Strengthening of Internal and External Collaboration for Greater ValueKanako OsawaOutside Director / Audit & Supervisory Committee MemberThree Key Actions to Raise Price-to-Book Value RatioShigeru SugimotoOutside Director / Audit & Supervisory Committee MemberWhile measures such as shareholder returns are being steadily implemented, I believe the most fundamental issue in enhancing corporate value lies in improving profitability. In the fiscal year ended March 31, 2025, Optical Products Operations improved earnings by dissolving underperforming overseas subsidiaries. But in other business units, we need to deepen our analysis, asking, “What is needed in each business division?” and “What are the specific quality, cost, and delivery issues in each case?” It is important that these topics are reported regularly to the Board of Directors so we can take timely corrective action. business portfolio optimization are meaningful and essential On the Board of Directors, ongoing discussions around LINTEC’s record-high profit in the fiscal year ended March 31, 2025 reflects the results of its ongoing management efforts. At the same time, the fact that the Company’s price-to-book value ratio remains below 1 times is a serious issue that must be addressed. From my perspective in accounting and taxation, I believe there are three particularly important priorities, the first of which is embedding capital cost awareness into management. It is critical to consistently monitor each business’s ROIC and maintain discipline to ensure returns exceed the cost of capital. The second priority is strengthening discipline in strategic investment. Large-scale investments in growth PROFILESJoined IBM Japan Ltd. in 1981. Subsequently worked in data-driven marketing and consulting operations, including positions at foreign IT companies. In 2001, established JBtoB CO., LTD., becoming representative director and president (current position). In 2020, became an outside director at LINTEC. In 2021, joined the Company’s Nomination and Compensation Committee.Joined Nippon Paint Co., Ltd. (currently Nippon Paint Holdings Co., Ltd.) in 1983. In addition to experience in executive positions at Nippon Paint and its subsidiaries, was responsible for business operations and restructuring. Also has a strong background in global business, having been stationed over-seas for some time as an engineer. Appointed as an outside director in 2024, when he also began serving on the Company’s Nomination and Compensation Committee.Certified as an attorney and joined Kajitani Law Offices in 1998. Admitted to practice law in the State of New York, U.S., in 2005. Involved in corporate law in Japan and overseas. Became an outside director of the Company (Audit & Supervisory Committee member) in 2015. Since 2018, has worked concurrently as a member of the Company’s Corporate Governance Committee (now the Nomination and Compensation Committee), and she became committee chair in 2024.Joined Housing and Urban Development Corporation (currently Urban Renaissance Agency) in 1982. Joined Showa Ota & Co. (currently Ernst & Young ShinNihon LLC) in 1985. Established Sakura & Co. (currently Crowe Sakura & Co.) in 1988. Provides consulting services as a certified public accountant for M&A and business restructuring and reorganization. Was appointed as an outside director of the Company in 2021 and also became a member of the Nomination and Compensation Committee. In 2023, was appointed an outside director of the Company (Audit & Supervisory Committee member).for improving corporate value. But to go further, stronger internal and external collaboration across business units will be increasingly important. From an internal perspective, as overseas sales ratios grow within each business, we need to further improve the operational efficiency of overseas subsidiaries. Active personnel exchanges between domestic and overseas teams, particularly in sales and manufacturing, should also be encouraged. From an external perspective, we should also explore greater cross-business collaboration among products operations. have shown a healthy cycle of improvement. Notably, unlike in the early stages of these evaluations, many of today’s key issues, such as business portfolio strategy and talent development, require sustained, multi-year efforts. This shift is a positive development. In the area of talent development, LINTEC has already begun Companywide improvement initiatives based on employee survey results. I now hope to see further development of programs that foster the next generation of senior leadership.LINTEC’s evaluations of the effectiveness of the Board areas such as semiconductors are essential for LINTEC’s future. However, we must enhance the credibility of these investments by complementing financial indicators like net present value and the internal rate of return with more detailed risk assessments, including scenario analyses that factor in environmental uncertainty. The third priority is deepening dialogue with shareholders and investors. In addition to financial data, we must clearly and holistically communicate how LINTEC’s core strength, its technological capabilities, contributes to long-term value creation. This will help earn deeper understanding and trust from shareholders and investors. discussions on business portfolio optimization, I believe that data-driven, constructive debate is already gaining momentum. Going forward, we must continue monitoring capital efficiency at the segment level and further institutionalize regular discussion of these metrics at Board meetings.Regarding the Board’s prioritization of even deeper Akiko OkushimaSeiichiro ShirahataKanako OsawaShigeru Sugimoto59
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