Business Report for the 20th Term 200.4. 20.3.3

Message from Top Management 8. 49.4 Business Solution Service Platform Solution Business Solution 98 42.5 55 Platform Solution 230 7 Service 37 65

Business Solution Platform Solution

Mid-term Management Plan 2 3 2 3 Service

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Topics Topics 2 Topics 3

Topics Topics 4 http://www.mki.co.jp/

Consolidated Balance Sheets (Summarized) Unit: millions of yen Unit: millions of yen As of March 3, 20 and 200 As of March 3, 20 and 200 Assets Current assets Cash and deposits Notes and accounts receivable trade Short-term investment securities Merchandise and finished goods Work in process Prepaid expenses Deposits paid Other Allowance for doubtful accounts Noncurrent assets Property, plant and equipment 2 Liabilities Current liabilities Notes and accounts payable trade Accounts payable other Income taxes payable Advances received Provision for bonuses Other Noncurrent liabilities Asset retirement obligations Negative goodwill Other Total liabilities Buildings and structures Tools, furniture and fixtures Land Other Intangible assets Investments and other assets Guarantee deposits Other Allowance for doubtful accounts Total assets Net assets Shareholders, equity Capital stock Capital surplus Retained earnings Accumulated other comprehensive income (loss) Valuation difference on available-for-sale securities Other Total net assets Total liabilities and net assets

Consolidated Financial Statements Consolidated Statements of Income (Summarized) Unit: millions of yen Point 2 3 3 Years ended March 3, 20 and 200 Net sales Cost of sales Gross profit Selling, general and administrative expenses Operating income Non-operating income Non-operating expenses Ordinary income Point Extraordinary income 3 4 Extraordinary losses Income before income taxes Income taxes current Income taxes deferred Income taxes 5 4 5 Income before minority interests Minority interests in income Net income

Consolidated Financial Statements Consolidated Statements of Cash Flows (Summarized) Years ended March 3, 20 and 200 Unit: millions of yen Net cash provided by operating activities 6 Net cash used in investing activities Net cash used in financing activities Effect of exchange rate changes on cash and cash equivalents Net increase (decrease) in cash and cash equivalents Cash and cash equivalents, beginning of year Cash and cash equivalents, end of year Point 6 Consolidated Statements of Changes in Net Assets (Summarized) Unit: millions of yen Years ended March 3, 20 and 200 Balance, March 3, 200 Changes of items during the year Dividends from surplus Net income Net changes of items other than shareholders, equity Total changes of items during the year Balance, March 3, 20 Shareholders' equity Capital stock Capital surplus Retained earnings Total shareholders, equity Accumulated other comprehensive income (loss) Total net assets

Company Profile Stock Information

President & CEO MITSUI KNOWLEDGE INDUSTRY CO., LTD. Hiraku Shimomaki I would like to thank you for your continued support of our business. I also wish to convey my deepest sympathies to the victims of the Great East Japan Earthquake and pray for a swift recovery and restoration in the afflicted regions. During the 20th fiscal year (April, 200 to March 3, 20), corporate revenues improved, supported by favorable performance of the overseas economies, but significant uncertainty about the economic outlook remained due to the effects of stronger yen and deflation. The business environment of the IT service industry in which we operate continued to be harsh as our client companies remained cautious about new IT investments. Within that context, the MKI Group pushed ahead with initiatives set forth in the medium-term (three-year) business plan (fiscal years ending March 20 to March 203) we have begun to implement in the current fiscal year. Focusing on the new business plan s three priority plans achieving company growth by reinforcing our existing businesses, swiftly achieving profitability with and expanding the new service model, and strengthening a business foundation that supports growth the MKI Group has been working to implement strategies that will produce sustainable growth. During the 20th fiscal year, aiming at strengthening our existing businesses, we started providing the IT Management Service, which is designed to support the clients from the perspective of their own IT departments, and offered solution proposals to resolve system challenges. We also launched ERP solutions targeted at medium-sized enterprises and aggressively implemented measures to cultivate new markets through the development of closer relationships with telecommunications and other business partners. As part of the efforts to promote new businesses, we opened a new data center in order to expand our services using the data center infrastructures and absorbed MKI Network Solutions, Ltd., which was formerly a consolidated subsidiary (merger as of October, 200). In addition, we strove to develop cloud services by starting the sales of cloud products for call center solutions and other approaches. Despite the efforts toward improved business performance including the strategies mentioned above, project delays and less-than-expected order takings in addition to failure to respond quickly to the downsizing trend of projects and intensified competition resulted in a decrease in both sales and profit. We report, with great reluctance, net sales of 46,692 million yen (down 4.7% compared to the previous year). As for profits, we recorded operating income of 2,029 million yen (down 2.2%), ordinary income of 2,62 million yen (down 9.2%), and net income of,34 million yen (down 20.4%) as the effect of the decline in net sales outweighed our efforts to cut selling, general and administrative expenses. A year-end dividend of 300 yen per share will be paid.

