Financial Results for FYE 3/2022
MIRAIT ONE Group Vision 2030
Medium-term Management Plan
（2022-2026）

May 24, 2022

MIRAIT Holdings Corporation

Today’s Agenda

１ Financial Results for FYE 3/2022
Message from Top Management（Group Vision 2030 Summary） -----

２ Establishing the new company / group
３ MIRAIT ONE Group Vision 2030---------------------------------４ FYE 3/2023 full-year forecast

５ Medium-term Management Plan（2022－2026）©2022 MIRAIT Holdings Corporation All Rights Reserved |1

１ Financial Results for FYE 3/2022©2022 MIRAIT Holdings Corporation All Rights Reserved |2

Orders received

521.3 bil. yen（+46.4 bil. yen yoy）

（bil. yen）

446.5 474.9

Seibu Construction

463.2 bil. yen

392.6（-11.7 bil. yen yoy）(＋)Rakuten Mobile work(＋)Large-scale Electrical work

■ ＩＣＴ

■ Environmental(＋)Datacenter work

& Social(－)Work to build advanced■ Multi-carrier

wireless networks■ ＮＴＴ

FYE 3/19

FYE 3/20

FYE 3/21

FYE 3/22(－)Sales of goods（merchandise sales)©2022 MIRAIT Holdings Corporation All Rights Reserved |3

Net sales

470.3 bil. yen（bil. yen）

441.1

463.7 470.3（+6.6 bil. yen yoy）

375.9(＋)Work to build advanced
wireless networks(＋)5G related works(－)Sales of goods (merchandise sales)

6th consecutive■ ＩＣＴ■ Environmental& Social■ Multi-carrier■ ＮＴＴ

FYE 3/19

FYE 3/20

FYE 3/21

FYE 3/22

year ofrecord-high sales©2022 MIRAIT Holdings Corporation All Rights Reserved |4

NTT BusinessNet sales

163.4 bil. yen（＋6.4 bil. yen yoy）(＋)Work to build advanced

wireless networks(＋)Facility management(－)Civil engineering©2022 MIRAIT Holdings Corporation All Rights Reserved |5

Multi-carrier BusinessNet sales

106.2 bil. yen（＋8.0 bil. yen yoy）(＋)Accelerate５Ｇ

maintenance work(－)Delays in projects©2022 MIRAIT Holdings Corporation All Rights Reserved |6

Environmental &Social Innovation BusinessNet sales

55.6 bil. yen（-2.5 bil. yen yoy）(＋)electrical/lighting work(－)Mega-solar(－)Air conditioning

7©2022 MIRAIT Holdings Corporation All Rights Reserved |7

ICT Solutions BusinessNet sales

145.1 bil. yen（-5.2 bil. yen yoy）(＋)Datacenter work(＋)Lantrovision(－)Broadcast(－)Sales of goods（merchandise sales)©2022 MIRAIT Holdings Corporation All Rights Reserved |8

Operating income
32.8

7.5%

30.1
7.0%

7.0%

32.8 bil. yen
350

300

（bil. yen）
6.5%

21.9

20.6

6.5%

250

6.0%

200

Operatingincome ratio
5.5%

5.5%

100

4.5%

50

4.0%

0

FYE 3/19

Operating income ratio

7.0％（+0.5 ％ yoy）

150

5.0%

5.0%

（+2.7 bil. yen yoy）

FYE 3/20

FYE 3/21

FYE 3/22

6th consecutive
year ofrecord-highincome©2022 MIRAIT Holdings Corporation All Rights Reserved |9Operating income
Operating income（bil. yen）

32.8 bil. yen

Gross profit margin

+1.0p

+5.1
Increase in
net sales+0.4（+2.7 bil. yen）

-2.8
SG&A

(＋)Further operational
SG&A ratio-0.5p

efficiency(＋)Profit growth in noncommunication businesses（Environmental & Social Innovation Business）©2022 MIRAIT Holdings Corporation All Rights Reserved | 10

Net income

Net income（bil. yen）

25.7

25.1

25.1 bil. yen

shareholdings（+0.9 bil. yen yoy）

24.2 Sale of strategic

Negative goodwill

10.0

15.2

15.7

FYE 3/19

FYE 3/20

FYE 3/21

FYE 3/22

Improved profit
margin＋Sale of policy
shareholdings©2022 MIRAIT Holdings Corporation All Rights Reserved | 11

