2Q FY2025
（Appendix）
The Power to Build Tomorrow.
November 2025
MIRAIT ONE Corporation
Overview of MIRAIT ONE ・・・・・ 2
Historical Performance ・・・・・ 4
・・・・・ 5Medium-term Management Plan ・・・・・ 14
ESG Initiatives ・・・・・ 28
Growth Strategy from the B/S Perspective ・・・・・ 42
IR activities ・・・・・ 52
Main measures ・・・・・ 54
Topics ・・・・・ 57
・・・ ・・
63
Telecommunications infrastructure domain ・・・・・ 57
others ・・・・・ 80
1
Table of
Contents
１. Overview of MIRAIT ONE（As of September 30, 2025）
Inauguration | July 1, 2022（October 1, 2010:Established the predecessor, MIRAIT Holdings ） | |||||
Location | 5-6-36 Toyosu, Koto-ku, Tokyo | |||||
President | Hidemune Sugahara | |||||
Stock listing | Prime Section of the Tokyo Stock Exchange (Code: 1417) | |||||
Business description | Telecommunications engineering work, electrical work, civil engineering work and building construction work | |||||
Credit ratings | Rating & Investment Information, Inc. (R&I) : A Japan Credit Rating Agency, Ltd. (JCR) :Ａ＋ | |||||
Office network | 【Domestic】61 locations 82 【Overseas】21 locations (Singapore, Australia, etc.) | |||||
（ MIRAIT ONE Tokyo 8,075 ） | ||||||
（ Lantrovision Singapore 1,442 ） | ||||||
（ TTK Sendai 1,303 ） | ||||||
Number of employees | 【Consolidated】 1 7 , 7 2 5 | （ SOLCOM Hiroshima 1,444 ） （ Shikokutsuken Imabari 700 ） | ||||
（SEIBU CONSTRUCTION Tokorozawa 696 ） | ||||||
（MIRAT ONE SYSTEMS Tokyo 1,393 ） | ||||||
（ Kokusai Kogyo Tokyo 2,672 ） | 2 | |||||
(Reference)
2010.10－
2022.7－
－2022.3 July 2022
October 2010
MIRAIT Holdings
Corporation
MIRAIT ONE
Daimei Telecom Engineering Corporation
Founded in 1946
SOLCOM Co., Ltd.
Merger
MIRAIT Holdings Corporation
MIRAIT Corporation
(Headquarters) Tokyo
October 2012
MIRAIT Technologies Octo
Corporation
(Headquarters) Osaka
ber 2012
Lantrovision(S)Ltd June
(Headquarters) Singapore
2016
Integration Trade name changed
Expansion of global business
Corporation
Lantrovision(S)Ltd
TTK Co., Ltd.
TODENTSU
Corporation
Founded in 1946
SEIBU
CONSTRUCTION CO.,LTD.
Change of Trade Name
ber 2018
(Headquarters) Sendai, Miyagi
SOLCOM Co., Ltd. Janua
(Headquarters) Hiroshima
Octo
TTK Co., Ltd.
ry 2019
Janua
Shikokutsuken Co., Ltd.
(Headquarters) Imabari, Ehime
ry 2019
July 2022
MIRAIT ONE SYSTEMS
Corporation
(Headquarters) Minato-ku, Tokyo
Shikokutsuken Co., Ltd.
Expansion of regional business
Commuture Corporation
Founded in 1960
SEIBU
March 2022
Expansion of Business
December 2023
CONSTRUCTION CO.,LTD.
(Headquarters) Tokorozawa, Saitama
Domains
Kokusai Kogyo Co., Ltd.
(Headquarters) Shinjuku-ku, Tokyo
2. Historical Performance
400
40.0
5,000
500.0
Operating income
Launched of MIRAIT ONE
300
30.0
200
Consolidation of Kokusai Kogyo
2,500
250.0
Established of MIRAIT HD
Consolidation of Singapore subsidiary
Consolidation of SEIBU CONSTRUCTION
20.0
Profit decline due to unprofitable projects (Soft)
0
Integration of regional telecommunicatio n construction companies
Profit decline due to unprofitable projects (Environmental ・ICT)
10.0
100
0
income
246.6 | 236.0 | 271.0 | 277.7 | 283.7 | 269.5 | 283.2 | 312.9 | 375.9 | 441.1 | 463.7 | 470.3 | 484.0 | 518.3 | 578.6 | 620.0 |
4.9 | 5.2 | 10.8 | 11.4 | 14.1 | 6.1 | 10.0 | 16.7 | 20.6 | 21.9 | 30.1 | 32.8 | 21.8 | 17.8 | 28.0 | 34.0 |
2.0% | 2.2% | 4.0% | 4.1% | 5.0% | 2.3% | 3.5% | 5.3% | 5.5% | 5.0% | 6.5％ | 7.0% | 4.5％ | 3.4％ | 4.8％ | 5.5％ |
Net sales Operating
FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025
ICT solution Business
3-1.
