüüüüüü

… 9Telecom Carrier-Related Business (NTT/NCC)… 10Initiatives on New Telecom Carrier-Related Business Domains… 11
Initiatives on Telecom Carrier-Related Peripheral Business… 12IT Solutions Business… 13
Strategy in the IT Solutions Business… 14
IT Solutions Business (Topics)… 15
Main IT Solutions Business Orders Received in the First Half
… 16
Social System-Related Business… 17
Strategy in the Social System-Related Business… 18
Social System-Related Business (Topics)
Main Social System-Related Business Orders Received in the First Half … 19

ü Major Issues and Sustainability
ü Sustainability Initiatives… 21… 22-23

V. Shareholder Returnsüü

Shareholder Returns Policy(Reference) Trend of Dividends, etc.

… 25… 26

I. Highlights of Financial Statements

3Highlights of Financial Statements for Q2 FYE Mar. 2024
YoYSales Growth (+6.1%)
Profit Growth (+1.7 p.p.)

GrowthBusiness Net Sales¥124.8 billion(YoY +15.5%)

Women
Serving as Director
1Elected
Note: p.p. = percentage points

Treasury Shares
8 million shares
RetiredLimit forAcquisition ofTreasury Shares¥1.0 billion
IncreasedII. Overview of Performance for Q2 FYE Mar. 2024

5Orders Received/Net Sales
Growth Business offset decline in telecom carrier-related business, and total orders received/net sales

increased year on year.
Net Sales

Orders Received(Unit: ¥100 million)
Progress Rate

48.4%

(Unit: ¥100 million)

41.0%

52.9%

43.0%
+140+337

2,678
SocialSystem
IT

765

564

(12.6%)+313 (41.0%)+80 (14.3%)

2,308

1079

667

+104 (15.7%)

IT

413

+62 (15.2%)

476

NCC

250

-22 (-8.8%)

228

NTT

976

-5 (-0.5%)971

Contribution ofGrowth Business57%

SocialSystem645

NCC

255-35 (-13.9%)

219

NTT1093-22 (-2.0%)

1070

FY March 2023
1H Performance

2,4483,015(6.1%)FY March 2024
1H Performance

FY March 2023
1H Performance

772

FY March 2024
1H PerformanceContribution ofGrowth Business51%

6Operating Profit/Profit Attributable to Owners of Parent
Profit increased year on year,
mainly due to completion of profitable projects ahead of schedule and the increase in total net sales.
Operating Profit(Unit: ¥100 million)
Progress Rate

29.5%

41.7%

Profit Attributable to Owners ofParent(Unit:¥100 million)

33.8%

41.5%
95141(3.9%)(5.8%)+29+46(1.1 p.p.)(1.7 p.p.)6594(2.8%)(4.1%)FY March 2023
1H Performance*p.p. = percentage points

FY March 2024
1H Performance

FY March 2023
1H Performance

FY March 2024
1H Performance

7

Contract Backlogs
The contract backlog in Growth Business increased on the strong orders received.
Contract backlog at beginning of 3Q(Unit: ¥100 million)

2,549

SocialSystem

1,032

IT

334

NCC

171

NTT

2,411

+94 (3.9%)

2,506

YoY
Change1,017

1,122+105 (10.3%)

405

421

+16 (4.0%)174

183+9 (5.4%)

815

778-36 (-4.4%)

FY March 2022

FY March 2023

FY March 2024

Contract backlog
at beginning of 3Q

Contract backlog
at beginning of 3Q

Contract backlog
at beginning of 3Q

1,010

III. Business Overview by Segment for FYE Mar. 2024

9Telecom Carrier-Related Business (NTT/NCC)
Strengthen Group collaboration and continue to take on the challenge of new business domains.
Orders Received

NTT(Unit: ¥100 million)

2,570

Ø Share business resources with Growth Business by raising productivity in existing domains
Ø Take on the challenge of projects in new domains by strengthening area management
Compared to targets
Progress Rate

50.2%
1,290

NTT

1,070

Ø Strengthen initiatives for new business opportunities, such as the infra-sharing business

2,040NCCØ Focus on completing construction at an early stage and concentrate on winningnew ordersKDDIØ Steadily receive orders for removal of facilities for terminated servicesSBØ Gain market share for platinum band projects
NCC

219

FY March 2024 1H Performance

Rakuten

530
FY March 2024 Full Year Targets

10Initiatives on New Telecom Carrier-Related Business Domains
Contribute to topline expansion by collaborating and sharing resources with Growth Business.