Shareholder returns
Dividend per share+10 yen /year■ dividend amount■ share repurchaseamountShare repurchase

5.0 bil. yen /year（bil. yen）
FYE 3/18

FYE 3/19

FYE 3/20

FYE 3/21 FYEFYE 3/22
3/22

Total shareholder
return ratio©2022 MIRAIT Holdings Corporation All Rights Reserved | 12

Message from Top Management（Group Vision 2030 Summary）©2022 MIRAIT Holdings Corporation All Rights Reserved | 13

Message from Top Management （Group Vision 2030 Summary）
Business
Strategy

Last 10 years
・ Achieved certain degree of growth --Sales doubled(×2), above 7％ CAGR・ Significant improvement in margins--2％＋
7％
・ Margins improved significantly--- yet still “average”

・ We are, in name and in deed, “made up of people”--- We can only grow as a company
if our people are safe and healthy,
and if they learn and grow

”Beyond a
Telecommunications
Construction Company”
CHANGE to a“Future
Implementation Company”

・ High “Telecommunications
Construction ” ratio--- No change intelecommunications
construction dependent
structure
Integration of 3
companies／
Establishment of newgroup

・ Accomplish the “5 Cｈａｎｇｅｓ””People-CenteredManagement”
is at the center

Fifth medium
term target（～2026）that contributes to society
・ Laying the Groundwork for・ Revenue 720+billion yen
at Full Value!
the “Next Decade”
・ Margin 7.5+％---

Mobilizing Growth Resources---

Streamlining/make lean・Aiming for total group growth---

Region/Global/Future (MIRAI)domain

・ MIRAI Ｄ ratio 40+ ％Once this level is reached,
the next mountain to climb by
2030 will be clearly in sight©2022 MIRAIT Holdings Corporation All Rights Reserved | 14

２ Establishing the new company / group©2022 MIRAIT Holdings Corporation All Rights Reserved | 15

Last 10 years
MIRAIT Group （2011～2021）（bil.yen）

Net sales

700.0
600.0

Operating income ratio

470.3

communication business

400.0
300.0

10.0%
8.0%

7.0％

6.0%

236.0

200.0

4.0%

100.0

2.0%

2.2％

0.0

2011

2013

Net sales

Operatingincome ratio

2015

2017

2019

1.1倍 △
3.7％ （CAGR）
5.2％

Non-communication
29％
business ratio（CAGR）

Operatingincome ratio

2.2％

7.0％

Noncommunication
business ratio

27％

43％ △

12.0%

Non-communication business

500.0

2.0倍
7.1％

Net sales

14.0%

7.1％
25％ △

0.0%

2021

（bil.yen）

200.0

Integration of 3 regional company（2019～
2021）
■TTK

■SOL

■STK

●Operating income ratio

8.0%
104.9
7.1％7.0%

97.6

6.0%

50.0

5.0%

5.2％
0.0

10.0%
9.0%

150.0
100.0

（46％ target of 2021）

2019

2020

2021

4.0%

©2022 MIRAIT Holdings Corporation All Rights Reserved | 16

Actual results of Medium-term Management Plan
Targets achieved one year in advance（bil. yen）

Net sales

2019

2020

2021

Plan

441.1

463.7

470.3

450.0

（+20.3）Operatingincome21.9

Operatingincome ratio

5.0％

ＲＯＥ

7.4％

（Return On Equity）

30.1

32.8

27.0

（+5.8）

6.5％

7.0％

6.0％

（+1.0P）

11.0％

10.7％

8.0％

（+2.7P）

Or more（ ）targets versus actual©2022 MIRAIT Holdings Corporation All Rights Reserved | 17

Purpose of establishing a new company/group
Concentrate resources in growth areas
Accelerate growth by redefining growth areas and mobilizing resources

Achieve Cost efficiency
Improve cost efficiency by consolidating three companies into one andreviewing duplicated operations, etc.

Strengthen Management BaseStrengthen management foundations such as human resource
development, governance, brand strength, etc.

