Presentation of Performance
Fiscal Year Ended March 31, 2023

May 19, 2023

Contents
I. Overview of Performance

Ⅲ. Business Environment and Strategy

for the Fiscal Year Ended March 31, 2023
1. Highlights of Performance

・・・

4

2. Details of Orders Received by Segment

・・・

5

3. Details of Net Sales by Segment

・・・ 6

4. Status of Contract Backlogs

・・・ 7

1. Trends in Telecom Carrier-Related Business・・・ 14

2. Initiatives on New Telecom Carrier-Related Business Domains

・・・ 15

3. Strengthening Telecom Carrier-Related Business Area Management

・・・ 16

4. Outlook for Telecom Carrier-Related Business・・・ 17

5. Trends in IT Solutions Business・・・ 18

6. Integrated IT Solutions Business Management in Tokyo Metropolitan Area ・・・ 19

Ⅱ. Business Targets

for the Fiscal Year Ending March 31, 2024
1. Business Targets for the Fiscal Year

7. Future Direction of IT Solutions Business・・・ 208. Trends in Social System-Related Business・・・ 21Ending March 31, 2024・・・ 9

9. Future Direction of Social System-Related Business・・・ 22

2. Order Targets by Segment

・・・ 1010.

・・・ 23

3. Sales Targets by Segment

・・・ 11

Promotion of Digital Transformation—Greater Efficiency Utilizing Core Systems

11.

Promotion of ESG—Resolving Social Issues Through Business Activities

・・・ 24

4. COMSYS VISION NEXT STAGE 2023

・・・ 12

Ⅳ. Shareholder Returns Policy
1. Shareholder Returns Policy

・・・ 26

2. History of Operating Results

・・・ 27

I. Overview of Performancefor the Fiscal Year Ended March 31, 2023

I-1. Highlights of Performance
Sales and profit decreased year on year due to rapid changes in the business environment.
• Telecom Carrier Business:

Sales and profit fell significantly, due to a decline in sales from the high level of the previous fiscal year in theaccess (AC) business (high-speed wireless) and curtailed capital expenditure in the mobile business (MB).

• Growth Business:

Profitability declined due to soaring prices of raw materials and supply chain disruptions, including shortages ofparts and materials.

• Operating Profit:

Some renewable energy projects in the Social System-Related Business proved unprofitable.

FY March 2023
Performance

Comparisons with
the Previous Term

Comparisonswith Target(Unit: ¥100 million)

Orders Received

5,530

-40

-269

Net Sales

5,632

-257

-167

321

-108

-58

(Operating Margin)(5.7%)(-1.6 p.p.)(-0.9 p.p.)

Profit Attributableto Owners of Parent

193

-98

-66

(3.4%)(-1.6 p.p.)(-1.1 p.p.)

Operating Profit(Net Profit Margin)
Note. p.p. = percentage points4I-2. Details of Orders Received by Segment
Orders received fell year on year as the Growth Business was not enough to offset
the decline in the Telecom Carrier Business.
• Telecom Carrier Business:

As expected, the challenging market environment persisted in the MB business, but market share expanded in
the New Common Carriers (NCC) business.

• Growth Business:

Orders received fell year on year as a result of shortages of semiconductors and other materials, as well as thedepreciation of the yen and soaring prices.

(Unit: ¥100 million)

FY March 2023
Performance

Comparisons with
the Previous Term

Comparisonswith Target

NTT Engineering

2,217

-74

+87

NCC Engineering

584

+27

+4

IT Solutions

1,093

+60

-56

Social SystemRelated and Other

1,635

-53

-304

Total

5,530

-40

-269
5

I-3. Details of Net Sales by Segment
Net sales fell year on year due to significant declines in the NTT
and Social System-Related businesses, despite an increase in the IT business.
• Telecom Carrier Business:

Net sales fell year on year due to the decline from the previous fiscal year’s special demand in the access (AC)business (high-speed wireless) and constrained investment in the MB business.

• Growth Business:

Net sales fell significantly in the Social System-Related Business, mainly due to delivery delays for parts andmaterials resulting from supply chain disruptions.

(Unit: ¥100 million)

FY March 2023
Performance

Comparisons with
the Previous Term

Comparisonswith Target

NTT Engineering

2,236

-262

+6

NCC Engineering

561

+31

+1

IT Solutions

1,095

+82

-44

Social SystemRelated and Other

1,738

-108

-131

Total

5,632

-257

-167
6

I-4. Status of Contract Backlogs
Contract backlog at beginning of period fell due to the decline in orders received.

