The Power to Build Tomorrow.

Integrated report 2022

MIRAIT ONE Corporation

Concept of the corporate brand name‘ONE’ in our new corporate name MIRAIT ONE is the simple representationof our goal and determination.

Overall Picture of MIRAIT ONE

ONE for All, All for
Employees join forces as ONE team.
The newly integrated company aims tobe the symbol of the group cohesion
and solidarity.

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.

Only

Our engineering technology,
cultivated through infrastructure,

We aim to be the ONE and only company thathas the power to implement a bright future.

provides the best quality and best technology/

It’s time to use this power to benefit society

service levels in the MIRAI (future) domains

and build an ideal tomorrow.

and existing domains, while respecting theWe will contribute to the transformation

important individuality of employees.

of 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.

Number
We aim to be a global leading
company by continuously
taking on challenges.

We envision a thriving future because
we are able to bring implementation into every aspect of lifeand business.

1 MIRAIT ONE Corporation

Integrated report 20222

Purpose/Mission/Vision
On July 1, 2022, MIRAIT Holdings Corporation, MIRAIT Corporation,and MIRAIT Technologies Corporation integrated management to establish MIRAIT ONE Corporation.
For the new start of the MIRAIT ONE Group, we redefined our Purpose (meaning of existence) andMission(public mission) — reflecting the aspirations of 14,000 executives and employees.
with the aim of evolving into a corporate group that continues to contribute

Overall Picture of MIRAIT ONE
01

Brand Statement

03

Purpose/Mission/Vision

05

History of Business and Strategies

07

Business of MIRAIT ONE

09

Value Creation Process of MIRAIT ONE

even more to solving a variety of social issues in a wide range of social infrastructure fields.

Story of Creating Values
11

President’s Message

15

Path to the Realization of Long-term Vision

17

Close Interlocking of Materiality and Growth Strategy

Purpose19

Business Strategy

21

Business Performance, Analysis of Financial Status
and Cash Flow, and Financial/Assets Strategy

Co-creating an exciting future
through challenges and technology.

23

Feature Article: Story of Value Creation

Sustainability Management
25

Promoting ESG-oriented Management

26

Building and Maintaining an Environmentally-Friendly
Society

MissionMeeting customer expectations and contributing to realize aprosperous society.

Realization of a decarbonized society throughbusiness activities
Contribution to environmentally-friendly and resilient
urban and regional development
31

Constantly refining our technology and business model to add
more value.
Building and maintaining future social infrastructure with ourpartners.
Creating an attractive corporate culture with a diverse and dynamic
workforce.

Building and Maintaining a Safe, Secure, andProsperous Society
Co-creation of social value through collaboration
with partners

35

Building and Maintaining a Culture Where People
Respect Diverse Human Resources and Learn from
Each Other
Promotion of human resource development,
workstyle reform, and health-oriented management
Respect for human rights and promotion of diversity
and inclusion

42

Corporate Citizenship Activities

Corporate governance
43

Building and Maintaining a Fair and Transparent
Corporate GroupNew Growth Strategy: 5 Business Transformations (5 Changes)

Messages from Outside Directors
Board members

Change 1: People-centric management

Thorough compliance
Thorough risk management

Change 3: Top-class profitability

Change 5: Strong foundation for ESG management

Reporting Period
FY 2021 (April 1, 2021 to March 31, 2022)
Note: This report contains some data outside the above period so far as it complies with theeditorial policy.

Guidelines Referenced
International Integrated Reporting Framework issued by IFRS (International Financial ReportingStandards Foundation)
Sustainability Reporting Standard issued by GRI(Global Reporting Initiative)
Guidance for Integrated Corporate Disclosure and Company-Investor
Dialogue for Collaborative Value Creation issued by METI (Ministry of
Economy, Trade and Industry)
Date of Publication
December 2022
Precaution on Future Prospect etc.
Descriptions in this report about the business performance and financial status of the MIRAIT ONE Group, the prospect and objectives ofoverall business activities, future plans and other details are basedon the plan and prospect made from the information available for us
at the time of editing. The actual performance may become largely
different from the content of this report due to changes of conditions.
So, please understand that the accuracy of the prospects and otherinformation in this report are not guaranteed for the future.
Inquiries
Public Relations Department, Corporate Strategy Division, MIRAITONE Corporation
5-6-36, Toyosu, Koto-ku, Tokyo 135-8111, Japan
TEL: +81-3-6807-3120

Enhancing corporate governance

Change 2: Acceleration of business growth

Change 4: Management based on data insights

Organization in the Scope of this Report
This report covers the MIRAIT ONE Group as a whole. Please notethat numerical data and some of the information published in this report are of the boundary for which such data or information is available
at the time of publishing this report, as indicated in the text or in supplementary notices.

Safety and quality improvement

Continuing to be a trusted company through improved
sustainability and strict compliance.

MIRAIT ONE Group Vision 2030

Editorial Policy
This paper reports short-term, mid-term, and long-term efforts andresults of creating values made by the MIRAIT ONE Group that is committed to business transformation and social contribution under the
new business organization. The report focuses on MIRAIT ONE Group
Vision 2030 starting from FY 2022, the Fifth Mid-term Business Plan,and effort for sustainability and materiality, with precise and comprehensive sections on “Overall Picture of MIRAIT ONE”, “Story of Creating Values”, “Sustainability Management”, “Corporate Governance”,
and “Data.”

Overall Picture of MIRAIT ONE

We formulated “MIRAIT ONE Group Vision 2030” as a new business vision for 2030,

Contents

Data
53

Highlights in 11-year Financial Management

55

Highlights in 5-year Non-financial Management

56

Company Information / Stock Information

Related Information on our website■ Corporate Information
https://www.mirait-one.com/corporate/■ Services and Solutions
https://www.mirait-one.com/solution/■ IR Information
https://ir.mirait-one.com■ ESG Information
https://www.mirait.co.jp/csr/
note: previous reports are also available

3 MIRAIT ONE Corporation

Integrated report 2022

4

History

History of Business and Strategies
creator and protector of social infrastructure overcoming enormous social crises including the Great East Japan
Earthquake and the COVID-19 pandemic. Moving forward, we will challenge the creation of new values aiming
to be ”Beyond a Telecommunications Construction Company” that contributes to the solution of social problems
than ever through changes and growth of each and every individual in the group.

Startup period

Expansion of growth domains

To become a future implementation company

MIRAIT Holdings Corporation, which was established in 2010 by themerger of three companies, Daimei Corporation, TODENTSU Corporation, and Commuture Corporation, established MIRAIT Corporationand MIRAIT Technologies Corporation by business restructuring in
2012, expanded global business by M&A of Lantrovision (S) Ltd. ofSingapore in 2016, and from 2018 to 2019 integrated business withthree regional telecommunications construction companies, TTK Co.,
Ltd., SOLCOM Co., Ltd., and Shikokutsuken Co., Ltd. to grow to become a total engineering service company.

The Group, which accumulated on-site and technological capabilities as its strengths, established a foothold in civil engineering andconstruction domains by acquiring Seibu Construction Co., Ltd. as a
new group company in March 2022, to establish a unique businessbase with solid strength in telecommunication, electric construction,
ICT, civil engineering, and construction. With this business base, theGroup will continue to contribute to society as a future implementationcompany by focusing on the “Full-Value Model” of business that undertakes the total process of compound construction encompassing
planning, design, construction, and operation, and the new growing“MIRAI (future) domains.”

Daimei Denwa Kogyo
Corporation
1st President and CEO:HISATSU Goro

TODENTSU Corporation
1st President and CEO:KISHIDA Kanichi

Growing period

Kinki Telecommunications
Construction Corporation
1st President and CEO:NUMATA Shichijiro

The headstreams of the group, which grew through many mergers andrestructuring, were three companies, which were Daimei Denwa Kogyo
Corporation established in 1946 (later becoming Daimei Corporation and
MIRAIT Corporation), Toyo Denki Tsushin Kogyo Corporation (later becoming TODENTSU Corporation and MIRAIT Corporation) establishedin the same year, and Kinki Telecommunications Construction Corporation established in 1960 (later becoming Commuture Corporation and
MIRAIT Technologies Corporation). The three companies grew and expanded its business base through the trade with Nippon Telegraph andTelephone Public Corporation (later becoming Nippon Telegraph andTelephone Corporation (NTT)) established in 1952 during the years of
postwar rebuilding and high economic growth, in which demands on
telephone grew.

Hands-on practice for nurturing engineers and training for new employees (1960s)

In the period of high economic growth from 1955, the telecommunication market expanded significantly with the rapid growth of ordinary phone subscribers backed by the enforcement of the 3rd and4th 5-year NTT plans of “bringing phones quickly” and “connecting
phones quickly.” In such circumstances, three companies establishedfirm positions in the telecommunications construction market by responding to new technologies, nurturing of engineers, expansion of
the business hub network, and listing in the stock market. The threecompanies overcame the oil crisis and continued stable growth after mid 1970s focusing on new data communication enabled by the
integration of telecommunication and computers, facsimiles, pagers,
mobile phones, and smartphones.

Established in 1946

Daimei Denwa Kogyo
Corporation

Daimei Corporation

Absorbed in 1984

Absorbed in 1995

Daimei Densetsu Kogyo
Corporation

SUZUDEN Corporation

Established in 1946

Toyo Electricity and Communications
Kogyo Corporation
Established in 1960

Kinki Telecommunications
Construction Corporation

Taiyo Densetsu Kogyo Corporation
Telecommunications department

5 MIRAIT ONE Corporation

Established in 2010MIRAIT Holdings Corporation

Merged in 2010

July 2022

As a holding company,

Daimei Corporation

2012Merged and

MIRAIT Corporation

trade name changed

MIRAIT Holdings
TODENTSU Corporation
Trade name changed in 1992

is established with three operatingcompanies under its umbrella.

MIRAIT Technologies
Corporation

TODENTSU Corporation
Commuture Corporation

MIRAIT ONE
Corporation

Trade name changed
in 2012

Joining the group

Business transfer in 1960
Kansaidenkousya Co., Ltd.

Overall Picture of MIRAIT ONE

The origin of MIRAIT ONE Corporation traces back to Daimei Denwa Kogyo Corporation established in 1946. The
group cultivated its strength and people through the effort of creating social infrastructure related to telecommunication and electricity for over 70 years.
In recent years, the group accumulated new technological competences related to AI and DX to become professional engineering company that captures needs in changing society, while continuing to be a responsible

JCOS Co., Ltd.

Merged and trade namechanged in 2001

Commuture Corporation

June 2016

January 2019

October 2018

January 2019

Lantrovision（S）LtdTTK Co., Ltd.

SOLCOM Co., Ltd.

Shikokutsuken Co., Ltd.

March 2022
SEIBU CONSTRUCTION
Co., Ltd.
July 2022

MIRAIT ONE SYSTEMS
Corporation
Integrated report 2022

6

At a Glance

Business of MIRAIT ONE

Aim to have the MIRAI (future) domains sales occupy
target sales of 720 billion yen.

Marking record-high sales and operating income in FY 2021, the MIRAIT ONE Group redefined operation domains to accelerate the move toward the new growth stage with a view to FY 2026 and FY 2030.
Moving forward, the Group will strive for business restructuring through the operation of the four businesses listed below, categorizing overall group operations into “the telecommunications infrastructure domain” that
focuses on domestic telecommunications construction business and “the corporate/environmental and social
infrastructure domain” that focuses on solution business.

From the corporate/environmental and social infrastructure domain, growing fields

MIRAI (future) domains

Corporate/Environmental and Social Infrastructure domain■Multi-carrier business

Percentage
of sales in FY 2021*

43.4

Major services● We conduct the construc-tion and maintenance of
wired and wireless telecommunications equipment for
the NTT Group nationwide.

Sales breakdown of
FY 2021*204.3billion yen

Major customers● Nippon Telegraph andTelephone East Corporation● Nippon Telegraph andTelephone West Corporation● NTT DOCOMO, INC.
Others

14.6

Sales in FY 2021*

and maintenance of fixed andmobile telecommunications
equipment for NCCs nationwide.
● We also conduct business
related CATV construction,broadcast radio wave (television
reception measures), and soforth.

68.6billion yen● We conduct the construction

29.9

%

Major services● We provide comprehensive

solutions related to environment/new energy, social infrastructure (civil engineering/water) construction, construction
and maintenance of electrical/
air-conditioning facilities,
construction/renovation, andso forth.

Major customers● Softbank Corporation● Private enterprises

OthersPercentage
of sales in FY 2021*

12.1

Major customers● Rakuten Mobile, Inc.

■ICT Solutions Business

Percentage
of sales in FY 2021*%

Major services● KDDI Corporation■Mobile ■Fixed■Environmental and Social Innovation Business

Percentage
of sales in FY 2021*%

Overall Picture of MIRAIT ONE

were redefined as thewhich includes
urban and regional development, corporate DX and GX, green power generation,
software, and global businesses.

Telecommunications infrastructure domain■NTT business

40% of the FY 2026

Sales breakdown of
FY 2021*56.8billion yen

Major services● We provide total support forthe construction of ICT infrastructure related to cloud,office solutions, Wi-Fi, andso forth.

Sales breakdown of
FY 2021*140.6billion yen

Major customers● Private enterprises● Local governments

Others%● Local governments
Others■Construction/Renovation■Civil engineering / Water■Electricity / Air conditioning■Renewable energy, etc.

■Sales of goods, etc. ■Software■Global ■LAN, etc. ■DC/Cloud■Stock* The FY 2021 sales breakdowns are shown in terms of the new business domains.

7 MIRAIT ONE Corporation

Integrated report 2022

8

Value Creation Model

Purpose (Meaning of existence)

Value Creation Process of
MIRAIT ONE

Co-creating an exciting future through challenges
and technology.

OUTCOME

In order to accelerate the growth of businesses in the MIRAI (future) domains, which is considered the domain of
growth, the MIRAIT ONE Group will contribute to a resilient and sustainable future for regions/companies throughthe enforcement of the Full-Value Model, while evolving engineering capital, human capital, intelligence capital,social and relationship capital, financial capital, and natural capital that the Group has cultivated over the 75 yearsof business since its foundation.

Aiming to go “Beyond a Telecommunications Construction Company” overthe past 10 years, the Group has been
expanding its area of construction business into software, civil engineering, andrenewable energy to become a total engineering service company, and has won
deep trust from customers based on carrier-grade technical competence in construction, operation, and maintenance.
While effort for ESG, SDGs, and sustainability is expanding around the world,
customer needs are shifting to complex/
comprehensive themes such as urban
and regional development and DX/GX.
To respond to this trend, we aim to enforce a business model in coming years,
which is the Full-Value Model that drives
in parallel horizontal integration thatcombines various technical fields suchas telecommunication, electricity, civilengineering, and construction, and vertical integration that provides seamlessservices from planning and proposition
to operation and maintenance.

Overall Picture of MIRAIT ONE

Business models incoming years

To contribute to a resilient and sustainable future
for the regions/companies

Planning

Vertical integration
From planning and proposal tooperation and maintenance

Responding to the more complex
and comprehensive needs

Proposal

DX・GX

Urban and regional
development

DesignHorizontal integration

Construction

Multi-engineering

Camera/SensorSoftware

Wi-Fi/
IoT/5G

PBX
serverNW

INPUTManagement resources

Mobile/AccessOperation

Electrical/
Facility

From comprehensive engineeringand services company
to the Full-Value Model!
Lighting/Air
conditioning

Civilengineering

Solar
re-energy
EMS

MaintenanceEngineering Capital

Human CapitalIntellectual CapitalSocial and Relationship Capital

Financial Capital

Natural Capital

Maintain good conditions ofhardware/software directly used inengineering, and renew them in aplanned manner.

Focus on maintaining andcultivating human resources
recognizing that problem-solving
skills are vital to engineering.

Increase engineering values addedby raising total competence inknowledge, know-how, experience,engineering, etc.

Strengthen collaboration and createsynergy with external partners to
reinforce the existing businesses
and develop new fields.

Realize capital-sensitive
procurement, resource balancing,and profit returning by the capital
optimization strategy.
・Gross assets: 432.6 billion yen
・Net assets: 249.2 billion yen
・Interest-bearing liabilities: 59.9 billion

Use natural capital effectively
through business operation
sensitive to environmental load.
・Energy usage of FY2021: 47,254 MWh
including renewable energy used: 285

・Business locations
Network with nationwide coverageplus 13 foreign countries
Group companies: Domestic: 58,
Overseas: 27
・Construction equipment (aerial work
platform vehicles, etc.)
・Various tools used for solutions(As of July 1, 2022)

9 MIRAIT ONE Corporation

・Employees of MIRAIT ONE Group:

14,006・People holding certificates (total): 18,117
・ Opening of MIRAI College (July 2022)(As of March 31, 2022)

・Network/cloud service infrastructure
・Engineering knowledge and know-how in
specialized fields such as
telecommunications construction
・Technical knowledge to be used insolutions
・Processes and techniques of value
engineering

・Long lasting relationships with
telecommunications carriers
・Relationships with customers, other thantelecommunication carriers, in various fields
・Collaboration with municipalities andgovernment agencies
・Member companies of MIRAIT ONE Partners
organized for the strengthening ofcollaboration among partner companies: about400(As of July 1, 2022)

MWh

yen

(As of March 31, 2022)

Integrated report 2022

10

President’s Message

Representative Director,
President and CEO

We will work toward the next stage of growth by accelerating
business structure reform and people-centric management.
Bring changes while preserving the immutable. Since I assumed the position of president in 2018, I led the value creation of the MIRAIT ONE Group with the mindset represented
by this phrase. The Group is in the middle of business structurereform in the mild decline of telecommunications construction
market. We will continue to grow and boost the company
value as a future implementation company by continuing theconstruction and maintenance of social infrastructure that wehave been doing for over 70 years, i.e. the immutable, whileat the same time by grabbing chances from changes such aschanges of social issues and customer needs as well as technological advancement.

In this message, I want to convey my thoughts on the past,present, and future and mid- and long-term growth strategyof the Group to stimulate dialog with stakeholders including
shareholders and investors.

Retrospection of past 10 years

Ten years of effort toward the realization of the total
engineering service company
Since the establishment of MIRAIT Holdings Corporation
through the merger of Daimei Corporation, TODENTSU Corporation, and Commuture Corporation in 2010, we have been
taking steady steps in leveraging the mobile telecommunication

Growth in recent 10 years and evolution of business portfolio

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Telecommunication construction(carrier) business

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Non-telecommunication business (ICT/Environmental social IV)

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4,703

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7.0%

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2,360

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2.2%
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11 MIRAIT ONE Corporation

�.�

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2.0
X7.1 (CAGR)
Operating
2.2 % ➡7.0%
incomeNontelecommunication 27 ％ ➡43%

Net sales

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➡

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Operating income ratio

Net sales(100 million yen)

Progress of growth in Non-telecommunication fields isthe issue
However, I think these successes are only transitional steps
toward the accomplishment of mid- and long-term goals of
the Group. The reasons that I think this way are that manyindexes including the record high sales and operating income
stay ranked in middle levels in the industry and the Non-telecommunication business ratio that we have been tackled as
the core theme of business structure reform did not reachthe target (46%) although it improved 16 points in 10 years.
These indicate that our dependency on telecommunications
construction stays high. In these circumstances, domestic
telecommunications construction industry is declining. The
recognition of this issue and a sense of urgency led to thelong-term vision and the new mid-term management plan forrealizing the vision.

business ratio(FY2021 target: 46%)

Recognition of Business Environment

Unique business portfolio responding with the Full-Value
Model to complexed society and customer needs
On the other hand, with the background of global risks suchas climate change and pandemic and global efforts for ESG,
SDGs, and sustainability, needs of our customers, which areregional governments and enterprises, are shifting to complex

and comprehensive themes such as urban and regional development and DX/GX, and I think this is the area that great
business chances of the Group lies in.
In addition, the business volume of the major telecommunications carriers is not shrinking. They are shifting their business from conventional telecommunication to services andsolutions, and also trying to shift areas of investment from
hardware such as telecommunications equipment to software
for telecommunication virtualization.
For such new business chances, I believe we can exert
great strength from our competence in electricity, electric construction, lighting, and air-conditioning that we cultivated in theeffort of past 10 years for being a total engineering and service
company, multi-engineering ability in mobile/access and WiFi/IoT/5G, high-quality on-site capabilities, and carrier-grade
technical competence. Especially, the Group holds a prominent position in the industry in terms of management resources and expertise that we cultivated in the ICT field, and has established a solid business base in fields of telecommunication,
electric construction, ICT, civil engineering, and construction
by the merger of SEIBU CONSTRUCTION Co., Ltd. in March2022 as a consolidated subsidiary. With these in mind, it is
not exaggeration to say that we have a unique business portfolio that can provide one-stop response to aforementioned
complexed customer needs and virtualization of telecommunication. Currently, the Group is in an ideal position to convertchanges of market conditions and the competitive environment to growth opportunities.
With the new business portfolio and positioning, we conducted the merger of MIRAIT Holdings Corporation, MIRAIT
Corporation, and MIRAIT Technologies Corporation, the redefinition of Purpose/Mission, and the definition of MIRAIT ONE
Group Vision 2030 and fifth mid-term management plan, forcontinuous growth and value enhancement of the Group forthe next 10 years.

