Medium-term Management Plan for FY2023-FY2025(“2025 MTMP”)

Mitsubishi HC Capital Inc.
May 15, 2023
1

Agenda1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

P.4

2.

Financial and Non-Financial Targets

P.6-7

3.

Positioning of the 2025 MTMP and Value Creation Process

P.9-12

4.

Business Strategies

P.14-19

5.

Corporate Functions Strategies

P.21

6.

Frameworks to Promote Transformation

P.23

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)

P.25-28

2

1. The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP
2.

Financial and Non-Financial Targets

3.

Positioning of the 2025 MTMP and Value Creation Process

4.

Business Strategies

5.

Corporate Functions Strategies

6.

Frameworks to Promote Transformation

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)

3

1. The Direction the Mitsubishi HC Capital Group Should Take andthe Outline of the 2025 MTMP

We established Our 10-year Vision,“Together we innovate, challenge and explore the frontiers of the future.”
In order to achieve this vision, we will proceed with the evolution andlayering of business models by developing services and promoting
business investment, utilizing tangible and intangible assets, such as dataand other elements, to their fullest potential.

For the promotion of the above, we will aim for sustainable growth by solving
environmental, social, and economic issues. At the same time, we will aim toenhance our medium- to long-term corporate value by achieving an optimalbalance sheet based on well-balanced growth potential,

return on capital, and financial soundness.

The 2025 MTMP is positioned as the “hop” plan of our three Medium-termManagement Plans (“hop,” “step,” and “jump”) toward Our 10-year Vision. We willaddress the management plan with “sowing seeds” and “gaining a solid foothold”
leading to a leap to the “step” and “jump” plans as keywords.

4

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2. Financial and Non-Financial Targets
3.

Positioning of the 2025 MTMP and Value Creation Process

4.

Business Strategies

5.

Corporate Functions Strategies

6.

Frameworks to Promote Transformation

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)5

2-1. Financial Targets

Financial
Targets（end of FY2025）

Dividend
Policy（2025 MTMP
period）

Financial
Soundness（2025 MTMP
period ）Exchange rates:

Net income:
JPY160.0Bn(CAGR*1 vs. FY2022:+11.2%)

Payout ratio:
40% or higher

ROA*2: Approx. 1.5%

ROE*2: Approx. 10%(vs. FY2022:
Approx. +0.4pts)(vs. FY2022:
Approx. +1.8pts)



As a general rule, return profits toshareholders by paying dividends

Sustainably increase the total amount ofdividend payment through profit growthEstablish both a sound financial base and an
active investment strategy



Maintain current stand-alone ratings

Maintain A ratings(FY2022) USD1=JPY131.43, GBP1=JPY163.15(FY2025) USD1=JPY130, GBP1=JPY160*1*2

CAGR: Compound Annual Growth Rate
Net income attributable to owners of parent is used
for the calculation of ROA and ROE

6

2-2. Non-Financial Targets

Non-Financial Targets

CapitalHuman
CapitalTargets (2025 MTMP)

Level of fulfillmentof a talent portfolio in linewith our management strategies

Formulate the talent portfolio framework andvisualize the level of fulfillment

Results of the employee
engagement survey

Refine the survey content and enhance analysis

Number of new DX-related
businesses and products

Develop a base for DX frameworks (develop andacquire DX talent, system investment, etc.)

Operational efficiency

Intellectual
CapitalManufacturing
CapitalNaturalCapitalSocial and
Relation
Capital*3

KPI

Ratio of female managers

20% or more

Rate of annual paid holidays
taken by employees

70% or more

Monthly average overtime hours

14 hours or less

Ratio of taking childcare
and maternity leave100%

GHG*3 emissions amount(Scope 3)

Analyze the categories which have a major impact
and visualize Scope 3 emissions

GHG emissions amount(Scope 1, 2)-55% in FY2030 vs. FY2019
and net zero in FY2050

Energy consumption (domestic)-1% YoY continually

GHG: Green House Gas

7

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2.