Promote regional and group collaboration
Promote strong group collaboration to expand growth areas©2022 MIRAIT Holdings Corporation All Rights Reserved | 18

redefined the MIRAIT group Purpose / Mission
PurposeCo-creating an exciting future throughchallenges and technology.
Mission・ Meeting customer expectations and contributing to realize a prosperous society.

・ Constantly refining our technology and business model to add more value.
・ Building and maintaining future social infrastructure with our partners.

・ Creating an attractive corporate culture with a diverse and dynamic workforce.
・ Continuing to be a trusted company through improved sustainability and strict compliance.

the thoughts of 14,000 of
MIRAIT group officers andemployees

Our Purpose
and Mission©2022 MIRAIT Holdings Corporation All Rights Reserved | 19

New Trade name©2022 MIRAIT Holdings Corporation All Rights Reserved | 20

New Trade name concept

ONE for All, All for ONE

Only ONE
Number ONE©2022 MIRAIT Holdings Corporation All Rights Reserved | 21

Corporate mark©2022 MIRAIT Holdings Corporation All Rights Reserved | 22

Corporate mark concept"Door to change the future”
Symbolizes our approach to open up"an exciting future"
Hidden Roman numeral "I"（ONE）

Arc shape gives the sense of
our business expansion
Blue color (MIRAIT ONE Blue) gives thesense of reliability and progressiveness©2022 MIRAIT Holdings Corporation All Rights Reserved | 23

３ MIRAIT ONE Group Vision 2030

©2022 MIRAIT Holdings Corporation All Rights Reserved | 24

New Growth Strategy: As we "change", the future also “changes”

Ｃｈａｎｇｅｙｏｕｒｓｅｌｆ

ＣｈａｎｇｅＣｈａｎｇｅＣｈａｎｇｅｆｕｔｕｒｅｏｕｒｓｅｌｖｅｓ

Ｃｈａｎｇｅｓｏｃｉｅｔｙ©2022 MIRAIT Holdings Corporation All Rights Reserved | 25

C1

C2

C3

C4

C5

Business transformation and the “Five Changes”

Ｅ

Ｓ

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 26

Change1 People-centric management

Ｅ

Ｓ

C1

C2

C3

C4

C5

Change1 People-centric management

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 27

C1

C2

C3

C4

C5

Strategic Human Resource Development by Mirai College Change1 People-centric management

July 2022 Start Mirai College“Driving Force for Business
Structure Reform”

Real Campus

which provides Learning and Connections（At the start of opening at July 2022 ）Courses

3Areas Approx.110 Courses

Faculty of Technical skills（technical skills）

Faculty of Management（managing capabilities）

Faculty of Social studies（social skills）

Participants Start from around 10,000 people
Chiba （Ichikawa）
Saitama （Kumagaya）
Hyogo （Rokko(Kobe)）▼
to be expanded

Digital Campus

MIRAIT One Group companies／Partner companies

Learning management and support of business※associates through LMS

Enhanced community function.
Business chat function, information exchange throughvideo uploads
Promoting interaction beyond the boundaries of thecompany/organization※ Ｌearning Management System©2022 MIRAIT Holdings Corporation All Rights Reserved | 28

For the formation of a human capital groupthat will change the future

C1

C2

C3

C4

C5

Change1 People-centric management

Strategic strengthening of internal human resources”Mirai College”
Muti-skilling＋mobile ＋cloud ＋renewable energy＋Project Management capabilities＋proposal making capabilities

Strategic strengthening of Data insight utilization ／ＤＸ skills
HR system to facilitate mobility of human capital
Utilizing in-house side job systems, considering to introduce side-job systems
Considering to introduce JOB-based HR system

Active recruitment of external human resources
Expand strategic mid-career recruitment into growth areas
Acquisition of human resources through M&A, etc.
Become a diverse group of human resources, including foreign engineers(Diversity & Inclusion)©2022 MIRAIT Holdings Corporation All Rights Reserved | 29

Toward Work-Life Style Reform

１

Smart Work-Life Declaration

C1

C2

C3

C4

C5

Change1 People-centric management（Announced November）

MIRAIT ONE work style reforms living with COVID-19

２

Health management Declaration （Announced July）
Implement measures to respond to working people’s needs
Supporting the body （exercise） / mental support /nutritional (meal) support etc.

