Section 1: Who we are

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Section 1

Whoweare

While providing high-quality telecommunications services centered on smartphones, SoftBankhas been further expanding itsbusiness fields going beyondjustbeing atelecommunications carrier and has grown to include a number of Japan's top-class ICT (informationandcommunication technology) services. We will further our efforts to solve various social issues with thepower of advanced technol- ogy, and work forourlong-term visionof aiming to be "a company thatprovides next-generation socialinfrastructure essential for development of a digital society."

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How have we evolved?

Expansion beyond just being a telecommunications carrier

into the information and technology field

With Beyond Carrier as our growth strategy, we aim to maximize our corporate value by pursuing sustainable growth in our core telecommunications business while going beyond just being a telecommunications carrier to actively roll out new businesses in the information and technology fields (P25). We were listed on the First Section of the Tokyo Stock Exchange (now the Prime Market) in 2018. Since then, we have acquired Z Holdings (formerly Yahoo Japan), ZOZO, LINE, and PayPay as subsidiaries, and evolved into a top-class Japanese corporate group providing ICT services.

2021.3

Mobile / Fixed-line
communications
J.D. Power
Mobile Service Customer
Satisfaction No.1
(Value carrier: Y!mobile, Online
dedicated brand: LINEMO) *1	2023.3
Enterprise /
Distribution	Now

J.D. Power

Network Service for

Enterprise Customer

Satisfaction No.1

(large corporation market) *2

Social media

Smartphone app

active reach in Japan No.1*4

Cashless payment / Finance

QR code in Japan GMV / Number of payments No.1*5

2019.6

Merged the

business of

Z Holdings and LINE

E-commerce	Online media
E-commerce GMV ¥4.1 tn*3	Total digital reach in Japan No.1*6

Acquired Z Holdings

as a subsidiary

2022.10

Acquired PayPay

as a subsidiary

Mobile phones /

Fixed-line

2018.12	2019.11
	Z Holdings acquired
Time of listing		ZOZO as a subsidiary

Enterprises

Distribution

*1 2022 Japan Mobile Service Customer Satisfaction Study by J.D. Power. Based on responses from 3,900 for value carrier and 2,300 for online dedicated brand. japan.jdpower.com/awards

*2 2022 Network Service Customer Satisfaction Survey by J.D. Power. Based on 796 responses from companies with 1,000 or more employees. japan.jdpower.com/awards

*3 FY2022 result. Total transaction values of domestic shopping business, reuse business, other (merchandise), ASKUL Corporation's BtoB-related revenue via Internet (closing date: 20th of every month), domestic services, domestic digital content and overseas e-commerce

*4 Nielsen, TOPS OF 2020: DIGITAL IN JAPAN

*5 Percentage of PayPay was calculated from the disclosed data of the Japan Cashless Payment Promotion Council (Results of Survey on QR Code Payment Usage Trends in Japan in FY2021), based on PayPay Corporation research

*6 Nielsen, TOPS OF 2022: DIGITAL IN JAPAN

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What is our group structure?

We have Japan's top-class ICT service providers under our umbrella

With the strategic investment company SoftBank Group Corp. as our parent company, we are independently and flexibly expanding our business fields as a core operating company tackling the information revolution while maximizing Group synergies.

Ratio of voting rights held

Operating company engaging in telecom and

IT businesses (TSE: 9434)

Consumer segment	Enterprise segment

40.5%*1

Strategic investment company

(TSE: 9984)

100%

Payment processing service

provider

Financial segment

50%

50%

Holding company

A HOLDINGS

Media & EC segment

100%

Provision of IT-related products

and services

Distribution segment

64.5% (our economic interest is 32.3%)

(Note) This is a simplified representation of the Group's structure. The percentages of voting rights are as of March 31, 2023.