Story of Creating Values

NAKAYAMA Toshiki

market growth and actively enhanced our ICT businesses andenvironmental and social innovation businesses aiming tobecome a total engineering service company. We enhanced
regional business through the merger of TTK Co., Ltd., SOLCOM Co., Ltd., and Shikokutsuken Co., Ltd. expanded software business by making ACTIS Corporation, CREiST Inc.,
TIMETEC Co., Ltd., and Trust System Co., Ltd. consolidated
subsidiaries, and established a foothold for global operation
by making Lantrovision (S) Ltd. (Singapore) a consolidated
subsidiary. With the acceleration of internal and overseas M&A
such as these, the consolidated sales doubled in 10 years andmarked a record high in FY 2021.
The operating income also marked a record high in FY
2021, and the operating income ratio improved 4.8 point in
10 years to mark 7.0% by the improvement of the gross profit
ratio and operation streamlining of construction business, theimprovement of profitability in the environmental and social innovation business, and internal promotion of DX and remote
work in the midst of the COVID-19 pandemic.
As a result, we achieved earlier accomplishment of all target
indexes, which are sales, operating income, operating income
ratio, and ROE, for the fourth three-year mid-term management plan that we have been tackling since FY 2019. (SeeP.15.)

Growth Strategy
Establishment of MIRAIT ONE Corporation for the basisof next growth
The purpose of the merger of three companies to a new groupin July 2022 is in short “the establishment of foundation forgrowth in the next 10 years.” In the former structure, we intended to grow through competition between MIRAIT Corporation and MIRAIT Technologies Corporation under the umbrella of MIRAIT Holdings Corporation. From now on, we will
join forces as MIRAIT ONE Corporation to eliminate waste andstreamline operations to build a muscular body that can fight in
the next 10 years. Thus, we will aim for group total growth bycapturing new customer needs such as aforementioned urban
Integrated report 2022

12

President’s Message

and regional development and DX/GX and by strengthening
the consolidated management in regional businesses.

Accomplishing Five Changes
MIRAIT ONE Group Vision 2030 is a methodology for the Groupto grow as a future implementation company through contribution
to society, and its most important keyword is Change. The Groupaims to change group companies, society, and future through thechange of individual employees and directors. Specifically, we will
accelerate steps forward to the next stage of growth by accomplishing five business transformations: 5 Changes.

■Change 2: Acceleration of business growth
For Change 2, we redefine the growth areas of the Group
based on multi-skilled human resources achieved by Change
1, and focus management resource in the promotion of urban

Purpose/Mission, Stakeholders in View

PurposeCo-creating an exciting future through challenges and technology.

Mission

Stakeholders in view

Meeting customer expectations and contributing to realize a prosperous society.
Constantly refining our technology and business model to add more value.

Customers

Shareholders and investors

Building and maintaining future social infrastructure with our partners.

Partners

Creating an attractive corporate culture with a diverse and dynamic workforce.

Employees

Continuing to be a trusted company through improved sustainability and strict compliance.
13 MIRAIT ONE Corporation

Overall society

and regional development/corporate DX and GX, as well as
the MIRAI (future) domains that emphasizes aforementioned
items: the enhancement of green power business, strengthening of software business, and strengthening of global business. (See P.8.)
Also, we will accelerate growth in different business areas
leveraging the Full-Value Model that we are promoting as the
new business model. (See P.9-10.) In the fifth mid-term management plan, we set target sales of 30 billion yen for the promotion of urban and regional development/corporate DX and
GX, 10 billion yen or more for the enhancement of green powerbusiness, and 50 billion yen or more for the strengthening ofsoftware business and for the strengthening of global businessin the last year of the period, FY 2026. We also aim to generate
40% of the target consolidated sales, 720 billion yen, in the
MIRAI (future) domains in FY 2026. Especially, because thepromotion of urban and regional development/corporate DX
and GX and the enhancement of green power business arethemes that directly relate to the solution of social issues, theGroup will realize larger social values in these areas throughthe expansion of business volumes, leveraging the MIRAI (future) domains and the Full-Value Model.
■Change 3: Top-class profitability
As mentioned above, the Group improved the operating income ratio in the last 10 years to achieve a record-high of 7%
in FY 2021. However, the Group is ranked in the middle in
the industry, and the forecasted operating income ratio of FY
2022 drops to 5%-plus due to the business structure change
and other causes. With such a background, we will implement
Change 3 to make a structural approach (fundamental review)
and an operational approach (elaborate review) to achieve industry-leading profitability. In the structural approach, we will
standardize and simplify different operation flows for individual
telecommunications carriers, and consider DX to streamline
largely paper-based partner transactions and the renewalof the company information systems. In the operational approach, we will accelerate operational streamlining mainly by continuing benchmarking, in which group companies
share succeeded business cases, and activities of the Profit
Up (Improvement) Committee, which is a new Group-widecross-sectional organization.
■Change 4: Management based on data insights
With Change 4, we will leverage the strength of management
resources for ICT that we have cultivated as a unique advantage of the Group, and drive operational and managerial reform by insights (knowledge and intuition) gained through thereview and scientific analysis of data (facts/information) gainedby DX. We will forcefully advance DX and data insight management as an all-Group effort because they relate to all fivechanges with big impact and they are essential for going Beyond a Telecommunications Construction Company.
Specifically, we will promote health management and workstyle reform based on the health data of employees and directors, accelerate business growth, and realize industry-leading
profitability, through aggressive DX that drives the strengthening of sales and marketing and defensive DX that drives operation streamlining. In addition, we will also use data insightfor efforts toward carbon neutrality and compliance, which will
be explained below as Change 5 (Strong foundation for ESG
management).
In order to drive these efforts, we will secure DX experts,
who are high-level professionals, and create a DX core personnel of 2,000 members, who drive DX in different organization,
by FY 2026.

Story of Creating Values

Redefinition of Purpose/Mission, and Brand Statement
In order to maximize the effect of the merger of three companies, the immutable such as the meaning of our existence
and role in society must be shared again in the Group. So, we
consolidated thoughts, ideas, desires, and honest opinions ofindividuals by conducting a questionnaire for 14,000 employees and directors and group discussions, and redefined the
Purpose (meaning of existence) of the Group as shown below.
In the process of growth in new business fields such asurban and regional development and DX/GX, customer segments are expanded from conventional telecommunication
carriers to local governments and private enterprises, and collaboration partners will also significantly increase. So, about
Mission (role in society), we clarified toward individual stakeholders the statement of the Group stance.
I am determined to realize the continuous growth of theGroup and the enhancement of company value by orchestrating individual thoughts and capabilities under the Purpose/
Mission, which is considered the crystallization of thoughts ofall employees and directors, and by one of our brand concept“ONE for All, All for ONE.” MIRAIT ONE Group Vision 2030 isa set of concrete strategies defined from the long-term viewpoint of next 10 years for achieving this goal.

■Change 1: People-centric management
I liked visiting workplaces since before joining this company.
When I surveyed a workplace soon after joining the company,
I found one thing. The business model of the company is notlike those of manufactures and telecommunication carries inwhich earnings are generated by cutting-edge factories, devices, equipment, and so forth. The business model of thiscompany is to earn profit by human resources thinking andworking with accumulated technical competence. Therefore,
in order for the Group to grow with a new business modelthrough business structure reform in years come, it is essential that all employees and directors will change through newly
gained skills on the basis that each of us is healthy and safe.
This is the reason that I put people-centric management at topof 5 Changes.
One concrete action for this change is the opening of Mirai
College in July 2022 as an initiative for providing each employee with learning and connection opportunities (see p.35)
to drive business structure reform, and others include active
usage of external human resources. For the assurance of
health and safety, we set forth the declaration of healthy management and the human rights basic policy also in July 2022
(see P.37-40) to create a pleasant work environment for eachof human resources where they can exert their best performance. In addition, as activities toward the upcoming declaration of smart work/life style, we are trying to find the best work/
life style from the viewpoint of employees, or people working,through a questionnaire for all employees, discussion meetings, and a nationwide tour by the top management including
me, like we did when defining Purpose.

■Change 5: Strong foundation for ESG management
The Group established the ESG Management Promotion
Committee in FY 2021 and identified materiality as an important social issue to be tackled. Thus, as Change 5, the Groupwill continue the strengthening of the ESG management baseand integrate the total Group capabilities to solve social problems.
As for efforts related to environment (E), we will actively disclose Group efforts and financial impacts related to carbon neutrality based on the recommendation of the Task Force on Climate-related Financial Disclosures (TCFD). Also, we committed
to the goal of the efforts by applying for SBT certification. (SeeP.26-27.) Toward the realization of carbon neutrality in 2050, we
will reduce our greenhouse gas emissions and strengthen initiatives that contribute to the reduction of the impact of society
and customers on the environment through business activitiesof the Group. As for efforts related to society (S), we started
the MIRAIT ONE Partner Association considering that collaboration with partners is important for the strengthening of ESG
management base. We are conducting initiatives together withpartners for our growth and social contribution such as the promotion of safety, compliance, and DX and the reform of value
chains in workplaces. (See P.33-34.) As for governance (G), weare strengthening our efforts for safety and compliance deeming them keys to good governance (see page P.51.). We also
strengthened corporate governance by becoming a Company
with Audit and Supervisory Committee in July 2022.
With these efforts, the Group will advance as a future implementation company that can contribute to society than ever.
Please look forward to values created by the MIRAIT ONE
Group in years to come.
Integrated report 2022

14

Long-term Roadmap

MIRAIT ONE Group Vision 2030

Path to the Realization ofLong-term Vision

Basic approach
The Group aims to evolve to a company group that continues to contribute to the solution of social problems in a wider area of social
infrastructure based on the redefined Purpose/Mission. In order to continue to be a trusted company group that build and maintain

With MIRAIT ONE Group Vision 2030, the Group tackles five business transformations, 5 Changes, as the new
growth strategy for going “Beyond a Telecommunications Construction Company.” The Group aims to grow in thenext 10 years by conducting business by the full value chain model, enhancing the comprehensive engineering andservicing capabilities that have been cultivated based on the fourth mid-term management plan ending in FY 2021.
Important societal issues to be addressed (Materiality)
Environment

SocialGovernance

New Growth Strategy: Five Business transformations―5 Changes
Change 1: People-centric management

improvement of efficiency by integrating the three companies■ Improvement of efficiency through the fundamental revision of operations and utilization of data insight■ Review of existing operations and costs through promotion of group
coordination■ Opening of MIRAI College (“Driving force of business structurereform” providing learning and connection)■ Health management creating a friendly working environment andprotecting the physical and mental health of employees■ MIRAIT ONE work style reforms living with COVID-19

Change 4: Management based on data insights

Strong foundation for
ESG management■ Strengthening of management foundation through concentration and

New Growth Strategy:
5 Business transformations(5 Changes)

Change 3

Top-class profitability

Change 4

Management based on data insights

Change 3: Top-class profitability■ Establishment of knowledge-based data environment and optimization of sales approach (aggressive DX)■ Value chain reform, smart construction, utilization of BPO/RPA/robotics (defensive DX)■ Development of experts and core personnel, improvement of companywide literacy (development of DX personnel)

Change 5: Strong foundation for ESG management■ Initiatives aimed at the achievement of greenhouse gas reduction
targets (science-based targets)■ Creation of social value through the MIRAIT ONE Partner Association■ Strengthening the audit function by enhancing the audit system andthe three-lines of defense■ Strengthening of corporate governance through new Group management system

Fourth Mid-term Management Plan (2019-2021)

Fifth Mid-term Management Plan (2022-2026)

Basic approach

Financial Targets■ Make the most of the management resources enhanced by business merger, in the business environment experiencing big changes such as
the change of the business model of telecommunications carriers, our customers, anticipation of 5G-based new services, growing demandon new solutions for the coming age of full-fledged IoT, and the acceleration of the reconstruction of social infrastructure toward 2020.
■ Aim to grow further by accelerating the transformation of business structure centering around comprehensive engineering and servicing
and by maximizing the synergy of business merger.

Target■Net sale: 450 billion yen ■Operating income: 27 billion yen ■Operating income rate: 6.0% ■ROE: 8% or higher

Key initiatives■ Generation of new business opportunities
・Development of solution business by leveraging the expanded
regional coverage achieved by management integration
・Taking new business opportunities that transcend the conventionalframework of business domains and technologies■ Acceleration of transformation of business structure
・Acceleration of transformation from carrier business to solution business・Promotion of transformation of quality in solution business (emphasis on profit)■ Enhancement of productivity and reduction of costs through efficient operations
・Ensuring operation of construction work through stronger ties withpartner companies
・Sharing of systems and consolidation of common operations■ Strengthening of the basis of human resources

・Improvement of productivity and securing of human resources
through work style reforms
・Enhancing & Revitalizing the human resource to support expansion
into new business domains and operational innovation■ Promotion of ESG-oriented management and safety/quality
・Perceiving business in terms of both risks and opportunities from theperspective of strengthening ESG, and responding to them adequately
・Establishment of the MIRAIT Group brand responding to customers’
needs for peace of mind and reliability by the safety and quality improvement■ Capital policy
・Maintaining a sound financial standing
・Management conscious of capital cost・Acquisition of treasury shares to achieve an ROE of 8% or higher

Performance
FY 2019

FY 2020

FY 2021

Difference from target

Net sales

441.1 bil. yen

463.7 bil. yen

470.3 bil. yen+20.3 bil. yen

Operating income

21.9 bil. yen

30.1 bil. yen

32.8 bil. yen+5.8 bil. yen

Operating income ratio

5.0%

6.5%

7.0%

+1.0P

ROE

7.4%

11.0%

10.7%

+2.7P

15 MIRAIT ONE Corporation

FY 2021 results

FY 2022 plan

Management targets of FY 2026

470.3 bil. yen

540.0 bil. yen

720.0 bil. yen or more

MIRAI domains ratio*

17%

31%

40% or more

Operating income (ratio)

Operating income ratio 7.5% or more

Net sales

32.8 bil. yen (7.0%)

30.0 bil. yen (5.6%)

ROE

10.7%

–

10% or moreEPS

251 yen–Annual growth rate of 10% or more

Story of Creating Values

Change 5■ Clearly redefining growth areas as the MIRAI (future) domains andinjecting resources (promotion of business structure reform to the
Full-Value Model)- Urban and regional development business, and acceleration of
corporate DX and promotion of green operations- Entry into the green power business contributing to decarbonization- Strengthening of software business contributing to customers’ DX(strategic consolidation)- Strengthening of global business promoting overseas data center
related business and infrastructure sharing■ Strengthening of customer base of existing business (responding to
expansion of customers and growth of customers)

People-centric management
Acceleration of business growth

and the fifth mid-term management plan, which is the five-year plan starting from FY 2022.

Change 2: Acceleration of business growth

Change 1

Change 2

future social infrastructure, the Group is now operating based on MIRAIT ONE Group Vision 2030, which is the vision toward 2030,* Ratio of MIRAI (future) domains in net sales■ Enhance investment for growth・Allocation of Free Cash Flow after shareholder returns will be prioritized to growth investment
・Utilization of Liabilities will also be considered (assuming external
credit rating of [A] is maintained)■ 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

Non-financial Targets
Environment
Decarbonization

Percentage Reduction of Greenhouse
Gas emissions

Resource recycling

Industrial waste final disposal ratio

Scope 1 and 2

42% down (FY 2030) compared to FY 2020

Scope 325% down (FY 2030) compared to FY 2020
1.5% or below (FY 2030)

SocialSafely quality

Number of accidents resulting in injury or death/number ofserious facility accidents

Talent development% personnel with multiple qualifications■ Environment
・Establishment of policy on disposal of industrial waste (July 2022)
・Preparation of green procurement guideline (November 2022)

Aim for zero
50% or above (FY 2026)■ Social
・Opening of MIRAI College, health management declaration, andbasic policy on human rights (July 2022)
・Smart work/life style declaration and Diversity & Inclusion declaration(planned for December 2022)

Integrated report 2022

16

Material Issues and Growth Strategy

Close Interlocking of Materiality
and Growth Strategy

Mid-term, Long-term, andContinuous Improvement of Company ValueFor the realization of mid- and long-term growth and the improvement of company value, the Group will capture
abundant business opportunities such as global efforts toward decarbonized society, while taking measuresagainst various risks related to human resources and climate changes. With the recognition of these opportunities
and risks, the materiality items identified in 2021 clarifies social problems that the Group should tackle, and they
are listed as key initiatives of the mid-term management plan.

Accomplish MIRAIT ONE Group Vision 2030
by evolving to a company group that continuously
contribute to the solution of various social problems in a
wider area of social infrastructure.

Materiality Identification Process
Extraction andcategorization of social
issuesValidation and identification

Review

Evaluate and prioritize the extracted
issues in terms of stakeholders’expectations and the MIRAIT ONE
Group’s contribution to society.

Confirm the appropriateness ofthe material issues in terms of theiralignment with the MIRAIT ONE Group’s
management issues, discuss businessrisks and opportunities for future
value creation at the Committee, andidentify the material issues throughdeliberations at meetings of theBoard of Directors, etc.

Perform activity evaluation and disclose
the results in the Integrated Report,
etc., review them based on external
experts, international goals and guidelines,
evaluations by evaluation organizations, etc.,
and use the results to revise materiality
items and goals and improve the content
of disclosure as well as incorporate
them into business operations.

Environment（E）

Building and
Maintaining a Culture
Where People
Respect Diverse
Human Resourcesand Learn from Each
Other

Building and
Maintaining a Fair
and Transparent
Corporate Group

Realization of a decarbonized society through business activities■ Reduction of greenhouse gas emissions:Contribution to environmentally-friendly and resilient urban and regional
development■ Promotion of green procurement

Safety and quality improvement

Building and
Maintaining a
Safe, Secure, andProsperous Society

Co-creation of social value
through collaboration withpartners

Society（S）

Promotion of human resource development, workstyle reform, and health-oriented management■ Reduction of industrial waste final disposal

ratio: 1.5% or below by FY 2030

■ Eradication of accidents resulting in serious

injury or serious facility damage: Aim forzero accidents■ % personnel with multiple qualifications bypromoting the Mirai College: Aim for 50% ormore by FY 2026

Covered SDGs

■ Enhancement of disclosure of information

related to TCFD, etc.

■ Enhancement of regional development

projects■ Boosting the status in different regions■ Prevention of customer privacy violation and customer

data leak■ Promotion of engagement activities with different stake-holders (customers, employees, partner companies,
shareholders, suppliers, etc.)■ Promotion of measures for healthy management■ Activities based on human rights policy■ Execution of the action plan related to diversity andinclusion■ Enrichment of the content of the cor■ Strengthening of corporate governance byThorough compliance

Actions to be taken in coming years■ Promotion of work style reform

Enhancing corporate governanceThorough risk management

17 MIRAIT ONE Corporation

42% reduction from the FY 2020 level by FY
2030 (scope 1, 2)
25% reduction from FY 2020 (scope 3)

Respect for human rights
and promotion of diversity
and inclusion

Governance（G）

the non-financial targets andas key initiatives of the fifth mid-term
management plan (2022-2026)

Non-financial targets tackled as key initiatives of the fifth midterm management plan

Materiality

Building and
Maintaining an
EnvironmentallyFriendly Society

Drive materiality initiatives as
Story of Creating Values

Extract issues based on the GRI
Standards, ISO 26000, and other majorinternational guidelines on the social
responsibility of organizations, as wellas the SDGs and evaluation itemsof ESG evaluation organizations.

Prioritization

starting operation as a Company with Audit
and Supervisory Committee

porate governance report■ Thorough implementation of the safe-

ty/compliance charter■ Monitoring by the risk management

committee

Integrated report 2022

18

Business Strategies

Case Latest caseBusiness Strategies
For the telecommunications infrastructure domain, including the NTT business and the multi-carrier business, the
MIRAIT ONE Group will respond to the growth and changes of telecommunications carriers, which are the main
customers of the Group. For the corporate/environmental and social infrastructure domain including environmental and social innovation business and ICT solutions business, the Group will enhance the quantity and segmentsof customers in B2B and B2G (local governments, etc.) markets, aiming for continuous growth of business.

NTT BusinessTelecommunications infrastructure domain

Performance in FY 2021
Thanks to the completion of projects for promoting the construction of advanced wirelessenvironment in Hokkaido, Tohoku, and Chugoku regions, the income increased by 6.4
billion yen from the last fiscal year. Also, we vigorously enhanced multi-skilled personnel
through efforts such as starting nation-wide checkup of mobile base stations by fixed telecommunications engineers. This helped reduce cost and secure human resources.
Market Growth Prospect/Strategy, etc.
Although investments on equipment related to telecommunications construction by
NTT East, NTT West, and NTT DOCOMO are on the downward trend, we will continue to
use the on-site capabilities and carrier grade technical competence cultivated mainly
by operations in this domain to drive the growth of the whole Group.

Multi-carrier Business

Investment in equipment by NTT East/West/DOCOMO(Total investment of the NTT group for regional and mobile
telecommunications business)(Unit: 100 million yen)

11,347
5,937

DOCOMONTT East/West
Investment for optical communications

10,953

10,965

10,492

10,164

5,728

5,691

5,481

5,214

5,410

5,225

5,274

5,011

4,950

1,610

1,500

1,560

1,540

1,470

2018

2019

2020

2021

2022

(FY)

(Plan)*1 From FY 2017, IFRS-based figures are shown for reginal telecommunication and mobile telecommunication business segments.
*2 Investment figures for optical communications from FY 2018 are figures used in the application for approval of business plan.
*3 Figures of DOCOMO for FY 2022 indicate investment in telecommunications equipment by the new DOCOMO group.
Source: Compiled by MIRAIT ONE Corporation based on the data announced by NTT

Telecommunications infrastructure domain

Basic Policy
The Group conducts construction, maintenance, and operation focusing on mobile communications facilities of non-NTT mobile networks to support the increasing speed andcapacity. Having almost finished initial construction for 5G area expansion, the Group will
now accelerate adaptation to new customer investment areas such as virtualization of thetelecommunication infrastructure.

