Presentation of Performance
Fiscal Year Ended March 31, 2009
May 19, 2009

— Contents —I. Overview of Performance
1. Highlights of Performance for the Fiscal Year Ended March 31, 20093

2. Details of Net Sales by Segment for the Fiscal Year Ended March 31, 2009

4

II. Forecasts for the Fiscal Year Ending March 31, 20105

1. Increasing Income through Strategic Investments
and Reform of Our Business Structure6

2. Key Factors Underpinning the Forecast of Increased Operating Income

7III. Measures Taken to Achieve Performance Forecasts
1. Reform of Our Telecommunications Construction Business Structure(To Reliably Generate Income)8

2. Specific Structural Reform Measures9

3. NTT Business Investment Trends and Measures

10

4. DoCoMo Business Investment Trends and Measures

11

5. NCC Business Expansion Details

12

6. Measures for the Carrier-Class Peripheral Business13

7. Measures for the Construction Business14

8. Measures to Expand the IT Solutions Business15

9. Measures for the IT Business16

IV. Returns to Shareholders

172I-1. Highlights of Performance for the Fiscal Year Ended March 31, 2009

Exceeding income forecasts despite the adverse economy(Unit: ¥100 million)
Orders Received

Net Sales

Performance

3,204
3,211

Comparisons withthe previous term

Comparisonswith forecasts

-46

-115

(-1.4%)(-3.5%)

TopicsOrders Received and Net Sales@ Despite a slight decline in the NTT business, the

-89

-64

DoCoMo and NCC mobile communications
businesses remained strong, outperforming forecasts
in the second half.

(-2.7%)(-2.0%)@ Thorough screening of orders and the effects of poor
economic conditions are expected to bring a decline
in the construction business.

Operating Income
Operating Margin

156

+16

-6

4.9%

+0.7 percentage points-0.1 percentage points@ In total, performance is expected to be below both
forecasts and the previous fiscal year’s figures.

Income

171

+21

-11

5.3%

+0.8 percentage points-0.3 percentage points

Net Income

100

+15

-16

Net Profit Margin

3.1%+0.5 percentage points-0.5 percentage points

Recurring Profit
Recurring Profit Margin3@ The effects of programs such as Group Innovation

2010, Innovation 2010, and COMSYS-style kaizen(improvement) are forecast to maintain income fromconstruction projects. Furthermore, comprehensive
efforts to control selling, general and administrative
expenses are expected to help offset expenditures
relating to new systems. Therefore, operating income
is expected to exceed forecasts.

I-2. Details of Net Sales by Segment for the Fiscal Year Ended March 31, 2009
With the dramatic changes in the market environment, second-half
performance forecasts were difficult to achieve
Decisive action also encompassing thorough screening of orders

NTT-G
-1.5%

3,275

-28

NCC
+7.5%

+31

(Unit: ¥100 million)

IT Construction+2.9% -12.5%

3,300

+12
-8.9
(-2.7%)-79-98
Projects mainly related to KDDI mobile
communications as well as FTTH were firm

-6.4(-2.0%)

3,211

+32
NTT-G
+1.8%

-25

+2
NCC
+0.5%

Construction-15.3%

IT-5.6%

Results in the carrier business were steady,while private-sector demand related
businesses confronted difficult conditions
Decline in Internet access projects
In the DoCoMo business, orders for 800M
overlay projects continued in the second
half to exceed forecasts

FY March 2008
Performance

FY March 2009
Performance
4

FY March 2009
Targets

II. Forecasts for the Fiscal Year Ending March 31, 2010
Achieve increased operating income through promotionof structural reforms to improve profitability(Unit: ¥100 million)

FY March 2009
Performance

Comparisons withFY March 2009

FY March 2010
Targets

Remarks

Orders Received and Net Sales

Orders Received

3,204

3,125

-79

Net Sales

3,211

3,200

-11

Operating Income
Operating Margin

Recurring Profit

156

165

+9

4.9%

5.2%

+0.3 percentage points

171

170

-1

5.3%

5.3%

—

Net Income

100

105

+5

Net Profit Margin

3.1%

3.3%

+0.2 percentage points

Recurring Profit Margin

5s In the NTT business, infrastructure projects are expected
to decline. Decline in the DoCoMo business should beheld to a minimum through peripheral businessexpansion, although a temporary drop-off is anticipatedas the DoCoMo business enters a Long-Term Evolution(LTE) wireless technology transition periods We will work to expand our NCC business share in boththe mobile and fixed communications sectorss We hold concerns about the effects of restraint inprivate-sector capital investment in the IT solutions
business and the construction business However, we
will engage in marketing activities aimed at achieving
forecasts through various initiatives including efforts tospur order growth in response to increased
public-sector investment.

