Medium-term Management Plan

• Both operational and financial KPIs were achieved, with both net sales and operating income nearly doubling during the medium term plan period.
• However, the business model transformation targeted in the strategic KPIs was not achieved.

As a B2B software growth company, grow the business by increasing value creation productivity, tripling net income on a doubling of sales, for a net income CAGR of at least 25%.

Realize the strategic materiality of "Becoming a Software Company that Contributes to Enhancing Corporate Value" through a value creation spiral starting from the improvement of value creation productivity (measured by operating profit per employee) brought about by the software-driven strategy that leads to the creation of human capital value and corporate value.

Achieve profit growth through software specific strategies.

In addition to the measures implemented by each operating company, establish a new Materiality I nitiative Office to promote the enhancement of value creation productivity throughout the Group, and implement the Group's strategic investments.

Assuming ¥20bn for growth investments and ¥5bn for shareholder returns (dividends) over the 5 year period of the medium term management plan.

Strengthening the spiral of human talent value creation to corporate value creation by making all employees shareholders.