３

Basic policy on Human Rights （Announced July）
Diversity & Inclusion Declaration （Announced November）
Promoting female in the workplace/Utilizing skills of foreign staff /Respecting diversity, including ＬＧＢＴＱ

Perspective of employees ／perspective of workers
Listen thoroughly and pay attention to their voices©2022 MIRAIT Holdings Corporation All Rights Reserved | 30

C1

C2

C3

C4

C5

Change2 Acceleration of business growthBusiness transformation and the “Five Changes”

Ｅ

Ｓ

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 31

C1

Focus of Business Growth

C2

C3

C4

C5

Change2 Acceleration of business growth

Clearly identify growth areas and redefine as “Future Domains” and invest resources

１．Accelerate “urban & regional community
creation” and “enterprise DX/GX” businesses

Shift to 2．Launch green power business
Full-Value
３．Strengthen Software business
Model

フルバリュー型
モデルへ転換FutureDomains

４．Strengthen global businesses

Strengthen customer base of existing businesses（Increase customers・Evolution of customers）

Enterprise/
Environmental and social
foundation domain

Communication
Foundation domain

Increase customers
Increase the customer base/number in the
Ｂ２Ｂ/Ｂ２Ｇmarkets

Evolution of customers
Responding to changes in the different
telecommunications carriers (value added business)©2022 MIRAIT Holdings Corporation All Rights Reserved | 32

C1

To a Full Value Type Model

C2

C3

C4

C5

Change2 Acceleration of business growth

Comprehensive Engineering andServices Company
Until now

Attending to individual orders

construction

softwarecamera/sensorＷｉ-Fi
ＩｏＴ/５Ｇ

ＰＢＸ
ServerＮＷ

Mobile/accessElectrical/ facility

lighting/
Air conditi
oning

Civil
engineering

Solarre-energy
ＥＭＳ

Focus on single construction©2022 MIRAIT Holdings Corporation All Rights Reserved | 33

C1

To a Full Value Type Model

C2

C3

C4

C5

Change2 Acceleration of business growth

Comprehensive Engineering andServices Company▶ To a Full Value Type Model
Hereafter

Planning

Vertical integration

From planning/ proposal to
Responding to the more complex
proposal
operation/ maintenanceand comprehensive needs 個別の発注に対応
Creation of urban andregional communities

ＤＸ / ＧＸ
Design施工

Construction

softwarecamera/sensorＷｉ-Fi
ＩｏＴ/５Ｇ

Horizontal integration
multi-engineering

ＰＢＸ
ServerＮＷ

Operation
モバイル/
アクセス

Electrical/ facility

lighting/
Air onditi
oning

Civil
engineering

Solarre-energy
ＥＭＳ

maintena
nce©2022 MIRAIT Holdings Corporation All Rights Reserved | 34

１．Promotion of urban and regional creation
and Company DX/GX
To contribute to a resilient and sustainable future
for the regions/companies

１ Full-value type proposals
Electricity・Architecture×ＩＣＴ
Hydrogen energy×ＩＣＴ

Strengthening
Architechture/civilengineering work
solutions

C3

C4

C5

Change2 Acceleration of business growth

to a Smart Generalcontractor
FY 2026

Digital model
ＤＸ・ＧＸ
platform

３
For a continuingbusiness

Water supply・
civil engineering×ＩＣＴ

Urban
redevelopment
model

２

C2

Sales 30.0bil. yen

Hydrogen society
Implementation
model
Urban・Facility×ＩＣＴ

C1

Architecture・
civil engineering×ＩＣＴ

water supply
Conservation model

construction
Machinery Safetyenhancement model©2022 MIRAIT Holdings Corporation All Rights Reserved | 35

Significance of Seibu Construction
Management Integration
Strengthening realization ability forpromotion of urban and regional creation
Architecture・
civil engineering×ＩＣＴ

proposalcamera/sensorＷｉ-Fi
ＩｏＴ/５Ｇ

Mobile/accessSynergies with human resources withadvanced technical qualifications◇ 1st class architects: about 70◇ 1st class building construction managing
engineers: about 180◇ 1st class civil engineering managing
engineers: about 220◇ Railroad construction managers: about 150(As of March 31, 2022)

