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1© Canon Marketing Japan Inc. 2026 Canon Marketing Japan Group Long-Term Management Objectives (2026-2030) Medium-Term Management Plan (2026-2028) Masachika Adachi, President January 28, 2026 ■ The figures are rounded off to the nearest 100 million yen in this material. ■ Forward-looking statements and results forecasts presented in this material are based on the management’s assumptions using currently available information and therefore contain inherent risks and uncertainties. As a consequence, due to a range of possible factors, actual results may materially differ from the forecasts.
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2© Canon Marketing Japan Inc. 2026 Agenda Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Long-Term Management Objectives (2026-2030) Medium-Term Management Plan (2026-2028) Shareholder Returns and Conclusion
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3© Canon Marketing Japan Inc. 2026 Agenda Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Long-Term Management Objectives (2026-2030) Medium-Term Management Plan (2026-2028) Shareholder Returns and Conclusion
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4© Canon Marketing Japan Inc. 2026 Review of the Long-Term Management Objectives (2021-2025)｜Summary Both sales and income increased year on year for the fifth consecutive fiscal year Operating income, ordinary income, and net income attributable to owners of the parent surpassed previous record highs. ⚫ IT solutions business grew significantly, up 64% (vs. 2020) ⚫ Maintenance and Operation Service /Outsourcing grew significantly, up 136% (vs. 2020) ⚫ Canon products net sales remained stable, profitability strengthened Business ⚫ Aggressively executed M&A and investments, investments in human resources and systems and establised CVC ⚫ Practiced management focused on capital efficiency, such as growth investments and treasury stock buybacks ⚫ Ensured transparency through the elimination of short-term loans to the parent company ⚫ Dividend per share increased to 2.8 times (vs. 2020) Financial ⚫ Established our Purpose ⚫ Established Special Committee and reviewed the composition of the Board of Directors Management Foundation 2020 All of the consolidated financial plan figures for management indicators were achieved 2025 Operating income 31.3 58.2 Net sales 545.1 679.8 ITS sales 209.4 343.4 ROE 6.6% 10.4% Management IndicatorsTopics (billions of yen) Vs.initial plan +8.2 +29.8 +43.4 +2.4 pt
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5© Canon Marketing Japan Inc. 2026 Review of the Past 10 Years COVID-19 pandemic 4,500 5,500 6,500 7,500 8,500 9,500 10,500 11,500 2015年 2020年 2025年2015 2020 2025 4.1% 5.7% 8.6% 5.7% 6.6% 10.4% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 100 600 1,100 1,600 2,100 2018 Transformed our operating structure to one tailored to different customer segments ■ Net sales ■ Operating income ━Operating margin ━ ROE Accelerated profitable growth (billions of yen) 2024 Made Primagest, Inc. a subsidiary 2022 Made QB5 Inc. a subsidiary 2023 Made Tokyo Nissan Computer System Co., Ltd. a subsidiary 2017- Structural reform of low-revenue businesses 32%IT solutions business net sales composition ratio 40% 51% Transformed to a robust corporate structure 2023-2025 Eliminated short-term loans to the parent company 2024-2025 Purchased treasury stock (approximately 22 million shares) 26.6 31.3 58.2 679.8 545.1 646.0
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6© Canon Marketing Japan Inc. 2026 Review of the Past 10 Years (2016-2020) COVID-19 pandemic 4,500 5,500 6,500 7,500 8,500 9,500 10,500 11,500 2015年 2020年 2025年2015 2020 2025 4.1% 5.7% 8.6% 5.7% 6.6% 10.4% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 100 600 1,100 1,600 2,100 2018 Transformed our operating structure to one tailored to different customer segments ■ Net sales ■ Operating income ━Operating margin ━ ROE Accelerated profitable growth (billions of yen) 2024 Made Primagest, Inc. a subsidiary 2022 Made QB5 Inc. a subsidiary 2023 Made Tokyo Nissan Computer System Co., Ltd. a subsidiary 2017- Structural reform of low-revenue businesses 32%IT solutions business net sales composition ratio 40% 51% Transformed to a robust corporate structure 2023-2025 Eliminated short-term loans to the parent company 2024-2025 Purchased treasury stock (approximately 22 million shares) 26.6 31.3 58.2 679.8 545.1 646.0 2016-2020 Transforming to a robust structure Business selection and concentration Transformed our operating structure to one tailored to different customer segments - Strengthen customer contact points and increase loyal customers - Aggregation of common functions supporting business divisions