Incomes Pursue further increases in productivity and reductions
in expendituress Pursue the effects of investment in systems, andextensively implement measures to reduce expensess Forecasts of income will be achieved as a result ofworkflow standardization, selective acceptance of orders,and structural reforms, as called for in the Innovation2010 and Group Innovation 2010 plansII-1. Increasing Income through Strategic Investments
and Reform of Our Business Structure

Top priority is on maintaining stable income
Operating Income(Unit: ¥100 million)

162

n
out i
m
o
t
t
09
o bo h 31, 20
t
n
r
rc
ntu
Targets
dow nded Ma
c
i
m
o
re
n
a
o
e
c
y
E
l
isca
the f
165

Results156

160

Group Innovation 2010

140

Seeking to benefit from the structural reforms,
investments in IT, and synergistic effects.

Strategic, Anticipatory Investment
Building core and sales support systems
Strategic human resources development
Costs of business reforms, kaizen (improvement),
and others.

Mar. 2008

Mar. 2009

Strengthening our corporate structure through structuralreforms (such as the review of our layered structure)
Shifting to an income-oriented business structure
Raising productivity through workflow standardization and
COMSYS-style kaizen (improvement)
Steady reduction in costs through the expansion ofcentralized procurement
Reduction in costs through new internal systems.
Building a unified and collaborative Group business structure
Consolidating Group company branches at regional bases

Mar. 2010

6

Mar. 2011

Expanding Income
Achieving profitability in the IT
solutions business
Expanding NTT and DoCoMo
Peripheral Businesses
Expanding our NCC business share
Thorough screening of orders
Generating synergistic effects throughM&A (using treasury stock)(FY)II-2. Key Factors Underpinning the Forecast of
Increased Operating Income
Striving for growth in operating income through thorough structural reforms
s %NHANCED ADMINISTRATIVEs EFFICIENCY THROUGH BUSINESSs PROCESS REENGINEERING AND
s COMPUTERIZATION
s /PTIMIZED ASSIGNMENT OF
s PERSONNEL 3HIFT TO DIRECT
s CONTRACT CONSTRUCTION
s PERSONNEL
s 2EDUCTION IN SYSTEMSs RELATED EXPENSES
ETC

Improvement
in costs+26+9 (+5.8%)
The effects ofthe decline in sales-2

156
The effects ofthe decline in sales

140

-10

5NIT c MILLION-15

Reduction inselling, generaland administrative
expenses+16 (+11.4%)

Increase in
selling, generaland administrative
expensess )NCREASE IN
s SYSTEMS RELATED
s EXPENSES
s "URDEN OF RISINGs PENSION COSTS
ETC

165

s )NNOVATION  kaizens IMPROVEMENT
s #ENTRALIZED PROCUREMENT ss THROUGHOUT THE 'ROUP
s 3TRONGER EFFECTS FROM SYSTEMS
ETC

+25
Improvement
in costs+1s )NNOVATION  kaizens IMPROVEMENT
s #ENTRALIZED PROCUREMENTs )NCREASE IN DIRECT CONTRACT
s CONSTRUCTION PERSONNELETCFY March 2009
Operating Income (Targets)

FY March 2009
Operating Income (Results)

7

FY March 2010
Operating Income (Targets)III-1. Reform of Our Telecommunications Construction Business
Structure (To Reliably Generate Income)The importance of changing business
operations and adapting to the changes(Current status)

Multilayer subcontracting
structure unique tothe construction industry)NCREASED TREND TOWARD CONTRACTION IN THE VOLUME
OF CONSTRUCTION WORK)NCREASE IN PROJECTS REQUIRING DIVERSE CAPABILITIES)NCREASED TREND TOWARD A SHORTER CONSTRUCTION
CYCLE
Critical need to meet the demand for a variety ofcapabilities and shorter cycles(The appropriate posture)
The change to a single-layer subcontracting
structure to bring increases to both the
responsibility of the prime contractor and profit
ratios (fixed expenses become variable costs).
Generating synergistic effects throughthe linkage of various measures and policies(This cannot be done under present conditions.)