Hotel Solution
●
●
●
●
●
Datacenter
etc.
LAN,etc.
Software
Global
(DC Cabling, etc.)
DC･cloud, etc.
Stock Business
Sales of Goods , Other
etc.
Drone school operation
JUIDA SCHOOL AWARDS
Line Drone System
Construction track record Highest scale in Japan
ＥＶ充電 設備
5
3-1. Corporate/Environmental and social infrastructure domain【2/3】
：Environmental and social innovation Business
N e t s a l e s
Kokusai Kogyo
SEIBU CONSTRUCTION
221.0
【Business categories】
Planning/ Consulting
203.8
143.8
112.0
4Q
3Q
2Q
Construction/Renovation
Civil engineering
Electric, air conditioning
Renewable energy
203.8
221.0
143.8
112.0
3-1. Corporate/Environmental and social infrastructure domain【3/3】
：ICT s o l u t i o n B u s i n e s s
Create ICT infrastructure such as cloud, office solutions and Wi-Fi, etc. ,
software, global, Sales of Goods .
164.5
【Business categories】
Sales of Goods , Other
Software
Global
LAN, etc.
143.1
143.3
127.8
4Q
3Q
2Q
DC・cloud
N e t s a l e s
164.5
Stock Business
127.8
143.1
143.3
3-2.
TeIe‹ommuhl€ati0hS ihfrastructure domaih
NTT Business
construction
Utility pole
cable laying
Pipeline Civil engineering
Fixed-line facilities construction
‹DnnvnicatiDninfrattrv‹tvre "Creating" and "pr0tecting"
Infrastructure rest0rati0nduring disasters
Restoration of utility poles and cables
P0wer es0@fi0Of0f
mobileb sesâfioñs
Mobile communications facilities construction
Nultl-carrl9f Bh5ih935
8
8
3-2. Telecommunications infrastructure domain【2/3】
154.0
FY2021
172.0
FY2022
162.0
FY2023
162.0
179.0
FY2024 FY2025
(Notes) NTT docomo figures indicate the communication capital investment of the new docomo Group.
Source: MIRAIT ONE from company information
491.4
483.4
481.0
513.8
498.1
511.2
501.1
524.3
527.0
527.0
Of which, optical-related work
：N T T B u s i n e s s
Nationwide works on construction, maintenance and operation of wired and wireless communications facilities of NTT Group.
N e t s a l e s
184.3
4Q
181.8
190.5
194.5
3Q
2Q
1Q
FY2022
FY2023
FY2024
FY2025
(forecast)
9
3-2. Telecommunications infrastructure domain【3/3】
：M u l t i - c arri e r B u s i n e s s
Nationwide works on construction, maintenance and operation of fixed and mobile communications facilities of NCCs.
CATV work, Broadcasting network business
N e t s a l e s
RAKUTEN
SoftBank
KDDI
316.1
321.3
200.5
81.0
150.0
393.2
407.5
312.8
340.0
676.4
627.5
749.2
720.0
FY2021
FY2022
FY2023
FY2024
FY2025
(Plan)
(Notes) Rakuten Group, Inc. capital investment amount is Mobile Segment Capital Expenditure.
Source: MIRAIT ONE from company information
321.8
682.9
5 9 . 9
4Q
4 9 . 6
4 1 . 0
4 0 . 0
3Q
2Q
1Q
FY2022
FY2023
FY2024
FY2025
(forecast)
10
TOKYO GIANTS TOWN
3-3.