Holding company
B HOLDINGS		50%

Financial segment

57.9%

(percentage of voting rights held by the Group: 69.8%*2, economic interest: 46.2%)

Holding company

*3

Media & EC segment

100%

100%

45%

51%

*1 The Company is directly owned by SoftBank Group Japan Corpora- tion, a wholly owned subsidiary of SoftBank Group Corp. The stated 40.5% is the percentage of the total number of shares issued by the Company (excluding treasury stock).

*2 With regard to the Group holdings of PayPay Corporation, in addition to the 57.9% held by B Holdings Corporation, the Company directly holds 5.9% and Z Holdings Corporation holds 5.9%.

*3 On October 1, 2023, a group reorganization centered on Z Holdings Corporation, LINE Corporation, and Yahoo Japan Corporation was completed. The trade name of Z Holdings Corporation has been changed to LY Corporation on the same day.

Cashless payment		Core Internet	Communication app	Sales of office-related	Fashion EC
services		company		products
		*3	*3
Financial segment			Media & EC segment

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What kind of business segments do we have?

Developing five business segments related to

information and technology

Consumer segment

We went public as an operating company with core business in telecommunications focused on the Consumer segment, but today we are developing five business segments: Consumer, Enterprise, Distribution, Media & EC, and Finance. In particular, we are currently diversifying our earnings, and segments besides the Consumer segment now account for over 50% of our revenue.

Financial segment

For individuals, we provide cashless payment services such as payments via QR code and credit card, as well as smartphone-based securities services. For enterprise customers, we provide payment processing services offering one-stop payment solutions including credit cards, electronic money, and QR codes.

Other

2% 2%

We provide mobile communications services, broadband services, and electricity services primarily to individuals in Japan. We also procure mobile devices and sell them to distributors operating SoftBank stores and other establish- ments, as well as to individuals.

Distribution	Other
2%
	segment
	10%	Consumer
		segment
Enterprise			71%
	FY2018
segment
16%		Time of listing
	Revenue
	¥ 3,746.3
		billion

Media & EC segment

We offer services centered on media and commerce. In addition to provision of advertising-related services on its portal site, Yahoo! JAPAN, and messenger app, LINE, as well as e-commerce services such as Yahoo! JAPAN Shopping and ZOZOTOWN, we are also expanding into FinTech services.

26%	FY2022
	Now
	Revenue	49%
	¥5,912.0
	billion
9%
	12%

Distribution segment

For enterprise customers, we provide products that utilize advanced technology, including cloud services and AI. For individuals, we plan and provide a wide range of products including soft- ware, mobile accessories, and IoT products.

Enterprise segment

In addition to mobile and fixed-line telecommunications services, we provide a variety of solutions for enterprise customers, including data centers, cloud, security, global, AI, IoT, digital marketing, and other services.

What is our long-term vision?

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Long-term vision

Provide next-generation social infrastructure essential for development of a digital society

In May 2023, we announced our aim to be "a company that provides next-generation social infrastructure essential for development of a digital society." With this vision, our intention is to build infrastructure designed to meet the projected rapid increase in demand for data processing and electricity brought on by the accelerated evolution of AI, and to become an indispensable company that will support the future's vast array of digital services.

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Value Creation Process

Maximizing corporate value, centered on the Beyond Carrier strategy

SoftBank works to sustainably grow its communications business while proactively developing businesses across a wide range of information and technology fields, beyond the framework of a communications carrier, to maximize its corporate value. By serving as a catalyst for digitalization across society and solving social issues, we aim to become the Corporate Group needed most by people around the world.