Financial and Non-Financial Targets

3. Positioning of the 2025 MTMP and Value Creation
Process
4.

Business Strategies

5.

Corporate Functions Strategies

6.

Frameworks to Promote Transformation

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)8

3-1. Positioning of the 2025 MTMP▶
▶

We have defined the Basic Management Policy and the medium- to long-term management direction toclarify the direction we should take.
With these in mind, we have refined the Mitsubishi HC Capital (defined as “MHC”) Value Creation Process
and formulated the 2025 MTMP based on the process as a guideline.

Basic Management
Policy *4

Medium- to Long-termManagement Direction *4

Value Creation Process2031 MTMP

ActionPrinciples

SX

DX

InputsBusiness Portfolio
Transformation

Our
Vision(FY2029 - FY2031)[Jump]

Outcomes

Our
MissionBusiness activities &value creation

Our 10-year Vision

CX

Medium-termManagement Plan

Create value throughcapital input andbusiness activities,
thus achieve theaccumulation of nonfinancial capital andthe increase of futurefinancial capital

2028 MTMP(FY2026 - FY2028)[Step]2025
MTMP(FY2023 - FY2025)[Hop]*4 Announced on May 16, 2022. Refer to pages 25-28 for details

93-2. Value Creation Process (Overview)

Solve materiality issues

Manufacturing
CapitalNaturalCapitalSocial and
Relation Capital• Diverse assets• Accumulation ofvarious data
• Diverse industries,
global customer
base, network• Strong
collaboration baseTalent base/know-how• Diverse talent• Capabilities toprovide services
and create solutions

Accumulationof business/
operational
know-how

Five Business
Models

Non-Financial

Asset⑤ utilization

Human
Capitalbusiness
Data utilization④ platform

Reformation ofasset base+
③ Financeservices

Employee

Business
Partner② Assetfinance
Diversification/
deepeningof network① Customer
finance

Corporate Functions

Financial

Customer

services

Asset base/External relationship

Financial soundness and stability

Financial
CapitalIntellectual
CapitalThree Elements

Outcomes

Value creation

Intellectual
Capital• Improve know-how
and skills and secure
diverse talent• Rewarding work
environment andorganizational culture• Encourage innovation• Use data and digitaltechnologies
Manufacturing
CapitalShareholder,
Investor,
Financial
Institution

Environment/
Society

NaturalCapitalSocial and
Relation Capital• Shift to sustainable
and resilient assets• Improve reputation
with stakeholders• Deepen and diversify
our network

Financial
CapitalHigh-level and stable profitability andfunding capacity

Non-Financial

Human
CapitalCX

Business activities

InputsFinancialBusiness portfoliotransformation

Expansion of financial capital throughthe accumulation of non-financial capital

SX
DX

Details on P.11

10

3-3. Value Creation Process(Expansion of Financial Capital through the Accumulation of Non-Financial Capital)

Improve know-how andskills and secure diverse
talentBy accumulating know-how peripheral to assets through therealization of an ideal talent portfolio,
grow our businesses and increase profitability.

b

Rewarding work
environment andorganizational culture

Improve productivity, create new businesses that adapt tochanging external environments, and realize a company that
continues to be chosen by internal and external talent throughthe continuous improvement of employee engagement.

cEncourage innovation

Improve profitability and accelerate growth by developing aframework to encourage innovation and continuing to create
new businesses.

d

Use data anddigital technologies

Steadily execute DX strategies to provide high value-added
services and improve productivity, in order to achieve our goalof expanding DX-related new businesses and product.

Manufacturing
Capitale

Shift to sustainable andresilient assets

Replace with assets whose value is maintained over the medium
to long term and improve ROA, in order to increase the value of
assets and reduce risks of value being harmed.

f

Improve reputation withstakeholders

Improve the reputation with and trust of our stakeholders
through appropriate information disclosure and engagement,
and reduce capital cost.

g

Deepen anddiversify our network

Provide high value-added services to our customers andincrease profitability by diversifying and deepening our network.