Green energy
business
Software
business
Global
business
Call center Solutions
11
3-4. Gross profit by business segment
※
※
28.7
(12.0%)
60.5 (12.5%)
18.1
(14.2%)
38.7
30.7
(10.7%)
61.7 (11.9%)
43.9
(8.5%)
16.4
(11.5%)
50.9
(14.7%)
84.8 (14.7%)
21.7
(15.1%)
56.8
29.2 (9.8%)
(14.3%)
58.0
(15.0%)
93.0 (15.0%)
25.5
(15.5%)
59.0
(9.5%)
32.5
(14.7%)
10.6
(9.5%)
(8.0%)
14.3
(9.9%)
31.8
(13.0%)
21.8
(4.5
31.0
(13.4%)
33.9
17.8
(3.4%)
(14.6%)
35.0
28.0
(4.8%)
34.0
(5.5%)
(14.9%)
Gross profit
%)
SG&A
Operating income
Gross
profit
Operating income
Gross
profit
Operating income
Gross profit
Operating income
SG&A
SG&A
SG&A
F Y 2 0 2 2
F Y 2 0 2 3 F Y 2 0 2 4 F Y 2 0 2 5
(forecast) 12
3-5. Construction account carried forward
NEW
386.9
253.4
322.7
59.4
304.0
54.1
82.2
39.1
132.1
165.8
164.6
203.3
24.9
57.3
28.6
68.9
23.1
62.2
27.2
74.2
FY2023/4Q FY2024/2Q FY2024/4Q FY2025/2Q
Medium-term
Management Plan (2022-2026)
2026
Plan
Net sales
to Vision2022
Results
Net sales
484.0 bil . yen
Operating income ratio
4.5％
2025
forecast
Net sales
620.0 bil . yen
EBITDA ratio
7.7％
Operating income
ratio
5.5％
29％
50％
720.0 bil . yen＋EBITDA ratio
8.5％＋
Operating income ratio
6.5％＋
43％
62％
45％＋
70％＋
2030
Business transformation and
the "Five Changes"
5Changes
Ｅ Ｓ Ｇ
"Beyond a Telecommunications Construction Company"
Ｃｈａｎｇｅ １
Ｃｈａｎｇｅ ３
People-centric management
Ｃｈａｎｇｅ ２
Acceleration of business growth
Top-class profitability
Ｃｈａｎｇｅ ４
Management based on data insights
Ｃｈａｎｇｅ ５
Strong foundation for ESG management
Change 1
4 C0mpan GfoWth
•Increosed Productivity
•Improved profit margin
•Exponsion of growth fields
•ESG/SDGs Promotion
•Improved safety
•Increose in employee income
1Investment in tuman capital
Human Resource Management
Improvement in business
peromnc
•Miroi College •New personnel system
•Heolth-oriented management measures
•Increose mid career recruitment •TV-CM
Resple-tertritmarapemert
（change1）
= Hea Ith and troductivity Manajgement
well-deing
=
3Improve Job Satisfaction
Active role for diverse human resources
Shift of human resources to growth fields
In-house Entrepreneur
Increase in DX human resources
Establishment
2
of the MIRAIT ONE-style
smart work-lifestyle
•HighIy skilled human
•improving Quality of Life
Development of highly skilled human resources
Net sales
520.0bil.yen
Human Capital Growth Strategy
CDP Matching MIRAI College
Flexible HR system
JOB type/side-job
Utilizing diverse
Change 1
Business Growth through Human Capital Investment
Health Management
（office reforms）
Improved engagement Vibrant office
Net sales
720.0bil.yen
M&A, etc
＋
100.0
Bil. yen
※CDP：Career
1,000employees＋Development Program
human resources
6,800
September 2025 cumulative result 800+ FY2025 cumulative forecast 900+
employees
1,000employees＋7,400
employees
6,500
employees
NEW
September 2025 cumulative result 800+
FY2025 cumulative forecast 900+
5,800
employees
Change 2
Realize "Upstream integration" which accelerates
the Full-value type model
Kokusai Kogyo strengths
Urban and regional
development
Transactions with approx. 60%, more than 1,000 municipalities nationwide※
※ Based on Kokusai Kogyo's
orders for the past 10 years
Planning
Proposal
Design
Upstream integration From planning/ proposal to operation/ maintenance
DX / GX
SEIBU CONSTRUCTION
strengths
Software
Camera/ Sensor
Wi-Fi
IoT/5G
PBX
Server NW
Construction
obile/ El
ccess /
M A
Operation
ectrical Facility
electric/ Airconditi oning
Civil enginee ring/ Building
Solar Re-energy
ＥＭＳ
Horizontal integration
Multi-engineering
Mainte nance
Nirait On !surbdh dnd regi0hdl development
Change 2
1
"Urban and Regional Development" and "Corporate DX/GX" project goals
"Become a leader in regional revitalization!"