SoftBank Group Corporate Philosophy

Information Revolution-Happiness for everyone

ACTION Building society and 01 industry through Digital

Transformation (DX)

ACTION Contributing to the 04 global environment with

the power of technology

Material Issues	P10
ACTION	Connecting people and		ACTION	Creating new business
02	information to create		03	through open innovation
new excitement
ACTION	Building high-quality		ACTION	Developing a resilient
05	social communication		06	management foundation
networks

Inputs P9

Business Model/Outputs

Financial

Capital

Beyond Carrier

Manufactured

Capital

	Outcomes	P9
	Long-term Vision for 2030	P21
	Provide next-generation social
	infrastructure essential for
	development of a digital society
	Medium-term Management Plan	P24
Securities

Intellectual Capital

New Business Fields

Media & EC P30

			Execute the Beyond Carrier strategy
			Achieve net income of ¥535 billion in FY2026
Card			Increase the ratio of renewable energy*1 to
			electricity used by the company

Human Capital

Telecommunication Business P26

Financial P32

DX & Business Solutions P28

	(Internal)	(External)
Cloud	DX platform
Security

Social and

Relationship

Capital

Natural

Capital

Mobile

Broadband

Corporate Value		Social Value
Enhancement		Creation
Corporate revenue,		Reduce CO2 emissions
profit, cash flows, etc.		Reduce medical costs

Reduce people with inadequate mobility

Disaster prevention and mitigation

*1 Includes the use of non-fossil certificates designated as renewable energy

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Sources of Competitive Advantage and Results (Inputs and Outcomes)

The Group has wide-ranging capital, built up through its businesses, that offers competitive advantages. In particular, we boast one of the largest user bases in Japan, a crucial factor for promoting society-wide digitalization. Spanning a wide range of fields, including communications, e-commerce, payments and social media, our enormous domestic customer base will contribute greatly to the Group's future business development and corporate value enhancement. We will continue working to create new social value and, through such efforts, achieve sustainable corporate growth.

Inputs

Outcomes

Financial Capital

Human Capital

Corporate Value Enhancement

Total

(equity attributable to owners of the parent)

¥2,224.9 billion (FY2022)

Adjusted free cash flow

(excluding Z Holdings, etc.)*1

¥618.6 billion (FY2022)

Long-term ratings

(as of August 23, 2023)

R&I: A+; JCR: AA-*2

Financial soundness

SoftBank focuses on adjusted free cash flow (FCF), which is calculated as operating cash flow less capital expenditures and growth investment. To maintain high shareholder returns while investing in growth, we will continue to generate a stable annual adjusted FCF and strive to maintain a sound financial standing.

As of March 31, 2023

Consolidated Group employees:

54,986

Group sales and technological abilities

The Group boasts a large force of sales personnel, primarily in the Enterprise seg- ment, who engage in sales of solutions (consulting), going beyond sales of products alone. Furthermore, our numerous engineers back up the Group's diverse businesses.

FY2022	¥1,060.2 billion
Operating income:
Net income*:	¥531.4 billion
Employee satisfaction:	3.62 out of 5

* Net income attributable to owners of the Company

Social Value

Creation

FY2022

Dividends: ¥405.6 billion returned to shareholders

Social and Relationship Capital

• Taxes: ¥265.7 billion returned to society

• Personnel costs: ¥501.1 billion returned

Manufactured Capital

User base*5

Smartphone subscribers:

29.26 million (as of March 31, 2023)

Unrivaled business foundation

SoftBank has one of the largest user bases in Japan, which is a major strength in its

to employees

Note: Dividends and taxes paid are presented on a consolidated cash flow basis. Personnel costs are

FY2022

Capital expenditures

¥407.5 billion*3

Growth investment

¥15.8 billion

Investment in growth

SoftBank undertakes capital expenditure to build high-quality communications networks. We conduct efficient capital expenditure to further develop 5G technologies while also making ongoing investments in new busi- nesses, mainly though M&A.

Yahoo! JAPAN users:

85.00 million

LINE users: 95.00 million

PayPay users: over 56.00 million

businesses. As we aim for society-wide digitalization that leaves no one behind, we will leverage the customer contact points we have developed through our businesses and utilize the Group's business platforms to the fullest to create new value.

wages and benefits for employees and officers (on the basis of the Consolidated Statement of Income breakdown of expenses by nature).