+232
+298

2,362
-319

2,129

1,831

(Unit: ¥100 million)

2,042

-102

1,940

1,078
1,031

919
-103

807

815

SocialSystem

234
209

236

119

115

695

745

FY March 2020
Beginning of Term

FY March 2021
Beginning of Term

142

906

FY March 2022
Beginning of Term

254

-1

252

IT

170

+22

192

NCC

698

679

NTT

FY March 2023
Beginning of Term

FY March 2024
Beginning of Term

-19

7

II. Business Targets
for the Fiscal Year Ending March 31, 2024

II-1. Business Targets for the Fiscal Year Ending March 31, 2024
Fresh start on increasing sales and profit with a focus on growth businesses• Telecom Carrier Business:

Expand business in peripheral areas as challenging business environment with curtailed capital expenditure persists.

• Growth Business:

Progress in digital transformation and recovery of social infrastructure capital expenditure will drive sales and profit growth.

FY March 2023
Performance(Unit: ¥100 million)

FY March 2024
Targets

Comparisons withFY March 2023

Orders Received

5,530

5,700

+169

Net Sales

5,632

5,700

+67

321

340

+18

(Operating Margin)(5.7%)(6.0%)(+0.3 p.p.)

Profit Attributable to
Owners of Parent

193

230

+36

(3.4%)(4.0%)(0.6 p.p.)

Operating Profit(Net Profit Margin)
Note. p.p. = percentage points9II-2. Order Targets by Segment
Further strengthen Group collaboration and take on challenges of new business areas.
• Telecom Carrier Business:

Strengthen Group collaboration to expand orders in peripheral businesses such as the Infra-Sharing solutions business.

• Growth Business:

Accelerate initiatives on new growth areas (smart X, DC, etc.) in addition to existing businesses.

(Unit: ¥100 million)

FY March 2023
Performance

FY March 2024
Targets

Comparisons withFY March 2023

NTT Engineering

2,217

2,040

-177

NCC Engineering

584

530

-54

IT Solutions

1,093

1,170

+76

Social SystemRelated and Other

1,635

1,960

+324

Total

5,530

5,700

+169
10

II-3. Sales Targets by Segment
Steadily execute construction, while effectively utilizing Group resources.
• Telecom Carrier Business:

Maximize earnings by strengthening the area management system and effectively utilizing business resources.

• Growth Business:

Increase sales by strengthening collaboration based on company system and integrated management inTokyo metropolitan area.

(Unit: ¥100 million)

FY March 2023
Performance

FY March 2024
Targets

Comparisons withFY March 2023

NTT Engineering

2,236

2,180

-56

NCC Engineering

561

510

-51

IT Solutions

1,095

1,160

+64

Social SystemRelated and Other

1,738

1,850

+111

Total

5,632

5,700

+67
11

II-4. COMSYS VISION NEXT STAGE 2023
Reset forecast values (amounts and percentages of net sales and operating profit)
for final year of the plan due to the dramatic changes in the business environment.
“Maintain 70% target of total return ratio”“Expand percentage of Growth Business sales to 53%”
COMSYS VISION NEXT STAGE 2023
Net Sales(Unit: ¥100 million)

IT
SocialSystemTelecom
Carrier(Unit: ¥100 million)

Percentage of Growth Business sales steadily rising

COMSYS VISIONNEXT STAGE 2023
At least

5,890

6,000

5,608

5,632

981

1,055
48.6%

47.5%

1,685

2,942

1,682

52.5%

FY March 2020
Results

2,894

51.4%

FY March 2021
Results

5,700

1,095

1,160

48.6%

1,847

3,029

51.4%

FY March 2022
Results

Growth Business

53%

50.3%

1,738

1,200

1,850

2,797 49.7% 2,690

47%

FY March 2023 FY March 2024
Results
Business Targets

At least
50%

Supply shortages of various
parts and materials and soaring
prices of raw materials