Uncertainty regarding the division ofroles between prime contractor andsubcontractors
Value added by prime contractor is
ambiguous
Inadequate prime contractor
skill-management capabilities

3TANDARDIZATIONOF WORKFLOW

The source of income
and displaying contracting
capabilities)NTRODUCINGA COST ESTIMATIONSYSTEM USINGTHE CUMULATIVEACCOUNTINGMETHOD

Fundamental Concept
Implementing businessprocess reengineering andinformation technology

Comprehensive cost reductions

s &INALLY IMPLEMENTING BUSINESS PROCESSs REENGINEERING AND INFORMATIONs TECHNOLOGY AT PRINCIPAL SUBSIDIARIESs 3TANDARDIZATION OF WORKFLOW COMMENCED

Bottom-up structure
COMSYS-style kaizen (improvement)/PTIMIZINGTHE LOCATIONSOF CONSTRUCTION
BASES

Maximizing the prime
contractor added value(coordinating parameters)
Strengthening subcontractor
management
Support through businessprocess reengineering andcomputerization

3TRENGTHENING
PRIME CONTRACTORPROJECT
MANAGEMENT

Top-down structure
Innovation 20108

Seeking synergistic effects
Group Innovation 2010

0ROMOTINGSYSTEMATIZATION
OF OPERATIONSCOMPUTERIZATION%STABLISHINGCONSTRUCTION
AFFILIATE
MANAGEMENTSYSTEMSIII-2. Specific Structural Reform Measures— Year for continued momentum and reaping resultsGroup Innovation 2010—Eliciting synergistic effects throughout the entire COMSYS Group—
Growth in revenue and income

Instituting integrated management

s %XPANDING THE INFORMATION SYSTEMS BUSINESS
s %XPANDING THE CARRIER CLASS PERIPHERAL BUSINESS AND
s .EXT 'ENERATION .ETWORK .'. CARRIER BUSINESS DOMAIN
s!CTIVITIES IN NEW AREAS OF THE )4 SOLUTIONS BUSINESSOperational integration and collaborations .## "USINESSs )#4 SOCIAL INFRASTRUCTURE BUSINESSs 2EVIEWING BUSINESS MANAGEMENT IN OUR
s REGIONAL OPERATIONSEnhancing operational efficiency

Important measurestaken this fiscal year

Building a joint platforms 4HE BUILDING AND IMPLEMENTATION OF #OMSTAR A NEW INTERNAL SYSTEM  ALREADY IN STEADY PRODUCTION
s 3TANDARDIZING OPERATIONAL FLOW AND IMPLEMENTING NEW SYSTEMS AT CONSOLIDATED SUBSIDIARYs )NTEGRATION OF JOINT OPERATIONS
s %XTENDING CENTRALIZED PROCUREMENT THROUGHOUT THE 'ROUP
s %XTENDING kaizen THROUGHOUT THE ENTIRE 'ROUP

Example of Innovation 2010 Measures
Strengthening project management by acting as prime contractor

Reviewing the business management structure in mobile
communications projects (A new program)s 2EBUILDING NEW PROJECT EXECUTION STRUCTURE THROUGH A REVIEW OF THE DIVISION OF ROLES
s #ONDUCTING A REVIEW OF THE DIVISION OF FUNCTIONS AMONG PRIMARY CONSOLIDATED SUBSIDIARIESTOGETHER WITH THE ELIMINATION OF DUPLICATED OPERATIONS AND OPERATING AREAS

s 43 INTEGRATION BUILDING A DIRECTLY MANAGED PROJECT EXECUTION STRUCTURE USING PRIMARYCONSOLIDATED SUBSIDIARIESWorkflow standardizations )MPLEMENT EFFORTS TO ASCERTAIN ADMINISTRATIVE AND BUSINESS ACTIVITIES IN EACH BUSINESSSEGMENT AND SHARED SERVICE
s #REATING A 0$#! CYCLE PLAN DO CHECK AND ACT FOCUSING ON BUSINESS REFORM BASED SOLIDLY
ON CONSTRUCTION SITE OPERATIONS

Optimizing the deployment of project basess %LIMINATION AND CONSOLIDATION OF 4ECHNO 3TATIONS 43 IN THE 4OKYO METROPOLITAN AREA
s #OMPLETING THE NATIONWIDE INTEGRATION OF 43 FOR THE $O#O-O BUSINESSREDUCING 43 TO 43