Intellectual
CapitalHuman
CapitalaNaturalCapitalExpansion of Financial Capital throughthe Accumulation of Non-Financial CapitalSocialand
Relation
CapitalTalent base/know-how
Asset base/External relationship

Value Creation for Stakeholders/MHC

Theme to Be Addressed(Accumulation of Non-Financial Capital)

113-4. Composition of the 2025 MTMP and Relationship with the Value
Creation Process▶

The 2025 MTMP is composed of business strategies, corporate functions strategies,
frameworks to promote transformation, and Financial and Non-Financial targets.

▶

Business activities in FY2023 through FY2025 in the Value Creation Process apply to business strategies andcorporate functions strategies in the 2025 MTMP. We will develop frameworks to promote transformation,
which support those strategies, and aim to achieve Financial and Non-Financial targets.

2025 MTMP [Hop]Details on P.14～１９

Corporate functions
strategies
Details on P.21

Financial and
Non-Financial
targets

Business strategies

Frameworks to promotetransformation
Details on P.23

12

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2.

Financial and Non-Financial Targets

3.

Positioning of the 2025 MTMP and Value Creation Process

4. Business Strategies
5.

Corporate Functions Strategies

6.

Frameworks to Promote Transformation

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)13

4-1. Business Strategies(for the Evolution and Layering of Business Models)▶

We will proceed with the evolution and layering of business models in order to achieve business portfoliotransformation.

Evolution and Layering of Business Models

Business Type

Business Characteristics• Non-FIT renewableenergy businesses• Real estate
revitalizationand development
investment

Utilize data to develop
platform businesses, andmainly acquire service revenue

The initiative for this business isdifficult and will take time togenerate profits. However, it will
help differentiate MHC fromcompetitors, so we will actively
plant seeds for this domain• Inventory optimization
services utilizing data
• Sharing services
utilizing data

Add maintenance services,AM*5, etc. mainly to ②, andacquire service revenue aswell as income gain and capitalgain

Promote the shift mainly from ②(add services) to increase
profitability• Operating leases withmaintenance services• Service solutions suchas asset management

Investment and lending mainlyin specific marketable general
purpose assets backed by thevalue of business assets.
Capital gain as well as income
gain can be acquired

A profit base which generates stable
cash flows. However, some assets
have relatively low risk but yield low
returns, so we aim to increase
profitability by reducing lowprofitability assets and evolving into
an O&D business• Operating leases• Real estate
securitization

Acquire income gain morestably and continuously
through corporate financing

Same as ②. However, risks andreturns of this business are both
lower than ②, so we will take drastic
action to increase profitability(accelerating the reduction of lowprofitability assets, promoting
efficiency improvement, etc.)• Finance leases• Vendor leases• Installment sales• Lending

Promote business investment
utilizing assets, aiming tomaximize revenue from thosebusinesses

Datautilization④ platform
services
Finance +③ services

Asset

Customer① finance

ExamplesRisks and returns are relatively
higher than ① and ②, so we will
increase the size of asset
utilization business in a phasedmanner in consideration of risk
capital, etc.

Asset
⑤ utilization
business② finance

Direction

Risk

ReturnMedium risk andmedium returnLow risk andlow return*5 AM: Asset Management14

4-2. Business Strategies(Vision of the Evolution and Layering of Business Models)▶

Business type ①②▶

Business type ③④⑤→ Improve profitability and efficiency by reducing low-profitability assets
and shifting to high-profitability assets→ Focus on these types as the pillars of profit growth

Evolution and layering of business models

Developnewbusinesses⑤

Fivebusinessmodels⑤④③②①

Asset utilization business
Data utilization platform services
Finance + services
Asset finance
Customer finance

④
③

④

⑤
④

⑤
③

③

CustomerbaseEnhance
profitability andefficiency of
existing
businesses*6

Shift existing
businesses tohigh valueadded services

①

②

①

Vision of asset
composition ratio②②

Current

２０２５

④

①

⑤

①

④
⑤
③

①

Vision of profit
composition ratio③②②*6 Includes restructuring and withdrawal. Actively accumulate high-profitability assets, while selling and reducing low-profitability
assets. Evolve into O&D business.