1,900

Telecom CarrierRelated Business

2,900

Curtailed capital expenditures
particularly in MB-related businessAt most50%

FY March 2024
Initial Targets（6.9%）

415

429

321

340

(Operating Margin)(7.4%)(7.3%)(5.7%)(6.0%)At least 500（8.0％）

Total Return
Ratio

67.5%

60.2%

67.5%

98.9％

71.8%

70% target

Operating Profit

389

1,013

5,632

12

III. Business Environment and Strategy

III-1. Trends in Telecom Carrier-Related Business
Expand new business areas amid curtailed capital expenditures by telecom carriers.
• Steadily complete construction work while challenging business environment persists due to curtailed telecom carrier investment and network costs.
• Upgrade networks, increase productivity of maintenance work, and expand peripheral areas leveraging know-how acquired in communications sector.
• Concentrate resources on new business opportunities such as the Infra-Sharing solutions projects and corporate businessby further strengthening Group collaboration.
Sales of NTT Engineering business–MB(Simple total of eight companies)

Sales of NTT Engineering Business–AC and NW(Simple total of eight companies)

1,871
NW

AC

207

(Unit: ¥100 million)

1,767

+27

197

1,664

1,570

FY March 2022
Results

FY March 2023
Results(Unit: ¥100 million)

582

1,765
225

-30

443

1,540

-63

FY March 2024
Targets

FY March 2022
Results

Consolidated Sales of NCC Engineering Business

561

FY March 2023
Results

FY March 2024
Targets[Reference] Capital expenditures at telecom carriers(Unit: ¥100 million)

530

380

(Unit: ¥100 million)

510

6,275 6,200

Companies expected
to curtail capital
expenditures

4,981 4,930 5,112 5,100

-51

4,075

3,300

2,960
2,000

2023.3FY March 2022
Results

FY March 2023
Results

FY March 2024
Targets2024.3

NTT Regional
Communications
Business

NTT Docomo

KDDI

SoftBank

Rakuten*Based on FY2022 financial result materials released by each carrier

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%"$!"$#&'$!)#$#$'%!%%%'%($+%"!%$(!&$&"!"!%&$'&"!%&%!&"!)
%!# (&"&&+$"&#"
Establish training programs for private sector
human resources through Group collaboration

Server/security
construction
LAN/WAN peripheral
supportConstruction sites
for integratedgservice centers

Public sector SI(bidding), etc.

C ap t u
solut re certain
ion and oth areas of IT
er bu
sines
ses

Private business projects

 Expand scope of sales activities
 Make maximum use of
telecom carrier capacity
 Improve private sectorbusiness skills
 Enhance Company’s businessframework to expand orders

Local/central government projects (areaeaa-specific)

              '") !"('+!("!+',$(*&&%')*(!$(()

III-3. Strengthening Telecom Carrier-Related Business Area Management
Create synergies leveraging the advantages of brands in each region.
(Area-based Group collaboration in telecom carrier-related business)• Centralize local business sites like Nippon COMSYS, SANWA COMSYS Engineering, etc. at area-based company.
• Further streamline sales/construction systems leveraging area-based company brands.
• Share and consolidate assets (buildings, construction vehicles, materials, partner companies, systems, etc.).

Establish Area ONE Management Structure (single management structure for each area).

Top-Line Growth
Hokkaido Areal Maximize sales and construction capabilities through single area-based
management structure.
• Private telecom carrier companies

Shinetsu Area

• Infra-Sharing solutions operators, etc.

l Flexible assignment of qualified personnel (supervising engineers, etc.).
Hokuriku Area

Enhance Productivity
Tokai Area
Kyushu Areal Share IT platform and promote digital transformation.
• Pursue total optimization by standardization and redefining business processes.
• Centralize non-area-based operations (nationwide consolidation).

16

III-4. Outlook for Telecom Carrier-Related Business
Increase expected in the medium term with investments in network upgrades
and Beyond 5G, as well as removal work for terminated service facilities.
(FY)

2022

2023

2024

〜

2025

2030〜

Osaka World Expo

Vision for a Digital Garden City Nation
Large-scale data centers

Digital Garden City Super Highway

National
Vision97%

5G population coverage rate: 95%
Optic fiber household coverage rate: 99.85%

Beyond 5G (6G)

99% (FY 2030)
99.9% (FY2027)

Wireless base station road coverage rate (expressways/national highways): 99%
UpgradeNetworks

NTT Group

Migration
Install
Facilities
NTT
DocomoKDDI▲APN IOWN10Service launch

PSTN migration (gradual switchover to IP network)

Switchover for landline
telephones▲Termination of ADSL (Hikari area)

IOWN 3.0

IOWN 4.0▲Completion▲INS termination (D communication mode)▲ADSL termination (East Japan) ▲ADSL termination (West Japan)

Installation and updating of various equipment (utility poles, cables, node equipment, power facilities, ENG, storage batteries, etc.)