C3

C4

C5

Change2 Acceleration of business growth

Seibu
Construction
strengths

DesignＰＢＸ
ServerＮＷ

C2

to a Smart Generalcontractor

Planning

Development
along the railway line
/ resort

C1

lighting/

Electrical
Air conditi
Construction/ facility
oning

Operation

maintena
nce

Solar
re-energy
ＥＭＳ

Civil
engineering

Building

Advanced building
and civil engineering
capabilities©2022 MIRAIT Holdings Corporation All Rights Reserved | 36

C1

２．Launch of green power business

C2

C3

C4

C5

Change2 Acceleration of business growth

Develop high-quality, low-cost green power generation business
Sales of power
generation equipment

Strengths
３

４ Sales

Construct

Electricity sales（ＦＩＴ/wholesale power/ＰＰＡ etc.）

・ＥＰＣ track record
・Ｏ＆Ｍ track record
・Procurement
capabilities

５
Dismantle

１ Acquire sites

Nationwide／Region based・Group companies
・Partner companies
・On-siteStrengths

Size of net sales （bil. yen）

・Recycle panels etc.

２ Develop

15.0＋
10.0＋

2.0
2022

2024

2026

2030

©2022 MIRAIT Holdings Corporation All Rights Reserved | 37

３．Software business as a strategic subsidiary
System Development which
only a telecommunications
construction group can offer

C2

Leveraging the latest ICT
technologies

related resources

C4

C5

Sales
23.6

bil. yen

50.0
bil. yen

FY 2021(actual) 2026 target

MIRAIT ONE SYSTEMS Corporation（in July 2022）
Concentrate software

C3

Change2 Acceleration of business growth

Contribute to DX realization forour customers and our own group

Network virtualization, i-Construction,
Support for IoT data analysis etc.

C1

Enhancement of capabilities to make proposals
in the upstream process and co-create business

Trust
System・ Add higher value （telecommunication/public sector）
TIMETEC・ Strengthen market development （Industry/Finance）
Strengthen the value offering（ＳＩ・Software technology)
・ Enhance strong points
Work force management, data analysis etc.

Development size
Synergies with group/partner companies
Human resources
・ Product cross sell
recruitment/
development capabilities ・ Collaboration with development partners

ACTIS

CREiST

Partnercompanies©2022 MIRAIT Holdings Corporation All Rights Reserved | 38

C1

４．Strengthening of global businessBusiness expansion centered on DC/communication
tower business in APAC
ＤＣ Ｃａｂｌｉｎｇ（Singapore）

C3

C4

C5

Change2 Acceleration of business growth

Strengthen
Business Portfolio

Green Energy
business

FY 2021Net sales
25.0 bil. yen

C2

FY 2026
Net sales

50.0 bil. yen

Datacenter
Telecommunication
Related businessTower Business

Philippines

MPI LDIC
Singapore

Australia

MTA

Telecommunications
Construction
Business

Communication
Tower（Philippines）©2022 MIRAIT Holdings Corporation All Rights Reserved | 39

Change3

Top-class profitability

Ｅ

C1

C2

C3

C4

C5

Change3 Top-class profitability

Ｓ

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 40

Top-class profitability （Past Initiatives）

C1

C2

C3

C4

C5

Change3 Top-class profitability

Reorganization of mobile business subsidiaries▶ Review business operation structure and improve efficiency
through consolidated business operations

COGS ratio
5pt improvement

・Transfer part of the main businessto subsidiaries

・Reduction of administrative costs
through company consolidation

Integration of three companies▶ Strengthen management base through thorough consolidationand streamlining

・Consolidation of overhead andcommon departments

・Consolidation of overlapping
divisions of business units

・Review of insurance premiums, etc.

