Financial Results Presentation for Q2 FYE 3/2022 (Appendix) November 24, 2021 MIRAIT MIRAIT Holdings Corporation
Table of Contents

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(Unit: bil. yen)
3 ※（） indicates results for the MIRAIT Group (Mirait, Mirait Technologies and Lantrovision(S) Ltd.)
* Figures are rounded down to one decimal place. 4
* The "Accounting Standard for Revenue Recognition" has been applied since FYE March 2022. 4. Orders Received, Net Sales and Construction account carried forward
● Construction, maintenance and operation of fixed communication facilities of NTT. Centered on the Greater Tokyo and Kansai regions. ( Net sales ) (Unit: bil. yen) Capital investments by NTT East and NTT West (Unit: bil. yen) (Notes) 1. NTT figures based on IFRS from FYE 3/2018 (Regional communications business) 2. Figures for optical-related work from FYE 3/2019 reflect investment plans submitted to the government. Source: MIRAIT from company information 7
Expand from maintenance to construction work and indirect operations Productivity gains Advanced wireless environment business Projects to be completed this fiscal year thanks to group-wide collaboration Execute construction work by adjusting utilization of capacity at JVs Ensure completion of projects 6 . Multi-carrier Business ● Nationwide works on construction, maintenance and operation of communications facilities of all mobile carriers. ● Fixed communication equipment for NCCs, CATV work, global business. ( Net sales ) (Unit: bil. yen) (Notes) Rakuten figures reflect total mobile-related capital investments Mobile market trends No of ５G base stations installed 140,000 280,000 -docomo �KDDI -SoftBank ——— KDDI • SoftBank 10,000 (end FY20) docomo 10,000 ( end Q1 FY21 ) (end Q2 FY21) docomo 20,000(end FY21) o 24,000 FY2022 Installment of base stations Installment in  under-serviced  areas Deployment of advanced services including 5G Resolving reception interference I n railway/road  tunnels docomo 3.7Giz band 4.5Giz band 28Gizband G KDDI 3.7Glz band 28Glzz band SoftBank 3.7Glz band 28Glzz band + 1.7Glzband Rakuten Mobile 3.7GHz band 28GHz band FY2019 FY2020 FY2021 FY2022 Installment of 5G base stations in ３G／４G areas Leveraging mobile area advancement projects ▲ 2019.4 Allocation of  5 G frequencie Conversion of 4G frequencies to 5G docomo 795.0 bil. yen KDDI  466.7 bil. yen SoftBank  206.1 bil. yen RakutenM  266.6 bil. yen ▲ 2020.4    ▲ 2020.8 Tax promoting 5G investments Framework to convert 4G frequencies to 5G Capex total (FY2019～2024): approx. 1,734.4 bil, yen (4 cos)
▲2020.3 service Launch of commercial between JTOWER/KDDI ▲2020.10 Approval of conversion of 4G bands to 5G
| ▲2021.5 Capital/business alliance ◆2022.3 50,000 5G base stations ( ω )
4G LTE by 2023 2020.4.1 established 5G JAPAN Co. ▲ ▲ 2020.10 4G bands to 5G inversion of Capex: 2 tm. yen by 2030 ▲2021.10-end 20,000 5G base stations Population coverage: 80%+ ↑ 2022.3   Population coverage: 90%+ (plm) Capex: 2.2 trn. yen in 5G and 6G over 10-year period ▲2021.10 Capital alliance between JTOWER and Rakuten M. Approx. 200,000 base stations by
5G base station work brought forward with tax framework to promote investment in 5G Promotion of infrastructure sharing KDDI・SoftBar SoftBank 20,000 (end FY23) Regional deployment of ICT infrastructure Master Plan3.0 MIC Launch of commercial service ▲2020.9 Launch of ★2021.4 1.70% allocated ▲ 2022.3-end   Population coverage: 96% (plan) (incl. 4G-only base stations) ccelerate local 5G area vork deployment Framework of local 5G 〉 Expansion of local 5G frequencies ▲ 2019.12 Allocation of frequencies (28sband) ▲ 2020.12 Allocation of frequencies (4.702 band / 2802 band) As of end 2021.10 75 companies/ municipalities have applied for license 11 Promote use od Tocal SG, etc. Expansion of Jocal 5G frequencies Introduction of local 5G usage rules based on results of development verification tests Source: Mirait based on information disclosed by telecommunication carriers and MIC Telecommunications Bureau ▲ 2021.4 Business alliance between Rakuten Group and Japan Post Group 5 ▲ 2020.3 service commercial Consolidation/ integration of mobile-related work Mobile-related subs of MIRAIT Group reorganized into 2 companies to promote efficiency through integration of operational workflow Reorganized as of July 2021
Use of advanced Launched of "5G Labo 7. Environmental & Social Innovation Business ● Offering comprehensive solutions for the construction and maintenance of environmental/ new energy-related facilities, social infrastructure, electrical/ air conditioning facilities, etc. ( Net sales ) (Unit: bil. yen) ( Breakdown of net sales ) (Unit: bil. yen) ■ ■ Electric, air conditioning ■ ■ Civil engineering || Solar power || Battery ll EV charging One of top Japanese companies in terms of track record for
○EV charger installation in NTT station parking lots After installation Initiatives for underground power line projects Adopted various new construction methods for work in narrow roads 【Key features】 • Use of large construction machinery difficult due to requirement to preserve landscape • New methods adopted to shorten the construction period. Comparison of Rate of Elimination of Power Poles with Other Countries London/Paris/ Hong kong(2004) Singapore  (2001) seoul  (2017) Tokyo 23 wards (2017) Source: Created by MIRAIT based on materials published by the Ministry of Land, Infrastructure, Transport and Tourism ●Support to create ICT infrastructure such as cloud, office solutions, Wi-Fi and broadcasting networks. ( Net sales ) (Unit: bil. yen) ( Breakdown of net sales ) (Unit: bil. yen) 」 Stock Business [] Lantrovision | | Broadcasting ll Wi-Fi [] LAN・PBX | | Software DX (1)  – Electronic Shelf Tag System – • Installment completed at Bic Camera and Sofmap; targeting further business expansion • Combining online and offline stores to create the next-generation retail sales environment ⇒Offering a new shopping experience and communication tool for customers Achieve “retail store DX" using electronic
thermal camera to track visitors and attribution function to track visitors/ 8 DX (2)    – Construction DX— • Established “Infrastructure DX Social Lab” and “Infrastructure DX Center” for MLIT’s Chubu Region Development Bureau, providing DX planning/ design/ construction, promotion and staff training services • New business creation through the combination of real and virtual environments