*1 Adjusted free cash flow = Free cash flow + (proceeds from the securitization of installment sales receivables

• repayments thereof) ; Excludes free cash flow of the Z Holdings Group, PayPay, etc., as well as loans to Board Directors, etc.; includes dividend payments received from A Holdings Corporation. PayPay, etc. includes A Holdings Corporation, B Holdings Corporation, PayPay Corporation and PayPay Card Corporation.

Intellectual Capital

Natural Capital

*2 R&I: Japan Rating & Investment Center; JCR: Japan Credit Rating Agency

*3 Capital expenditures of the Consumer and Enterprise segments Acceptance basis. Excludes investments in

Electricity use

Working toward Net Zero*6

devices for rental services, shared equipment (contribu- tions by other operators), and the impact of adopting

Cutting-edge technologies and business models of

the SoftBank Group's portfolio companies

Value of the SoftBank brand Best Japan Brands 2023:

USD 5,295 million*4

Collaboration and synergy within the SoftBank Group

As a member of the SoftBank Group, SoftBank Corp. collaborates with the SoftBank Group's global unicorns, including the portfolio companies of the parent, to incorporate cutting-edge technologies and business models with relatively low up-front investment.

2,278,902 MWh (FY2022)

Under its Carbon-Neutral 2030 Declara- tion, SoftBank aims to reduce greenhouse gas emissions from its own business processes and energy consumption to zero by FY2030. On top of this, the Group is working toward our "Net Zero" goal of reducing greenhouse gas emissions associated with all business activities (supply chain emissions) to net zero by FY2050.

IFRS 16 "Leases."

*4 Brand value calculated by Interbrand Japan

*5 The figure for Yahoo! JAPAN is average monthly users from January to October 2022, based on Nielsen's "TOPS OF 2022: DIGITAL IN JAPAN, Top 10 by Total Digital Reach in Japan." Does not include overlap of smartphone and personal computer users.

The figure for LINE is active monthly users (MAU in Japan) (as of March 2023)

The figure for PayPay is registered users (as of March 2023)

*6 Carbon-Neutral 2030 Declaration applies to Scope 1 and 2; "Net Zero" applies to Scope 1, 2 and 3; Each scope

P68

continues to expand from SoftBank Corp. to its Group companies (consolidated subsidiaries).

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Material Issues

Contributing to the solution of social issues by serving as a catalyst for digitalization across society

Guided by the concept of "a world where all things, information and minds are connected," SoftBank has identified six material issues for sustainable growth. The six material issues have a visionary perspective that takes the achievement of Sustainable Development Goals (SDGs) by 2030 as a key driver of our growth and envisions the future toward the realization of a sustainable society.