Current

２０２５

15

4-3. Premise for Business Strategies(Financial Strategies that Support the Evolution and Layering of Business Models)▶

We will achieve profit growth by transforming our business portfolio and the quality of our assets in themedium- to long-term through the evolution and layering of business models. To this end, we will actively
invest cash flows from a medium- to long-term perspective after paying dividends.

▶

For the purpose of supporting this effort, we will achieve medium- to long-term return on capital andfinancial soundness by optimizing our balance sheet, and then maximize our corporate value.

Balance between the Three Perspectives

Growthpotential

Concept of cash allocation
 Actively invest cash flows after paying dividends in highvalue-added businesses including the development of new
businesses.

Maximizationof corporate value

Financialsoundness

Return on
capital Pursue the generation of ongoing expected returns and anincrease to absolute revenue by transforming the businessportfolio and the quality of assets in the medium- to longterm, with an awareness of the cost of shareholder equity.

Achievement of an optimal balance sheet
to maximize our corporate value Optimize our capital/debt structure according to changes in
asset risks, in the course of transforming the quality of assets
in the medium- to long-term.
 Give consideration to both financial soundness (maintain A
ratings) required for stable funding and return on capital(ROE).

16

4-4. Business Strategies by Segment

Customer Solutions Business
Achieve business portfolio transformation
through establishing our solid customer baseand the development of a new sales process
by utilizing data and digital technologies

Global BusinessNet
incomeImprove profitability through strategic
allocation of management resources
considering regional characteristics

Total
assetsNet
incomeTotal
assetsCore Strategies

Core Strategies



Leveraging our solid customer base as our strength, accelerate thecreation of collaboration businesses based on multi-layered
customer relationships and shareholder channels, etc.

Diversify businesses, expand our customer base, and shift to highvalue-added products by considering social issues and needs ofeach country and regionProvide new services leading to the evolution and layering ofbusiness models

Pursue efficiency by establishing a new sales process which utilizes
data and digital technologies

Increase added value and differentiate our business by digitalizing
business processes and providing digital platforms to more vendors
and customers



Increase profitability by enhancing decarbonization businesses
such as EVs, charging stations, and solar power generation

Aviation Business
Recover profitability early on and develop a
new business base by strengthening groupsynergy

Logistics BusinessNet
incomeContribute to solving social issues in thelogistics field by further strengthening ourbusiness base and developing new
businesses

Total
assetsNet
incomeTotal
assetsCore Strategies

Core Strategies

Firmly maintain our competitive, industry-leading portfolio of
aircraft and aircraft engine leasing businesses

Enhance capabilities to address changes in industry and customer
needs through optimized collaboration within the MHC Group, andexpand the business size

Further strengthen the container business base by using digitaltechnologies, etc. in addition to expanding reselling and tradingbusinesses by leveraging our world-class position in the industryCreate new businesses (next-generation aviation technologies,
decarbonization, etc.) with the aim of acquiring a business platform
for the future

Improve profitability of railway freight car leasing business in the
U.S. through portfolio optimization and a shift to the asset O&D
model



Create new growth opportunities that contribute to realizing adecarbonized and circular society174-4. Business Strategies by Segment

Environment & Energy Business
Maintain our position as a leading
renewable energy operator in Japan andincrease added value by expanding
business domains

Real Estate BusinessNet
incomeContribute to building a sustainable social
infrastructure through real estate
investment and lending business and asset
management business