During the 2st fiscal year (fiscal year ending March 3, 202), the economy which was halfway on the path to recovery was affected by the Great East Japan Earthquake, raising concerns and uncertainty about the future. The trend for corporate capital investment is expected to remain in a harsh situation for some time to come. In the IT service industry, it is expected that more and more clients will put off their IT investment projects. The MKI Group will pursue its sustainable growth through a focus on securing profitability by further reinforcing the ongoing approaches and working on thorough cost reduction, and through an implementation of new measures and investments for future growth. Being in the second year of our medium-term (threeyear) business plan (fiscal years ending March 20 to March 203), we will also push ahead with initiatives for the establishment of a growth path under the theme of Business Innovation. For this purpose, initiatives will include the establishment of the R&D Center, which will consolidate the MKI Group s technological superiority, and the creation of new overseas business bases to respond to the rapid progress of IT market globalization. We will also work to improve our competitiveness by strengthening our business through concentration of human resources in key segments along with thorough cost reduction. We look forward to your continuous help and encouragement. Year-End Dividend for the 20th Fiscal Year The Board of Directors has declared the following dividend for the fiscal year ended March 20. Dividend per common share Year ended March 20 (Consolidated) Sales by Segment (Consolidated) 49.4 Business Solution Business 8. Service Platform Solution Business Solution 42.5 This segment mainly comprises the traditional system integration domain. It includes application development, installation, maintenance and operation, as well as other fields and activities related to them. A large project we had been working on since the previous fiscal year was completed in November 200 as scheduled and, through this experience, we were able to accumulate development know-how required to acquire new clients going forward. However, there were some delays in the schedule of some projects for key customers, in addition to the delay of the launch of new ERP solutions and slower-than-expected new order takings. Platform Solution Business This segment mainly comprises the traditional network domain. It includes sales, installation and maintenance of infrastructure equipment including network equipment and voice equipment, as well as other fields and activities related to them. Despite the effect of downsizing of projects and prolonged business negotiations, we made aggressive efforts to increase sales by launching new solutions and new businesses and by cultivating new clients through closer relationships with telecommunications and other business partners. These efforts resulted in certain achievements such as acquisition of orders for public-sector entities including local governments and educational institutions, and the expansion of sales networks among communication carriers. Service Business Sales Sales Sales 9,855 million yen 23,07 million yen 3,765 million yen This segment comprises the planning and promotion of service businesses that use data center infrastructures (such as SaaS, and PaaS), as well as the planning and promotion of new businesses. The data center service delivered a solid performance as a result of the enhancement of the service line-up. Efforts to achieve differentiation and improved market recognition in the cloud-related services including those targeted at the field of energy management* have also started to result in actual performance. * Energy management services measure and analyze electricity and gas consumed within a building and attempt to improve efficiency and effectiveness in energy consumption by adjusting the operation of equipment and devices.

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