Promoting systemization of business operations (computerization)

Switching to a new cost estimation system
s 3TEADILY CONVERTING TO A CUMULATIVE ACCOUNTING ORDER SYSTEM

s 3ETTING A POLICY FOR THE REVIEW OF CORE SYSTEMS IN THE COMPANIES OF THE #/-393 'ROUP
s #OMMENCED SYSTEMS DEVELOPMENT FOCUSED ON CONSOLIDATED SUBSIDIARIES

Changing to a nationally integrated system for inside business

Establishing construction affiliate management systems (a new project)s %NSURING A PROJECT EXECUTION STRUCTURE AND RECRUITING ENGINEERS IN LINE WITH CHANGESIN ORDERS RECEIVED STARTING WITH DESIGN ACTIVITIESs &EEDBACK GENERATED BY THOROUGH QUANTIFICATION UTILIZING COMPUTERIZATION

Innovation 2010 Numerical Targets for this Fiscal Year
)NCOME INCREASED BY c BILLON"USINESS DOMAIN EXPANDED BY c BILLION

As a part of our structural reform know-how, these measures have been implemented through the standardization of workflow and computerization
9

III-3. NTT Business Investment Trends and Measures[Trends in capital investment of NTT East and West]

8,235

8,472

8,650

[Reform in NTT’s investment structure]
Taken from NTT publications
issued on May 13, 2009.

Solutions andother new fields

35%

32%

29%

Market Trends

58%

68%

75%

Reductions in Internet access investments
as a result of a sufficiency of facilities

IP Business

29%

40%

36%

Clear indications of a shift in investmentsfrom the infrastructure business to the IP
solutions business

LegacyBusinesses

42%

Mar. 2008(Unit: ¥100 million)

Mar. 2009

Mar. 2010
Capital investment asa percentage of net sales(consolidated)

32%

25%

Mar. 2009

Mar. 2011

Mar. 2013

20.6%

19%

15%

Nationwide spread of next-generation
networks (NGN)NGN carriers businessInitiatives in Progress

FY 2008

FY 2009

FY 2010

FY 2011

FY 2012

Seeking full turnkey projects that include design, construction, testing, maintenance,and operation, with ICT professionals as key personnel

Testing, maintenance, operation
Data manufacturing
Construction (Installation of equipment, laying of cable, unit testing)Base station data production

Participation in the NGN market(to expand our scope of business by also entering thevendor domain)

Training ICT professionals

NGN testing and verification

10

Seeking full turnkey orders

Achieving higher productivity
through comprehensive reforms
in the business management structure
Expanding peripheral businesses
for stable sales and income

III-4. DoCoMo Business Investment Trends and Measures[Trends in capital investment at DoCoMo]
7,587

-2.8%

[Developments in DoCoMo facilities (COMSYS Holdings forecast)](Unit: ¥100 million)

7,376

-6.5%

6,900

Research anddevelopment, etc.

OutdoorAchieving
qualitystandards
in the FOMA
area
Indoor(IMCS)-10%

Network

FY 2008(COMSYS Holdings estimate)

Optimizing
network
capacityMar. 2008

Mar. 2009

Mar. 2010

Promoting
IP networks

FY 2009

FY 2010

Improved quality in the FOMA areas ' STATION s' STATIONs - OVERLAY
s /PEN BOOSTER

FY 2011)NTRODUCTION OF ,4% 'Achieving quality standards in the FOMA areas &EMTOCELL BASE STATIONs ,OW POWER REPEATER
HSDPA

HSUPA

Introduction and promotion of a new frequency band (1.7G)
Voice communications over the Internet (3G FOMA)
Preceding implementation

Initiatives in ProgressMarket Trends

Developing a more competitive business structureand expanding market share

Capital investment in general is expected to gradually decrease,
despite the anticipated investment in area quality improvement
and network capacity expansion

Building a negotiation consultant structures 3HORTENING THE CONSULTING PERIOD

Change in procedures at wireless base stations

Strengthening prime contractor capabilities, eliminating and consolidating TS

The number of outdoor stations is increasing, but there is a trend toward smaller sizes
Decline in 800M overlay projects, increase in the installation of 1.7GHz equipment
Indoor stations are getting smaller in size, centering on low-power repeaters