Creating new business by combining real and virtual environments
DX for training DX for manufacturing DX for medical DX for other environments 19 DX (3) – Building ICT environment at luxury hotels— Built ICT environment for a luxury hotel with NTT Communications ⇒Contributed to hotel DX Room status Example) ROKU KYOTO, LXR Hotels & Resorts (Opened September 16, 2021) 【Construction work and facilities】 • Core network (LAN/WAN/Internet)  , telephone system • Hotel management system（PMS（Property Management System））connected ✓  guest room control (air conditioning/ lights)   ✓  IPTV   ✓  in-room ordering system ✓ guest card key system, etc. • Automatic adjusting of lights and air conditioning when room is occupied/ unoccupied 【Business opportunities】 • Expand hotel DX to realize smart cities Initiatives in datacenter business Expanding services using know-how accumulated through the operation of own DC ▷Operation of own DC and datacenter leasing business (“DC in DC”) 6/2018: Launched operations at Osaka No 1. Datacenter 5/2019: All floors occupied and running at full capacity Know-how from Own DC 4/2020   Launch of “DC in DC” in Osaka City Osaka No.1 Data Center ▷Expand services through “DC in DC” Expansion ※Connect DCs with underground cables to expand service leveraging know-how accumulated through operation of own DCs
Initiatives in  drone business
Expand service line-up through business alliances, targeting markets such as facility inspection, measurement, agriculture and disaster prevention/ recovery Miratec Drone Corp. to lead the deployment of drone business across the MIRAIT Group
①Human resources/ locations
• Operation of drone schools:  1,000 drone pilots were trained in 4 years • Launched courses for specific skills (photographic measurement, autonomous control) • Wide area services launched in partnership with 11 telecommunication construction companies
②Systems
• Sales distribution agreement with Japanese drone manufacturers (NTT eDrone Technology, Toko Tekko, ACSL) • Launched drone maintenance service with Kinki Denki
③Alliances
• Outside facility inspections using drones for telecom companies • Supported adoption of drones for a large logistics company (tailor made training, dispatching of instructors, providing of drones) • Launched water pipe bridge inspection service in response to demand from municipalities Rescue drone (Toko Tekko) Water pipe  bridge inspection Group net sales forecast for FYE 3/22: 21.4 bil. yen(+ 1.7 bil. yen yoy) (ICT category（Lantrovision）  18.4 bil. yen, Multi-carrier category (Australia)  3.0 bil. yen)
Lantrovision business strategy
• Recover and stably grow core businesses (cabling)/ expand business domains through M&A ⇒ Core business (cabling) is recovering despite impact from COVID-19 ⇒ Business to recover to pre-COVID-19 levels next year on the back of growth in DC market ⇒ Promote new business acquired through M&A of YL Integrated and Shanghai Changling ⇒ Shanghai Changling to expand tower sharing business to cities outside of Shanghai
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Environment
● ISO14001 certification achieved for environmental management system ●Protection of biodiversity ⇒Contributing to the environment through continued forest preservation activities, etc. ●Climate change initiatives ⇒Work to build renewable energy-related facilities across the group (solar power generation, EV chargers, rechargeable battery systems) ⇒Installment of LED lights and solar power generation facilities at branch offices ⇒Eco-driving of company-owned vehicles ●Recycling of construction by-products ⇒Use of ECO drums ⇒Thermal treatment of use work attire and helmets, etc. ⇒Promoting paper-less at meetings ●Securing of safe water ⇒Work for water utilities across the group ⇒Sales of the “Photoruction Water” Water Pipe Construction Management System ⇒Field Trial of Water Pipe Leak Prediction Utilizing AI Technology (Kumamoto City) ⇒Water sampling and algae testing using drones ⇒Provision of self-cleaning system (Nanogate) for water utility pipes S
● ISO45001 certification achieved for occupational health & safety management ● Well-being and safety ⇒Patrolling for safety ⇒Training to experience danger ⇒Support to manage physical well-being and mental health ●Human rights and community ⇒Building of social infrastructure (telecom/ surveillance cameras/ highways) ⇒Early reconstruction of social infrastructure following severe natural disasters ⇒Promoting diversity  (hiring of female/ senior/disabled employees) ⇒Active hiring of local staff in overseas offices
●Labor standards
⇒Promoting workstyle reforms • Avoiding excessive overtime work and encouraging staff to take annual paid leave • Establishment of framework for flexible/ irregular working hours and teleworking • Improving efficiency through DX
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Governance
●Complied with all 78 items stipulated in the Corporate Governance Code  (before amendment, June 2020)
●Corporate governance
⇒Established Nomination and Compensation Committee chaired by outside director (December 2018) ⇒Introduced performance-based stock remuneration system for directors and executive officers (excluding outside directors and non-executive directors)   (September 2016) Expanded scope to include the three acquired companies  (December 2019) ⇒Self-assessment regarding effectiveness of Board of Directors
● Anti-corruption measures
⇒Established internal governance system for appropriate group management ⇒Deliberation of specific issues at Compliance Committee, etc. ⇒Formulation and distribution of compliance manual to enforce corporate ethics ⇒Established external contact point for whistleblowing（“nandemo” counselling, compliance comment box) ⇒Payment of taxes in compliance with laws and regulations in each country/ region
●Risk management
⇒Appropriate risk management by Risk Management Committee, etc. ⇒Thorough management of information using information security management system ⇒Formulation of BCP, employee safety confirmation system, execution of safety drills, and other initiatives to prepare for cases of emergency 10. Supplementary Financial Information (1) Assets, Liabilities and Net Assets Balance Sheet as of March 31, 2021 (Unit: bil. yen) Balance Sheet as of September 30, 2021 (Unit: bil. yen) Equity capital: 229.7 Equity ratio: 68.4%