Investment by NCC carriers in mobile businessequipment(Unit: 100 million yen)
Rakuten Mobile

KDDI

5,089

Performance in FY 2021
Although there are differences among telecommunications carriers, the income increasedby 8 billion yen from the last fiscal year by the acceleration of 5G base station construction
and other factors. In addition, with the expansion of telecommunication demand in the
background, the volume of network reinforcement construction of CATV companies continued high. In addition, the Group restructured group companies that engage in the mobile
business in July 2021, which streamlined operation through business integration.
Market Growth Prospect/Strategy, etc.
Investment by NCC carriers in mobile business equipment, which has been growing several years, is expected to be flat in coming years, and customer investment is shifting from
hardware networks to software networks. In view of these circumstances, the Group willcapture new business opportunities including system development that leverages telecommunications construction know-how such as virtualization technologies and i-Construction.

Soft Bank

Unpublished

3,359

(FY)

83

1,871
3,697

4,219

4,142

4,600

3,816

6,017

6,150

6,279

6,764

6,800

2018

2019

2020

2021

2022
(Plan)* For Rakuten, the total mobile investment is extracted from investment
on equipment.
Source: Compiled by MIRAIT ONE Corporation based on the data announced by individual companies

19 MIRAIT ONE Corporation

Completed plant (composite)

Environmental and Social Innovation BusinessCorporate/Environmental and Social Infrastructure domain

Basic Policy
The Group builds, maintains, and operates solar power generation systems, EV charging
stations, and storage battery systems to build more new energy infrastructures that help
decarbonize the society. In addition, we will contribute to the construction of next-generation environmental and social infrastructures through the elimination of utility poles (undergrounding of electric wires), electrical and air conditioning work, including LED installation,water and sewage work as well as road infrastructure work, such as bridge construction.

Net sales*(Unit: 100 million yen)
Civil engineering / Water
Electricity / Air conditioning
Renewable energy, etc.

Performance in FY 2021
Although electric and lighting construction increased, sales in this domain decreased 2.5
billion yen from the last fiscal year due to the replacement of many larger solar power
generation facilities with mid- and small-sized facilities and the reactionary fall of air-conditioning construction from the strong sales of the previous period. From FY 2022, sales are
expected to increase thanks to strong orders of the previous fiscal year and the year-aroundcontribution of Seibu Construction Co., Ltd. that joined the group.
Market Growth Prospect/Strategy, etc.
The Group will leverage the high-quality low-cost green power business model that we havecultivated as the growth driver, with a view to the upward trend of the renewable energy
market backed by global decarbonization efforts. Also, we will maximize the synergy of thecivil engineering, construction, and renovation businesses of Seibu Construction Co., Ltd.

1,455

Construction/Renovation

Story of Creating Values

Basic Policy
The Group will conduct the construction, maintenance, and operation of wired and wireless telecommunications equipment of the NTT group and help enhance the optical fiber
networks and mobile networks. In the event of disaster, the Group will play the role of aguardian of telecommunications networks by conducting emergency recovery construction
and reconstruction.
Although the domestic telecommunication construction market is on the mild decline,
we will continue to enhance the management resources and strength cultivated by doing
business in this market as our core business since early years of the Group history, in order
to contribute to the continuous growth of the Group.

Starting Construction of a Solar Power Generation Plant
From September 2022, the Group started the construction of a solar power generation plant inFujinomiya City, Shizuoka Prefecture. The plant is scheduled to start full operation (power generation) in March 2023. MIRAIT ONE Corporation will own the business of the plant, and conducts
everything including the securing of the land, construction of power generation facilities and theirsales, and power retailing.

568※

(FY)

2021

2022
(Plan)* FY 2021 sales are presented in the new business segmentation.

ICT Solutions BusinessCorporate/Environmental and Social Infrastructure domain

Basic Policy
With our ICT technology, we provide high-quality solutions that respond to a wide rangeof social and business issues, including introducing LAN/PBX and Wi-Fi, ensuring security,
building management advancement, and promotion of operational efficiency. Also, we arebuilding and operating data centers and using drones to further expand the breadth ofthese solutions, and will strategically strengthen the global business enhancing overseas
data centers and infrastructure sharing.

Net sales*(Unit: 100 million yen)
Sales of goods, others
SoftwareGlobal

1,406*LAN etc.
DC/Cloud
Stock

1,495

Performance in FY 2021
Although data center construction increased because of needs for enhancing telecommunications facilities to respond to telework, remote conference, and remote classrooms in the
COVID-19 pandemic, and also Lantrovision, a subsidiary in Singapore, regained momentum, sales in this domain declined 5.2 billion yen from the last fiscal year due to the reactionary fall of demands related to the GIGA school that boomed in the previous fiscal year.
Market Growth Prospect/Strategy, etc.
In view of the upward trend of business opportunities backed by rising DX demand, we willleverage the software technical competence of MIRAIT ONE SYSTEMS (established in July2022), which consolidates the Group’s software-related resources to expand the businessvolume and strengthen the recruitment and cultivation of human resources.
* FY 2021 sales are presented in the new business segmentation.

(FY)

2021

2022
(Plan)

Integrated report 2022

20

Business Performance, Analysis of Financial Status
and Cash Flow, and Financial/Assets Strategy
Business Performance

Variable factors of operating income
Gross profit rate
+1.0 p
Sales increase
301 +4

Operating income

+51
-28

(100 million yen)

21 MIRAIT ONE Corporation

crease of 32.2 billion yen last fiscal year) due to the increaseof funds by a net increase of 49.92 billion yen in short-termborrowing, although there was a payment of 5.003 billion yen
for share repurchase and a payment of 4.794 billion yen for
dividends.

Financial/Assets Strategy■Assets
Total assets at the end of FY 2021 were 432.683 billion yen,with an increase of 73.931 billion yen from the last fiscal year.
In detail, current assets increased 42.64 billion yen and fixed
assets increased 31.291 billion yen from the last fiscal year.
Current assets increased by accounts receivable of increased
completed construction and fixed assets increased by the recording of the goodwill gained by the stock acquisition of Sei-

In FY 2021, the cash and cash equivalent (funding, hereafter)
was 48.901 billion yen, with an increase of 6.049 billion yen
from the last fiscal year.
■Operating Cash Flow
The operating cash flow increased 12.972 billion yen (41.602
billion yen last fiscal year) as the result of recording a net income before taxes and other adjustments of 37.504 billion
yen, although there was a decrease of funds due to paymentsof corporation tax, etc. of 14.429 billion yen.
■Investment Cash Flow
The investment cash flow decreased 46.204 billion yen (an increase of 1.869 billion yen last fiscal year) due to the paymentof 43.41 billion yen for the stock acquisition of Seibu Construction Co., Ltd.
■Financial Cash Flow
The financial cash flow increased 38.395 billion yen (a de-■Financial Policy
With the basic policy of maintaining both the stable financialbase and capital efficiency, the Group will work to create new
business opportunities, to accelerate the transformation of thebusiness structure, and to increase the company value. For
that goal, the Group will strategically allocate management resources while maintaining the healthy financial base and considering capital costs. As for shareholder returns, the Groupwill make decisions with comprehensive consideration on thecapital policy, performance, funds status, etc. with an eye on a
total shareholder return ratio of 50%.
■Funding Needs
Funding needs for the ordinary operation of the Group include
those for materials and consignment related to construction
and labor costs. Spending in investment activities includes
facility investment for the acquisition of business assets andthe money spent on M&A and other investment and financing
activities for future growth.
Also, the Group will allocate the Group cash flow to shareholder returns through activities such as share repurchase as
an expeditious capital policy for stable and continuous growthof dividends, with an eye on a total shareholder return ratio of50%.
■Method and Status of Funding
The Group basically raises funds internally, and have introduceda cash management system (CMS) for the effective use of theGroup funds. However, we make short-term borrowings fromfinancial institutions in the event of temporary needs for funds.
Also, to be prepared for needs of funds for emergency and investments for growth such as M&A, we strive to secure adequate cash and deposits. In addition, we are working to organize
ourselves to secure funding by maintaining and strengthening
the relationship with financial institutions to set a short-term allowance of borrowing, and by winning external credit ratings.

Variable factors of net income

Shareholder returns

Total shareholder return ratio

Financial Status

242

+9

of policy
251 Saleshareholdings

Net income

25.1

billion yen

billion yen(+2.7 billion yen yoy)

SG&A

Cash Flow

dividend
amount95.4

sharerepurchaseamountDividend per share+10(+0.9 bil. yen yoy)

59.0

yen /year

Share repurchase

Selling cost rate
- 0.5 p

FY 202032.8

328

bu Construction Co., Ltd. Also, with the stock acquisition of
Seibu Construction Co., Ltd., current assets increased 47.956
billion yen and fixed assets increased 5.571 billion yen.
■Liabilities
Liabilities were 183.446 billion yen, with an increase of 56.018
billion yen from the last fiscal year. In detail, current liabilities
increased 55.664 billion yen from the last fiscal year, and fixedliabilities increased 0.353 billion yen from the last fiscal year.
The major causes were the increase of accounts payable forconstruction etc. and the increase of short-term borrowings.
Also, with the stock acquisition of Seibu Construction Co.,
Ltd., current liabilities increased 15.211 billion yen and fixedliabilities increased 0.053 billion yen.
■Net Assets and Capital-to-asset Ratio
Net assets were 249.237 billion yen, with an increase of
17.913 billion yen from the last fiscal year. These result from a
20.575 billion yen increase of retained earnings by the recording of 25.163 billion yen of current net earnings attributable
to shareholders of the parent company, although there waspayment for dividends and share repurchase.
As a result, the capital-to-asset ratio became 56.0% (63.1%
at the end of last fiscal year), and net assets per share became
2,446.54 yen.

●

FY 2021

Streamlining of operation● Increase of profit in
non-telecommunication
domains(Environment/Society)●FY 2020(100 million yen)

FY 2021

Improved profit margin● Sale of policy
shareholdings

5

FY
2018
(100 million yen)

Story of Creating Values■Overview
In FY 2021, economic activities gradually regained momentum
toward normal in spite of continuing COVID-19 pandemic. On
the other hand, the situation in Ukraine made future prospect
uncertain. We need to keep a careful eye on downward risks
due to short supply of semiconductors, price hikes of raw materials and energy, failure of supply chains, caused by the pandemic and the situation in Ukraine.
As for the business environment of the Group, some construction projects were delayed due to delayed delivery of
construction materials, but mobile infrastructure construction
increased by the acceleration of the base station deployment
plans for the enhancement of 5G services. Also, we can expect rising needs for new ICT solutions brought by the promotion of DX, such as the increasing use of online services andthe shift of inhouse systems to cloud services. Other movements that we can expect include the strengthening of digital
infrastructure that supports governmental green growth strategy such as shift to renewable energy aiming for decarbonized society and the promotion of decarbonization for regional
development.
In such circumstances, in order to continue to be a trusted Group that builds and maintains future social infrastructure(telecommunication and energy) as a total engineering service
company, while continuing the preventive measures against
COVID-19, the Group has been working to boost company
values and continuous growth by streamlining management
through the promotion of work style reform and DX within theGroup■Efforts in Different Business Domains, Capital Policy, etc.
In the NTT business, we worked to boost sales by the increaseof optical fiber construction in the advanced wireless environment promotion program, and tried to improve the profit rateby streamlining facility operation.
In the multi-carrier business, we worked to increase thesales taking advantage of the increase of mobile infrastructure
construction for the expansion of 5G services, the increase of
construction for Rakuten Mobile, and the increase of CATV construction. Also, for the strengthening of technical competence

and the human resource base, we endeavored to foster multiskill engineers capable of the construction and maintenance ofboth fixed and mobile telecommunications equipment.
In the environmental and social innovation business, we
increased the sales through the effort of getting orders forelectric, lighting, and air-conditioning construction projects, inspite of decrease in construction projects of large solar power
generation facilities.
In the ICT solutions business, we worked to boost sales
taking advantage of the increase of data center and cloud
construction projects and the increase of global projects handled by the Lantrovision Group. Furthermore, aiming for midand long-term expansion of global business, we decided toinvest in LBS Digital Infrastructure Corp., which operates telecommunication towers in Philippine.
On the other hand, as an expeditious capital policy for increasing the shareholder return and responding to changes
in business environment, we conducted a share repurchase(2.48 million shares, 5 billion yen).
■Results
With above, the results of FY 2021 were orders received of
521.31 billion yen (up 9.8% from the last fiscal year) and net
sales of 470.385 billion yen (up 1.4% from the last fiscal year).
Also, the operating income was 32.804 billion yen (up 8.9%
from the last fiscal year), the ordinary income was 34.152 billion yen (up 7.6% from the last fiscal year), and the net income
attributable to the shareholders of the parent company was
25.163 billion yen (up 4.0% from the last fiscal year) due to selling of cross-shareholdings. Operating income ratio was 7.0%
and ROE was 10.7%.

FY
2019

FY
2020

FY
2021

bil. yen /year

41.7

30% or more
50

% fromTargetnext year

13.5
(%)

FY
2018

50.0

Target of theprevious mid-term
management plan

FY
2019

FY
2020

FY
2021
Integrated report 2022

22

Feature Article
Full

Value

“Full-Value” Creation Story

Purpose (Meaning of existence)

Story of Creating Values

Co-creating an exciting future throughchallenges and technology.

OUTCOME

The story of the Group for creating new values has already started under Purpose, Mission, and MIRAIT ONE
Group Vision 2030. As a future implementation company that contributes to society, the Group will continue togrow and raise the company value by delivering results in the MIRAI (future) domains such as the promotion ofurban and regional development/corporate DX and GX leveraging the Full-Value Model.

Story

Smart Community Model of Namie-machi,
Fukushima*Energy Management System

1 Proposition of

the Full-Value Model
ＥＭＳ×ＩＣＴ

Promotion of urban
and regional development/
corporate DX and GX
Target net sales of FY 2026

30 billion yen

Electricity •Construction × ICT

Story

Sanriku firework event DX model, in Iwate
DX using digital twins is facilitating event planning of the customer and the convenience of spectators.
For SANRIKU FIREWORKS COMPETITION 2022, the Group
collaborated with FIREWORKS Co. Ltd. to build a digital twin byobtaining the 3D point data of the large site, which was useful inmany ways such as the verification of spectators’ views of fireworks from arbitrary points and the simulation of the installationof temporary facilities.
The Group will continue to contribute to DX for planning andoperation, DX for installation of temporary facilities, and DX for
the improvement of spectators’ convenience.

Story of Creating Values

For Namie-machi, Fukushima, the Group provides an EMS*
solution that provides central energy management and control
for local governmental institutions such as municipal buildings,
schools, gymnastic halls, and hospitals using ICT, telecommunication control, and other technologies.
The EMS integrates various types of renewable energy involving solar power generation, wind power generation, hydrogen-fuel cells, and solar heat collector, to contribute to the developmentof a new urban community that uses locally-generated-and-consumed renewable energy seeking decarbonized society.

To contribute to a resilient and sustainable future
for the regions/companies

Case: Smart community model ofNamie-machi, in Fukushima
MICHINOEKI (Roadside Station) NAMIE―Site of Information Dissemination
Green EV system connected to renewable energy

City • Facility × ICT

Case: Sanriku firework event
DX model, in Iwate

Story

Construction of Sapporo Odori Aquarium(tentative), Hokkaido
Vibrancy Creation Model in the Community
The Group is conducting the construction of an urban-type aquarium at the heart of the Sapporo urban area in a way that it createsvibrancy in the community to contribute to the advancement of
the regional society. In special construction projects for which theGroup receives orders as the joint venture group with MMD Inc.,
which the Group invests in and has partnership with, we build
life support systems that create environments optimum for caring
and living with living things. Cases are increasing in the nationthat create urban communities in both the hardware and software
aspects through the construction of facilities that disseminates
new life styles by providing places of culture, communication, andvibrancy and places of learning environmental themes.

Case: Construction of Sapporo
Odori Aquarium (tentative),
Hokkaido
Vibrancy Creation Modelin the Community

2 Strengthening

Water supply •Civil engineering × ICT

Simulation of firework

3 Toward

Continuing
Business

DX/GX
platformarchitecture/civilengineering solutions

Case: Water supply conservation
model, in Hyogo

Story

Construction machinery safetyenhancement model, in Gunma
As one of the cases of the Full-Value Model that the Group are
conducting with Seibu Construction Co., Ltd., the Group is creating a mechanism for drivers of construction machines to findtheir positions using a wireless device while driving in a snow
mountain to prevent dangers such as slip drop.
The Group will contribute to the solution of the social issue
of ensuring safety in construction sites that suffers shortage ofworkers, by combining the experience in construction sites andsafety know-how that Seibu Construction Co., Ltd. has accumulated over the 80 years of its history and the ICT solutions
that the Group has cultivated as its strength.

Architecture •Case: Construction
Civil engineering × ICT
machinery safetyenhancement model,
in Gunma
Mountainroad

Sapporo Odori aquarium (tentative)

23 MIRAIT ONE Corporation

Ensuring safety in snow mountainIntegrated report 2022

24

Promote ESG-oriented Management

Building and Maintaining an Environmentally-Friendly Society

Promote ESG-oriented Management to contributeto the SDGs and enhance corporate value forsustainable growth

Realization of a decarbonized society throughbusiness activities
Highlights: Information disclosure on TCFD begins/SBT certification application submitted
Information disclosure based on TCFD proposal

The MIRAIT ONE Group promotes ESG-oriented managementwith the aim of contributing to the SDGs and enhancing corporate value for sustainable growth.
The measures implemented in FY 2021 under the ESG
Management Promotion Committee, which was established in
September 2021, include the "identification of material issues(materialities)" and "endorsement of the TCFD".
The Fifth Medium-term Management Plan that begins in FY
2022 identifies "Strong foundation for ESG management" as

one of the five changes stated in the growth strategy to realize
MIRAIT ONE Group Vision 2030. They include the “initiatives
aimed at the achievement of greenhouse gas reduction targets,” “creation of social value through the MIRAIT ONE Partner Association,” “enhancement of audit system and strengthening of audit functions through three-lines of defense,” and“strengthening of corporate governance through new Groupmanagement system.”

ESG Management Promotion Structure
systems for effective and efficient risk management, while theCompliance Executive Committee reports and corrects casesof compliance incidents in the Group and examines measuresto raise compliance awareness. The Human Rights/D&I Committee reports on human rights risk situations, and discusses
and examines issues to be addressed, D&I promotion and other items.

*1 Established by the Financial Stability Board to facilitate more informed decision making on investments, credit, and insurance underwriting, help stakeholders better understand the concentration ofcarbon-related assets in finance, and formulate recommendations for more effective climate-related
disclosures.

*2 An organization established as a forum for companies, financial institutions, etc. that endorse the
TCFD, working together to discuss effective information disclosure by companies and initiatives to help
financial institutions make appropriate investment decisions based on disclosed information.

Future where the target of less than 2°C (such as 1.5°C ) is achieved: A scenario for the rapid materialization of a decarbonizing society
Identified risks
Envisioned scenario Duration until risk
occurrence

ESG Management Promotion Structure Chart

Tighter carbon
emission
regulations

Board of Directors
Delegation/
supervision

ReportingExecutive Committee
ESG Management Promotion Committee
Chairperson: President and CEO
Members: Company Presidents, Presidents of major group companies,
Representative and Deputy Representative of Frontier
Business Department, 1st Head of staff organizations, Directorand Audit and Supervisory Committee Member (full time)

Risk Management
Executive Committee

Compliance Executive Committee

Human Rights/D&I Committee

25 MIRAIT ONE Corporation

Formulate basic ESG policies and strategies for the entire
Group, promote various measures, and report on mattersdelegated by subordinate subcommittees (Risk Management,
Compliance, Human Rights/D&I).

Increasingawareness toward
decarbonization

Type

Opportunity examination
Description

Duration until risk
occurrenceType

Medium- andlong-term

Policy/regulation

・Increase in material and fuel procurement costs
due to carbon taxation

Medium- andlong-term

Product/service/energyShort-,
medium- andlong-term

Policy/regulation

・Increase in electricity costs due to a shift torenewable energy sources

Product/service/energyShort-termMarket/reputation

・When environmental measures turn out
to be inadequate- Decrease in orders for new construction projects- Termination of existing maintenance contracts- Loss of customers due to higher reputation risks

Short-,
medium- andlong-term

Short-termMarketEstablish the basic items related to the Group's compliancepromotion activities and ensure thorough Group-wide
compliance by sharing information on compliance-relatedcases, countermeasures, etc.
Strengthen human rights management by discussing risk
situation reports and issues to be addressed on human rights,
and planning training on D&I promotion, human rights due
diligence and human rights awareness.

Description

・Increase in demand for renewable energy and energy-saving
projects (solar power generation,
EV charging, LED lighting, etc.)
・Increase in demand for shift toenergy-saving equipment
・Promotion of the efficient electricity use with the use of IoT・Increase in demand for renovation work
・Increase in demand for ZEB andsmart city-related projects

Future where average temperatures rise by 4°C: A scenario characterized by the manifestation of physical impact
Identified risks

Establish the items necessary for the Group’s risk
management, prevent risks from materializing and execute a
prompt response when risks materialize by sharing
information on risk occurrence situations (cases,
countermeasures, etc.).