RgiOnalRevitalizatiOF
Urban Consulting
Regional needs
Ier0 carb0n ×
F0UfidâtI01S0f Iivelih00d
Sustainable
Vitality
× QeritaIizstte‹0mmuniy
Bustling
Planning and research
Om OT.
Schools, Hospitals, Mobility, etc. Local industry、Logistics
Commercial facilities, Leisure, Tourism
Concept and planning
Group ComVapraionuiessregional functions
(Municipal facilities, C0mmercial facilities, ScL00!S, 50S§italS, Agriculture arJ fisheries iaJastry, h0LIIit/, Leisure, T0urism, Transfer, LOglstiCs)
Realization of integrated management of regional infrastructure
Mirait One's urban and regional development
Sensor
Wi-Fi
Camera
Electric
Airton4itioninq
ttxeiefiipsert
Arftitetvre
Integrated Network
Companies Carrier
g Research and Design g ¿
= COfiStfUCtlOfi
19
Change 2
2
In addition to constructing, operating, and maintaining power generation facilities, MIRAIT ONE is also actively engaged in the power generation business, providing renewable energy as a power generation company, constructing and selling green power plants, PPA businesses (power sales), self-consumption, etc.
Planning proposals On-site surveys Design Construction
Monitoring and reporting
After-sales support
PPA Business
Power supply concept
Fujinomiya Power Plant
On-site power supply Off-site power supply Repowering
Grid connection
private transmission lines
Construction of Grid connection/
Industrial energy storage system
Change 2
3
Pursuit of advanced technology
・Compatible with virtualization technology
・data insight technology
Promoting value provided
・Strengths unique to communication construction companies
・Responding to latent needs
Strengthening regional response
・Software multi-skilled
・Strengthen nearshore development
MIRAIT ONE SYSTEMS
Customer needs
Increase business value
New collaboration
Approach to large
strategic projects
Indirect cost reduction through
business consolidation
Increase business value
Securing and developing excellent human resources
Addition of software value | |||
Hardware | Software | ||
Autonomous robotics
| AI signage ・AI camera compatible ・Composite content control |
Energy / Infrastructure PF
| Drone image analysis ・Automatic route control ・Image AI |
Gathering software-related resources
Orders for large-scale projects
our company's strengths
Change 2
Strengthening of Global business
4
ＤＣ Ｃａｂｌｉｎｇ
（Singapore）
Business expansion centered on DC/communication tower business in APAC
Green Energy
business
Strengthen Business Portfolio
Net sales
50.0bil. yen
FY 2026
Net sales
50.0bil. yen
Net sales
25.0bil. yen
Net sales
25.0bil. yen
FY 2021
Datacenter
Related business
Telecommunication Tower Business
Philippines
LDIC
Singapore
Australia
MTA
Telecommunications
Communication Tower
（Philippines）
onstruction Busines
FY2026 Plan Carrier business profitability
３%＋improvement
Change 3
Consolidation of common operations, integration of on-site locations
Increasing productivity of
the telecommunications infrastructure domain
Promoting digitization and standardization of
construction managers' operations
FY2022
Value chain reform
Standardization/ Simplification
Multi-carrier
(across several carriers)
Carrier A Carrier B
Carrier C
Carrier A Carrier B
Carrier C
NTT access business
（Model business）
FY2023
Horizontal expansion
Civil engineering
Network
Mobile
Support system
（digitization）
Take stock of process／ standardize
Operation consolidation/ office integration
Optimization through
"multi-carrier"
Streamlining of operations
(integrated operation of MOC and subsidiaries)
2024
2023
Bringing subcontracted production in-house (cash outflow control)
2024
2023
Change 4
MIRAIT ONE Desired DX Human
Resource Development Plan
DX Expert Human Resources
（Data scientist）
Human resources who can (and have) taken on and implemented DX on their own.
Human resources who understand the various DX and operationswithin the company and can use data to transform operationsand promote proactive partnerships.