Expansion

GrowthBusiness

DCI
Data centers, IT infrastructure, etc.

Business collaboration
and resource sharing

Telecom Carrier
Business

Leverage engineering capabilities cultivated in the telecom
carrier-related business to expand peripheral-related business

Raise productivity

Existing domains(Data Center Interconnect)

LAN/WAN
Telecom carrierrelated technology
and know-how
Server security
construction

Data centers(Power andcommunications)Public sector system
integration, etc.
(Tender projects)

11

Initiatives on Telecom Carrier-Related Peripheral BusinessMaximize the advantages of regional brands.
Initiative example 2

Initiative example 1

Acquiring orders from infra-sharing companies

Acquiring orders from new telecommunications companies
Telecommu
nicationsrelated・Construction of whole-condominium internet service
・Construction of data center interconnect (DCI) transmission line
・ISDN migration and switching project

Tradingcompanyrelated

Real estaterelated

Steady progress inreceiving orders

Market gradually
expanding

Railway-related

Strengthening initiatives to win new customers

Roadrelated

Powerrelated

Initiative example 3

Acquiring orders for local 5G projects
COMSYS Engineering

Primary industry (agriculture and forestry)

Secondary industry (factories and mines)

MarketingNTT Group・Strengthening business proposal capabilities through co-creation with NTT
Group/consortium companies
・Sales collaboration with supervisory company

12IT Solutions Business
Capitalize on rising DX needs and expand orders received, mainly for public sector projects.

Orders Received(Unit: ¥100 million)

Compared to targets
Progress Rate

SoftwareDevelopment

1,170
55.2%

Ø Strengthen initiatives to secure favorable order receipts next fiscal
year and beyond, mainly for strongly-performing public sector-related
projects645

Ø Shift to DX projects, such as cloud lift and shift, data lake, and scrum162

Ø Expand recurring revenue business, such as operation andmaintenance projects

330

762Solutions

443

Maintenanceand Other

3978

FY March 2024 1H Performance

FY March 2024 Full Year Targets

13

Strategy in the IT Solutions Business
Expand orders received in each market through integrated management in Tokyo metropolitan area.
PrimeAlliance

Secondary

Public sector, local government, etc.

System integrators, etc.

NTT Group, etc.

Shift to new business domains and endeavor to create new businesses
Provide cloud-based SaaS
solutionsSupport government office andlocal government DX projects
and education ICT programs, etc.

System development(software)

Support for business DX projectsof finance, government, logistics and other sectors

IT infrastructure

Maintain and expand existing IT infrastructure projects

DX support(Development of IOWN, ServiceNow, etc.)(Agile, low code development)

Train highly skilled engineers

Accelerate initiatives to realize
B2B2X model and newbusinesses

Collaborate with telecom carrier-related business

Integrate management in Tokyo metropolitan area

Collaborate with other areas nationwide

Priority domains

New businessdomains/cloud computing

14

IT Solutions Business (Topics)
Promote customer DX projects by supporting construction and operation of cloud environments.
Microsoft 365

Google CloudJapan Post BankA National University• Proposing to improve, operate, and maintain operations
in existing environment• Construction of AI learning cloud infrastructure utilizing dashboard
functionality of Google Cloud Platform• Provision of configuration to improve security using new functionalities
and mechanisms of Microsoft 365• Completed construction in approximately two months, meeting request
for short delivery time
Provision of optimal environment for
students in one go!

Simplifying management
and operationImprovement/utilization proposals

×Work order/technology consultation
Service desk

General Affairs
Department

Inquiries/troubleshooting
Telecommuting
employees

Terminal delivery/QA

Help desku Data query and searchu Model development and trainingu Python code execution

https://live-style.jp/casestudy-jp-bank/*Livestyle is name of the service provided by TOSYS Corporation to support the introduction, operation, and utilization of cloud computing. Other company, product, and service names are the trademarks or registered trademarks of each company.