Sustainability Management

The ESG Management Promotion Committee, chaired by the
President and CEO, formulates basic policies and strategies
on ESG management in general, identifies material issues, andresponds to various environmental initiatives.
Also, starting in July 2022, the “Risk Management Executive Committee,” “Compliance Executive Committee” and “Human Rights/D&I (Diversity and Inclusion) Committee,” chairedby the compliance officer, are administered under the ESG
Management Promotion Committee. The Risk Management
Executive Committee deliberates and decides on policies andIn October 2021, the MIRAIT ONE Group joined the TCFD
Consortium*2, endorsing the recommendations of the Task
Force on Climate-related Financial Disclosures (TCFD)*1, whichaims to proactively disclose the financial impact of climate-related risks and opportunities. In May 2022, we disclosed information based on the recommendations on "Governance,""Risk Management," "Strategy (Scenario)," "Target," and "Actual Performance" as described in the section below. In the
future, we will monitor changes in the external and internal
environment associated with climate change with respect to"identified risks" and "opportunity examination." We will also
work to expand the scope of disclosure further to include thedevelopment of risk management system, continued review ofrisks and opportunities based on scenario analysis, etc. andprogress toward achieving the greenhouse gas emissions reduction targets.
■Governance
In FY 2021, the ESG Management Promotion Committee(see P.25) was established in September. In its six meetings
held since that time, the Committee adopted the materiality
theme of “Building and Maintaining an Environmentally-Friendly Society” following deliberations by the Executive Committee
and Board of Directors. To step up its contribution to realize
a decarbonized society, the Group set the “greenhouse gas
emissions reduction target (FY 2030)" as one of the KPIs in its
Medium-term Management Plan and established a system toEnvisioned scenario Duration until risk
occurrence

Short-, mediumand long-term
Increase in thefrequency andseverity of natural
Short-, mediumdisasters
and long-termLong-term

Type

Description

Type

Short-, mediumand long-termMarket/resilience

Acute・Damage to telecommunication equipment and base stations caused by heavy rains andtyphoons and increase in restoration costs

Acute・Discontinuation of products andservices due to disruption of the value chain

Medium- andlong-termMarketChronic

・Increase in air conditioning costs
incurred by data centers, etc.

Long-termMarketChronic

・Increase in heat stroke and other
health hazards among construction workers of
telecommunications facilities
・Productivity loss due to avoidance of
extremely hot hours

Medium- andlong-term

Resilience

Rise in averagetemperatures
Medium- andlong-term

Opportunity examination
Duration until risk
occurrence

Description

・Increase in demandfor pole-free electricity to deal
with abnormal weather conditions

・Growing demand fordisaster prevention and mitigation workfor telecommunication equipment andbase stations due to the increase in thefrequency and severity of natural disasters
・Replacement of air
conditioning equipment withhigh-efficiency equipment
・Improvement of theoperation of HVAC equipment
・Further promotion of
DX and remote working styleIntegrated report 2022

26

Building and Maintaining an Environmentally-Friendly Society*3 The scenarios refer to the following.
A scenario in which a decarbonized society is realized quickly:• International Energy Agency (IEA) World Energy Outlook 2018 Sustainable
Development Scenario (SDS)• IEA Energy Technology Perspectives 2017 Beyond 2°C Scenario (B2DS)
A scenario in which the physical impact is manifested:* Intergovernmental Panel on Climate Change (IPCC) Fifth Assessment Report* An IPCC Special Report on the impacts of global warming of 1.5°C above pre-industrial
levels and related global greenhouse gas emission pathways, in the context of strengthening
the global response to the threat of climate change, sustainable development, and efforts toeradicate poverty■TargetIn FY 2021, we set the greenhouse gas emissions reduction
targets toward FY 2030. These targets are based on the SBTi
(Science-based Targets initiative). In May 2022, we submitted acommitment letter to the SBT and are now applying for validation of these targets. These are also included as non-financial

27 MIRAIT ONE Corporation

targets in our Medium-term Management Plan that begins in
FY 2022, in order to steadily capture growth opportunities forour business in relation to decarbonization.
Greenhouse gas emissions reduction targets toward FY 2030
Scope
１+２
Scope
3

Target

SBT

Reduce the Group's greenhouse gas emissions
by 42% from the FY 2020 level by FY 2030

Validation
requested in
May 2022

Reduce the Group's greenhouse gas emissions
by 25% from the FY 2020 level by FY 2030

Validation
requested in
May 2022* Our policy is to promote emission reductions primarily through thepurchased products/services and the use of products sold.

Scope 1+2

Scope 342%
reduction

2020

2030

25

%
reduction

2020

2030

Reduction of greenhouse gas emissions
Emissions
FY 2020(Standard)

FY 2021

Scope １

Direct emissions

66,89067,907

Indirect emissions

22,841

21,277

Scope ３

Other indirect emissions

2,471,129

2,413,496

513,291452,295

Scope ２Category１

Products/services
purchased

Category11

Use of products sold1,892,870

1,848,997

Others (Category 2, 3, 4, 5, 6, 7, 13)
Total

64,967112,204

2,560,860

2,502,680

Sum total for Scope 1-3* Figures for FY 2020 (Standard) include those for Seibu Construction Co., Ltd.
* Emission unit: Scope1,2 (t-CO2), Scope3 (t-CO2e)

Scope 1+2

Scope 3

(Unit: t-CO 2)(Unit: t-CO 2e)2,471,129
2,413,496
Below 1,853,347(Target)89,731 89,184
Below 52,044(Target)2020(Standard)

2021

2030

2020

(Standard)

2021

We aim to realize a decarbonized society by constructing, operating, and maintaining more efficient social infrastructures
and advanced energy-related systems as part of our businessactivities, and by promoting the supply of renewable energy.
We contribute directly to creating energy infrastructureneeded for a decarbonized society through environmental andsocial innovation in the corporate/environmental and social
infrastructure domain. Specifically, this is performed throughthe design, construction, operation and maintenance of power generation systems that rely on solar power and other renewable energy sources, installation and maintenance of LED
lighting and EV charging systems, and supply of energy management and storage battery systems.
We also take an active part in initiatives toward realizing
high-efficiency smart energy systems and smart cities, in addition to developing broadband wireless sensor network systems.

Promotion of renewable energy initiatives(FY)■Actual results
The results of greenhouse gas emissions in FY 2020 and FY
2021 are as follows.

Category

Environmental Protection through Business Activities

2030

(FY)

Our focus in the supply of renewable energy is to build facilities
and systems as part of the social infrastructure to promote its
widespread and stable use.
In June 2022, we participated in a demonstration test
aimed at the practical application of “off-grid power pole,”
an independent, next-generation, maintenance-free powersource that operates on solar sheets and batteries. Leveraging the construction and digital technologies cultivated by the
MIRAIT ONE Group in infrastructure construction, we support
the verification of data utilization. We can illuminate streets inareas without electricity by installing LED lights that are powered by the above source. Also, cameras/sensors can be installed and connected to a digital signage, which can collectand send weather data and give off disaster prevention alerts
in the event of a disaster.
In July 2022, we participated in the social implementation of"Use of Hydrogen for the Development of Future Cities" project by Fukushima Prefecture and Toyota Motor Corporation.
To achieve carbon neutrality of offices and stores, we plan toinstall a stationary FC (fuel cell) generator in the Kashima sales
office of the group company TTK Co., Ltd. before the end of
FY 2022. In addition to contributing to lower carbon throughthe installation of the stationary FC generator, the generator
will be operated and managed with a view to its utilization as a
power source in the event of a disaster.
In addition, our Medium-term Management Plan that begins in FY 2022 and MIRAIT ONE Group Vision 2030 focus on
expanding our green power business. As part of the "Full-Value Model" in our growth strategy Change 2: "Acceleration ofBusiness Growth," we will be supplying renewable energy by

operating our own power generation business. This project isdesigned to create synergy in the business field in collaboration with Seibu Construction Co., Ltd., which became a groupcompany in March 2022.

Initiatives for saving and creating energy■Saving and Creating Energy at Construction Centers
At local construction centers, we have installed LED lighting,demand monitoring systems for power consumption, androoftop solar power generators to promote energy conservation.

Total annual power generation by solar power generators at
MIRAIT ONE Corporation offices(10 thousand kWh)FY 2017

FY 2018

FY 2019

FY 2020

FY 2021

12.4

13.8

13.2

13.7

28.5*

* The scope of aggregation was changed in FY 2021.

■Promoting Power Saving
To reduce electricity consumption, which accounts for a large
portion of energy consumption in offices, the entire Group is
working together to promote multifaceted power-saving measures. They include: reducing the number of printers and copy
machines, and using them more efficiently; setting PCs to a
power-saving mode; optimum indoor temperature control;switching off unnecessary lighting; and raising awareness on
using elevators less frequently.
■ Vehicles with better fuel efficiency/reduction ofgreenhouse gas emissions
In addition to accelerating the conversion to low-emission, fuel-efficient vehicles such as EVs and hybrids, we also promote"eco-driving," which has a lower environmental impact andhelps lower the number of traffic accidents. In addition, we willcontinue our activities to reduce greenhouse gas emissions
through better fuel efficiency and company-wide educational
campaigns on the use of fuel additives that cut greenhousegas emissions.

Sustainability Managementmonitor its progress.
We also revised the remuneration system for board members
to raise the awareness of management on ESG initiatives. In
FY 2022, a non-financial target of “greenhouse gas emissions”
was introduced as a new indicator in addition to the conventional indicators for performance-linked compensation: “consolidated operating profit” and “consolidated ROE.”■Risk Management
We have established a basic policy and promotion system forrisk management as a corporate group in the form of “RiskManagement Regulations,” as we take appropriate steps todeal with various risks based on our risk management plan.
In FY 2021, the Risk Management Executive Committee
met twice to discuss and respond to the status of risk management and individual issues within the corporate group.
The ESG Management Promotion Committee also takes
the initiative on climate-related risks and opportunities, monitoring changes in the external and internal environment associated with climate change and identifying climate risks andopportunities that affect our business. The identified risks andopportunities are evaluated and analyzed to determine theirimpact on the Group with a focus on risks and opportunities
that have a high degree of impact. Following deliberations by
the Board of Directors and the Executive Committee, these areincorporated as company-wide risks and opportunities.
■Strategy
The MIRAIT ONE Group has analyzed the potential climate-related risks and opportunities in the future by referring to thescenarios based on the average temperature rise of less than
2°C (e.g. 1.5°C) and 4°C*3. Consequently, it was assessedthat the transition to a decarbonized society (policy/legislation/market/reputation) would be subjected to the impacts thatmanifest as a result of anticipated future events and physical(acute/chronic) impacts from climate change.
We reviewed our medium-term management strategy withrespect to these risks and reaffirmed the "realization of a decarbonized society through business activities" as a material
issue. In terms of our business engagement, we have also
identified the growing demand for smart infrastructure/energy
solutions as a prospective opportunity.

Company car with an Eco-Drive Sticker

Integrated report 2022

28

Building and Maintaining an Environmentally-Friendly Society

Contribution to environmentally-friendly
and resilient urban and regional development
Highlights: Launching of water pipe bridge inspection service using drones
Contributing to Circular Society■Recycling Construction By-products
We continuously work to minimize construction by-products
generated at each construction site and to find ways to recycle by-products that are generated. As part of that effort,
we launched an initiative in 2008 in the telecommunications
construction industry to transition from conventional, disposable wooden drums for winding steel stranded wire toreusable ECO drums. Today, ECO drums are used for mostdrum sizes.

In the development of construction methods, products andservices, we comply with relevant laws and regulations andtake into account the environmental impact throughout the life
cycle.
■ Environmental Standards for Evaluating and Selecting
Business Partners
As part of our integrated management system, we evaluate
and select our business partners to ensure that they are capable of supplying products and services according to ourrequirements and to verify their compliance with our productrequirements. Specifically, suppliers whose transaction value
exceeds the predetermined amount are evaluated based on
the Supplier Evaluation Criteria Table, which is shared acrossthe Company.
The evaluation items include items related to quality, deadline, and management, as well as items dedicated to the environmental area (E) of ESG, such as ISO 14001 certification andefforts to reduce environmental impact.

Control items

ECO drums■Promoting Recycling of Used Construction Products
We collect used uniforms and helmets to promote recycling
through material processing (to be reused as new raw materials).
■Reducing Paper Use
MIRAIT ONE Corporation promotes specific measures and initiatives to reduce paper use by using less paper at meetings,
eliminating the need to stamp paper documents and reforming
business processes.
■Establishing policy on disposal of industrial waste
In order to translate these series of resource recycling andwaste reduction steps into sustainable growth and enhanced
corporate value, the Group has established targets on the
Industrial waste final disposal ratio for FY 2030 in its Medium-term Management Plan that begins in FY 2022. In July
2022, the “MIRAIT ONE Group Policy on disposal of industrial
waste” was established to develop this initiative into effective
policies.

KPI of the Fifth Medium-term Management Plan
Industrial waste final disposal ratio (FY 2030)

Below

1.5%

Comprehensive Environmental Protection Measures■Green Development Guidelines

In FY 2017, the Group established the “Green Product Development Guidelines,” which outline the items to be consideredin the development stages to protect the global environment.

29 MIRAIT ONE Corporation

Evaluation items

Deadline

Adherence to deadline and delivery

Environmental
protection

Reduction of environmental load

Quality

Existence of defects

Improvement activities

Initiatives for improvement activities

Data asset
management

Establishment of data asset
management system

Management

Management stability

Environmental management
Each of our Group companies complies with and practices
environmental management system (ISO 14001) (ratio of certified locations: 100%). Each business location evaluates theenvironmental impact of its operations, formulates measures
to address significant environmental impacts, and implements
a PDCA cycle for continuous improvement. Over the eight
years from 2014 to 2021, our Group companies in Japan havereported zero cases of the violation of environmental laws andregulations, accidents/pollution that leads to environmental
problems, or complaints about environmental problems.
■Sharing Results
The actual values of our main performance indicators forenvironmental protection activities (CO2 emission, electricity consumption, consumption of fuels such as gasoline andkerosene, emission of paper waste, household waste and industrial waste, and green purchasing payments) are utilized
for monitoring and analysis. In summer and winter, when electricity consumption increases, each workplace implements its
own targets to reduce power consumption.

The MIRAIT ONE Group contributes to sustainable urban and regional development through the construction of eco-friendly andresilient social infrastructure by leveraging the Group’s technologies
in a wide range of areas including IoT, 5G, ICT, and energy systems.
We recognize the important role the Group plays in recovery
response, especially in the event of a disaster or accident, as asafeguard for the communications and network environment. We
have conducted recovery activities for communication infrastructure in various regions that sustained damage from torrential rains
in August 2021, Typhoon No. 10 in September 2020, and Typhoons No. 15 and No. 19 in September and October 2019.

Creating Information and Communication
Infrastructures That Can Withstand Natural Disasters
The proper functioning of information and communication networks is an integral element in people’s lives and industrial andeconomic activities. The MIRAIT ONE Group has emphasized
its consistent commitment to the construction and operationof information and communication infrastructures that canwithstand natural disasters, including wind and flood damage,and earthquakes.
An example is our focus on the initiative to lay power lines
underground to eliminate utility poles that can be damaged
or knocked down by earthquakes and typhoons. A landmark
project of MIRAIT ONE Corporation involves the constructionof underground power lines to eliminate utility poles in Ponto-cho, a signature scenic area in Kyoto. In considerationof the narrow roads in the area, a new construction method(small box method) was adopted for the first time in Japan.
Officials from many municipalities, including the Tokyo MetroBefore construction

After construction

politan Government, have visited the site to witness the new
construction method that requires less cost and a shorter construction period than conventional methods.
Given the low proportion of underground power lines in Japan, the potential for business chances in this domain remains
high (see the graph below). We will continue to capture growth

opportunities by creating information and communication infrastructures that can withstand natural disasters.

Disaster Response Using Drone Technology
Leveraging its experience in infrastructure maintenance and disaster response using drones, the MIRAIT ONE Group launched,in October 2021, services for water pipeline bridge inspection
offered by MiratecDrone. The services are designed to deal with
the increasing number of water leakage and damage accidents
resulting from the aging of water facilities. The services materialized following a demonstration test conducted in collaboration
with the Sakai City Waterworks and Sewerage Bureau in February 2020. The parties have promoted the practical application of this technology after the test revealed that drones canaccurately identify cracks on the pipe exterior surface, peeling
paint, rust conditions, cracks inconcrete on bridges and otheranomalies.
In December 2021, the company signed the “Agreement on
Emergency Disaster Response
Activities Using Unmanned Aircraft (photography, etc.)” with
the Ministry of Land, Infrastruc- Inspecting a water pipe bridge using drones
ture, Transport and Tourism.
Based on an agreement signed between the MLIT’s Omiya National Highway Office and seven companies including our company, drones will be mobilized immediately when an earthquake
beyond intensity 6 lower strikes in the 23 Tokyo wards. Drones
are used to assess damage on the assigned routes to aid roadrestoration and early recovery of damaged facilities. Their aim isto enable a swift response using drones in the event of an earthquake that hits the Tokyo metropolitan area directly.
Also, in March 2022, our company and MiratecDrone conducted a drone survey exercise with Tokyo's Koto Ward toassess damage to civil engineering facilities in the ward in theevent of a disaster. The exercise is based on the “Agreement
on Cooperation for Assistance Using Unmanned Aircraft inTimes of Disaster” signed with Koto Ward in July 2020. In theevent of a large-scale disaster, our company, along with MiratecDrone, will immediately mobilize drones at the request of
the ward to inspect roads, bridges and other civil engineering
facilities in the ward to quickly assess the extent of damage.

Sustainability Management

Items subject to supplier score evaluation

Minimizing the Impact of Disasters and Accidents

Proportion of underground power lines in the world
London, Paris and Hong Kong (2004)

100%

Singapore (2001)

100%
49%

Seoul (2017)23 wards in Tokyo (2017)8%

Source: Compiled by MIRAIT ONE Corporation based on data provided by the Ministry of Land, Infrastructure,
Transport and Tourism.

Exercise in action

Integrated report 2022

30

Building and Maintaining a Safe, Secure, and Prosperous Society

Safety and Quality Improvement
Highlights: Establishment of Safety/Compliance Charter

Safety and Quality Management

Non-financial targets of the Fifth Medium-term Management Plan
Number of accidents resulting in injury or death/number of serious facility accidents

Zero

31 MIRAIT ONE Corporation

work system)” so that they can work safely and reliably in highplaces.

Meeting Customer Expectations for Safety andReliability with Quality Improvement

VR-based danger simulation training

steps to protect our employees and prevent the virus fromspreading in the workplace. We also conducted training on
the use of our safety confirmation system, which ensured theeffectiveness of the system for flexible working styles that include telecommuting and remote work.
■ Sharing Safety AwarenessWe encourage our engineers to obtain the “Authorization ofworkers for high elevation work safety (Access system)” or“Authorization of workers for high elevation work safety (NetNumber of new candidates for authorization of workers for highelevation work safety(No. of people)
FY 2019

FY 2020

FY 2021

Access system

113

81

104

Network system

22

30

32

The Group positions quality, along with safety, as one of themost important management challenges and a source of competitiveness. In the previous medium-term management plan
through FY 2021, the focus was placed on “safety and quality
improvement” as a key initiative to establish a brand that responds to customers’ needs for peace of mind and reliability.
Also, the aforementioned “MIRAIT ONE Group: Charter on
Safety and Compliance,” established in July 2022, reaffirms“quality assurance” as a material issue and emphasizes thecommitment to “constantly incorporate new technologies andprovide high-quality, superior deliverables to meet customer
expectations.”

Improving Technical and On-site Capabilities
The MIRAIT ONE Group implements training and technical certifications to steadily improve its technical strengths that support
service quality.

■ Strengthening Construction Management Capabilities
To strengthen the management capabilities of worksite supervisors*, responsible for promoting business at the worksite,“Worksite Supervisor Training” is carried out for newly appointed worksite supervisors and deputy worksite supervisors.
In recent years, worksite supervisors in charge of construction work are required to have a wide range of skills todeal with an increase in the number of construction projects
and the diversification and growing complexity of construction projects. This training focuses on the basics of construction management, such as budgeting and cost control, andimproving problem-solving skills through discussions androle-playing based on the “Worksite Supervisor Handbook,” aculmination of the Group’s experience and know-how, to gain
a comprehensive understanding.

