• First, we asked ourselves about business rationale before discussing long-term
management objectives. In doing so, we came to the conclusion to re-establish kyosei,
the concept that we set forth for the Canon group in 1988, as the core policy forcorporate activities.
• Moreover, from the perspective of corporate DNA, based on which we seek toaccomplish the kyosei concept, I would like us to recognize again and strengthen ourenterprising nature. With that in mind, we will continue to proactively pursue new value
in anticipation of changes in markets and customer needs.

• In today's management terminology, I think that the realization of kyosei simply means
the implementation of sustainable management.
• Like other Canon Group companies, we at the Canon Marketing Japan Group wish to
create a society in which all people enjoy healthy lives, work comfortably, and live
happily together, in cooperation with our stakeholders, based on the principle of kyosei.

• To implement sustainable management, we will take our thinking beyond the traditional
concept of compliance with laws and regulations and CSR and pay more attention tothe idea that business activities by themselves should contribute to the provision ofsolutions to social issues.
• We have already been working to provide environmentally friendly products andpromote the recycling of products and cartridges, mainly in the Canon product business.
• Still, society has many issues that we should be addressing. To tackle these issues, wewill seek to be able to provide solutions from broader perspectives by combining theCanon product business and IT solution business. With this initiative, we will contributeto solving social challenges such as the realization of a safe and secure society and thevitalization of regional areas by increasing the productivity of small and medium
enterprises.

• This page shows a summary of the initiatives we will take towards 2025.
• Our vision for 2025 is to create a professional corporate group that solves social andcustomer issues using ICT and the power of people.
• We have instituted three basic management policies to realize this vision.
• The first policy is to increase corporate value sustainably by solving social issues
through our business operations. I have already explained this in earlier pages.
• Our second policy is to become a highly profitable corporate group. We will take steps
to ensure that growth is driven primarily by the IT solution business while at the sametime strengthening the sales system by leveraging our diverse customer base. With
respect to the Canon product business, we will increase added value and further
enhance profitability.
• Our third policy is to create a virtuous circle by improving management capital. We will
use the profits we generate by strengthening profitability to invest in new growth, andby doing so, maintain a virtuous circle. Specifically, we will invest strategically inbusinesses and human resources.
• With respect to management indicators for 2025, we will aim to achieve operating
income of 50 billion yen, net sales of 650 billion yen including ITS sales of 300 billion
yen, and ROE of 8.0%.
※ We have made an upward revision of Operating Profit and ROE respectively in MediumTerm Management Plan (2022-2025) Progress Report, announced on January 27, 2023.

• Next, I will explain our business portfolio concept with an eye to achieving our visionand management indicators.
• First, we will change our business portfolio by establishing the IT solution business as acore business.
• In the Canon product business, we will work to improve profitability while also
strengthening the strategy of operating in sync with the IT solution business. We will
use the customer base, brand value and profits that we have built, enhanced andaccumulated through the Canon product business for our IT solution business. Then,by leveraging the deeper relationships we have built through the IT solution business,
we will expand the Canon product business and develop it into a high value-addedbusiness.
• With respect to specialized areas and new businesses, we aim to continue expanding
the industrial equipment business in specialized areas. In new businesses, we will
explore areas where we can create new businesses, building on the ITS business andCanon product business.
• Keeping in mind the need to review and optimize the business portfolio, we will pursue
a continuous policy of selection and concentration.

• Now, I will move on to our investment concept for growth.
• We will accelerate growth investments to achieve a sustainable increase in corporate
value.
• Leveraging the profits generated through the Canon product business and IT solution
business, we will invest in initiatives to strengthen our business, such as M&A and thedevelopment of human resources, the source of our value.
• Through these efforts, we will create a virtuous circle, in which as businesses become
stronger, greater profits are generated and re-invested for further growth, achieving
sustainable increases incorporate value.