Increase 5G population coverage

5G population coverage rate: At least 90%

Launch 6G services

Measures to improve traffic capacity and quality
Enhance 5G service
Remove 3G facilities (approx. 40,000 base stations)Concentrate investment on 5G

NCC

SoftBank

IOWN 2.0

IOWN 1.0

Enhance 5G service

Remove PHS facilities (approx. 90,000 base stations)Remove 3G facilities (approx. 60,000 base stations)
Enhance 4G service (60,000 base stations)

RakutenEnhance 5G service (60,000 base stations)
Platinum band to be allocated (upon approval)

17

III-5. Trends in IT Solutions Business
Expand business areas positioned as main Group growth segments.
• Streamline operational framework of solutions and maintenance business while strengthening relationship with telecom carrier-related business.
• Strengthen cloud computing and other related business areas based on Group collaboration.
• Train engineers and secure personnel (reskilling) required to take on challenges of new business areas.

Core Competence of IT Solutions Business
Total
Solutions

One-Stop
Solutions

Net Sales Record(Unit: ¥100 million)

981
271

1,054
277

[Software
Development]

659[Solutions]

51

711

1,013
307

638

– Full Layer Solutions –Nationwide
Operations(construction/
maintenance capabilities)

Net
Sales 1,160
1,095 Up
317

702

323

760

Powerful
Alliances

Highly Qualified
Engineers＜ Main Orders Received in FY2022 ＞◆Software Development• Steady NTT-related projects and private business projects• Support for cloud computing/modernization-related projects◆Solutions• Establish Digital Agency and other public office project networks.
• Establish urban development-related and voice project system networks.
• Maintenance and operation service projects[Maintenance]

66

67

75

77

Mar. 2020 Results

Mar. 2021 Results

Mar. 2022 Results

Mar. 2023 Results

Mar. 2024 Targets

18III-6. Integrated IT Solutions Business Managementin Tokyo Metropolitan Area

Boost orders received through integrated Group managementof companies in Tokyo metropolitan area.
Tokyo Metropolitan Area
and Nearshore

Integrated Management

System development(Software Development)

COMSYSJOHO SYSTEM[ Nearshore ]Creation of
new business domains

Existing IT infrastructure[ Nearshore ]TSUKEN ADVANCEDSYSTEMS (TAS)

NipponCOMSYSSANWA COMSYSEngineering

Consolidated
subsidiaries

Cloud computing-related
business(TAS)

Leverage Group’s strengths in telecom
carrier-related business—construction
capabilities and track record.

Nationwide Areas• Maximize IT Solutions Business volume formetropolitan area coupled with nearshore market.
• Promote selective ordering through collaboration among
company sales teams and project sharing.
• Direct total optimization as an IT company

Division of rolesand collaboration• Maximize the IT Solutions Business byleveraging the strengths in respective areas
throughout Japan as the headquarters.
• Collaborate with the Group organization inTokyo metropolitan area to optimize total
operations.
19III-7. Future Direction of IT Solutions Business
Increase orders received by strengthening cloud computing-related business.
Future Direction of IT Solutions Market

Areas 2 and 3: Key Points to Be Strengthened in Future

uPromotion of smart transformation
Smart cities, smart agriculture, smart energy, etc.
uAdaptation of new technologies
Robotics, XR, etc.
uContribution to national and local communities/business vitalization
Digital government, education ICT, digital transformation, etc.
Progress of Orders Received in Solutions Segment(Unit: ¥100 million)

640

691

762

• Development of value delivery model for digital transformation• Adaptation of agile development• Coordination on IT infrastructure and system development• Training/securing engineers for cloud computing and agile development(Reskilling)

Orders received increasing due mainly
to support for introduction for cloud computing

High value-added/business area expansion

XR
XR
ロボティクス
robotics
Mar. 2022 Results

Mar. 2023 Results

Mar. 2024 Targets

Cloud
computingprovided

AI/IoT

Managedservices

Area 3

Area 2
Area 1

Area 1: Maintenance and expansion of existing business areas• Strengthen competitiveness and increase customer base
• Collaboration with telecom carrier-related business

FY2021

FY2022Current

FY203020

III-8. Trends in Social System-Related BusinessAccelerate business expansion by M&A and aggressive growth investments.
• Infrastructure and Other: Leverage existing skills and know-how and focus on undergrounding of utility poles, water supply and sewerage, and flood control projects.
• Renewable energy: Although sales are expected to decline due to end of FIT and other factors, participate in support projects for regions leading in decarbonization.
• Electric Facilities : Focus on road, defense and data center business while pursuing the higher ranking required to bid on these projects.