Striving to expand business domains
Further expansion of peripheral businesses through the strengtheningof proposal-based marketing

Full-scale investment in LTE (3.9G) forecast to begin in fiscal 2010

IP business initiatives (a new field)
s %XPANDING SYSTEMS DEVELOPMENT IN THE SERVICE BUSINESS*LTE: Long Term Evolution11

III-5. NCC Business Expansion Details
Expanding our share in core businesses and entering new fields(Unit: ¥100 million)

Business Expansion Policy

NCC business net sales forecast

600

471

Expand market share as the primary partner for NCCs centeringon the KDDI Group in ever-changing market conditions

442

411
332

Others300

Expanding business scope, entering new fields to secure
income, and actively cultivating new customers.
MobileStrengthening nationwide support and guidance capabilities in
low-share areas to get market share moving upward

0Mar. 2007

Mar. 2008

Mar. 2009

Mar. 2010(Targets)

Results

NCC Business Expansion Details

Data center facility projects

Service platform(telephone, Internet, image transmission, etc.)= Network =Core network(NGN)

Installation of indoor facilities

Access network(mobile, fixed wireless, optical, metal)
User terminal(mobile telephones, PDAs, telephones, PCs, TVs, etc.)

Installation and testing= Mobile == Access =Incidental work for base stations
Wireless device projects

Installation of
optical trunk lines
Installation of home
optical fiber, etc.
Setup of residential terminals

12III-6. Measures for the Carrier-Class Peripheral Business
Achieving stable growth in revenue and income and expansion in the scope of business through carrier-class peripheral business growth

NTT Peripheral Business

DoCoMo Peripheral Business

NCC Peripheral Business

Home network businessResearch operations, IP business, etc.

Developing management and operation systems

s 0ROJECTS LINKED TO THE INCREASE IN DEMAND FOR Sukapa!-Hikari SERVICES

s 6ISITING CUSTOMERS TO EVALUATE THE QUALITY OF

s 0ROPOSING FACILITY DESIGN OPERATION AND MANAGEMENT SYSTEMSTO CARRIERSCOMMUNICATIONS SERVICES

Agency businesss %XPANDING SALES OF NETWORK EQUIPMENT THROUGH AGENCIESs )NCREASING LARGE SCALE AGENCY SALES TO CORPORATIONSs )0 BUSINESS INITIATIVES

Maintenance business

Repair and maintenance businesss %XPANDING THE FIXED COMMUNICATIONS EQUIPMENT AND BASE
STATION MAINTENANCE BUSINESSES

s %XPANDING THE GEOGRAPHIC AREA FOR MAINTENANCE SERVICES

s %XPANDING SALES OF COMMUNICATIONS EQUIPMENT

s 0ROPOSING ADJUSTMENTS TO ANTENNA ANGLES AND THE INSTALLATION

Maintenance business

Operations in new fields
s %NGAGING IN WIRELESS DEVICE PROJECTS EXPANDING RESIDENTIAL &44(

OF POWER OUTAGE PROTECTION WITHIN OUR SERVICE AREATERMINAL SETUP SERVICESs )NCREASING THE NUMBER OF BUILDING MAINTENANCE CONTRACTS

Engineering businesss )NCREASE ORDERS BY OFFERING TO FIX FAULTY INSTALLATION AND FACILITIESInfrastructure peripheral business

Winning new customerss 7INNING MORE FULL TURNKEY CONTRACTSs 7INNING INITIAL CONTRACTS FROM #!46 OPERATORS NOT PREVIOUSLY OURCUSTOMERS MAKING PROPOSALS AND WINNING ORDERS IN THE TERRESTRIALs #ULTIVATING NEW FIELDS CONNECTED WITH NEXT GENERATION NETWORKS .'.
(Unit: ¥100 million)(Unit: ¥100 million)

85

80
60

80

70

60

60

20
Mar. 2009
Targets

Mar. 2009
Results(Unit: ¥100 million)