20% improvementin personnel efficiency

10％ reduction

Distributed locations
concentrated

decentralized▶ From concentrated offices to decentralized offices grouped by company
・Distributed locations with an awareness of risk management and work-life balance
・Reduction of office rent by streamlining the head office

10％ reduction©2022 MIRAIT Holdings Corporation All Rights Reserved | 41

Top-class profitability （Future Initiatives）

C1

C2

C3

C4

C5

Change3 Top-class profitability

Structural Approach▶ Fundamental review of business operations and use of data insights
・Simplification, multi-carrier, optimal allocation of human resources

・Value Chain Reform Using Data Insights

Operational Approach▶ Efficiency improvement through collaboration of 7 companies, review of existing costs
・Improved productivity through the use of new internal systems and benchmarks
・Strongly promoted by the “Profit Up (Improvement)” Committee©2022 MIRAIT Holdings Corporation All Rights Reserved | 42

Change4 Management based on data insights Change4 Management based on data insights
C1

Ｅ

Ｓ

C2

C3

C4

C5

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 43

C1

Data Insight and Target DX

C2

C3

C4

C5

Change4 Management based on data insights
Ｃｈａｎｇｅ １

People-centricmanagement
SafetyＤＸ

Ｃｈａｎｇｅ 2

Acceleration ofbusiness growth

ＤＸ
on the Offense

HealthＤＸ

Work-style ＤＸ

ＤＸ
on the Defense

Data
Utilization/Collaboration

Sales related ＤＸ

Top-classprofitability
Construction
system ＤＸ
Common functions
ＤＸ

Development ofDX human resourses

Marketing ＤＸ

Ｃｈａｎｇｅ 3

Ｃｈａｎｇｅ 4

Management based on data insights
Carbon Neutral ＤＸ

Ｃｈａｎｇｅ 5Strong foundation for ESG
management

Compliance ＤＸ©2022 MIRAIT Holdings Corporation All Rights Reserved | 44

C1

C2

C3

C4

C5

Data Insight Management (Towards DX Promotion) Change4 Management based on data insights
DX on the Offense DX on the Defense DX talent development

Marketing ＤＸ

Knowledge-based data environment development
Product/Skills/Template/Order and Lost Order Cases

Sales related DX

Optimization of sales approach
Customer DB upgrading (channel/contact history, etc.)

Construction
system DX

Value chain reform
Smart construction Model（Camera utilization / Point cloud data / A I）

Common function
DX

Expert Human
resources

ＢＰＯ／ＲＰＡ・Robotics utilization

External Recruitment +Internal Training（Data Scientists）

Core Human
resources

Mid-career selection + New
graduate training（DX Planning/ Promotion）

Company-wide
literacy（Mindset）

Establish MIRAI College

FY 2026
Core Human
resources of around2,000 people©2022 MIRAIT Holdings Corporation All Rights Reserved | 45

Change5 Strong foundation for ESG management Change5
C1

Ｅ

Ｓ

C2

C3

C4

C5

Strong foundation for ESG management

Ｇ

Ｃｈａｎｇｅ １

People-centricmanagement
Ｃｈａｎｇｅ２

Acceleration ofbusiness growth

Ｃｈａｎｇｅ ４

Ｃｈａｎｇｅ ５

Top-classprofitability

Ｃｈａｎｇｅ ３

Management based on data insights

Strong foundation for ESG management©2022 MIRAIT Holdings Corporation All Rights Reserved | 46

Toward Achieving Carbon Neutrality by 2050

Reduction ofenvironmental
impact for Society
and Customers● Green power business● Corporate GX(energy infrastructure, etc.)● Solar power generation / EVcharging facilities

C1

C2

C3

C4

C5

Change5 Strong foundation for ESG management

Reduction of inhouse greenhousegas emissions● Promote conversion to
EV/HV vehicles● Switching to Green Electricity
at Bases● GHG suppression by fueladditives

CO２

Ｈ２

ZEB

EV/HV

©2022 MIRAIT Holdings Corporation All Rights Reserved | 47

SBT Certification Application andGreenhouse Gas Reduction Targets

C1

C2

C3

C4

C5

Change5 Strong foundation for ESG management

May 2022 Environmental Initiative （ＳＢＴ※）
commitment/Certification application
Yr.2050 Achieve net zero ＧＨＧ emissions
Yr.2030 Reduction target （ＳＢＴ 1.5℃target level）

ＧＨＧ
emissions（t-CO2）SCOPE 1＋2

SCOPE 3

－42％

－25％

89.7K

2.47mil.
52K

2020（Base year）＜GHG emissions coverage scope＞
consolidated group companies
as of April 2022

2030

2020
（Base year）

1.85mil.