Core Competence of Social System-Related Business– Construction capacity lineup that surpasses the competition –Communications

Electrical

Net Sales Record(Unit: ¥100 million)

1,685

Water supply
pipingGas piping

1,847

1,738

1,682
1,029

909

Civil
engineering

Active M&A
in the future[Renewable
Energy]383

627[Including
483 companie

469
623

HVAC

Sanitation◆Infrastructure and Other• Water mains projects• PFI projects for undergroundingof joint cable conduits

1,217

Renewable energy segment
expected to decline

293

Construction＜ Main Orders Received in FY2022 ＞

1,850

1,116

867

[Infrastructure
and Other]

Road paving◆Renewable Energy• Solar power generation projects• Hydrogen projects (demonstrations)278 801

209

348

344

424

◆Electric Facilities

Mar. 2022 Results

Mar. 2023 Results

Mar. 2024 Targets• Expressway lighting equipment projects• Traffic control equipment repair projects

697

838

[Electric
Facilities] s subject
to M&A]

432

Mar. 2020 Results

Mar. 2021 Results

Mergers &Acquisitions

Kando

TOKYO HOSOH KOGYO

Kawanakajima Kensetsu

Asahi Setsubi Kogyo

FUJIKI Corporation

Ecosystem Japan

Hokuyu Construction

Maizuru Setsubi Kogyo• New Defense Bureau building construction
projects

21III-9. Future Direction of Social System-Related Business
Increase orders received with focus on data center projects.
Infrastructure and Other◆Utility pole undergrounding• 8th Utility Pole Undergrounding Promotion Plan
• Tokyo Metropolitan Government strategy toaccelerate utility pole undergrounding◆Water supply and sewerage• Master Plan for Constructionof Tokyo Waterworks Facilities• Municipal water supply and seweragemanagement plans◆Flood control• National river basin flood control projects• Emergency flood control projects in East Japan

Renewable Energy◆Renewable energy businessGovernment policies: Basic Energy Plan, carbon pricing• Solar: Feed-in Tariff (FIT) deregulation, mega solar repowering• Offshore wind power: Review of application rules• Biomass: Verification of CO2 geothermal power generation• Hydrogen: Demonstration

Electric Facilities◆Roads• Maintenance, management and renovation(Expressways/general roads)◆Defense projects• Annual expansion of defense budget• Measures to address aging barracks
and buildings◆Data centers• Market expansion (+10%/year)• Expansion in construction investment(by ¥400.0 billion/year)

Progress of orders received in electricalfacilities/communications segment

Increase in orders received,
primarily data center projects 542(Unit: ¥100 million)

339

Mar. 2022 Results392

Mar. 2023 Results

Mar. 2024 Targets

22III-10. Promotion of Digital Transformation—Greater Efficiency Utilizing Core Systems

Realize even greater productivity and flexible work styles.
• Promote operational consolidation and efficiency through upgrading and utilization of integrated common-use Group IT platform.
• Pursue further digitalization to normalize telework and promote completion of jobs locally.
(FY)

2018

2019

▲

Integrated managementof three West Japan companies

2020

▲

2021

2022

▲

2023

▲

Outbreak of DX Promotion
COVID-19 Division launched

Digital Transformation (DX) certified

Integrating IT platforms into single common-use platform
Mobile systems standardizedStandardizing business systems

CommonUse IT
Platform▼

Standardizing accounting systems
Promoting automationand labor savings(with Robotic Process Automation, RPA)

Utilizing and upgrading common-use IT platform
Fixed-line
systems
standardized▼

Completed▼
Introduction of human resources
development system• Utilizing common-use IT platform→ Unification (centralization) of area-free operations→ Promotion of area-based Group collaboration(system streamlining)• Addition of applications→ Streamlining and centralizationof telecom carrier-related materials operations

208 cases of RPA introduced;
savings of 10,000 hours/year*

Expanding telework as an emergency response during COVID-19 pandemic

Normalizing telework

Head office telework rate 50%*

Work Style
ReformExpanding remote access
Diversifying communication tools
Developing paperless operations* Actual FY2022 results of Nippon COMSYS Corporation• Further digitalization of documents/workflow management→ Normalization of telework as post-pandemic work style• Increasing on-site efficiency using site work support tools**→ Reduction in site–office travel times** Meaning webcam or virtual communications tools, construction management tools, etc.