65

40

0

DIGITAL BROADCASTING BUSINESS AND THE REGIONAL 7I-!8 BUSINESS

Mar. 2010
Targets

70

40
27

30

50

40

20

20

10

0

Mar. 2009
Targets

Mar. 2009
Results

13

Mar. 2010
Targets

020Mar. 2009
Targets

20

Mar. 2009
Results

Mar. 2010
Targets

III-7. Measures for the Construction Business
Expanding business through selection and concentrationin the fields where we are especially competitive
Market Trends
4HE TREND TOWARD BRINGING PUBLIC SECTOR PROJECTSFORWARD IS STRENGTHENING
4REND TOWARD TIGHTER CONTROL OF CAPITAL INVESTMENT IN
PRIVATE SECTOR CONSTRUCTION BUSINESSES&URTHER GROWTH OF REFURBISHMENT AND ECOLOGY MARKETS)NCREASE IN INFRASTRUCTURE PROJECTSFROM REGIONAL GOVERNMENTSREGIONAL INVIGORATION MEASURES TO INCREASE GROWTH POTENTIAL

Focus on Fields of Particular Strength%COLOGY AND THE ENVIRONMENT
3WIFT AND APPROPRIATE PURSUIT OF OPPORTUNITIES TO EXPAND h*APANESE .EW $EALv AND OTHER ORDERS
3OLAR POWER,%$S!SBESTOS REMOVAL THERMAL BARRIER COATINGS AND CONSTRUCTION WORK FOR BETTER RESIDENTIAL
AND WORK ENVIRONMENTS
2EGIONAL ENVIRONMENTAL MEASURES)NSTALLATION OF INFRASTRUCTURE FOR TERRESTRIAL DIGITAL BROADCASTING AND &44(
)NSTALLATION OF NEW ELECTRICAL EQUIPMENT IN CONNECTION WITH THE EARTHQUAKE PROOFING OF SCHOOLS)NSTALLATION OF SURVEILLANCE CAMERAS
5RBAN ENVIRONMENTAL IMPROVEMENT BUSINESS2EMOVAL OF ELECTRICAL POLES PRIMARILY IN URBAN AREAS#ONSTRUCTING WATER DRAINAGE SYSTEMS CAPABLE OF HANDLING CONCENTRATED HEAVY RAIN TO
PREVENT FLOODING

Measures to Enhance Profits;2ESULTS OF OPERATIONS EXAMPLE =Installation of solar power equipment and facilities
at the Kosuzume water treatment plant (Yokohama).

Mobility of employeess /VERHEAD EMPLOYEES IE ADMINISTRATIVE STAFF TRANSFERRED TO CONSTRUCTION SITES
s -OBILITY OUTSIDE SPECIALTY FIELDS FROM INFRASTRUCTURE TO TELECOMMUNICATIONS ETCs )N THE FISCAL YEAR ENDED -ARCH   THERE WERE APPROXIMATELY  SUCHCASES )N THE FISCAL YEAR ENDING -ARCH   APPROXIMATELY  CASES ARE
EXPECTED
4HOROUGH SCREENING OF ORDERS SHIFTING FROM A LOW INCOME BUSINESS
s 4HE DECLINE IN CIVIL ENGINEERING PROJECTS IN THE PRIVATE SECTOR IS PROMPTING ASHIFT TO THE ECOLOGY AND ELECTRIC EQUIPMENT BUSINESSES
s 4HOROUGH SCREENING OF ##"/8 PROJECTS 2ETREAT FROM PROJECTS IN URBAN AREAS
s 3PECIALIZING IN TELECOMMUNICATIONS CONSTRUCTION

14

Installation of solar power equipment and facilities
at ProLogis Parc Zama.

III-8. Measures to Expand the IT Solutions BusinessSeizing the opportunity presented by an adverse
market environment to actively expand our business
4HIS TYPE OF ECONOMIC CRISIS COMES ONLY ONCE EVERY  YEARS AND COMPANIES ARE CONCENTRATING ON INVESTMENTS FOR WHICH THE COST EFFECT CAN BE CALCULATED
The fiscal year ended March 31, 2009

The fiscal year ending March 31, 2010
%XPANDING THE SERVER BUSINESS FROM ,!.S TO DEVELOP AND EXPAND NEW MARKET

3TRENGTHENED OUR PRESENCE IN THE SERVER MARKET
as well as in networks%XPANDED THE ,!.7!. NETWORK CONSTRUCTION
and operation businesss 3YSTEM INTEGRATION AND BUILDING OPERATIONS THAT HAVE A COST EFFECT
3HIFTING TO %THERNET NETWORKS RENEWING SERVERS SERVER INTEGRATION AND
VIRTUALIZATION DESIGNING AND INTEGRATING ,!.S AND SERVERS

A new
step

%XPANDED NETWORK INSTALLATION PROJECTS NATIONWIDE
s 4HE SMOOTH EXTENSION OF NETWORKS AND SYSTEMS NATIONWIDE%NTERED THE FIELD OF SERVER VIRTUALIZATION
Implemented server virtualization and renewal
s %STABLISHED SYSTEMS FOR SOFTWARE AS A SERVICE 3AA3
and servers)NTRODUCED AN %THERNET .'. WITH HIGH SPEED ,!. TO OUR
internal network.