Sustainability Management

The value creation of the MIRAIT ONE Group, which builds theinfrastructure of society as its business domain, is founded on
the basic premise of guaranteeing and improving safety andquality. In addition to implementing business processes thatprioritize safety, the Group offers services that meet the expectations and trust of its customers.
First, with regard to safety initiatives, we operate occupational health and safety management systems in compliancewith ISO 45001. As of March 31, 2022, all business locationsof MIRAIT ONE are certified. We comply with laws and regulations as well as occupational safety and health requirements,
reduce and eliminate occupational safety risks through risk
assessment and activities to anticipate danger, and promote
safety and security through educational exchanges in accordance with the Policy on Occupational Safety and Health,which explicitly names safety as the highest priority in operations. We continuously improve our performance by identifying all actions that can lead to accidents resulting in injury or
death, serious traffic accidents, serious facility accidents andother seriously unsafe incidents as supervision check-points.
Also, with regard to quality initiatives, we have developed
and operate a quality management system, certified under the
ISO 9001, which is an important component of the integrated management system. Our Quality Policy, the foundation of
our quality management system, comprises three pillars: “swift
response to legal regulations and customer demands,” “raising customer satisfaction by enhancing the quality of products
and services as well as construction (while realizing efficient
production and services),” and “maintaining and improving
QCD through quality risk reduction.” Specific processes, procedures, and decision criteria are defined in internal rules andregulations. In addition, we have clearly defined quality standards to be followed not only within our own company, butalso in purchasing from our business partners. In the PDCA
cycle for quality assurance and improvement, mobile terminals
are used in checking and verifying the quality of the respective tasks. Also, the achievement status of targets set by eachgroup company based on the nature of their business (number of facility accidents, number of problems reported after
inspection, customer satisfaction evaluation score, etc.) is reviewed for reflection in the subsequent fiscal year and beyond.
With the aim of ensuring that these safety and quality initiatives result in sustainable growth and enhanced corporate
value, the Group has set the non-financial targets of zeroaccidents resulting in injury or death and zero serious facility
accidents in its Medium-term Management Plan that begins in
FY 2022.
■Establishment of Charter on Safety and Compliance
In July 2022, the MIRAIT ONE Group established the “MIRAITONE Group: Charter on Safety and Compliance,” which reaffirms its priority on commitment to safety as the cornerstoneof corporate management. With all employees working in theGroup dedicated to ensuring safety and compliance based on
this Charter, our goal is to create a corporate group that earns
the trust of all stakeholders and contribute to realizing a sustainable society.
■ Striving Toward the Eradication of Accidents andImprovement of Safety Quality
Getting the basics right in our daily actions is essential toachieve the goal of eradicating accidents and improving safety awareness of our operations. For on-site workers to better
understand safety, we have prepared materials such as operational safety handbooks, conduct safety trainings, as well
as videos of accident scenes and visual presentations of relevant laws and regulations. With the aim of revitalizing safety
communication with workers, senior managers including thePresident and CEO visit workplaces actively to raise the safety
awareness of each worker.
■ Safety Convention Held Annually
We hold a Safety Convention annually to reconfirm safety
awareness along with sharing knowledge on safety measures.
In FY 2021, the first group-wide web conference was held in
October in a decentralized format (attended by some 2,000
group employees) by engaging Group companies and subcontractors. The conference included presentations on safetymeasures by each Group company and lectures by outside
instructors on ways to raise safety awareness even further.
■ Danger Simulation Training
We hold “danger simulation training” for our employees andemployees of partner companies with VR equipment thatcan be used to experience simulated accidents. Our aim isto eradicate falling and slipping accidents which account for
approximately 40% of all fatal accidents in the constructionindustry. The purpose of this program is to drive home the importance of basic movements and fall prevention equipment,
and to enhance the safety awareness of participants throughfirsthand experience of a fall accident.
■ Ensuring Safety During Emergencies
Businesses are called on to prepare for large-scale natural disasters including major earthquakes, and extend assistanceto restore critical social infrastructure such as information andtelecommunication services. We hold periodic disaster response drills twice a year to learn the principles of actions to
be taken in the event of a disaster, safety confirmation methods, methods of gathering disaster-related information. During
the COVID-19 pandemic that began in 2020, we have taken* One of the supervisory positions appointed by the Group to oversee individual works.

Training to experience high elevation work

■ Training Specialized Technicians
The Engineer Training Subcommittee, aimed at developing
specialized technicians, offers various training programs for
employees of the Group and partner companies. Mobile skill
training courses, which divide participants into four classes according to levels, promote the acquisition of basic knowledge,
skills, and safe execution capabilities according to the skills
and task of each individual. Since 2010, when the training began, a total of 1,620 people have participated in and improved
their skills with these courses, which can be attended by trainees across the boundaries of business departments.

Integrated report 2022

32

Building and Maintaining a Safe, Secure, and Prosperous Society■ Received Bronze Medal and Medallion for Excellencein Information Network Cabling at the WorldSkills
Competition
Our employees won a Bronze Medal and Medallion for Excellence in Information Network Cabling at the “59th National
WorldSkills Competition (organizer: Japan Vocational Ability
Development Association)” held in December 2021.
This is a technical skills competition for young technicians
to compete for the highest skill level in Japan. In 2021, approximately 1,100 participants selected from 47 prefecturesin Japan took part in 42 skills. Our employees competed inthe "Information Network Cabling," consisting of a competition to search information network failure, speed competition
for metal and optical connections, and competition for Wi-Fi

setting and wiring installation in home and building settings,
which must be completed in about eight hours over two days.
We will continue to improve our technical capabilities throughparticipation in competitions and other means to offer safe,
reliable and high-quality services.

and new collaborations across the supply chain. In November 2021, SOLCOM, a group company operating mainly in the
Chugoku region, endorsed the declaration that is advocatedby the Ministry of Economy, Trade and industry, Small and Medium Enterprise Agency, and other organizations.

Our medal-winning employees

New Value Creation through Open Innovation

Highlights: Launching of MIRAIT ONE Partners/Operation of Integrated Management System

Acceleration of business structure reform
through value co-creation■ MIRAIT ONE Partners
In July 2022, the MIRAIT ONE Group launched MIRAIT ONE
Partners with some 400 core partners among approximately
2,200 partner companies. In addition to tackling the challengesof “MIRAI (future) domains” business in growth areas, we support the growth and transformation of our partners by leveraging “Mirai College,” a human resources development institutionthat opened in July 2022. Also, we will work with our partners
to promote safety management, work style reform at work sites
and on-site value chain reform through DX for the co-creation ofsocial value and enhancement of corporate value.
■ Fair Transactions and Partnership
The “MIRAIT ONE Group: Charter on Safety and Compliance,”established in July 2022, emphasizes, in “6. Fair Transactions
and Partnership,” our commitment to comply with various
laws and regulations on business transactions, conduct transactions in a fair and transparent manner, and maintain cooperative relationships with partner companies so that we canwork together toward solving social issues.
*For details, visit our website (https://www.mirait-one.com/info/000109.html).

■ Reinforcement of Business Partnership in Different

MIRAIT ONE Partners Portal Site

33 MIRAIT ONE Corporation

Regions
One of the Group’s strengths is its longstanding business
partnerships in each region, where it has developed community-based businesses for over 70 years since its establishment. We decided to continue our commitment to build
a relationship of trust with our regional business partners asa foundation for sustainable growth and corporate value enhancement. In July 2020, our group company Shikokutsuken
Co., Ltd. endorsed the “Declaration of Partnership Building,” aframework designed to build mutually-beneficial relationships

with hapi-robo st
In January 2022, MIRAIT Corporation agreed to invest in hapi-robo st, the Japanese agent for the “temi” AI communication
robot, and conclude a business partnership agreement withhapi-robo. In the past, MIRAIT has collaborated with hapi-robo through its Group company MIRAIT-X Corporation. “temi” isan autonomous running multi-purpose smart robot equippedwith AI-based interactive communication. Its telepresence andremote robot control enable users to feel as if they have beentransported instantaneously. Also, the robot can use non-coding basic sequence programming to provide information andexplanations to customers, provide guidance, patrol facilities
and perform mobile surveillance. The demand for the robot is
expected to expand further as witnessedby its growing popularity in essential
businesses including nursing care andhealth care, as well as retail stores andgeneral enterprises, which have installed
and verified the system. Based on ourstrong partnership with the company, we
will present DX promotion using “temi”
and respond to needs for a new smart
social infrastructure to accelerate the development of the MIRAI (future) domains
and the Full-Value Model.

Sustainability Management

Co-creation of social value through collaboration
with partners

The MIRAIT ONE Group has focused on the implementationof advanced technologies in the telecommunications, ICT,and other fields in social infrastructure as a growth driver. The
Group will continue its dedication to open innovation together
with startup companies and others in and outside of Japan
to contribute to value creation in leading-edge fields and theresolution of social issues.
■ Investment in Venture Capital Funds
The Group has actively launched initiatives for new value creation, for instance, through the generation of synergy withpromising start-up companies. Their objective is to provide
services in a timely manner by responding to changes in themarket and customer needs necessitated by the evolution of
new ICT technologies.
In June 2021, we signed an agreement on the "B DashFund 4 Investment Business Limited Partnership" by B Dash
Ventures. The venture capital fund is characterized by a strong
ecosystem for assisting venture businesses and active investment and support activities for promising start-ups in Japanand abroad. The objective of this investment is to strengthen
relationships between MIRAIT ONE Group, B Dash Venturesand promising startups in which B Dash Ventures invest. It isalso designed to accelerate the Group’s diverse engineering
capabilities as well as the creation and expansion of new business and solutions that resolve social issues as the “pace ofsmart society” picks up with the expansion of 5G and DX.
In June 2022, the Group signed an investment agreementwith Translink Capital, a U.S.-based investment firm in Silicon
Valley, to invest in “TRANSLINK CAPITAL PARTNERS V, L.P.”
Translink is a venture capital company investing in IT-related
startups. The Group’s first investment in an overseas fund is
expected to strengthen relationships with promising overseas
start-up and contribute to the progress of the MIRAI (future)
domains and Full-Value Model.

■ Investment in and Business Partnership Agreement“temi” to respond to new needs for a smart social infrastructure

Ensuring Supply Chain Sustainability with
Commitment to ESG
As mentioned above, the MIRAIT ONE Group is dedicated tothe co-creation and presentation of values with some 2,200
partner companies that form the supply chain. The Group’scommitment to sustainable growth and enhanced corporate
value is built on its emphasis on initiatives for supply chain
sustainability, such as taking ESG stances into consideration
when evaluating and selecting business partners.
■ Operation of Integrated Management System
Since 2012, we have operated the “Integrated Management
System (IMS),” which integrates four areas of management
systems: quality management system (ISO9001), occupational health and safety management system (ISO45001), environmental management system (ISO14001), and information
security management system (ISMS) (ISO/IEC27001). The"Management System Policy," which forms the basis of theMS, calls for ESG awareness among internal and external
stakeholders engaged in the Group's business. The Policy inoperation requires all companies and divisions to collaborate
and execute PDCA management.

Integrated report 2022

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Building and Maintaining a Culture Where People Respect Diverse Human Resourcesand Learn from Each Other

Promotion of human resource development,
workstyle reform, and health-oriented management
Highlights: Opening of “Mirai College”/Establishment of “Health-Oriented Management Declaration”% of personnel with multiple qualifications (FY 2026)

50% or more

35 MIRAIT ONE Corporation

FY 2020

677

FY 2021

714

761

368

366

386

359
16
2,095
399

349
16
2,108
418

354
15
2,108
438

96

130

186

1,129

1,202

1,328

41
52
1,234
80

37
51
1,324
95

34
49
1,410
103

Changes in the number of qualifications
for Electrical Workers (Type 1/Type 2)

Changes in the number of qualifications
for Technical Radio Operators for
On-The-Ground Services (Class 1) and
On-The-Ground Special Radio Operator (Class 1)

2,500

2,500

2,000

Mirai College (❶e-learning lecture, ❷classroom lecture)

FY 2019

Installation Technician (Types AI/DD)
First-Class Electrical Construction
Managing Engineer
First-Class Construction Managing Engineer
First-Class Certified Architect
Qualified Managing Engineer
First-Type Electrical Worker
First-Class Technical Radio Operator for
On-The-Ground Services
On-The-Ground I-Category Special Radio
Operator
First-Class CATV Engineer
Cisco Certified Internetwork Expert (CCIE)
Information Technology Engineer
JUIDA Operation Skill

1,742

1,878

2,094

2,000

1,500

1,500

1,000

1,000

500

500

0

0

2019

2020

2021

(FY)

1,225

1,332

1,514

2020

2021

Guidance
Section supervisor/senior

New employee(Mentee)

MentoringsupportSenior employee (mentor)“MIRAIT Mirai Juku” to Nurture Management
Minds of the Next Generation

Training to experience high elevation work

Perspective of Human Capital Enhancement Scheme

Expansion of Operations

Organizational Revitalization/Increase in Productivity
Growth Through Personnel Administration
Experiencing Different Corporate Cultures
and Diverse Work Duties

Enhancement of Training Environment
Promotion of
Cross-industrial Interaction

Business Headquarters

Promotion of Interactive
Personnel Administration
Within and Outside
the Group Companies

Branch Offices

Securing Diverse Human Resources
2019

Technical
training

In July 2020, we established the “MIRAIT Mirai Juku” to systematically train the next generation of management executives.
By examining specific solutions to the company’s management
issues, workshop and discussion-based training programs will
broaden participants' perspectives on corporate management
and enhance their ability to respond appropriately as managers.
The discussions and examinations within and among training
teams also help cultivate a mentality of assuming responsibility
for the future management of MIRAIT ONE.

Changes in the number of employees with qualifications in thepast three years (five former operating companies*)(Number)
Main qualifications

2

We have a mentoring program in place for new employees.
Under this program, a senior employee is appointed as thementor for each new employee, aside from his or her supervisor at the assigned section, to provide guidance and counseling. The program is designed to encourage new employees(mentees) to grow spontaneously and autonomously throughawareness and advice based on dialogue. The feedback onregular reporting and monthly interviews in this program support the growth of new employees as well as that of senior
employees who serve as mentors.

Hiring of
new graduates

Hiring of Mid-career
Employees

Multi-skilling

Stratified Training System

Non-financial targets of the Fifth Medium-term Management Plan

The personnel training system of the MIRAIT ONE Group,
including those described above, comprises the “sectorialmodel system,” designed to enhance specialized professional capabilities for business operations, and “stratified training
system,” aimed at promoting mastery of universal know-how
required at each professional level. Together, the system supports the growth of each employee and systematically reinforces human capital that backs up future business growth.
From introductory training for workers who have just joined
the company to training for senior managers, our program isdesigned to enable each employee to acquire the skills andknowledge required to fulfill the roles expected at the respective level, as well as skills and knowledge they need to learn ineach career stage. In particular, we offer extensive educationand training programs for new employees, which are designed
to enable them to succeed in their careers regardless of whether they have a scientific or liberal arts background. Our interview program encourages employees to make concrete plans
for their own goals and career development through discussions with their supervisors and to inspire them to take on thechallenge of obtaining various certifications. In addition, ourreward system based on the degree of difficulty is designed tomeet the growth aspirations of individual employees.

Self-development

To promote active recruitment of external human resources, we will expand mid-career hiring to strengthen growth areas
such as the MIRAI (future) domains and the Full-Value Model.
Other initiatives include the acquisition of human resources
through M&A and other means, and a shift to a diverse group ofhuman resources including non-Japanese engineers.
To raise the effectiveness of these investments in humancapital, we have established a non-financial target in our Medium-term Management Plan to raise the percentage of personnel with multiple qualifications to 50% or higher by FY 2026.

Mentoring Program

Sectorial Model System

1* At the time of opening in July 2022

Personnel Training System

Sustainability Management

The MIRAIT ONE Group, with a focus on Change 1: “People-centric management” in its Medium-term Management
Plan, has expanded investment in human capital, the sourceof value creation.
In particular, structural business reform is essential tostrengthen and expand the MIRAI (future) domains (urban
and regional development, corporate DX and GX business,green power business, software business and global business) and the Full-Value Model, which are positioned as future growth areas in Change 2: “Acceleration of businessgrowth.” We will build on the "strategic strengthening of internal human resources" and "active recruitment of external
human resources" to create a human resource group capable of carrying out such reforms.
In July 2022, we opened ”Mirai College,” an in-house university to strengthen diverse skills including “data insight utilization skills” and “DX skills.” Also, we encourage individual
workers to “gain multiple skills,” involving “mobile,” “cloud,”“renewable energy,” “plan suggestion” and “project management” for the strategic strengthening of internal humanresources. The Mirai College, consisting of real campuses(Chiba/Saitama/Hyogo) and digital campuses, offers some
110 courses* in the three fields of "Technical Faculty (technicalskills)," "Management Faculty (management skills)," and "Social Faculty (social skills)." The College started out with 10,000
students* including those from our group and cooperating
partner companies. The College offers learning management
and support through its Learning Management System (LMS)
to ensure that each individual acquires the skills. The program
also expands community functions through information exchange using business chat functions and video postings topromote interaction beyond the company boundary.

Evaluation/Appointment

Emphasis on Human Resource Training toTransform the Future

Company Support
Women

Older Adults(FY)* MIRAIT Corporation, MIRAIT Technologies Corporation, TTK Co., Ltd., SOLCOM Co., Ltd.
and Shikokutsuken Co., Ltd.
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Building and Maintaining a Culture Where People Respect Diverse Human Resources and Learn from Each Other

Training Programs at Overseas Operations
The MIRAIT ONE Group conducts various training programsfor employees hired at their overseas locations. For instance,
the Lantrovision Group assigns a full-time staff in charge of human resource development and training. The Group provides
a wide range of programs from basic training on on-site cable
design, construction, testing, etc. to practical training involving
bidding, quoting, and contracts to raise employees’ skills andmotivation. In addition, the Group has taken the initiative in obtaining cable vendor certifications to strengthen quality control,enhance improve customer satisfaction and bolster businesscompetitiveness.

Group established the “MIRAIT ONE Group: Health-Oriented
Management Declaration” to further enhance the effectivenessof these efforts. We will pursue health-oriented management
under the leadership of President and CEO based on the
structure shown in the diagram below.

Support of Health Management
The Group performs regular health check-ups for all employees, as well as comprehensive medical examinations for those
who have reached a certain age and specified health guidance
to support employees’ health management. Our health support programs also include recreation facilities in several locations in Japan that employees can use to refresh themselves
as well as walking and other events organized constantly by
the Health Insurance Association.

Supporting the Return of Employees on Sick
Leave due to Mental Health Issues
We provide full support to employees on sick leave or injury
leave due to mental health issues, including support by our
mental health promotion staff, from the start of the leave to follow-up after the employee returns to work. The employee on
leave can take advantage of a "rework program" that utilizes
rework facilities. When the employee expresses his/her intention to return to work, a reinstatement decision will be madeby the Return to Work Review Committee based on the diagnosis made by the attending physician in cooperation with theindustrial physician and the company. Shorter hours, limited
overtime, and other employment considerations are accorded
to employees returning to work.

Development of a Comfortable Working Environment

Training of locally-hired employees at Lantrovision (S) Ltd. (Singapore)

Promotion of health-oriented management by top
management
The MIRAIT ONE Group emphasizes the promotion ofhealth-oriented management as one of the material issues, as
shown by the positioning of health-oriented management as afundamental element in Change 1: “People-centric management” in its Medium-term Management Plan. In July 2022, theThe “stress check system,” mandated by the Ministry of Health,
Labor and Welfare, aims at primary prevention of mental healthissues by helping employees become aware of their own stressand improving their work environment. Even before the introduction of the mandatory mental health check system, the
MIRAIT ONE Group has introduced a mental health follow-up
system (consultation service, etc.). Based on group analysis following the stress check, mental health training is conducted foreach department to improve the worksite environment, thereby
preventing mental health issues before they occur.

The MIRAIT ONE Group has in place a compensation systemthat outperforms labor-related laws and regulations, beyond
compliance with the Labor Standards Law and other labor-related laws and regulations, to enhance employees’ job satisfaction even further. In addition, in respect of the idea of equalpay for equal work, we ensure that non-regular employees
are treated fairly and equitably with regular employees. For instance, non-regular employees are compensated at the same
extra rate as regular employees for special work and overtime
allowances, etc., and granted special leave and offered opportunities for promotion to regular employees.
System that outperforms labor-related laws and regulations• Regular working hours (per week, per day)

System for Promoting
Health-Oriented Management• Break time and days off

President and CEO
Promotion of health-oriented management by top management

Group Presidentsʼ Council/Executive Committee
Industrial physician/public health nurse

・Consultation service
・Advice to business owners
・Providing health support andinformation to employees

Determination of policy/strategy on health-oriented management

Work-Life Style Reform Committee
Promoting Health-Oriented Management

General Affairs and Human Resources Division

MIRAIT ONE Health
Insurance Union

・Encourage employees toundergo health check-ups
・Encourage employees toreceive specified healthguidance
・Prevent lifestyle-relateddiseases from progressing

Health and Productivity Management Office

Health Committee

・Planning and promotion of health-oriented management policies
・Disseminating information to employees
・General operations related to health-oriented management

Companies
Safety and
Health Committee

In charge of promoting health-oriented management
Deployment of items promoted by Work-Life Style Reform Committee

Employees

37 MIRAIT ONE Corporation

MIRAIT ONE Corporation[Group Companies]
TTK
SOLCOM
Shikokutsuken
Seibu Construction
MIRAIT ONE SYSTEMS• Number of days of annual paid leave grantedby the year of employment• Extra pay for overtime, holidays, and late nights, etc.

Promotion of workstyle reform
The MIRAIT ONE Group established the “Workstyle Reform Declaration” to secure sustainable growth while responding to recentchanges in the labor market and business environment. The Declaration is designed to promote consistent and integrated workstyle reform, consisting of three pillars: (1) realization of diverse
and alternative workstyles; (2) optimization of overtime work andencouraging employees to take their annual leave; and (3) empowerment of diverse employees through flexible workstyles.
■ Realization of Diverse and Alternative Workstyles
Following the COVID-19 pandemic that began in 2020, we
have switched from in-person meetings to the remote format

MIR AIT ONE GROUP
A High-Productivity
Company

A Venturous Company

An Attractive Company

Transform Organizational and Cost Structure
Enhance Productivity and Strengthen Cost Competitiveness

Upgrade Work-Life Balance

Promote Diversity

Enhance Employee Skills
and Promote HealthOrganization Where Diverse
Human Resources Actively Participate

for major meetings and events including those involving theBoard of Directors and Executive Committee. The use of various ICT tools and the promotion of workstyles unrestricted bylocation have helped us realize diverse workstyles. We are also
working to develop an environment for higher productivity bystreaming business efficiency with the use of Robotic Process
Automation (RPA) and other means.
■ Optimization of Overtime Work and Encouraging 		Employees to Take their Annual Leave
Our goal is to create a worksite environment where employees
find it easy to balance work and family life and promote theirwell-being. To this end, we have introduced no-overtime days,
encourage employees to leave work on time, and support employees taking their annual paid leave before or after the Golden
Week holidays, New Year holidays, summer vacation, etc.
We are committed to reduce total working hours by raising
operational efficiency through KAIZEN (improvement) activities
and promotion of ICT utilization at each workplace, and using a
PC log system to monitor/record the appropriate working hours.
■ Empowerment of Diverse Employees throughFlexible Workstyles
We have created an environment in which all of our diverse human resources can efficiently succeed while achieving work-lifebalance. This is accomplished through the promotion of flextime,

Sustainability Management

Mental Health

Concept of Workstyle Reforms

Three Initiatives to Promote Workstyle Reforms
A Reforming Corporate●
Culture and Awareness

B Reforming Operations●
and Systems

Reforming corporate culture andawareness to “secure workforce” and“enhance productivity” by involving
executives, managers and regular
employees

Support

Reforming business operations andways to utilize IT systems inbusiness to “secure workforce” and“enhance productivity”

Three
Initiatives

SupportC Reforming Policies and Rules●

Reforming employment regulations, personnel policies and human resource development systems
as a driving force to realize (A) and (B) above.