Dashboarduuuu

Organization policy information display
Budget and expense display
Connection refused service display
Instance control of policy violations

15

Main IT Solutions Business Orders Received in the First HalfAdvantages for achieving full-year target due to multiple orders received for large-scale projects.
p

A public organization: Construction of common telecommunications infrastructure(Approx. ¥8.0 billion)p

A public organization: Construction of security gateway (Approx. ¥2.0 billion)p

A public organization: Installation of server, etc. (Approx. ¥2.0 billion)

pNationwide independent maintenance service (Approx.¥0.1 billion/year)16

Social System-Related BusinessWork to receive large-scale orders in the second half also, mainly data center (DC) projects.

Orders Received(Unit: ¥100 million)

Compared to targets
Progress Rate

55.1%

Ø Strengthen initiatives aimed at DC market, which is expected to expand

1,960

Ø Steadily acquire orders for infrastructure projects such as undergroundingof utility poles, water supply and sewerage, and flood control work

1,079
Infrastructureand OtherØ Expand power and communications work, primarily strongly-performing
expressway projects (electric facilities and communication work)

1,239762

179117
199542FY March 2024 1H Performance

FY March 2024 Full Year Targets

Renewable Energy
Electric Facilities

17

Strategy in the Social System-Related Business
Focus on initiatives for DC and DCI work, where investment is booming.
■Forecast for core business: Shift from solar to DC(Unit: ¥100 million)

500

DC

DC: Construction of a full set of electric, air conditioning, and communication facilities

Large-scale solar

DC (forecast)400

üSales growth inDC business

300
200
Electric facilities

100

Air conditioning facilities

0
2019 2020 2021 2022 2023 2024 2025 2026 2027üDCI (DC Interconnection): Installation of conduits and cables(Reference) Forecast for new construction and expansion of business data centers in Japan(million yen)

DCDC
DCSource: IDC Japan (August 2023)

18

Social System-Related Business (Topics)
Receive orders for large-scale expressway facility projects through Groupwide collaboration efforts.

Social System-Related Business (Topics)• Areas: Tokyo metropolitan area and Tohoku region• Installation of wireless antennas, smart interchangesystem, passing vehicle photography equipment, etc.,
and associated optic cables• Receive orders in collaboration with Nippon COMSYS
Corporation and SANWA COMSYS Engineering
Corporation
Orders received:Approx. ¥6.0 billion

19Main Social System-Related Business Orders Received in the First Half
Steadily received orders for planned large-scale projects.
p

PFI project for undergrounding of electric power lines (Approx. ¥1.0 billion)p

Horizontal directional drilling (HDD) transmission line project (Approx. ¥1.0 billion)
Use of HDD for greater reliabilityof cables

Submarine cableLanding conduitp

Storage battery installation project for power grid (Approx. ¥0.7 billion)p

Metropolitan area redevelopment work (Approx. ¥15.0 billion, FUJIKI Corporation)

IV. Enhancement of Corporate Value

21

Major Issues and Sustainability
To enhance corporate value by contributing to society through business activities.
Major Issues

Main Initiatives

Contribute to local
communities by utilizing
engineering capabilities andinnovation■Pursue business activities that meet society’s diversifying infrastructure needs

Reforming utilization of humanresources and work style(Increase engagement)■Promote utilization of diverse human resources (external recruits, women, etc.)■Develop new technology and business sectors through co-creation with new partners■Transform construction methods and operations through promotion of DX■Develop business activities in partnership with local communities through engineering■Pursue business activities related to preventing and mitigating disasters to address increasing severe disasters■Foster awareness and educate all employees about respect for human rights■Enhance human resource development programs and provide reskilling and recurrent education■Update personnel systems in line with the times and promote work-life balance■Promote a safety-first corporate culture

Pursuing safety and security
and observing compliance

Addressing conservation ofthe global environment■Strengthen our own capabilities for responding to natural disasters■Ensure the health of employees and their families■Enforce the code of conduct throughout the Group, including the supply chain■Promote the renewable energy generation business and construction of related facilities■Implement COMSYS Group initiatives to achieve carbon neutrality■Implement initiatives for resource recycling

SDGs the Company
Contributes to22

Sustainability Initiatives
Acquisition of Science Based Targets (SBT) certification

EAcquired SBT certification, which validates the Company’s greenhouse gas emission reduction
targets, in October 2023Promotion of switch to green power by Group companies