23

III-11. Promotion of ESG—Resolving Social Issues Through Business Activities

Promoting ESG management through Sustainability Promotion Office

E

S

G

Reduce GHG Emissions

Provide opportunities for diverse
people to thrive

Strengthen corporate governance• Initiatives aimed at realizing
carbon neutrality
2030 targets (compared to 2020)
Scopes 1 and 2: 42% reduction
Scope 3: 25% reduction• Promote use of childcare leaveby male employees
Communicate messages fromsenior management
Provide manager training• Streamline Board of Directors**
No. of Directors: 14 down to 10(Outside Directors: 5 down to 4)• Diversify Board of Directors structure**
Election of one woman Outside Director

2050 targets

Scopes 1 and 2: Carbon neutrality

Scopes 1+2

Scope 3Create workplace environment that makes it easy
for employees to choose to utilize childcare leave

Further strengthen capacity for speedy and accurate
decision-making and supervisory functions

Use of childcare leave by male employees: 83%*42

25

% reduction(from FY2020)% reduction(from FY2020)

110

1,812

(1,000 t-CO2 e/y)

(1,000 t-CO2 e/y)Enhance innovation creation capabilities
Women as percentage of new graduates hired: 22%*(+2 percentage points YOY)

Carbon neutrality
2021

2030
2050
Targets Targets• Boost hiring of women2021• Allow Board Meetings to be chairedby directors other than president**

Maintain and enhance independentand objective supervisory functions

2030
Targets* FY2022 figures for nine core Group operating companies**Submitted to the General Meeting of Shareholders

24

IV. Shareholder Returns PolicyIV-1. Shareholder Returns Policy
Aim for 70% total return ratio
Increase annual dividend by ¥5 to ¥105, acquire treasury shares of ¥4.0 billion, and cancel 8 million treasury shares
Profit(Unit: ¥100 million)

Total Dividends

280
51

[228]

Purchase of Treasury Shares
Net Sales(Targets)

Negative
Goodwill

80

259 8070

40
230

Purchase ofTreasury
SharesTotal

125 Dividends

95

106

117

121

March 2019

March 2020

March 2021

March 2022

March 2023

March 2024
(Planned)

Interim

¥30

¥35

¥40

¥45

¥50

¥50

Year-end

¥30

¥40

¥45

¥50

¥50

¥55

37.0%

36.5%

40.3%

63.0％

55.1%

67.5%

60.2%

67.5%

98.9％

71.8%

12.29

14.16

15.96

18.57

20.22

13.70

million shares(8.7%)

million shares(10.0%)

million shares(11.3%)

million shares（13.1％）

million shares(14.3%)

million shares(10.3%)

8.6%

9.2%

8.8%

5.7%

To at least 6.7%

Consolidated
Payout Ratio
Total Return Ratio
Dividends + treasury shares
ProfitNumber of Sharesof Treasury Sharesat the End of the Period(Ownership Ratio)
ROE

292 80193

72

Dividends
Per Share

293 7026.1%[32.0％] *54.5%[66.8％]

10.6%[8.7％]* Figures in [ ] are estimates assuming no negative goodwill.

26

IV-2. History of Operating Results
Net Sales

Operating Profit

8.3%

Operating Margin(Unit: ¥100 million)

5,890
5,608

8.4%

5,632

5,632

5,700

8.0%
7.4%

7.5%

4,817
7.3%

7.1%

7.4%
6.9%

7.3%

3,800
3,154

2,958

3.7%

3,160

3,313

3,286

3,206

3,341

5.7%

389

4.3%

[95]

[71]

[132]

276
238

[163]

321

303

225
125

429

352
275

117

415

[167]

[154]

6.0%

340

250

[144]

[203]

[280]

[259]

[293]

[292]

[193]

FY Mar. 2011 FY Mar. 2012 FY Mar. 2013 FY Mar. 2014 FY Mar. 2015 FY Mar. 2016 FY Mar. 2017 FY Mar. 2018 FY Mar. 2019 FY Mar. 2020 FY Mar. 2021 FY Mar. 2022 FY Mar. 2023

[230]

FY Mar. 2024
(Targets)

Figures in brackets show profit attributable to owners of parent.

27

— 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 Department
Telephone: +81-3-3448-7000 (direct)
Facsimile: +81-3-3448-7001
E-Mail: chd-ir@comsys.co.jp
URL: https://www.comsys-hd.co.jp/