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Building and Maintaining a Culture Where People Respect Diverse Human Resources and Learn from Each Other

flexible workstyles,” “system for new business creation,” and“ability for market development.” Companies are rated out offive stars.

Awarded Three Stars in the 5th Nikkei “Smart
Work Management Survey”

In November 2021, MIRAIT Corporation was selected as oneof the “Top 100 Telework Pioneers” for FY 2021. The contest
is designed to promote the use of teleworking by selecting andannouncing the names of companies and organizations thathave introduced and utilized telework and are recognized ashaving a satisfactory track record of using teleworking.
We have launched telecommuting trials since FY 2019 before
the COVID-19 pandemic. In doing so, we have worked to further improve both safety and productivity by holding various
meetings and events online, digitizing stamping operations,using webcams to remotely monitor construction sites andprovide remote work instructions.
We will continue to promote teleworking as one of the diverse and flexible ways to work and promote work style reforms.

In November 2021, MIRAIT Holdings Corporation was awarded three stars in the 5th Nikkei “Smart Work Management
Survey.”The survey, conducted by Nikkei Inc. and Nikkei Research Inc. since 2017, targets listed companies and leading
non-listed companies nationwide. The survey defines “smart
work management” as efforts to maximize organizational performance through three elements: “realization of diverse andSelected by the Ministry of Internal Affairs andCommunications as one of the “Top 100 Telework
Pioneers” for FY 2021

Respect for human rights and promotion ofdiversity and inclusion
Highlights: Establishment of Basic Policy on Human Rights/Establishment of “Diversity & Inclusion Declaration”

all its corporate activities in collaboration with various stakeholders. Based on the concept described above, the Grouphas emphasized “Respect for Human Rights and Promotion ofDiversity and Inclusion” as one of its material issues. Based on
this policy, all employees of the Group will act with an awareness of respect for human rights as the foundation of all its
business activities, as we aim to build a company that is widely
trusted by all members of society and contributes to the realization of a sustainable society.
■ Promotion system
To ensure that all officers and employees understand and respect human rights issues involving all corporate activities, the“Human Rights and D&I Committee” has been establishedunder the ESG Management Promotion Committee, chairedby the President and CEO (see P.25). The committee reports
on risk situations related to human rights and diversity, discusses issues and measures to be addressed, and works tostrengthen human rights management and promote diversity
and inclusion measures.
■ Examples of actions taken
The Group takes the protection of workers’ rights seriously
by never using child labor or forced labor and paying wages
above the minimum wage level mandated by law. Even in extremely adverse business situations, the Group has made every effort to maintain the employment of its employees and has
never dismissed any employee by nomination or liquidation.
In addition, we have conducted stratified training and compliance promotion activities to raise awareness of human rights.
Three types of hotlines, the “Compliance Meyasubako,” “Nandemo Sodanshitsu (consultation window for anything),” and“External Reporting Line, “ are on standby for problem-solving
while giving due consideration to whistleblower protection.

Labor-Management Relations
Respect for Human Rights
The MIRAIT ONE Group has launched group-wide efforts toearn the utmost satisfaction and trust of its customers basedon its primary mission of creating a better environment where
people and society can coexist in harmony. The Group believes
that its sustainable growth and corporate value enhancementin the future can only be achieved through understanding thehuman rights of all stakeholders involved in the corporate ac-tivities and by fulfilling its group-wide responsibility to respecthuman rights.
■ MIRAIT ONE Group Establishes Basic Policy on Human
RightsIn July 2022, the Group established the “MIRAIT ONE Group:
Basic Policy on Human Rights” to send out a strong messageof its commitment on the respect for human rights and clearly
identify its awareness within the Group. The Group is dedicated to promoting actions on the respect for human rights in

The MIRAIT ONE Group strives to build stable labor-management relations by establishing opportunities for regular labor-management consultations in order to develop the company and maintain and improve the working conditions of its
employees based on mutual trust between labor and management. In order to conduct proactive business operations andensure the sound development of the company, we regularly
hold liaison meetings as well as meetings of the Working Hours
Optimization Committee for labor and management to exchange opinions on business plans and other important issues.

MIRAIT ONE Group: Articles of the Basic Policy on Human Rights
1. Basic approach on human rights
2. Compliance with laws and regulations and respectfor human rights codes
3. Scope of application
4. Execution of human rights due diligence

39 MIRAIT ONE Corporation

5. Remedial and corrective measures
6. Education and awareness activities
7. Dialogue and consultation with stakeholders
8. Promotion system

Continue to be an “attractive company group”
with diverse employees working actively.
The MIRAIT ONE Group respects individual personality andseeks to build workplaces where its employees perform totheir full potentials, regardless of age, gender, educational

background, nationality, disability, sexual orientation, gender
identity, etc.
We have established the Diversity & Inclusion Office, a specialized organization to promote diversity and inclusion, in the
General Affairs and Human Resources Division to leverage diverse perspectives and values in corporate management. Our
focus is on building a workplace environment and developing
management-level personnel to maximize the characteristics
and potential of each individual employee.
Diversity & Inclusion, one of the Group’s material issues, ispositioned as a key initiative. Our Mission, which defines ourapproach to individual stakeholders, declares our commitment
to “continue to be an attractive corporate group where diverse
employees work with passion and vitality.”
In addition, as part of Change 1: “People-centric management” in our Medium-term Management Plan, we are dedicated to developing a pool of diverse human resources including
non-Japanese engineers.
To further advance these series of diversity and inclusion
initiatives, we are currently formulating “Diversity & Inclusion
Declaration,” which positively incorporates the opinions andperspectives of our employees. The announcement of the
Declaration is scheduled in or after December 2022.

Empowering Female Employees

Sustainability Management

partially flexible shifts, variable working hours and remote work
(working from home, on business trips, or at satellite offices).
In July 2021, MIRAIT Holdings Corporation, MIRAIT Corporation and MIRAIT Technologies Corporation (companies prior
to merger) began paying work-at-home employees a subsidy
corresponding to the number of telecommuting days at the rateof 200 yen/day to help them cut expenses.

We devise action plans for the purpose of enabling female employees to reach their full potential and pursue their careers ina wide range of arenas. In addition to analyzing issues at eachGroup company, specific numerical targets are set for the ratioof women in new graduate hires and in managerial positions
and to expand occupational fields for women. PDCA cycles
are employed to achieve these targets. In addition, we actively
promote work-life balance by developing a working environment that enables employees to balance childcare and nursing
care responsibilities with professional career.

General Employers Action Plan based on The Act on Promotion of
Women’s Participation and Advancement in the Workplace(Plan period: July 1, 2022 - March 31, 2026)(1) Ratio of women in
new graduate hires

Target:25%(2) Number of women in
managerial positions

20

Increase by:%from the current level(3) Rate of annual leavetaken

Target:70%* For details, visit our website (https://www.mirait.co.jp/csr/data/plan_womens.pdf).

■ Supporting employees to balance childcare andnursing care responsibilities with professional career
We have instituted programs that employees can use during
important life events such as childbirth, childcare, and nursing
care beyond the standards stipulated by law, so that employees can continue working with a sense of security for a longtime. They include the parental leave, which is available until
Integrated report 2022

40

Building and Maintaining a Culture Where People Respect Diverse Human Resources and Learn from Each Other

Corporate Citizenship Activities

Contributing to the creation of more accessible
and vibrant communities
Highlights: Corporate citizenship spending: 36 million yen (FY 2021)
Support system for balancing career with childcare and nursing care (MIRAIT ONE Corporation)
Related items

Program for balancing family and career

Legal requirements

Maternity leave

Paid for 6 weeks before and after childbirth, unpaid for the portion exceeding 6 weeks after childbirth

UnpaidHelping local communities

Leave for childbirth of
spouse2 days (paid)–

Leave by accumulating
expired annual leave

Nursing care for family members, maternity checkups, infertility treatment,childcare associated with the childbirth by a spouse–

Childcare leave

Under 3 years old (until turning 3 years old)

Under 1 year old (within 1 year up to
14 months old with Dad and Mom
Parental Leave Plus)

Shorter working hours forchildcare

Up to 3rd grade

Under 3 years oldChild nursing leave

Up to 4th grade (Paid leave can be taken by the hour.)Until the child enters elementary school(unpaid)Ever since its establishment, the MIRAIT ONE Group has
achieved sustainable growth through its community-based
infrastructure development business. The Group recognizes
that its contribution as a member of the local community to thecreation of more accessible and vibrant communities will leadto the sustainable development of society and the enhancement of its medium- to long-term corporate value.

Restrictions on overtimeand late-night work

Up to 3rd grade

Until the child enters elementary school

Nursing care leave (shortterm)

Paid leave taken by the hour

UnpaidNursing care leave (longterm)

Up to 1 year per person

Up to 93 days per person (may be
divided)General Employers Action Plan based on the Act on Advancementof Measures to Support Raising Next-Generation Children(Plan period: July 1, 2022 - March 31, 2025)① Establish an environment that facilitates the use ofchildcare leave for both men and women②Create a worker-friendly environment

the active participation of senior human resources who holdqualifications in advanced technologies required for the telecommunications construction industry.
We also hold life plan seminars for employees who havereached a certain age and support them with work designingand financial planning after employment extension.

Promoting the Active Role of Local Personnel in
Foreign Countries
The MIRAIT ONE Group currently runs overseas bases in
13 countries and regions (as of March 31, 2022), mainly in
Asia-Pacific region where locally hired personnel plays important roles. Through mutual support such as dispatch of personnel between overseas bases, we seek to enhance overall
technical skills of local employees so that each employee candemonstrate his or her full capabilities.
MIRAIT PHILIPPINES INC. conducts activities to deepen
its connection and build trust with local communities such as
hosting a Christmas party with children who have disabilities.

* For details, visit our website (https://www.mirait.co.jp/csr/data/plan_generations.pdf).

Support for Elderly Employees
In response to the declining birthrate and aging population in
Japan, we have created an environment where willing senior
workers can continue to play active roles. This was done byestablishing a reemployment system after retirement to support
Status of reemployment after retirement (as of the end of FY 2021)

Number of employees subject to mandatory retirement
Number of rehired employees
Reemployment rate
*Average of five former operating companies in FY 2021

41 MIRAIT ONE Corporation

112
84
75%

Christmas party with children who have disabilities（MIRAIT PHILIPPINES INC.）■ Support for Disaster-Affected Areas in Tohoku
As part of our support for the areas affected by the Great
East Japan Earthquake, we continued to participate in social
service activities (earthquake disaster volunteer activities) organized by the Miyagi Pref. Dengyo Association since 2011.
Our activities to date include the installation of flowerbeds near
temporary housing, removal of debris from farmland, and tree
planting for the regeneration of coastal tide protection forests.
In FY 2021, 67 employees participated in activities such as
weeding along the beach to promote the growth of black pine
saplings planted for the regeneration of coastal forests.
■ Shareholder Benefit Option to Donate to the “Special
Olympics Nippon.”
In support of the mission of the Special Olympics Nippon*, the
MIRAIT ONE Group included in FY 2018 donations to the organization in its shareholder benefit option. In FY 2021, the fifthround, we donated a total of 696,000 yen with the support of372 shareholders. We will keep on contributing to the creationof a society where diverse people can prosper together.
* An international sports organization that organizes a variety of sports training and competitions for people with intellectual disabilities to demonstrate their achievements.

■ Nature Conservation and Biodiversity Preservation

Initiatives
As part of its community contribution activities, the MIRAITONE Group supports “rice farming” in Tokamachi City, Niigata Prefecture, which is affected by the declining birthrate andaging population.
MURAYAMA CONSTRUCTION CO, LTD., a partner company of MIRAIT ONE Group, is engaged in a rice farming project in Tokamachi City, Niigata Prefecture that is affected by thegrowth in the area of abandoned farmland. The project was
designed to draw attention to this issue, promote the preservation of the ecosystem and satoyama landscape and encourage a shift to eco-friendly agriculture. In a show of support,
employees of our Group have helped out with some of the
farm work as volunteers.

■ Joining Festivals and Clean-up Activities
Across Japan, traditional festivals around Japan are becoming
increasingly difficult to sustain as social structures change. The
MIRAIT One Group companies encourage employees to join
local festivals, sometimes as bearers of mikoshi shrines, andengage in local clean-up activities.
■ Participation in Local Events
The MIRAIT ONE Group has participated in the Toyosu Festa
held by Koto Ward, Tokyo, every year since our head office
moved to Toyosu in 2010. In FY 2021, about 20 volunteers
from Group companies participated in the event, exhibiting ahandmade air gun game and a ring throw booth.
Also, Shikokutsuken Co., Ltd. took part in the “Eco-Awareness Mountain Climbing (Autumn)” organized in November
2021 by the Nature Conservation Division of the Ehime Prefectural Citizens Environment Department. Six employees participated in the volunteer climbing to Mt. Ishizuchi, working tomaintain the public toilet rest area and clean the mountain trails.

Toyosu Festa

Sustainability Management

the child reaches three years of age, and shorter working hourarrangement that can be used until the child completes thethird year of elementary school.
As of the end of FY 2021, the childcare leave acquisition
rate among female employees is 100% with the leave acquisition rate for childcare and other reasons among male employees at over 80.2%. In FY 2022, we have promoted efforts tomaintain the childcare leave acquisition rate and raise it evenfurther. Also, we implement support measure to ensure employees on childcare leave can return to work smoothly andplay an active role in the company. The measures include providing information on developments in the company during
their absence and conducting interviews prior to their return.

Supporting Problem-solving in Local
Communities and Society as a Whole

Communication with Local Communities

Eco-Awareness Mountain Climbing

Humanitarian Aid to Ukraine
The MIRAIT ONE Group is strengthening its global businessas one of the growth areas of the MIRAI (future) domains. The
Group is set to expand its initiatives for overseas stakeholders in anticipation of global business expansion in the future.
In March 2022, the Group donated 10 million yen to Japanfor UNHCR as humanitarian aid to those affected in Ukraine
and surrounding areas. Our employees also raised funds anddonated 1,803,761 yen to the same organization. The donations will be directed through Japan for UNHCR for refugee
assistance activities launched by UNHCR (The Office of theUnited Nations High Commissioner for Refugees) in Ukraine
and surrounding countries.

Integrated report 2022

42

Building and Maintaining a Fair and Transparent Corporate Group

Messages from Outside Directors

Board members (as of July 1, 2022) (No. of Board of Directors meetings attended for FY 2021)

I will adequately fulfil the role of an outside director
for the increase of the company value.
In July 2022, the Group merged MIRAIT Holdings and its subsidiaries
MIRAIT Corporation and MIRAIT Technologies, and took a new step as
MIRAIT ONE Corporation. The new corporation, MIRAIT ONE, is an operating and holding company as opposed the former corporation being
pure holding company. The Group acquired Seibu Construction Co.,
Ltd. in March 2022. And, in the mid-term management plan set forthin May, the Group declared policies of going “Beyond a Telecommunications Construction Company” and the acceleration of the growthstrategy centering around the MIRAI (future) domains. With these actions, the Group business is expected to expand and diversify than ever,and MIRAIT ONE Corporation, being the hub of the Group, bears theimportant management responsibility of organizing and enhancing governance to make it adequate for these business strategies. With such
recognition, we made a number of discussions in meetings of the Boardof Directors and in Deliberation Forum held for free discussion before
board meetings, leading to our decisions to change to a Company with
Audit and Supervisory Committee and to enhance the internal audit department with the establishment of the new corporation, which I think isgood for the governance of the corporation as well for the managementof the Group.
In parallel, we discussed further functional improvement of the Boardof Directors in the Nomination and Compensation Committee that I
chair. As the result, we added one outside director not being a memberof Audit and Supervisory Committee, so that we now have seven outside directors, four not being members of Audit and Supervisory Committee and three being members of Audit and Supervisory Committee.
The outside directors cover diverse domains with four members having
experience in company management, one attorney, one accountant,

Outside Director, Chair of
Nomination and Compensation
Committee

BABA Chiharu
and one university professor, and three of them being female. I thinkthese members constitute an ideal team to provide diversity in management perspectives as “outside eyes”. With this enhancement of outside
directors, we hold regular discussion meetings of outside directors toshare concerns, and to make Board of Directors pre-explanatory meetings not just meetings for the explanation of the agenda but meetingsfor discussion between external directors and relevant departments. As
the result, discussion in meetings of Board of Directors has become
deeper, and they often continue well after the scheduled closing timewith active remarks by outside directors, indicating a steady effect ofenhancing outside directors.
As for future prospects, technology innovation will continue in communication and information fields, global and economic trends are
hard to predict, and new social interests in corporate activities suchas SDGs are expected to become higher. With these circumstances,the management environment of the Group is expected to remain severe. In such circumstances, it is very important to continue the effort
of improving the effectiveness of the governing structure that we haveestablished and enhanced at the timing of the merger and to take necessary measures as necessary and appropriately, in order to adequately
fulfil our social responsibilities and to raise the company value. With thisperspective, I will continue to play the role of an outside director withearnest suggestions and supervision of management.

The Group, which took a new step as MIRAIT ONE Group, reviewed
the Purpose and Mission to clarify our vision. Also, with the merger of
Seibu Construction Co., Ltd., I am impressed by the determination of
the Group to drive one of the key initiatives, contributing to a resilientand sustainable future for the regions/companies.
The job of a certified public accountant is to sense a small strangeness and point out the wrong point with evidence. So, as an outside
Audit and Supervisory Committee Member, I will take this stance ofaccountant to contribute to the Purpose of the company even if only
a little.
Except my days in university and several years of business in Tokyo,
I have been living in my home town, Takamatsu City of Kagawa, conducting jobs as a certified public accountant and tax accountant as wellas various social activities. In an interview for a feature article of Fujin
Gaho, a magazine for women, I was asked why I decided to return to aregional city such as Takamatsu. My answer was that jobs of accountant including auditing and accounting can be conducted wherever I live
because they are based on global standards, and I hated commuting
by crowded trains. Actually, living in a regional small town has a lot ofadvantages such as only 10 minutes or so for commuting, no waiting to enroll a child to a nursery school, adequate public institutions,and accessibility to nature. With the spread of remote work, it looks likemany people are considering moving to rural areas. Kamiyama-cho ofTokushima Prefecture is famous for having been inviting leading companies with one of the best network access in the nation. According to Mr.
Shinya Ominami, President of an incorporated non-profit organization,

43 MIRAIT ONE Corporation

Outside Director, Audit andSupervisory Committee Member

Representative Director
and Senior Managing Executive Officer

NAKAYAMA Toshiki

TOTAKE Yasushi

Shares owned: 14,513

Shares owned: 6,609

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

20/20 (100%)

20/20 (100%)

Director and Senior Managing
Executive Officer

Director and Senior Managing
Executive Officer

TAKAHASHI Masayuki

MIYAZAKI Tatsumi

Shares owned: 10,885

Shares owned: 4,721

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended- (Newly appointed)- (Newly appointed)

Director and Managing Executive Officer

Director and Managing Executive Officer

TSUKAMOTO Masakazu

TAKAYA Yoichiro

Shares owned: 5,006

Shares owned: 1,740

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

20/20 (100%)- (Newly appointed)

Director and Managing Executive Officer

Director

WAKIMOTO Hiroshi

IGARASHI Katsuhiko

Shares owned: 4,896

Shares owned: 14,819

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended- (Newly appointed)

20/20 (100%)

Director

Director

OHASHI Hiroki

TAKAGI Yasuhiro

Shares owned: 6,388

Shares owned: 6,281

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended- (Newly appointed)- (Newly appointed)

KATSUMARU Chiaki(ISHIKAWA Chiaki)

Green Valley, also the key person of this activity, says that what madethis activity successful was a series of small successful experiences.
I have been engaging with auditing of local governments from 2002.
There are many common issues among local governments, and they
put importance in results. Therefore, I think that urban and regional development of the Group can have great success by accomplishing one
successful case and arranging it for different regions.
Through auditing of local governments, which conduct the disposalof general waste and operate water and sewerage systems, I encountered many occasions that made me think in deep about the environment. Society seems to be greatly changing the view of the environment
from environment as an ethical matter to environment as something thatshould be managed. Disclosure of environment accounting and non-financial information has been made from before, but the Group has now
added greenhouse gas emissions as a new KPI of the directors compensation system. Also, the Ito Review for Human Capital Management
2.0 was issued, but people-centric management of the Group was issued earlier than that conveying the similar concepts. Moving forward,
I think that the effectiveness of the new policies must be verified by
the verification of non-financial information, due diligence in personnel
affairs, and so forth. I will make proposals, watching carefully how thecompany will behave on these matters.

Integrated report 2022

Corporate governance

I will contribute to the realization of the Purpose
from the standpoint of an accountant.