Solving social issues through business activities Solving social issues

Material issues	Opportunities	Value creation	Target KPIs(Note)	FY2022 results	Related
						pages
		• Realization of the corporate philosophy, "Information
ACTION 01		Revolution-Happiness for everyone," support for our	(1) Expand and enhance the efficiency
	corporate activities from customers and investors
	of the industrial base through			Enterprise
Building society	Create new industries and provide solutions for	• Expansion of solution businesses for implementing digital	Revenue from business solution and
cutting-edge technologies
transforming various businesses in society by utilizing	technologies in society	others	CAGR: Positive 15.0%	segment
and industry	(2) Create new industries through DX
Cutting-edge technologies such as 5G and AI.	• Growing opportunities to provide solutions for aging	• CAGR*110%		P28
through digital	(3) Revitalize local communities (regional
	society issues and regional revitalization
transformation (DX)		revitalization)
	• Business expansion through the development and
		implementation of solutions leveraging generative AI
ACTION 02	Provide new experiences and enrich the lifestyles of	• Growth of smartphone subscribers and increase in	(1) Realize attractive customer value	1) Smartphone cumulative subscribers
large-volume data users	through the spread of smart devices		Financial
Connecting people	our customers by promoting the adoption of smart	• Expansion of business to non-telecommunication areas,	(2) Provide an environment in which	• 30 million (FY2023)	1) 29.26 million
devices. Concurrently, create value for both consumers	segment
and information to	such as finance and payment services	everyone can access information	2) Cumulative registered PayPay users*2	2) 56.64 million
and enterprises by providing partners with attractive	P32
create new	• Increased profit opportunities via deeper data-driven	(3) Leverage ICT to create new lifestyles and	• 60 million
platforms that connect people to information.
excitement	marketing	enhance the foundations for daily life
				Promote initiatives for HAPS
				commercialization	Initiatives for commercialization
	Develop new businesses, cutting-edge technologies		(1) Develop new business models with	• Development of foundational	• Communication technology: Successfully
ACTION 03		technologies for realization of HAPS	tested a cylindrical antenna that realizes
and innovative business models in Japan by leveraging	• Quickly secure market share through collaboration with	cutting-edge technologies
• Commercialization of high-perfor-	footprint stabilization	Technology
our relationships with global leading innovative	partners, which enables the acquisition of human resources	(2) Incubate and spiral-upcutting-edge
Creating new	companies. Concurrently, promote the development of	and knowledge and speedy business development	overseas businesses	mance lightweight battery (FY2025)	• Batteries: Developed and successfully	strategy
• Practical application of highly efficient	tested lithium-metal battery cell in the
business through	a highly skilled workforce and the establishment of an	• Advancement and deepening of innovation and expansion	(3) Build systems to recruit and develop	P39
lightweight motors for stratosphere	stratosphere
open innovation	organization that supports the expansion and	of the scale of businesses and markets by co-creation	human resources to lead growth and
(FY2027)	• Other: Developed radiowave propaga-
	penetration of new businesses.		create new businesses
		• Development of stratosphere-ready	tion simulator for HAPS, implementing
				radio equipment for telecommunica-	the ITU-R global standard model
				tion services (FY2027)
		• Expansion of the market for highly energy-efficient
ACTION 04		solutions that utilize IoT, etc.	(1) Contribute to the mitigation of
Contribute to mitigating climate change, promoting a	• Expansion of businesses related to the sharing economy	climate change through technology	• Net zero emissions	• Promoted switch to renewable energy	Support
Contributing to the	circular economy and spreading renewable energy by	and renewable energy	and business	(Scope 1, 2, 3*3) (FY2050) [New]	• Examined energy-saving measures,	for TCFD
(2) Promote a recycling-based society
global environment	utilizing cutting-edge technologies to pass on a	• Stabilization of business operations by using geographi-	• Carbon neutrality	utilizing technology and introduction of	recommendations
sustainable global environment to the next	cally distributed data centers and super-distributed	(circular economy)
with the power of	(Scope 1, 2*3) (FY2030)	renewable energy with additionality	P69
generation.	(3) Realize a prosperous society through
technology	computing infrastructure (xIPF)
	• Securing affordable and continuous supply of non-fossil	the spread of renewable energy

fuel electricity

through

ACTION 05	Commit to maintaining a constantly connected and
Building High-quality	stable network and to protecting our customers'
important data, based on the thought that communi-
social communication
cation networks serve as a lifeline.
networks

• Increased revenue through increased ARPU which reflects

increased communications speed and capacity associated

with the nationwide expansion of 5G coverage

• Development of new industries and services that utilize 5G,

such as autonomous driving and telemedicine

• Increased customer satisfaction through high communica-

tions quality and dependable security

1. Prepare sustainable life infrastructure
2. Construct robust communications infrastructure to contribute to disaster prevention and mitigation
3. Promote data security and privacy protection initiatives

5G deployment plan

• Expansion of 5G standalone (SA) coverage: Smartphone SA in key areas of all prefectures (FY2026) (Updated)*5

• Number of base stations: Over 50,000	Information
security
• 90.6% population coverage
P67

corporate activities

ACTION 06

Developing a resilient management foundation

Conduct corporate governance with integrity to earn the trust of society through ongoing dialogue with stakeholders. In addition, foster innovation and improve the well-being of our employees by developing a progressive workplace environment in which diverse human resources can thrive, utilizing cutting -edge technologies and by advancing health and productivity management to maintain and improve the health of employees and their families.