2030（※）Science Based Target : Corporate GHG reduction targets consistent
with Paris Agreement levels©2022 MIRAIT Holdings Corporation All Rights Reserved | 48

C1

MIRAIT ONE Partners

C2

C3

C4

C5

Change5 Strong foundation for ESG management

Create and protect “Infrastructure of MIRAI (future)”

MIRAIT ONE Partners
Start from approx.350 core partners
Challenging into MIRAI domains

Developing People to Accelerate
Growth and Change

Creating business opportunites

Collaborating withMIRAI College

・ Creating community
・ Green power business etc
・ Company ＤＸ/ＧＸ

Safety Management／Compliance／Promoting DX
Science ofsafetyWorkplace reforms
in the field

Value chain reform
etc.

Bringing together a strong field engineering teamMIRAIT ONE
SYSTEMS

Seibu
Construction

MIRAITONE

Approx. 2200
Partner companies

ＴＴＫ

SOLCOM

Shikokutsuken©2022 MIRAIT Holdings Corporation All Rights Reserved | 49

C1
C2
C3
C4
C5
Transition to a Company with an Audit andChange5 Strong foundation for ESG management
Supervisory Committee
Strengthening the audit function by enhancing the audit systemand the three-lines of defense

Board of Directors
Audit and Supervisory
Committee
Office of the Audit andSupervisory Committee（excl. Audit and Supervisory

Committee members）

President

Third LineBusiness Audit
Department

First Line

Second LineInternal Audit

Staff organization

Internal Audit

AUDIT

Dispatch of part time auditors

Collaboration

Strengthen
oversight function

Directors

In-house company organization
Business Management

AuditorGroup Companies©2022 MIRAIT Holdings Corporation All Rights Reserved | 50

New Group Management System

C1

C2

C3

C4

C5

Change5 ＥＳＧ経営基盤強化

Seibu Construction

MIRAI
domains

MIRAIT ONE SYSTEMSCollaboration with
7 new companies

Board of Directors

Group Presidents’ Council
Executive Committee

Lantrovision
Communication
Enterprise/environmental
and social

domains［MIRAIT ONE］
Solution Company

Career East Company
Career West Company

ＴＴＫ

Area

SOLCOM
Shikokutsuken©2022 MIRAIT Holdings Corporation All Rights Reserved | 51

４ FYE 3/2023 full-year forecast©2022 MIRAIT Holdings Corporation All Rights Reserved | 52

FYE 3/2023 full-year forecast
FYE 3/2023 full-year forecast＜YoY＞

540.0 bil. yen +18.7
Net sales
540.0 bil. yen +69.6
Operating income
30.0 bil. yen-2.8

Orders received（margin）（5.6 ％）（-1.4％）

Shareholder returns

Dividend
55yen
60yen
（3rd consecutive year of dividend increase）
Share repurchase
2.0 bil. yen（4th consecutive year of share repurchase）©2022 MIRAIT Holdings Corporation All Rights Reserved | 53

FYE 3/2023 full-year Net sales forecast(bil. yen)

540.0
Seibu
Construction

470.3
+69.6

540.0 bil. yen（YoY ＋69.6 bil. yen）

FYE 3/2022

473.0 bil. yen

FYE 3/2023(forecast)（YoY +2.7 bil. yen）(＋)Large-scale electrical work

Orders received(＋)Data Center work(＋)Civii engineering/Construction/

renovation work (Seibu Construction）(－)Work to build advanced

wireless networks(－)Mobile business(－)Sales of goods

540.0 bil. yen（YoY ＋18.7 bil. yen）

464.5 bil. yen（YoY ＋1.3bil. yen）
©2022 MIRAIT Holdings Corporation All Rights Reserved | 54

FYE 3/2023 full-year Operating imcome forecast

Operatingincome(bil. yen)

32.8
changes in the
profit structure Integration
costs etc.

30.0 bil. yen

30.0（YoY -2.8 bil. yen）

-2.8

Operatingincome ratio
5.6%

FYE 3/2022

FYE 3/2023

changes in the profit
structure

Integration costs etc.

(＋)Environmental & Social(－)Information system

Innovation Business(＋)ICT Solutions Business(－)Work to build advanced
wireless networks(－)Mobile business(－)Sales of goods(forecast)（YoY -1.4 P）(－)Branding cost

renewal costetc.