EPlan to purchase 10GW (nearly 30% of total consumption) of green power in current fiscal year

Provision of prompt recovery assistance in response to Typhoon No. 6 (August 2023)

SA total of 136 Group employees provided local recovery assistance in response to around 7,000
incidents of damage that occurred in the Nago area (Okinawa Prefecture)

Typhoon No. 6 recovery assistance23

G

Strengthening of corporate governance

Reduction in number of Directors

Strengthening of prompt and appropriate
decision-making and supervisory function

Qualification of Directors other than
the President to be chairmanof the Board of Directors

Diversification of the Board of Directors

Maintaining and upgrading the independentand objective management supervisory
function of the Board of Directors

Promotion of management reforms
by incorporating diverse points of view
1 woman(10%)

14 ⇒ 10
Of whom,
OutsideDirectors5⇒

4

9 men(90%)
At least 30% by
2030

Male-female ratio of
the board ofdirectors

V. Shareholder Returns

25

Shareholder Returns Policy
Increased limit for acquisition of treasury shares by ¥1.0 billion based on financial results for first half.
Completed acquisition of ¥2.0 billion in treasury shares and retirement of 8,000,000 shares in the first half
Profit280

Total Dividends

51

Profit(Targets)

Negative
Goodwill

Purchase of Treasury Shares(Unit: ¥100 million)[ 228 ]*

80

Total Return Ratio
ProfitNumber of Sharesof Treasury Sharesat the End of the Period(Ownership Ratio)

70

↑
40230

193
106

117

121

125

March 2020

March 2021

March 2022

March 2023

March 2024
(Planned)

37.0%

36.5%

40.3%

63.0％

55.1%

[ 66.8％ ]54.5% *

67.5%

60.2%67.5%

98.9％

76.4%

12.29 million shares

14.16 million shares

15.96 million shares

18.57 million shares

20.22 million shares(11.3%)（13.1％）(14.3%)March 2019

Dividends + treasury shares

80292

50

70

95

72

Dividends Per Share

259

293

80

26.1%
[ 32.0％ ](8.7%)* Figures in [ ] are estimates assuming no negative goodwill.

(10.0%)ー

Purchase ofTreasury
SharesTotalDividends

26(Reference) Trend of Dividends, etc.
Aim to continue increasing the dividend and improving EPS and ROE in the current fiscal year.
Trend for Dividends

15202550

45

40

20

10101515202535

1530

10Mar. 2013

Mar. 2014

Mar. 2015

Mar. 2016

Mar. 2017

Mar. 2018

Mar. 2019

Mar. 2020

Mar. 2021

Trend for EPS
232.72235.50

8.6

9.2

Mar. 2022

Mar. 2023

Mar.Mar.
20242024(Planned)

8.8
To

6.7% or more

5.72024 (Planned)
Mar. 2023 Mar.Mar.
2024

Improving

Mar. 2020

Mar. 2021

Interim50

Improving

Mar. 2022

Year-end

50

Trend for ROE
190.43Mar. 2021

55

45158.83Mar. 2020

50

30
40

202.97¥105¥100

Mar. 2022

2024 2024(Planned)
Mar. 2023 Mar.Mar.

— COMSYS Group Management Philosophy —At the COMSYS Group, we are united as a Group and strive for strong partnership and collaboration with diverse
external players in achieving our management philosophy.
• We will build a company that customers continue to choose through the construction of diverse infrastructure that carries our era forward.
• We will contribute to our country and local communities by building social infrastructure that supports affluent lifestyles.
• We will continue with unrelenting reform in our aim to further increase corporate value.

Cautionary Statement with Respect to Forward-Looking Statements

Forecast figures contained in these presentation materials are forward-looking statements that assume underlying risks and uncertain factors.
Accordingly, it should be recognized that actual results may differ from such forward-looking statements due to a variety of factors.
Important factors that could affect results include, but are not limited to, changes in economic conditions and social trends relevant to the Group’s businessareas, and downward pressure on prices for the services provided by the Group owing to fluctuations in demand and intensified competition.

For further information, please contact:
IR DepartmentTelephone: +81-3-3448-7000 (direct)
Facsimile: +81-3-3448-7001
E-Mail: chd-ir@comsys.co.jp
URL: https://www.comsys-hd.co.jp/