Representative Director, President
and CEO

44

Building and Maintaining a Fair and Transparent Corporate Group

Enhancing corporate governance
Basic approach

Outside Director

Outside Director

BABA Chiharu

YAMAMOTO Mayumi

Shares owned: 0

Shares owned: 0

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

20/20 (100%)

20/20 (100%)

Outside Director

Outside Director

KAWARATANI Shinichi

TSUKASAKI Yuko

Shares owned: 0

Shares owned: 0

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

16/16 (100%)- (Newly appointed)

Director, Audit and Supervisory
Committee Member (Full time)

YAMAMOTO Yasuhiro

AOYAMA Koji

Shares owned: 9,579

Shares owned: 7,255

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

20/20 (100%)

20/20 (100%)

We, at the MIRAIT ONE Corporation, recognize the importanceof management as a socially-responsible company and have
put in place organizational structures and systems to ensuretransparency and fairness in decision-making. Building relationships founded in trust with all of our stakeholders including shareholders is positioned as the most important aspect ofmanagement.
We consider the realization of effective corporate governanceis indispensable for building trust relationship with stakeholders.
Therefore, we● Protect shareholder rights and equality among shareholders,● Collaborate with stakeholders other than shareholders inappropriate ways,● Disclose information in appropriate ways and securetransparency;● Deliver on responsibilities, especially that of the board of
directors, and● Engage with shareholders
to improve the effectiveness of corporate governance.

Policy and Procedures for the Nomination of
Candidates for the Board of Directors
In the nomination process of candidates for the board of directors, the MIRAIT One Corporation selects a wide variety of candidates from both inside and outside of the company, consultswith the Nomination and Compensation Committee chairedby an independent outside director, and determines the candidates who have excellent personalities, superior insights andhigh managerial capabilities, at the board of directors meetings
based on the replies from the Committee.
* The rationale for selection of each director is outlined in the notice of general meeting ofshareholders.

Effective use of outside directors

Governance Structure

For outside directors, we appoint individuals who have abundant
experience and knowledge across different fields and can carryout their roles and duties with a specialized and objective viewpoint by providing guidance and managerial supervision from theperspective of enhancing the medium- to long-term corporate
value of the company. For the outside directors who are members of Audit and Supervisory Committee, we appoint those who

We are a company with an Audit and Supervisory Committee,
overseen by a board of directors, an audit and supervisory committee, and accounting auditors.
We have set up a system for reciprocal cooperation where
the Audit and Supervisory Committee together with an internal
audit section and accounting auditors each perform indepenGovernance Structure

General meetings of shareholders

Election/Dismissal
Election/Dismissal

Election/Dismissal

MIRAIT ONE
Board of Directors

Collaboration

KATSUMARU Chiaki(ISHIKAWA Chiaki)

Shares owned: 0

Shares owned: 300

No. of Board of Directors meetings attended

No. of Board of Directors meetings attended

20/20 (100%)

20/20 (100%)

Collaboration
ReportingInternal inspection section(Audit Department)Internal audit

No. of Board of Directors meetings attended- (Newly appointed)

45 MIRAIT ONE Corporation

Auditing/Supervision

Delegation
Supervision

Consultation/Reporting
Instruction
Reporting

ReportingPresident and CEO(Group Presidentsʼ Council / Executive Committee)

ESG Management Promotion Committee
Risk Management Executive Committee
Compliance Executive Committee
Human Rights/D&I Committee

Instruction

ReportingCorporate Strategy Division and other administrative sections, companies, and branch offices

Audit

Shares owned: 0[Directors](excl. Audit and Supervisory Committee members)

Various Committees

Outside Director, Audit and Supervisory
Committee Member

SUEMORI Shigeru

Nomination andCompensation Committee

Audit

SEKI Hiroshi

Outside Director, Audit and Supervisory
Committee Member

Accounting Auditor

Outside Director, Audit and Supervisory
Committee Member

Audit and Supervisory Committee
Directors who are members of Audit
and Supervisory Committee

Corporate governanceDirector, Audit and Supervisory
Committee Member (Full time)dent inspections.
Also, we are working to improve the corporate value by
strengthening the governance and the internal audit structure
based on the policy of three-lines of defense, strengthening
corporate governance through tight liaison of the Audit andSupervisory Committee and the internal audit section, improving healthiness and transparency of management, and making
quick decisions.

Audit

Audit/Reporting

Business Management

Consultation/Reporting

Companies of MIRAIT ONE Group

Integrated report 2022

46

Building and Maintaining a Fair and Transparent Corporate Group

have abundant experience and knowledge across different fields,
and can with independent and objective views properly monitor
the board of directors’ managerial decisions, execution of duties,
and their observance of laws and ordinances, enhancing transparency of the board and serving greater corporate value.
Outside directors attend meetings including Board of Directors meetings to understand the management issues of

the Group.
In addition, they offer their opinions as necessary from theirrespective professional and objective viewpoints, and strive toensure the transparency and efficiency of management by exchanging opinions with other directors.
* The criteria for determining the independence of outside directors of the Company andthe status of their activities are provided in the “Corporate governance report” and otherdocuments.

Overview of Established Corporate Bodies
Name

Purpose/Authority(No. of meetings held in FY 2021)

Representative/Chair

Body to determine fundamental management policy for the
MIRAIT Group in accordance with laws and regulations aswell as the Articles of Incorporation

Board of Directors (20)

Nomination andCompensation
Committee (7)Body established as an advisory committee for the boardof directors for the purpose of heightening the objectivity
in matters related to the nomination and compensation of
directors

Audit and Supervisory
Committee

Body to approve, discuss, and report important auditing
matters

Group Presidents’ Council(21)

Body to receive reports and deliberate on vital policies
about important matters related to management policies(mainly concerning business)

Executive Committee (25)

Body to receive reports and deliberate on vital policies
about important matters related to management policies

ESG Management
Promotion Committee (6)Body to formulate basic policies and strategies related tothe promotion of ESG-oriented management, as well as set
key issues and implement various environmental initiatives
in order to strengthen our response to the SDGs and ESG
and enhance corporate value for sustainable growth* Changed in July 2022

*Established in September 2021

President and CEO

NAKAYAMA Toshiki

Director (Outside)

BABA Chiharu

Members
Directors who are
not members of
Audit and Supervisory
Committee

TOTAKE Yasushi, TAKAHASHI Masayuki,
MIYAZAKI Tatsumi, TSUKAMOTO Masakazu,
TAKAYA Yoichiro, WAKIMOTO Hiroshi,
IGARASHI Katsuhiko, OHASHI Hiroki, TAKAGI
Yasuhiro, BABA Chiharu, YAMAMOTO Mayumi,
KAWARATANI Shinichi, TSUKASAKI Yuko

Directors who
are members of
Audit and Supervisory
Committee

YAMAMOTO Yasuhiro, AOYAMA Koji, SEKI
Hiroshi, KATSUMARU Chiaki (ISHIKAWA Chiaki),
SUEMORI Shigeru

Director

YAMAMOTO Mayumi, KAWARATANI Shinichi,
TSUKASAKI Yuko, NAKAYAMA Toshiki

Director, Audit and Supervisory Commit- Director, Audit
AOYAMA Koji (full time), SEKI Hiroshi,tee Member
and Supervisory
KATSUMARU Chiaki (ISHIKAWA Chiaki),Committee
Member
YAMAMOTO Yasuhiro (full time)
SUEMORI Shigeru
Company Presidents, Chiefs of company planning headquarters, Presidents of major group
President and CEO
companies, Chiefs of planning headquarters of major group companies, Representative and
Deputy Representative of Frontier Business Department, 1st Head of staff organizations,
NAKAYAMA Toshiki
Director and Audit and Supervisory Committee Member (full time)
Company Presidents, Presidents of major group companies, Representative and Deputy
President and CEO
Representative of Frontier Business Department, 1st Head of staff organizations, Director
NAKAYAMA Toshiki
and Audit and Supervisory Committee Member (full time)
Company Presidents, Presidents of major group companies, Representative and Deputy
Representative of Frontier Business Department, 1st Head of staff organizations, Directorand Audit and Supervisory Committee Member (full time)

President and CEO

NAKAYAMA Toshiki* Directors BABA Chiharu, YAMAMOTO Mayumi, KAWARATANI Shinichi, TSUKASAKI Yuko, SEKI Hiroshi, KATSUMARU Chiaki (ISHIKAWA Chiaki), SUEMORI Shigeru are outside directors.

Status of Accounting Auditor
Name of the audit
corporation

Continuous
auditing period

KPMG AZSA LLC

8 years

Composition of assistants concerning accounting audit
operations

Certified public accountants who performed audit operations

Designated partner, engagement partner, certified public accountant NAGASAKI Yasuyuki
Designated partner, engagement partner, certified public accountant KOBAYASHI Keiji
Designated partner, engagement partner, certified public accountant NAKAMURA Kohei

Certified public accountants: 6 people
Those who passed CPA exam, etc.: 7 people
Others: 14 people

Directors who are not members of Audit and Supervisory Committee
Directors who are membersof Audit and Supervisory
Committee

NAKAYAMA Toshiki InternalInternal
TOTAKE Yasushi
TAKAHASHI
Internal
Masayuki
MIYAZAKI Tatsumi Internal
TSUKAMOTO
Internal
Masakazu
Internal
TAKAYA Yoichiro
WAKIMOTO Hiroshi Internal
IGARASHIInternal
KatsuhikoInternal
OHASHI Hiroki
Internal
TAKAGI Yasuhiro
OutsideBABA Chiharu
YAMAMOTO
OutsideMayumi
KAWARATANI
OutsideShinichi
TSUKASAKI Yuko Outside
YAMAMOTO
Internal
YasuhiroInternal
AOYAMA Koji
OutsideSEKI Hiroshi
KATSUMARU
OutsideChiaki(ISHIKAWA Chiaki)

SUEMORI Shigeru

OutsideCorporate
Management/
Business Strategies

Sales/Marketing

●

●

●
●
●

●

●

●

●

●
●
●
●

●

●
●

●

●

●

●

●

●

●

●

●

Construction/
Operation ofCommunication
Facilities, etc.

Technology/
Innovation/DX

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

●

Personnel/Labor/
HR Development

●

●

●

Legal/Risk
Management/
Compliance/
Governance

●

●

●

●

●

●

●

●

●

●

Public Policies /Academic Research

●
●

●

●

●

Financial
Accounting/
Finance

●

●

●

●

●

●
●

* The above does not represent all the knowledge and experience of directors.

47 MIRAIT ONE Corporation

New Business
Development●●●

Global business●●As a holding company that oversees various business fields, theCompany makes sure that the composition of the Board of Directors is well-balanced by appointing individuals with a wealthof experience and superior knowledge in various specialized
fields, such as business strategies, international strategies, finance, and personnel affairs.
In addition, the Company aims to ensure transparency andenhance corporate value by having individuals with many years
of practical experience in corporate management, experts incorporate legal affairs and finance, and academic experts join
the Board of Directors as outside directors and provide an outside perspective.
As for the size of the Board of Directors, we have achieved
greater effectiveness and efficiency by, while sufficiently functioning as a holding company, having some board members
serve core group companies as well.
We have appointed a total of three female directors.
The expertise and experience required of directors are shownin the “Skills Matrix for Directors.”

Efforts to Ensure the Efficient Execution of Duties
by Directors
In accordance with the Regulations of the Board of Directors,
Board of Directors meetings are held once a month and asneeded, and 20 meetings were held during FY 2021.
The Board of Directors meetings deliberate on all matters to
be discussed at the Board of Directors meetings in accordancewith the internal regulations, and actively exchange opinions oneach matter, as well as receive quarterly reports on the statusof execution of duties by each director. In addition, the Board of
Directors is evaluated for its effectiveness on an ongoing basis
to improve its functioning.
Also, in light of the Corporate Governance Code, the “Nomination and Compensation Committee,” a voluntary advisorycommittee, has been established under the Board of Directors
in order to improve objectivity in nomination and compensation.
The Committee met seven times during FY 2021, and all members attended all of the meetings.
Independent outside directors hold regular meetings withrepresentative directors to strengthen the monitoring function
for the execution of duties by directors.

Efforts to Ensure the Effective Implementation of
Audit and Supervisory Committee Member●●●

In addition to constantly inspecting approval requests and otherdocuments, Audit and Supervisory Committee Members attend
meetings of the Board of Directors and various committees to gain
an understanding of the company’s important decision-making
process and the status of business execution. In addition, Audit
and Supervisory Committee Members, the President and CEO,the Accounting Auditor, and others communicate with each otherand exchange opinions to ensure that the audits by Audit andSupervisory Committee Members are conducted effectively.

Appraisal of the Effectiveness of the Board of Directors
At the Board of Directors meetings, we check the execution ofduties by directors, including the state of compliance with laws
and regulations, the state of risk management and information
sharing, and the speed with which issues are resolved, and we
also strive to ensure the effectiveness of the Board of Directors
as a whole by holding meetings between representative directors and outside directors.
In addition, once a year, all directors are subject to a self-assessment of the effectiveness of the Board of Directors with theaim of improving the functioning of the Board of Directors as awhole and sharing awareness of the direction in which our corporate governance is headed.
More specifically, the self-assessment is conducted throughan anonymous questionnaire to ensure that candid opinions
are heard, and the questionnaire consists of major assessment
items asking about the structure, operational status, responsibility and functions of the Board of Directors and the state of theBoard of Directors as seen from outside directors. As for collecting responses, they are collected by an external law office witha duty of confidentiality, and they are analyzed by a third-party
organization. Based on the results of this analysis, our Board of
Directors has verified and evaluated the current situation andobtained favorable results, and continues to discuss issues related to the Board of Directors.
[Overview of the Effectiveness Assessment Made in FY 2020
and Results of Measures Taken][Major opinions]
Discussions should be deepened on matters related to theframework of the new company emerging after the businessintegration that was scheduled for early FY 2022, such as thevision and corporate philosophy of the new company, the longterm direction of the group as a whole, and the governance system to realize it, as well as the increase in the number of groupcompanies and the further enhancement in the risk management
system and operational aspects with the new company in mind.
↓[Measures Having Been Taken]
Efforts were made to maintain and improve the effectiveness of
the Board of Directors on an ongoing basis by further deepening
the Board of Directors’ discussions through Deliberation Forum(established in FY 2017) where members of the Board of Directors can freely exchange opinions on medium- to long-term business strategies and management issues.

Corporate governance

Skills Matrix for Directors

Board Structure that Balances Diversity in Gender,
Internationality, etc. and Appropriate Size

[Overview of the Effectiveness Assessment for FY 2021][Major opinions]With the establishment of new consolidated corporation in July
2022, deeper discussion should be made about the members of
the Board of Directors, the role of the Nomination and Compensation Committee, and the restructuring and effective operation
policy of the Group-wide risk management framework.
↓[Measures Being Taken]
We are continuously working to maintain and improve theeffectiveness of by deeper discussion in Board of Directors
meetings through discussion in Deliberation Forum and otheroccasions.

Training of Directors
We provide an executive officers’ training program for directors
to deepen their awareness of their roles and legal responsibilities
on a regular basis. The training program covers basic matters

Integrated report 2022

48

Building and Maintaining a Fair and Transparent Corporate Groupsuch as the significance of corporate governance, insider trading, and the Construction Business Act, as well as case studies
on corporate scandals and trouble.
In addition, outside directors and others are provided with opportunities including inspections of business establishments ofoperating companies and construction sites, as appropriate, sothat they can deepen their understanding of our business content and current conditions.

Planning and Development of Successors for theCEO, etc.
We appropriately plan and develop successors for the CEO
and other senior management based on our management philosophy and business strategies. When appointing a CEO, theNomination and Compensation Committee, chaired by an independent outside director, is consulted, and based on its report,
the Board of Directors votes on the appointment.

Compensation, etc. of Executive Officers* Details of compensation for executive officers are provided in the “Annual Securities Report.”■ Introduction of Performance-linked Compensation

System
We have introduced the “Board Benefit Trust,” a performance-linked stock compensation system, for the purpose ofclarifying the linkage between the compensation of executive
officers and the Company’s business performance and stock
value, and heightening awareness about contributions to theimprovement in the business performance and corporate value over the medium to long term.
As the indicators for performance-linked compensation, we
have chosen consolidated operating income and ROE, whichshould help heighten awareness about contributions to theimprovement in business performance and corporate value ofthe group companies. The Company grants points calculated by multiplying the standard points set in accordance with
the internal regulations on issuing shares to executives by theperformance-linked coefficient corresponding to the Company’s consolidated operating income and ROE, and awards one
share per point at the time of retirement.
Also, from FY 2022, we added the GHG reduction target

49 MIRAIT ONE Corporationtransactions to ensure that they do not harm the Company or
the common interests of shareholders, and report particularly
important transactions to the Board of Directors.

Monthly Compensation Variable Compensation(Fixed Compensation)■ Criteria and Concepts for Classification of Investment

80%

Performance-linked Compensation(Non-monetary Compensation)

20%

6%

* In consideration of insider trading regulations, etc., and in order to heighten managementawareness and common goal awareness of increasing shareholder value, all directors (excluding outside directors) are required to contribute at least 10% of their monthly compensation to the Executive Officers’ Stock Option Plan, which effectively changes the percentages:
72% for fixed compensation, 28% for variable compensation, and 14% for non-monetarycompensation (stock-based compensation).

■ Matters Concerning Delegation of Authority for

Determining Compensation, etc. of Individual Directors
For FY 2021, it has been resolved that the decision on theamount of basic compensation for each director and theamount of bonuses based on the business performance ofeach fiscal year would be left to President and CEO NAKAYAMA Toshiki, assuming that the Nomination and Compensation
Committee would be consulted within the range of the total
amount approved at the General Meeting of Shareholders,
based on the resolution of the Board of Directors on June 24,
2021. The reason for delegating these authorities is that the
President and CEO is considered to be the most suitable person to evaluate the execution of duties by each director while
having a bird’s eye view of the company’s overall business.
■ Total Amount of Compensation for Each Executive
Class, Total Amount of Compensation by Type, and the
Number of Eligible Executive Officers
Executive Class

Total Amount of Compensation by Type
Total Amount of
Number of Eli(million yen)Compensation
gible Executive(million yen) Fixed Compensation Performance-linked Officers (Number)Compensation

Directors

108

84

24

8

Auditors

24

24

–

2

Outside executive
officers

45

45

–

5

(excluding outside directors)(excluding outside auditors)■ Total Amount of Consolidated Compensation, etc. for

Each Executive Officer
This information is not provided because no executive officer
received a total of 100 million yen or more in consolidated
compensation, etc.

Transactions with Related Parties
We require that competitive transactions and conflict-of-interest transactions conducted by directors be deliberated andapproved by the Board of Directors, and that the status ofsuch transactions be reported to the Board of Directors on aregular basis.
We require executive officers to submit a “Related Party Confirmation Statement” to ascertain whether there are any transactions with related parties, such as themselves, their close
relatives, organizations they represent, and organizations inwhich they hold majority voting rights.
With regard to transactions with major shareholders, in accordance with internal regulations, the person with decision-making authority is required to confirm the appropriateness of such

Cross-Shareholdings
SharesOur group classifies shares that it holds for the following purposes as investment shares for non-pure investment purposes, and shares that it holds for other purposes as investment
shares for pure investment purposes.
A. Maintaining and strengthening business relationships with
the investee company
B. Maintaining and strengthening cooperative relationships topromote alliance business
C. Cooperating for efficient construction, etc.

■ Methods of Verifying the Holding Policy and Rationalityof Investment Shares Held for Non-Pure Investment
Purposes, and Details of Verification by the Board of
Directors, etc. as to Whether or Not to Hold Individual
IssuesA. Holding policy
Our group holds shares of its business partners when it believes that holding such shares will enhance the Group’s corporate value and benefit its shareholders. After reviewing the
purpose of holding shares and the status of transactions, etc., if
the holding of such shares is deemed to be of little significancethrough quantitative and qualitative verification, we will gradually
reduce the holdings through divestment, etc.
B. Methods of verifying the rationality of shareholding
We conduct quantitative and qualitative verifications of investment shares held for non-pure investment purposes in termsof medium- to long-term economic rationality and future prospects based on return and risk, etc.
C. Details of verification by the Board of Directors, etc. as towhether or not to hold individual issues

With regard to investment shares held by the Group for
non-pure investment purposes, we conduct a review of the
purpose of holding such shares, the status of transactions,etc., and determine whether or not to continue holding suchshares by verifying each individual issue quantitatively andqualitatively once a year at a meeting of the Board of Directors, in terms of whether the returns and risks associated withthe holdings are commensurate with the cost of capital, thepurpose of the holdings, future business trends, etc.
We are divesting shares for which, as a result of the verification, we believe there is little significance in holding, taking into
consideration the share price and other factors. In addition, we
will manage the status of holding and reduction of investment
shares held in the entire Group for non-pure investment purposes through annual verification. Based on the above policy,
etc., we divested 9 issues in FY 2021.

Management of Insider Information as well as
Timely and Fair Disclosure
The MIRAIT Group discloses accurate information in a timely
manner through TDnet and EDINET in accordance with the Disclosure Policy published on the website and in other corporatematerials. We also make use of mediums such as our corporate website (https://www.mirait-one.com/) and press releases
in an effort to further broaden our dissemination of information.
Furthermore, the MIRAIT Group strives to provide beneficial information that is easy for shareholders and other investors tounderstand, such as materials used in its IR activities.
We fully and properly manage information according to insider trading regulations when in the possession of important
information not yet released to the public domain when talking
with all shareholders and other investors.

Efforts to Enhance Communication
The IR Department undertakes investor relations activities as thedepartment in charge of investor relations under the supervisionof the Director and Chief of Finance and Accounting Division,
who is the manager responsible for the handling of information.
The managers responsible for investor relations handle consultations with all of our shareholders and other investors as muchas possible. The MIRAIT Group holds financial results briefings
twice a year for analysts and institutional investors and distributes the briefings on its website, etc. In addition to providing
important information in English in a timely manner to overseas
institutional investors, we also engage in overseas IR activities
in the North American, European and Asian regions. Our representatives also work to explain matters fully at these financial
results briefings and in our overseas IR activities to encourage
constructive dialogue with all of our shareholders and other investors.
In addition, in order to help people deepen their understanding of our business, we participate in online company information sessions streamed live for individual investors, as well as
individual investor information sessions held by securities companies as appropriate. The opinions of shareholders and investors are provided as feedback to management at meetings ofthe Board of Directors and the Group Presidents’ Council. Furthermore, the Group also sends MIRAIT Report booklets that
include business performance and topics to all of the shareholders twice a year.