• Investor confidence in corporate governance and supply

chain management

• Improvement of motivation and emergence of innovation

through workstyle reforms and diversity, equity and

inclusion (DE&I) promotion

• Improvement of productivity, securing and retaining the

necessary human resources, reformation of work processes

and commercialization of expertise, through advanced

workstyles

1. Enhance corporate governance and ensure its effectiveness
2. Sustainable growth through coopera- tion with stakeholders
3. Enhance employee happiness with diversity and inclusion
4. Enhance productivity with advanced workplace environments

Ratio of women in management positions

• 20% or more (FY2035)
  15% or more by FY2030 (double the ratio of FY2021)

Human resource

strategy

P42

8.6%

Corporate

governance

P49

Note: Unless otherwise specified, the KPI metrics and targets, as well as results, are for SoftBank Corp. on a standalone basis.

*1. CAGR: compound annual growth rate, calculated by the Group *2 Figure for PayPay only *3 Scope 1: direct greenhouse gas emissions by the company itself; Scope 2: indirect emissions from the use of electricity, heat and steam supplied by other companies;

Scope 3: Indirect emissions other than Scope 1 and 2 (emissions from supply chain associated with the activities of the company) *4 Examined measures to contribute to the expansion of new renewable energy sources, in addition to the utilization of conventional

renewable energy sources *5 Target KPIs for FY2022: Number of base stations: Over 50,000 (2022); Population coverage: Over 90.6% (FY2022)

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Material Issues

Sustainability promotion structure and material issue identification process

Sustainability promotion structure

In order to promote the Company's growth strategy in conjunction with sustainability, the ESG Promotion Committee (Chair: Junichi Miyakawa), which was established as an advisory body to the Board of Directors, offers recommendations to the Board of Directors concerning sustainability activities. It also makes quarterly activity reports and ad hoc reports to the Board of Directors.

In terms of the Company's execution structure for sustainability activities, the President & CEO, as Chief ESG Promotion Officer, takes overall responsibility of sustainability activities of the entire Group. We also established the ESG Promotion Office, and one of the Executive Vice Presidents serves as Executive Officer in Charge of ESG Promotion and leads the Group's sustainability activities with the office.

Chief ESG Promotion Officer

Executive Officer in Charge of ESG Promotion

ESG Promotion Office

Subsidiary

Subsidiary

SoftBank Corp. Unit

SoftBank Corp. Unit

ESG Promotion Officer

ESG Promotion Officer

ESG Promotion Officer*1

ESG Promotion Officer*1

Subsidiary

Subsidiary

Subsidiary

ESG Promotion

ESG Promotion

ESG Promotion

Officer

Officer

Officer

*1 "Unit" refers to SoftBank Corp.'s Consumer Business Unit, Enterprise Business Unit, Technology Unit, IT Unit, Finance Unit and Corporate Unit. A Division ESG Promotion Officer is additionally assigned for divisions not under a unit.

Note: As of April 1, 2023

Process for identifying material issues

Material issues are identified based on evaluations from two perspectives: their external importance (to stakeholders) and internal importance (to SoftBank). External importance is determined with consideration given to international guidelines such as the GRI Standards and SDGs, discussions at international conferences, investor opinions and the views of experts representing external stake- holders, while internal importance is determined with reference to discussions within the business units, divisions and subsidiaries. In addition, we review the material issues each fiscal year in light of the changing expectations of external stakeholders and societal trends with regard to ensuring the effectiveness of ESG promotion.

In implementing the process of identifying and verifying material issues, the ESG promotion officers of each division and Group company hold several discussions of the materiality assessments based on short-, medium- and long-term plans. The ESG Promotion Committee then discusses the results of these discussions before final approval by the Board of Directors.