Design and construction of LANs and WANs

50% growthin the serverbusinessverSer

3AA3 erv)
verser
PF m ser
or
latf
g
P
(
n
i
s
at
Cre ystem
s
S
Saa

tion
gra
e
t
n
i

rs
rve
e
s
ng
ewi
Ren

g
atin
Cre

s
ver
ser
n
tio
lica
app

%THERNET .'.

&OCUSING ON ,!.S 7!.S AND SERVERS
Concentrating resources
3TRATEGY FOR SERVER OPERATIONS
s 2ECRUITING AND TRAINING OF PERSONNEL 
s $EVELOPING SERVER SYSTEMS ENGINEERS

Nationwide network and systems launched

15

3TRENGTHENING PARTNERING

Bolstering ties
with carriers andsystems integrators

III-9. Measures for the IT Business
Doubling net sales in the medium term through increased focus on technologies in which we are particularly strong
100% growth

Net sales by segment

Increased focus on technologies in which we are particularly well versed
Other
10%
Governmentorganizations 10%
and medical

Finance
20%

Finance
13%
Construction
20%

l in
cia
an
pa

nd

ing

the

fin

15%

Telecommunications
45%

Business
intelligence technology[Actual Results]
ERP front system
Process control
Building a document
management system(44 system)
Staff: 50 people[Actual Results]
Large-scale systems
Building operations
surveillance systems(4 systems)
Staff: 80 people[Actual Results]
Building businessintelligence systems basedon business packages
Staff: 20 people

Targeting therebuilding of the
ERP front systembusiness.
(Staff) 150 people

Expandingoperations in the
mission-criticalsystems business(Staff) 150 people

Installing businessintelligence technology
into production databases(Staff) 100 people

Note: Staff includes affiliates

Strengthening our basic structure
Expanding the mobile
services business20%

Telecommunications
40%

Construction

Ex

Governmentorganizations 13%
and medical

Technologies in which we are particularly well versed
10%

Other
14%

for

ma

tio

nb

us

ine

ss

¥10.6 billion

Platform
infrastructuretechnology

Intra-mart technology

Technologies in which we are particularly well versed

Seeking synergistic effects
between technologies inwhich we are particularly
strong and businessknow-how to expand

Concentrating resources through the introduction of a mobile
work style (using business SNS and smartphones).
Developing human resources with project management
professional certification as the standard (increasing certified
personnel from the current 33 to 100).

FY March 2009
Performance

Targets

FY March 201216

IV. Returns to Shareholders
Status of Treasury Stock Acquisition

Invest ¥5.0 billion in the buyback of our own stock for three fiscal years in a row

This fiscal year’splanned acquisitionss  MILLION SHARES MAXIMUM
s c BILLION MAXIMUM
15,027 thousand shares

Number of shares held at the end of the term

Stock swap with
Kokusai Densetsu, Ltd.
-1,134 thousand shares

Newly acquired portion
5,544 thousand shares(Approximately ¥5.0 billion)

15,027 thousand shares(Approximately ¥14.4 billion)

Newly acquired portion
1,035 thousand shares(Approximately ¥1.2 billion)

9,370 thousand shares

4,967 thousand shares

Newly acquired portion
4,386 thousand shares(Approximately ¥5.0 billion)

Mar. 2006

Mar. 2007

Mar. 2008

Mar. 2009

Mar. 2010

¥15

¥15

¥17

¥17

¥20

¥20 (Planned)

Interim

¥5

¥7

¥7

¥7

(including a ¥3commemorative dividend)¥10Year-end

¥10
25.7%

¥8
21.5%

¥10
19.5%

¥10
20.3%

¥10
26.5%

¥10

4,820 thousand shares
3,754 thousand sharesMar. 2005

Status of Dividends
Dividends per Share

Consolidated Payout Ratio

17

¥10

24.9% (Planned)(FY)