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7© Canon Marketing Japan Inc. 2026 Review of the Past 10 Years (2021-2025) COVID-19 pandemic 4,500 5,500 6,500 7,500 8,500 9,500 10,500 11,500 2015年 2020年 2025年2015 2020 2025 4.1% 5.7% 8.6% 5.7% 6.6% 10.4% 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 100 600 1,100 1,600 2,100 2018 Transformed our operating structure to one tailored to different customer segments ■ Net sales ■ Operating income ━Operating margin ━ ROE Accelerated profitable growth (billions of yen) 2024 Made Primagest, Inc. a subsidiary 2022 Made QB5 Inc. a subsidiary 2023 Made Tokyo Nissan Computer System Co., Ltd. a subsidiary 2017- Structural reform of low-revenue businesses 32%IT solutions business net sales composition ratio 40% 51% Transformed to a robust corporate structure 2023-2025 Eliminated short-term loans to the parent company 2024-2025 Purchased treasury stock (approximately 22 million shares) 26.6 31.3 58.2 679.8 545.1 646.0 2021-2025 Accelerating profitable growth Accelerated storategic investments backed by strengthening profitability Practiced management with a focus on capital efficiency - Drove the service-type business model - Strengthenined the profitability of the Canon products business - Aggressively executed M&A and investments - Carried out actions to improve capital efficiency
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8© Canon Marketing Japan Inc. 2026 Review of the Long-Term Management Objectives (2021-2025)｜ IT Solutions Business ITS business for different customer groups KPI performance (billions of yen)■ SI services ■ Maintenance and Operation Service/Outsourcing ■ IT products and system sales Edge solutions 18 billion yen 39.0 billion yen • By steadily achieving growth—including the transformation into a service-typed business—we have been able to lay the groundwork for the future. Security 28 billion yen 46.5 billion yen • As cyberattacks have become increasingly sophisticated and complex, security risks have grown accordingly. This has driven strong demand for services such as cloud security, resulting in robust performance and an expansion of our business scale. ITO・BPO 13.5 billion yen 46.8 billion yen • High value-added services centered on the ‘SOLTAGE’ brand continued to perform steadily. • BPO has evolved—through M&A—into a business capable of becoming a core of the IT Solutions business. HOME/IT maintenance and operation contracts 110,000 contracts 240,000 contracts • "Makasete IT DX series," etc. contributed to solving issues for SME customers • Steadily increased the number of contracts and achieved the KPIs. 20252020 Review 26% 18% Net sales 1,013 1,513 372 877 709 1,044 2,094 3,434 0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500 5,000 2020年 2025年 Compared to 2020: 136% (Composition ratio +8pt) 343.4 209.4 70.9 104.4 87.7 37.2 101.3 151.3
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9© Canon Marketing Japan Inc. 2026 Review of the Long-Term Management Objectives (2021-2025)｜ Business Strategy (Canon Products) Main Products Market share and unit price Measures to improve profitability Enhanced the added value of the Canon products business and increased the profitability Office MFP Laser Beam Printer (LBP) +10% 3rd (vs. 2018) Unit price Market share +7% 1st (vs. 2018) Unit price Market share 34 consecutive years Inkjet Printer (IJP) Digital Interchangeable Lens Camera (DILC) +43% 2nd (vs. 2018) Unit price Market share +91% 1st (vs. 2018) Unit price Market share 18 consecutive years ⚫ Make combined suggestions together with the IT solutions business ⚫ Strengthen proposal skills for core operations of each industry and operation ⚫ Balance of customer satisfaction and productivity improvement in maintenance services ⚫ Execute One-to-one marketing 2020 2025 0.0% 2.0% 4.0% 6.0% 8.0% 10.0% 12.0% 14.0% 0 50 100 150 200 250 300 350 400 450 500 +2.1Pt ■ Net sales ■ Operating income ━Operating margin