Total
assetsNet
incomeTotal
assetsCore Strategies

Core Strategies



Secure stable electric power supply and strengthen the profit baseby expanding our power generating capacity

Increase added value of our power generating capacity bypromoting new businesses such as storage batteries and power
generator aggregation

Create business opportunities by increasing capabilities to enhancevalue through investment and lending and strengthening
development of eco- and society-friendly assetsEnhance investment in logistics facilities development by increasing
sourcing and leasing pipelinesDifferentiate our asset classes and address investors’ needs
related to ESG, etc., aiming to enhance and expand asset
management business

Accelerate the development of renewable energy generation
businesses in the U.S. and Europe by strengthening development
functions, etc.

Mobility Business
Expand profits by strengthening anddeveloping EV-related businesses inconsideration of social decarbonization
needs

Net
incomeTotal
assetsCore Strategies


Develop and commercialize an integrated service that can
extensively provide functions necessary for introducing andoperating EVs, such as constructing charging facilities networks,
reusing automotive batteries, and supplying renewable energies

Create synergy early on through the merger of two automotive
leasing companies in Japan

Expand our mobility business base by collaborating with strategic
partners in the ASEAN region, etc.

18

4-5. Business Strategies (Key Themes across segments)▶

We have defined themes to be addressed with the concerted efforts of the MHC Group across segments.

▶

These themes will lead to Our 10-year Vision of contributing to a prosperous and sustainable future bycreating social value with partners, not by the MHC Group alone.

HydrogenEVs

Develop hydrogen business strategies that leverage global business
operations and customer bases

Develop and commercialize an integrated service that can extensively
provide the functions necessary for introducing and operating EVs suchas renewable energy supply and charging infrastructure

Customer
Solutions
Environment& Energy

GlobalBusiness

Aviation

Mobility

Customer
Solutions
Environment& Energy

GlobalBusiness

Real Estate

Mobility

Decarbonization Solutions

Logistics(Energy Conservation, Carbon Credits)

To address social issues and customer needs on logistics supply chains,develop and provide “seamless logistics solutions” by collaborating withleading partners

Develop and provide a one-stop service contributing to realizing adecarbonized society (visualizing CO2 emissions, energy conservation,
renewable energies, creating carbon credits, etc.)

Customer
SolutionsGlobalBusiness

Environment& Energy

Customer
SolutionsGlobalBusiness

Real Estate

Logistics

Mobility

Environment& Energy

Mobility

19

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2.

Financial and Non-Financial Targets

3.

Positioning of the 2025 MTMP and Value Creation Process

4.

Business Strategies

5. Corporate Functions Strategies
6.

Frameworks to Promote Transformation

7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)

20

5. Corporate Functions Strategies
Major Initiatives for the 2025 MTMP

Fostering andsecuring talent







Bolstering the financialbase and internalorganizational baseStrengthening thecorporate governanceframework

Enhancing stakeholder
engagementEnhance employee engagement by utilizing surveys, etc.
Develop a talent portfolio contributing to the achievement ofmanagement strategies (increase the number of talent andqualitatively transform their abilities)
Strategically disclose human capital (set goals in line with the
HR strategy and communicate goals)
Procure stable and competitive funds, expand funding
capacity, and enhance the ALM framework
Redevelop frameworks for credit examination andmanagement in response to business portfolio transformation
Develop optimal IT systems responding to new businesses andbusiness models

Promote group-wide unified management by strengthening
the consolidated management framework
Enhance integrated risk management in response to businessevolution and changes
Develop a framework for unified management of internal
auditing on a global basis

Enhance financial and non-financial information to bedisclosed and diversify means to dispatch information
Enhance communication with external stakeholders
Promote and strengthen efforts for sustainability (promote
efforts for climate change and human rights, enhance andcommunicate ESG-related information)

21

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2.

Financial and Non-Financial Targets

3.