Cash and Deposits/ Interest-bearing Debt

2. Cash and cash equivalents exclude deposits and securities not maturing within three months.
(3) Key Performance Indicators
Capital Expenditure / Depreciation and Amortization

(Note) FYE 3/2019 figures in () exclude the impact of extraordinary gains from recent acquisitions  (negative goodwill of 10.0 bil. yen).

Shareholder Return Indicators

(Note) FYE 3/2019 figures in () exclude the impact of extraordinary gains from the recent acquisitions (negative goodwill of 10.0 bil. yen).
2． TSR is based on figures from the past 5 years.
■ Performance of MIRAIT compared to major indices (Closing price) Closing price on October 29, 2021 Closing price on October 29, 2021 Share Price 2,183 yen ■ PER ■ PBR 9.7x 1.0x ◾ Dividend yield 2.5% Rate of increase as of October 29, 2021
*1 The ratio of shares held is calculated after subtracting the treasury shares (6,482,718). *2 The number of shares held shown is rounded down to the nearest 100 shares and the ownership is calculated by rounding off to one decimal place.
Statements and quotes relevant to the forecasted values in this handout are the future prospects based on the plans and prospects of the Company at this point in time. The actual business results could be significantly different from those stated in this handout due to changes in conditions. As such, please be advised that we will not be able to guarantee the accuracy of the forecasted values, in this handout and the session, over the period of time to come in the future. MIRAIT Holdings Corporation
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