In the process of identifying and verifying material issues, in addition to the impact of changes in society and the external environment*2 on our businesses, based on the principle of double materiality as described later, we reflect the positive and negative impacts of the company on society and the environment, along with the outlook, status and importance of our businesses*3, in our material issues and the value we create.

*2 Refer to the increased importance of climate strategy, biodiversity and natural capital; the impacts of geopolitical issues and international tensions; and the increased importance of information security and the protection of data and personal information, including impacts of and tightening data transfer regulations.

*3 Refer to the further promotion of the practical implementation of digital technologies and corporate and social DX; the creation of new lifestyle value and pursuit of customer value; global-scale business expansion; energy sector initiatives; and the increased importance of coordination with Group companies and strengthening of synergy.

Note: Obtained third-party assurance for materiality identification process (Japan Quality Assurance Organization).

Principle of double materiality

The principle of double materiality is the concept that importance should be considered from two aspects: the financial impacts of society and the environment on the company, as well as the impacts of corporate activities on society and the environment. The concept is advocated in international guidelines and others.

We identify our material issues based on the principle of double materiality, considering not only the impacts of society and the environment on the Company and the Group but also the impacts of our corporate and business activities on society and the environment. The impacts of the com- pany*4 are considered with respect to both positive and negative impacts on each stakeholder.

*4 Please see "Identifying material issues" on our website for details.

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Material Issues

Materiality map

External importance		Internal importance

Based on international guidelines (GRI, SASB, SDGs, etc.), international reports (WBCSD's"Macro- trends & Disruptions Shaping 2020-2030" Vision 2050 issue brief, etc.), as well as requests related to various issues from such stakeholders as experts (university professors, prominent industry fig- ures, etc.) and investors, and external initiatives such as ESG ratings, we identify material issues considering both the impacts of society and the environment on the Company and Group and, conversely, the impacts of the Company and Group on society and the environment.

Importance is determined considering the impacts of society and the environment on the Company and Group as well as the impacts of the Company and Group on society and the environment based on the Company's and Group's short-, medium- and long-term future plans and their impor- tance; international reports, such as WBCD Vision 2050; and future forecast reports issued by the Japanese Cabinet Office. Based on such considerations, we identify material issues after discussions by the ESG Promotion Committee.

Category

Building society and industry through	Connecting people and information to create	Creating new business through open
digital transformation (DX)	new excitement	innovation
Contributing to the global environment	Building high-quality social communication	Developing a resilient management
with the power of technology	networks	foundation

								4	7
			External
			16	19				2
							5		1
				17	14		15	9	13
					18
impacts		importance				6
		11
on				3
				12
stakeholders*
				8		10

Strategic materiality

Important materiality

Management materiality

Internal importance

Current and future impacts on corporate and business activities*

19 Value creation items

1. Expand and enhance the efficiency of the industrial base through cutting-edge technologies
2. Create new industries through DX
3. Revitalize local communities (regional revitalization)
4. Realize attractive customer value through the spread of smart devices
5. Provide an environment in which everyone can access information
6. Leverage ICT to create new lifestyles and enhance the foun- dations for daily life
7. Develop new business models with cutting-edge technologies
8. Incubate and spiral-upcutting-edge overseas businesses
9. Build systems to recruit and develop human resources to lead growth and create new businesses

1. Contribute to the mitigation of climate change through technology and business
2. Promote a recycling-based society (circular economy)
3. Realize a prosperous society through the spread of renew- able energy
4. Prepare sustainable life infrastructure
5. Construct robust communications infrastructure to contrib- ute to disaster prevention and mitigation
6. Promote data security and privacy protection initiatives
7. Enhance corporate governance and ensure its effectiveness
8. Sustainable growth through cooperation with stakeholders
9. Enhance employee happiness with diversity and inclusion
10. Enhance productivity with advanced workplace environments

*Refers to the impacts of the environment and society on the Company and Group and the impacts of the Company and Group on the environment and society.