Target 250 persons
DX Core Human Resources
Human resources who understand the flow of data associated with the basic workflow used in their organization and can use tools to check, analyze, and visualize the data.
Human resources who understand the outline and applications of DX technology for business innovation and improvement, and who have the ability to propose and initiate ideas and cooperate in the promotion of the DX division of the business unit.
Target 2,500 persons
Company-wide literacy (mindset)
Understand business-related data and be able to use tools to collect and store data in a
structured and categorized manner.
Understand the purpose of each DX measure and be able to work on it after recognizing
that it is "my business."
All group employees: approximately 17,000 persons
Change 4
Data Insight and Target DX
People-centric management
Change １
Acceleration of business growth
Change 2
Top-class
profitability
Change 3
Change 4
Strong foundation for ESG management
Change 5
25
Change 5
Important societal issues to be addressed
Ｅ Creating and preserving an environmentally-friendly society
Realize a carbon-free society through business activities
Contribute to the creation of environmentally-friendly and resilient communities
Ｓ
Creating and preserving a safe, secure and prosperous society
Improve safety and quality
Create social values through partnerships and collaboration
Ｓ
Creating and preserving a society that respects and promotes the diversity of people and cultures
Promote development of human resources, workstyle reform and health management
Promote respect for human rights and D&I
Ｇ Creating and preserving a fair and transparent corporate group
Enhance corporate governance
Thorough compliance
Thorough risk management 26
Change 5
Medium-term Management Plan
Ｅ Environment
Percentage Reduction of Green House Gas emissions
Scope１・２ -42％ (FY2030)
Scope 3 -25％
Resource Recycling
〇Received certification as Science Based Targets by SBTi
Industrial waste final disposal ratio 1.5％or below(FY2030)
※ ● Green procurement guideline ● Policy on disposal of industrial waste
MIRAIT ONE Group Action Guidelines on Biodiversity and Natural Capital
Ｓ Society
Aim for zero
※
MIRAIT ONE Group Basic Procurement Policy
DEI Declaration
Multi-Stakeholder Policy
MIRAIT ONE Group Supply Chain Sustainability Promotion Guidelines
NEW● UN Global Compact
Ｇ Governance
●
●
ESG Initiatives【1/10】
Ｅ
Environment
Environmental policy and management
ISO14001 certification achieved for
environmental management system
Climate change
Support for TCFD／a member of the TCFD Consortium
Spread the use of renewable energy
・Solar power generation/EV charger/ Storage battery system
・Hydrogen fuel cell power plant equipped with a stationary FC generator( September 2023 )
・Obtained planner certification for ZEB Net Zero Energy Building
・Tsukada Electrical Construction Co., Ltd. : Completion of new ZEB building( May 2023 )
・MIRAIT One Kanagawa Branch (Company-owned building): Completion of new ZEB building( January 2024 )
NEW
・SOLCOM Co., Ltd. (Company-owned building): Completion of new ZEB Ready "Minamimachi Building" ( July 2025 )
Obtained 5 stars,
the highest rank of "BELS"
ESG Initiatives【2/10】
Ｅ
Environment
Climate change
SBTi Committed／Validation obtained for GHG reduction targets
【MIRAIT ONE Group (w/o Kokusai Kogyo)】
・GHG reduction targets toward FY2030(Compared to FY 2020) Scope1+2 : -42%, Scope3 : -25%
【Kokusai Kogyo】※Targets updated and SBT validation obtained in March 2025
・Achieve Net Zero by FY2050
(Near-Term)GHG reduction targets toward FY2030
(Compared to FY 2019) Scope1+2 : -70%, Scope3 : -50% (Long-Term)GHG reduction targets toward FY2050
(Compared to FY 2019) Scope1+2 : -90%, Scope3 : -90%
【MIRAIT ONE Group (w/o Kokusai Kogyo) The results of GHG emissions for fiscal 2020 and subsequent years are as follows.】
CDP Climate Change：B rating
GHG reductions
・Renewal of EV／HV vehicles／Use of renewable
energy in business locations ／Introduction of fuel additives
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Mirait One Corporation published this content on November 28, 2025, and is solely responsible for the information contained herein. Distributed via Public Technologies (PUBT), unedited and unaltered, on November 28, 2025 at 07:08 UTC.