Positioning of the 2025 MTMP and Value Creation Process

4.

Business Strategies

5.

Corporate Functions Strategies

6. Frameworks to Promote Transformation
7.

Reference: Basic Management Policy/Medium- to Long-termManagement Direction (Released on May 16, 2022)

22

6. Frameworks to Promote Transformation▶

We will eliminate obstacles to achieving transformation, and change our way of thinking fortransformation.

▶

We will speedily promote various initiatives from new perspectives and not simply stay on
conventional paths.
Foster all employees’ awareness of transformation.

① “Lay” the foundationof transformation

Awareness reform through the dissemination of information fromthe management to all levels of employees as well as face-to-facecommunication between them

Develop frameworks so that efforts contributing totransformation can be actively launched.

② “Create”
transformation

③ “Promote”
transformation

Full-fledged start of a program to seek business ideas and theintra-entrepreneurship program, which is an initiative to promote
in-house venture business
Introduction of a new organizational evaluation system which
encourages transformation

Develop an agile discussion framework and promotetransformation by advancing efficient decision-making
processes and the delegation of authority that comes withresponsibility, etc.
Promotion of investment in R&D (establishment of the Innovation
Investment Fund, JPY10.0Bn)
Promotion of the delegation of authority to front offices(decentralization)

23

1.

The Direction the Mitsubishi HC Capital Group
Should Take and the Outline of the 2025 MTMP

2.

Financial and Non-Financial Targets

3.

Positioning of the 2025 MTMP and Value Creation Process

4.

Business Strategies

5.

Corporate Functions Strategies

6.

Frameworks to Promote Transformation

7. Reference: Basic Management Policy/Medium- to
Long-term Management Direction (Released on May 16, 2022)24

7-1. Basic Management Policy (Reposted)

Our Mission ~Our long-term goal~
Basic
Management
PolicyOur
MissionContribute to a prosperous and sustainable future by creating social value through maximizing the potential of
assets.

Our Vision ~Objectives to achieve our long-term goal~• Solve social issues by developing unique and progressive businesses with consideration for the global environment.
• Aim for sustainable growth through value co-creation with diverse stakeholders across the globe.

Our Vision• Enhance corporate value by evolving our business model through utilizing digital technology and data.
• Foster an “open, creative and engaging” corporate culture that shapes each and every employee’s motivation andpride.

• Aim to be a trusted company by complying with laws and regulations, as well as implementing ethical corporate
management.

Action Principles

Management Plan
Business Strategies
Management Base Strategies

Action Principles~“Values and mindset to be held” and “actions to be taken”
by each and every employee~• Challenge: Challenge ourselves to look forward to the future with a sense of responsibility andcommitment.

• Digital: Drive digital innovation and expertise.

• Communication: Communicate openly and honestly to build mutual understanding and trust.

• Diversity: Embrace diversity and respect each other.

• Sustainability: Act in harmony with people, society and the earth to create a sustainable world.

• Integrity: Maintain the highest standards of ethics and integrity.

25

7-2. Our 10-year Vision (Reposted)※ Figures for FYE 3/2023, expected targets for FYE 3/2026,
and an expected target of payout ratio during the period of
new Medium-term Management plan are as of May 16, 2022.

 We will achieve “Our 10-year Vision” by implementing Medium-term Management Plans in three phases. The new Medium-term Management Plan startingin FYE3/2024 is set as phase one, “hop,” followed by the Management Plans as phase two, “step,” and phase three, “jump.”
 Our expected target of ROA* is approx. 1.5% and of ROE* is approx. 10% for FYE3/2026, the final fiscal year of the “hop” phase. The expected target of
payout ratio for the period of the new Medium-term Management Plan is aimed to be approx. 40%.