©2022 MIRAIT Holdings Corporation All Rights Reserved | 55

５ Medium-term Management Plan（2022－2026）©2022 MIRAIT Holdings Corporation All Rights Reserved | 56

Medium-term Management Plan（2022－2026）（Financial①）
2026
Plan

to 20302022
forecast
2021
Results
Net sales

470.3 bil. yen
Operating income

32.8 bil.yen [7.0％]

Net sales

720.0 bil. yen＋
Net sales

540.0 bil. yen

Operating income ratio

7.5％＋

Operating income
30.0 bil. yen

40％＋[5.6％]

30％

Future Domains ratio

16％
4thMedium-termManagement Plan
（2019 - 2021）

5th Medium-term Management Plan
（2022 - 2026）

MIRAIT ONE Group Vision 2030
©2022 MIRAIT Holdings Corporation All Rights Reserved | 57

Medium-term Management Plan（2022－2026）（Financial②）
Further Strengthening of Shareholder returns▶ Total shareholder return ratio at 50％ level－ Stable dividend growth and flexible share buyback▶ Considering retirement of treasury stock that has no intended use

Enhance investment for growth▶ Allocation of Free Cash Flow after shareholder returns will beprioritized to growth investment▶ Utilization of Liabilities will also be considered(assuming external credit rating of 【Ａ】 is maintained)

Medium term
targetＲＯＥ 10％＋

ＥＰＳ growth rate 10％＋ (per year)©2022 MIRAIT Holdings Corporation All Rights Reserved | 58

Medium-term Management Plan（2022－2026）（non Financial）

Ｅ

Environment

Decarbonization
Resource
Recycling※ Scheduled: JulyＳ

Percentage Reduction ofGreen House Gas emissions

Scope１・２ ▲42％▲25％ （FY 2030）
Scope ３

Industrial waste final
disposal ratio

1.5％or below（FY2030）●Green products procurement
guideline

Society

Safely quality
Talentdevelopment●Policy on disposal ofindustrial waste

Number of major personal accidents /Aim for zero
Number of major equipment accidents% personnel with multiple qualifications 50％ and above（FY 2026）※ Scheduled: July ●Open MIRAI College●Health Management ●Basic policy onhuman rights
declaration

Scheduled:November ●Smart work/life declaration

Ｇ※Compared to FY 2020

●Diversity & Inclusion Declaration

Governance※ Scheduled:July●Transition to Company with Audit
and Supervisory Committee●New Group management structure※ Scheme --- declarations, policy directions etc. ©2022 MIRAIT Holdings Corporation All Rights Reserved | 59

Image of where we see ourselves in 2030

（bil. yen）

Net sales

Operating income ratio（％）

1,000.0

10.
0

800.0

8.0

600.0

6.0

400.0

4.0

200.0

2.0

0

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022

2026

2030

0.0

（FY）
©2022 MIRAIT Holdings Corporation All Rights Reserved | 60

As humans, we have nearly achieved the futureof dreams in books, movies and manga.
Not because we dreamed it,
but because we kept looking
and discovered ways to give it shape.
Our engineering technology,
cultivated through infrastructure,
has the power to implement a bright future.
It’s time to use this power to benefit society
and build an ideal tomorrow.
We will contribute to the transformationof society more dynamically than ever,
implementing our technologies in multiple fields
from communications and disaster prevention
to education and urban development.

The Power to Build Tomorrow.
we envision a thriving future
because we are able to bring implementation
into every aspect of life and business.
©2022 MIRAIT Holdings Corporation All Rights Reserved | 61

To become MIRAIT ONE Groupin July 2022

MIRAIT ONE SYSTEMSThe Power to Build Tomorrow.

©2022 MIRAIT Holdings Corporation All Rights Reserved | 62

Precautionary Statement
Statements and quotes relevant to the forecasted values in thishandout are the future prospects based on the plans and prospects of
the Company at this point in time.
The actual business results could be significantly different from thosestated in this handout due to changes in conditions.
As such, please be advised that we will not be able to guarantee theaccuracy of the forecasted values, in this handout and the session,over the period of time to come in the future.

MIRAIT Holdings Corporation©2022 MIRAIT Holdings Corporation All Rights Reserved | 63