Corporate governance■ Basic Policy
With regard to the compensation of directors, the total amount(limit) is set by the General Meetings of Shareholders after approval by the Board of Directors, and each director receives compensation in accordance with their roles and responsibilities.
As well, with regard to the policy for deciding the compensation for each director, for the purpose of enhancing objectivity
and transparency, the “Nomination and Compensation Committee” (chaired by an independent outside director), which isan advisory body to the Board of Directors and consists of four
independent outside directors and the President and CEO, reports the results of its deliberations to the Board of Directors,
which then makes decisions based on the report.
Outside directors, who are responsible for supervisory functions, are paid only monthly basic compensation in light of theirduties.

to the set of indexes for performance-linked compensation asa consolidated ESG index in order to raise awareness of the
management personnel about efforts for ESG.
■ Percentage of the Amount of Monetary Compensation and
the Amount of Performance-linked Compensation, etc.

Efforts to Vitalize the General Meetings ofShareholders
With regard to the operation of the General Meetings of Shareholders, we aim to help shareholders understand better, forexample, by printing the convocation notice in color and using
video images to present business reports. The convocation
notice, reference documents, and reports are also available
on our website.
The 12th Ordinary General Meeting of Shareholders washeld on June 14, 2022 on a reduced scale as a countermeasureagainst the spread of the new coronavirus. In order to deepen
the understanding of shareholders and others who were unable to attend the meeting, the business report was posted in avideo format on our website in advance, and the meeting was
streamed live on the day of the meeting. For those shareholders
who were unable to watch the live broadcast of the General
Meeting, the video recording of the meeting is posted on our
website for viewing afterwards.
Integrated report 2022

50

Building and Maintaining a Fair and Transparent Corporate GroupThorough Compliance
Establishing Through Compliance as Corporate
CultureThorough risk management
Major risks

Overview

Measures(1) Dependence on specificbusiness partners

Our group’s main business partners are the NTT
Group and other telecommunications companies,
which account for a large percentage of our sales,
and their capital investment trends and technological innovations may affect our group’s businessperformance.

In addition to accelerating the shift in our businessstructure from the telecommunications carrier business to the solutions business, the Group is taking
on the challenge of creating new business opportunities that go beyond the framework of conventional
business fields and technologies.

(2) Safety and Quality

In the event of unforeseen circumstances due toserious accidents or serious quality problems, theGroup’s business performance may be affected byloss of trust from business partners, restrictions onsales activities, etc.

Utilizing an integrated management system forsafety and quality, our group is united in its efforts
to manage safety and quality so that we can deliver
high quality engineering and services that are trusted and valued by our customers.

(3) Management of Important Information

Through our business activities, we may obtain
technical data, personal information, and otherimportant information from our business partners. In
the event that information is leaked due to unforeseen circumstances or is misused, our group’sbusiness performance may be affected by loss oftrust from business partners and liability for damages.

We are using the ISMS (Information Security Management System) and working together as a groupto thoroughly prevent information leaks.

(4) Credit Uncertainty ofBusiness Partners

In the event of credit uncertainty in our business
partners, we may not be able to collect construction payments or need to delay construction work,
which may affect our group’s business performance.

Our group is working to avoid credit uncertainty risk
by managing the creditworthiness of our business
partners through the use of external investigative
agencies, etc., and by having our legal staff review
contracts.

(5) Holdings

While we hold securities and other assets due tothe necessity of business operations, our group’sbusiness performance may be affected by significant fluctuations in their market value.

When the Group finds little significance in holding
any securities, etc. through quantitative and qualitative verification, we gradually reduce them to avoid
market value fluctuation risk.

(6) Natural Disasters andInfectious Diseases, etc.

Our group’s business performance may be affectedby unforeseen circumstances, such as direct damage to our employees, collaborators, or facilities
caused by a large-scale disaster or an epidemic
of infectious diseases, or delays in the delivery ofmaterials and equipment due to a disruption in the
supply chain.

In preparation for earthquakes and other natural
disasters as well as infectious disease outbreaks,
our group has taken various measures, including
the formulation of a BCP (business continuity plan),the establishment of an employee safety confirmation system, disaster drills, and a shift to a newwork style.

(7) Overseas BusinessOur group operates in foreign countries, mainly in
Asia and Oceania, and our business performance
may be affected by significant changes in politicaland economic conditions, exchange rates, andlegal regulations, as well as epidemics of infectious diseases, sharp rises in material prices, andsignificant increases in unit labor costs in the hostcountries.

The Group strives to prevent and avoid such risks
by gathering information within the Group, andoperating from moderately scattered countries.

(8) Risks related to climatechangeWith the materialization of problems of global
climate change, enterprises are required to takeenvironment conscious measures such as the
reduction of greenhouse gas emissions and the
reduction of industrial waste. These considerations
tend to be required not only for the Group but also
for the set of companies in supply chains. In suchcircumstances, if the Group or a partner company
cannot behave properly, it may impact the performance of the Group due to a customer imposing
restriction on trade.

In the review of important issues (Materiality), theGroup set forth the clear policy of Building and
Maintaining an Environmentally-Friendly Society andadvocated the recommendation of Task Force on
Climate-related Financial Disclosures (TCFD). Basedon the framework of TCFD, the Group is working toanalyze risks and opportunities, grasp and reduce
the greenhouse gas (GHG) emissions made throughbusiness activities, and reduce industrial waste
further.

(9) Risks related to M&A

The Group is working to boost the Group value
through the M&A of companies that are considered
to provide synergy to realize the enhancement ofbusiness domains and reform of business models.
However, if an M&A target company does not provide
expected contribution to profit or synergy, it may
impact the financial conditions and business performance of the Group.

In the event of an M&A, the Group makes careful deliberation of its consistency with the growth strategyof the Group, the future market trend prospect andthe business plan, and synergy with the Group. In theprocess of integration after a M&A, the Group works
to maximize the synergy by strengthening the monitoring of the process by defining action items andtheir target completion dates.

Due Payment of Taxes
The MIRAIT Group observes all laws and regulations concerning taxation practices in all countries and regions where it
operates, consistently working to maintain and raise its standards of taxation compliance.

Thorough risk management
Handling of Risks

Development of Internal Control System

The Group lists risks necessary to take care of in Risk Management Regulations to enable appropriate management of various risks related to business. The Risk Management Executive
Committee chaired by a director in charge of compliance wasestablished under the ESG Management Promotion Committee
chaired by President and CEO to deliberate risk management
items. The committee meeting was held twice in FY 2021.
In addition, the internal audit section conducts monitoring toverify the effectiveness of risk management.
As of the end of March 2022, the items listed in the following
page are the main risks that we consider potentially affect ourbusiness performance and financial position.

Our board of directors has adopted the “Basic Policies for theInternal Control System” to ensure the appropriateness of operations of the MIRAIT Group. We have also enacted Administrative Regulations for Subsidiary Companies and a Group-wide
internal control system in our effort to appropriately manage theGroup through specific internal controls at our subsidiary companies.
In addition, we manage important matters that have a significant impact on the entire corporate group by receiving reports
from and discussing with subsidiaries, and take necessary measures as a corporate group.

51 MIRAIT ONE Corporation

Integrated report 2022

Corporate governance

Setting forth the slogan “give importance to sustainability andcompliance to respond to the expectations of society” as
one of the Missions and focusing on “thorough compliance”
as one of Materiality items, the Group defined MIRAIT ONE
Group Safety/Compliance Charter to make sure all directors
and employees understand that thorough compliance is a key
to successful corporate management.
The charter sets forth basic policies related to efforts forfostering morality, fair trading, information disclosure, the elimination of relationship with antisocial forces, and so forth, as the
top priority items to tackle.
Also, based on Compliance Regulations, the Compliance
Committee chaired by a director in charge of compliance washeld twice in FY 2021 under the ESG Management Promotion
Committee chaired by President and CEO, to discuss individual issues as well as to share incidents and measures related
to compliance.
The internal audit section conducts monitoring to verify
the effectiveness of compliance promotion activities. Also,
the MIRAIT ONE Group conducts not only operation auditing
but also organization scrutiny for any violation or deficiency by
naming a compliance promotor in each department, aiming
for the elimination of misconduct by improving self-cleansing
ability of each department for early detection and quick action.
Furthermore, the Group conducts a yearly survey on employees about risks that they heard of in their daily operationsor they think may materialize, as well as about complianceawareness of their own and of their departments to help identify issues and consider countermeasures.
(1) Training
In view of the increasing importance of compliance for doingcompany business, we are working to raise awareness bycommunicating the importance of compliance in director training, stratified training, and partner company training.
(2) Development of Internal Reporting System
The company has established a system to receive warningand consultation from people engaged including directors,
employees, non-regular employees, dispatched members, aswell as retired workers within 1 year of retirement in the company, group companies, and partner companies.
1. Compliance Meyasubako
The Compliance Meyasubako is a window for internal reports
on compliance violation such as fraud, misconduct, improperaccounting, embezzlement, and collusion. It helps to detect
internal risks early to mitigate risks and prevent violation.
2. Nandemo Sodanshitsu (consultation window for anything)
Nandemo Sodanshitsu is the window for hearing consultation
on various issues such as work environment and human rights(including harassment issues). It helps thecompany to proactively listen to opinions
and propositions for the resolution of problems
3. External consultation desk
The external consultation desk is servedby an attorney for consultations that are
hard make within the company.

52

Highlights in 11-year Financial Management
To continue to be a company group recognized and trusted by society, we are committed to continuous growth
and the improvement of the company value by accomplishing business structure reform.
*The latest information can be found at our website (https://www.mirait-one.com/).

Orders received

Orders received (100 mil. yen)

5,213 hundred mil. yen
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Net sales

Net sales (100 mil. yen)

4,703 hundred mil. yen
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Own capital/Capital-to-asset ratio

2,421 hundred mil. yen 56.0%
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Capital-to-asset ratio (%)

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ROE

ROE（％）

10.7%

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SG & A/SG & A ratio

Dividend / Dividend payout ratio per share

Net assets per share / Net income per share(FY)

662 hundred mil. yen 14.1%
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Gross profit margin (%)

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(FY)

SG&A (100 mil. yen)

334 hundred mil. yen 7.1%
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SG & A ratio (%)

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(FY)

55 yen 21.9%
Dividend per share (yen)

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2,446.54 yen 250.84 yen

Dividend payout ratio (%)

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Ordinary income/Ordinary income ratio

Capital investment/Depreciation

Cash and equivalents/Interest bearing debt

(FY)

328 hundred mil. yen 7.0%
Operating income (100 mil. yen)
Operating income ratio (%)

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(FY)

341 hundred mil. yen 7.3%
Ordinary income (100 mil. yen)
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489 hundred mil. yen 599 hundred mil. yen
Cash and equivalents (100 mil. yen)Interest bearing debt (100 mil. yen)

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Total assets/Net assets

Net cashFree cash flow

(FY)

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4,326 hundred mil. yen
2,492 hundred mil. yen
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*1 Numbers for FY 2010 are reference values based on totals in the period or other indexes. This includes the impact of the special profit of a business merger (a negative goodwill and other factors
amounting to 268 hundred million yen).

53 MIRAIT ONE Corporation(FY)

Net cash (100 mil. yen)-110 hundred mil. yen
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-333 hundred mil. yen
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Data

251 hundred mil. yen 5.3%

Net income (100 mil. yen)
Net income ratio (%)

(FY)

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���� ���� ���� ���� ���� ���� ���� ���� ���� ���� ���� ����(FY)

*2 Numbers for FY 2018 include the impact of the special profit of a business merger (a negative goodwill and other factors amounting to 100 hundred million yen).
Integrated report 2022

54

Highlights in 5-year Non-financial Management

Company Information / Stock Information

We will continue to enhance the scope of the disclosure of non-financial data related to ESG, and be committed to the establishment of
non-financial targets set forth in the mid-term management plan.
FY 2017

8,359 t-CO2*2–

CO2 emissions **(Emissions from providing data center services)

Environment

Ensuring Worker
SafetyPromoting
Health-oriented
Management

Development of
a Comfortable
Working Environment
AdvancingEfforts Towards
Workstyle
Reforms
Talent development

PromoteDiversity

Total annual amount of green energy generated by theCompany (solar)
Power generation capacity of other companies’ renewableenergy generation facilities constructed by the Group(cumulative total)
Industrial waste recycling ratio ***(11,046 t-CO2)(29,123t-CO2)

124,000kwh*1

138,000kwh*1

132,000kwh*1

137,000kwh*1

285,000kwh

87,677kw*2

48,929kw*2

14,510kw*2

35,463kw*2

21,946kw*2(299,795kw*2)(348,724kw*2)(363,234kw*2)(398,697kw*2)(420,643kw*2)

–

–

–

–

96.43%*4

–

–

–

3.57%

–

–

40,000m3*1

39,000m3*1

39,000m3*1

Occupational accident frequency rate

0.19*10.00*1

0.18*10.35*10.00*1

Number of serious facility accidents ***

–

–

–

–

0

Number of accidents resulting in serious injury ***

–

–

–

–

3

Number of work-related accidents (fatalities) among
regular employees in the past 3 years *

–

0*1

0*1

0*1

0*1

Number of work-related accidents (fatalities) among
contract employees in the past 3 years *

–

0*1

0*1

0*1

0*1

Stress check participation rate *

–

–

–

98.4%

97.5%

Percentage of highly stressed employees *

–

–

–

9.9%

10.1%

Turnover rate (past 3-year average for new graduates) *

–

–

–

Number of employees who took sick child leave *Average age *Ratio of managers *Rate of annual paid leave

–

–

–

–

–

–

5.4%
43 persons
42.1 years old*1
30.1%
64.6%*1
22.9 hours*1

Average overtime hours *

*4

–

–

–

57.1%*3

64.7%*1

63.0%*1

6.8%
41 persons
41.9 years old*1
30.9%
60.7%*1–––

24.9 hours*1% personnel with multiple qualifications ***Ratio of women in new graduate hires
Ratio of women in managerial positions
Women directors (executives)
Rate of parental leave taken by women employees
Number of women who worked shorter hours for childcare *Average age of women *26.6%*2
24.6%*3
2.9%*3
1 persons*3
100%*116.7%
2.7%
2 persons
100%*123.1%
2.7%
3 persons
100%*1

–

–

–

–

–

–

23.2%
3.3%
3 persons100%
47 persons
36 years old*1

17.8%
3.3%
3 persons100%
45 persons
36.4 years old

Rate of parental leave taken by male employees ***

–

–

–

–

80.2%

No. of mid-career employees hired (incl. those withsignificant experience) *

–

–

–

134 persons

132 persons

Date of establishment

October 1, 2010

Head office

5-6-36 Toyosu, Koto-ku, Tokyo, Japan

Representative

NAKAYAMA Toshiki, President and Chief Executive Officer

Capital

7.0 billion yen

Ratings

Rating and Investment Information, Inc. (R&I): ACredit Rating Agency, Ltd. (JCR): A

End of fiscal year

March 31

Employees

3,710 (MIRAIT ONE Group 14,006)

Status of Shareholders (As of March 31, 2022)
The latest information can be found at our website (https://www.mirait-one.com/).
Stock Listing

Tokyo Stock Exchange (Prime Market)(Security code: 1417)

Total authorized shares

330,000,000

Total outstanding shares

108,325,329 (treasury shares: 8,971,121）

Number of shareholders

24,654 (excluding treasury shares)

Major shareholders (top 10)
Number of shares held(in hundreds)

Name

Ownership (%)

The Master Trust Bank of Japan, Ltd. (trust account)

146,655

14.76

Custody Bank of Japan, Ltd. (trust account)

105,154

10.58

75.6%

Sumitomo Electric Industries, Ltd.

36,687

3.69

Non-regular employees (contract employees, dispatch
employees) *

–

–

–

1,783 persons

1,580 persons

Rate of Reemployment After Retirement ***

–

–

–

–

Corporate citizenship spending

Overview of MIRAIT ONE Corporation (As of March 31, 2022)

–

–

–

2.15%

2.19%

Sumitomo Densetsu Co., Ltd.

24,8862.50

30 mil. yen*3

35 mil. yen*3

36 mil. yen*3

28.6 mil. yen*3

36.4 mil. yen*3

GOVERNMENT OF NORWAY

21,104

2.12

–

–

–

0*1

0*1

MIRAIT Holdings Employee's Stock Option Plan

19,586

1.97

Compliance training (participation rate) *

–

–

–

100%

100%

STATE STREET BANK AND TRUST COMPANY 505001

16,082

1.62

Compliance training questionnaire (response rate) *

–

–

–

81.2%*1

98.4%*1

Internal reports (number of cases) *

–

–

–

62*1

90*1

Mizuho Bank, Ltd.

13,0051.31

59 persons*1
14 persons*1
23.7%*1
502 persons*1
17 persons*1
3.4%*1
12 persons*1
1 persons*1
8.3%*1
2,607 persons*1
166 persons*1
6.4%*114.7 years*1
11.8 years*1

56 persons*1
14 persons*1
25.0%*1
761 persons*1
22 persons*1
2.9%*114 persons*1
1 persons*1
7.1%*1
2,655 persons*1
180 persons*1
6.8%*114.9 years*1
11.6 years*1

75 persons*1
17 persons*1
22.7%*1902 persons*1
26 persons*1
2.9%*115 persons*1
1 persons*1
6.7%*12,716 persons*1
193 persons*1
7.1%*114.8 years*1
11.8 years*1

128 persons*1
29 persons*1
22.7%*1
938 persons*1
29 persons*1
3.1%*113 persons*1
0 persons*10%*1
2,882 persons*1
255 persons*1
8.8%*1
15.3 years*1
11.2 years*1

95 persons*1
13 persons*1
13.7%*1
972 persons*1
30 persons*1
3.1%*1
12 persons*1
0 persons*10%*1
2,925 persons*1
266 persons*1
9.1%*1
15.6 years*1
11.5 years*1

STATE STREET BANK WEST CLIENT - TREATY 505234

12,7701.29

THE BANK OF NEW YORK, TREATY JASDEC ACCOUNT

12,7001.28

19.7%*1

22.1%*1

20.3%*1

26.8%*1

27.7%*1

Number of women recruits
Ratio of new women recruits
Total number of managerial positions
Number of women in managerial positions
Ratio of women in managerial positions
Total number of directors (executives)
Women directors (executives)
Ratio of women directors
Total number of employees
Number of women employees
Ratio of women employees
Average employment years
Average employment years for women
Percentage difference in average employment years for
women to men employees* Disclosed from FY 2020** From FY 2020, total values of seven companies
		including Seibu Construction Co., Ltd. are disclosed
		for different scopes.
*** Disclosed from FY 2021

55 MIRAIT ONE Corporation*1*1

About the Numerical Data
The average age, ratio of managers, and number of women in managerial positions are numbers as of April 1, 2022. All except for the left are numbers as of March 31, 2022.
Not indicated: The value is the total for former MIRAIT Holdings Corporation, former MIRAIT Corporation, former MIRAIT Technologies Corporation, TTK Co., Ltd., SOLCOM Co., Ltd. and
Shikokutsuken Co., Ltd. - the six companies*1: Non-consolidated (former MIRAIT Corporation only)*2: Total for former MIRAIT Corporation and former MIRAIT Technologies Corporation- the two companies*3: Total for former MIRAIT Holdings Corporation, former MIRAIT Corporation and former MIRAIT Technologies Corporation- the three companies*4: Former MIRAIT Corporation, former MIRAIT Technologies Corporation, TTK Co., Ltd., SOLCOM Co., Ltd. and Shikokutsuken Co., Ltd. - the five companies*1 The ratio of shares held is calculated after subtracting the treasury shares (8,971,121).
*2 The number of shares held shown is rounded down to the nearest 100 shares and the ownership is calculated by rounding off to two decimal places.

Data* For reference,detailed items aredisclosed from former
MIRAIT Corporation’s
data.

(3,057t-CO2*2)

FY 2021–

Total number of new recruits

Diversity

14,856 t-CO2*2

FY 2020

Scope1:66,890t-CO2
Scope1:67,907t-CO2
Scope2:22,841t-CO2
Scope2:21,277t-CO2
Scope3:2,471,129t-CO2e Scope3:2,413,496t-CO2e

Water resources used and total water discharged

Serious violations of laws and regulations (number ofcases) *Thorough Compliance

8,868 t-CO2*2–

FY 2019

Industrial waste final disposal ratio ***Disabled persons employment rate *Helping local
communities

FY 2018

Share distribution by owner type (excluding treasury shares)
Number of sharesby owner type(shares)

Financial institutions
Financial instruments business
operators
Other corporations in Japan
Foreign corporations, etc.
Individuals/otherTotal (excluding shares owned by the company)

37,286,328

Ratio (%)

Number of shareholders
by owner type

Number ofshareholders (name)

Ratio (%)

37.5

Financial institutions

51

0.2

1,196,435

1.2

Financial instruments business
operators

36

0.1

11,517,409
26,523,097
22,830,939
99,354,208

11.6
26.7
23.0
100.0

310
260
23,997
24,654

1.3
1.1
97.3
100.0

Other corporations in Japan
Foreign corporations, etc.
Individuals/otherTotal (excluding shares owned by the company)

Integrated report 2022

56

MIRAIT ONE Corporation
Public Relations Department, Corporate Strategy Division
5-6-36, Toyosu, Koto-ku, Tokyo 135-8111, Japan
TEL. +81-3-6807-3120
FAX. +81-3-5546-2967
https://www.mirait-one.com/

External Evaluation• DX-certified company(from June 1, 2021)