Together we innovate, challenge and explore the frontiers of the future

Our
10-year
Vision To achieve our mission, continue to be an “innovator (who ventures into unexplored fields
and creates innovation)” who challenges the frontiers of the future without being bound by
precedents.
 Anticipate the changes in society and the business environment including changes in global
industrial structures, accelerating digitalization and increasing importance of sustainability,
and continue addressing social issues that can be solved only by MHC through approaches
such as SX (sustainability transformation) and DX (digital transformation) with customers andpartners.

1stMedium-term Management Plan

2nd
Medium-term Management Plan

3rd
Medium-term Management Plan

Hop

Step

Jump

FYE3/2022

FYE3/2023

FYE3/2024

FYE3/2026

ROA*

1.0%

1.1%

・・・

Approx. 1.5%

ROE*

8.0%

8.2%

・・・

Approx. 10%

Payout Ratio

40.4%

40.5%

* ROA and ROE are based on net income

FYE3/2029

FYE3/2032

Approx. 40%(during the period of new Medium-term Management Plan)[Expected target]26

7-3. Medium- to Long-term Management Direction:
Toward Our 10-year Vision (Reposted) Achieve “Our 10-year Vision” by promoting CX through “SX / DX” and “Business Portfolio Transformation.” We can achieve “Customer Experience” by implementing “Corporate Transformation.”

External
Environment

Medium- to Long-termManagement Direction

Megatrends

CX

and Economy(Corporate Transformation / Customer Experience)

Climate Change
Expansion and
Evolution ofTechnology

SX(Sustainability
Transformation)

Demographics

Wealth Disparities

With/Post
COVID-19

Business Portfolio
Transformation

Our 10-year Vision

Geopolitics

DX(Digital
Transformation)

Economic Security

27

7-4. Medium- to Long-term Management Direction:
Implementing CX (Reposted)

CX(Corporate Transformation / Customer Experience)

SX / DX

Business portfolio transformation
I

S
X

Achieve “co-existence and co-prosperity withenvironmental and social values” and “sustainablegrowth” through efforts for materiality and solidmanagement base.

“Developing” new businesses
 Develop new businesses and domains and create
new revenue sources by utilizing stable cash
flows and the wide-ranging customer base ofexisting businesses.

II Shift existing business to high value-added services
 Shift to high value-added services by maintaining
and expanding the customer base of existing
businesses and increase returns by improving
customer experience.

D
X

Achieve “creation and qualitative improvement ofcustomer value” by utilizing data and digitaltechnologies and making strategic investments.

Enhance profitability and efficiency of existing
III businesses Enhance profitability and efficiency of existing
businesses that create stable cash flows.

28

Legal Disclaimer

 This presentation contains forward-looking statements regarding estimations, forecasts, targets andplans in relation to the results of operations, financial conditions and other overall management of
Mitsubishi HC Capital Inc. and/or its group companies.
 These forward-looking statements are inherently subject to a number of risks and uncertainties that
could cause the actual results, performance, achievements, financial position etc. to differ materiallyfrom the information expressed or implied by these forward-looking statements, which is based onassumptions and beliefs in light of information currently available to the management of Mitsubishi
HC Capital Inc. at the time of publication. Accordingly, due to various risks and uncertainties, thestatements are not a guarantee of future performance or developments. We may not be successful in
implementing our business strategy, and management may fail to achieve its targets for a wide rangeof possible reasons.
 Amounts are rounded down in this presentation, which may cause a fractional error in total amounts.
We undertake no obligation to update or correct any forward-looking statements after the date ofthis presentation. The information set forth in this presentation is subject to change without notice.
 This presentation is not intended to solicit, offer, or sell investments in any jurisdiction, and should
not be the sole basis for making investment and other decisions. The reader is cautioned not to place
undue reliance on forward-looking statements.
 We assume no liability for any damage resulting from the use.
 This presentation is created in Japanese and translated into English. The Japanese text is theoriginal and the English text is for reference purposes. If there is any conflict or inconsistency
between these two texts, the Japanese text shall prevail.

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