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10© Canon Marketing Japan Inc. 2026 Review of the Long-Term Management Objectives (2021-2025)｜ Business Investment Accelerated business growth through strategic business investments Current strategic business investees （excluding CVC Investments） 17 companiesInvestmentM&A 3 companies *Number of companies invested in SI EducationHealthcare Nursing care solutionsBPOImaging solutions Digital Document Smart devices Keyware Solutions Inc. Needs Well Inc. Capital Asset Planning, Inc. Kantsu Co., Ltd. THS, Inc. 5 companies Investment Tokyo Nissan Computer System Co., Ltd. 1 company M&A Asilla, Inc. AWL, Inc. Timeleap Inc. MODE,Inc. CIA Co., Ltd. 5 companies Investment ITSUMO SMILE DIGITAL SOLUTIONS Co., Ltd. 1 company Investment QB5 Inc. Primagest, Inc. 2 companies M&A Canon Medical Systems Corporation (Hospital information system integration business) 1 company Business transfer CARE CONNECT JAPAN, Inc. GCOMM corporation 2 companies Investment CHIeru Co., Ltd. 1 company Investment openpage Co., Ltd. 1 company Investment S-Mat. Inc. 1 company Investment CVC 14 companies *Number of companies invested in and disclosed *excluding business transfer
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11© Canon Marketing Japan Inc. 2026 Review of the Long-Term Management Objectives (2021-2025)｜ Financial Strategy [Cash in] End of 2020 End of 2025 240.0 billion yen Operating cash flow Compared to 2016-2020: +50% Of which, loans to the parent company: 180.0 billion yen 160.0 billion yen [Cash out] [Effective cash balance] Of which, loans to the parent company: 0 billion yen Elimination of short-term loans to the parent company Made treasury stock buybacks aimed at improving the ratio of tradable shares, profitability of capital, and capital efficiency Executed growth investments with an awareness of cost of capital, M&A: 3, Investments: 17, CVC:14 Made business Investments, such as service-type business creation Made investments in human resources, including education and career recruitment, aimed at development of skilled personnel Made investments in internal systems Aim to raise payout ratio of around 40% or above Shareholder returns (dividend) 71.8 billion yen Growth Investment 172.6 billion yen Treasury stock buybacks 96.7 billion yen 2021-2025 Operating cash flow 210.2 billion yen Growth investment Treasury stock buybacks Shareholder returns ※Excluding the decrease in funds related to contributions to the retirement benefit trust
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12© Canon Marketing Japan Inc. 2026 Purpose January 2024 We have established the Canon MJ Group's Purpose in order to unify the aspirations of Group employees while further advancing co-creation and collaboration with stakeholders to accelerate the resolution of social issues Governance Human capital enhancement Upskilling and reskilling DX certification /DX business certification Professional level: Over 1,400 individuals Innovative personnel Approx. 2,500 individuals IT Passport Approx. 5,800 attendees Aidemy Business More than 5,200 attendees Advanced ITS education Approx. 4,300 attendees Review of the Long-Term Management Objectives (2021-2025)｜ Management Foundation 2022 Increased the number of Outside Directors to three 2023 Appointed a female Outside Director 2024 Established Special Committee The Nomination and Remuneration Committee composed of a majority of Outside Directors 2025 Increased the number of Outside Directors to four and increased the number of female Outside Directors to two Bringing together hopes and ideas with technologies to create a future beyond imagining
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13© Canon Marketing Japan Inc. 2026 Agenda Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Long-Term Management Objectives (2026-2030) Medium-Term Management Plan (2026-2028) Shareholder Returns and Conclusion
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14© Canon Marketing Japan Inc. 2026 Changes in the Social Environment and Business Opportunities within the Group Rising demand for semiconductor- related products Expanding digital value creation across all customer groups The need for added value and differentiation through the use of generative AI Rising demand for security products/services Rising demand for BCP products/services Rising demand for products/services that enhance productivity 〈〈 Business opportunities for the Company 〉〉 〈〈 Changes in the social environment 〉〉 Changes in the workforce The rapid advancement of generative AIClimate change The shift to cloud computing Expanding data volumes/Diversification of cyberattacks
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15© Canon Marketing Japan Inc. 2026 Our Group’s Strengths Financial structure Recurring business Technological capabilities Customer base Extensive customer base encompassing from large corporations to SMEs and individuals. Business partners with strong connections to specific regions and industries Deep operational understanding and expertise in solving issues through connections with customers A large number of engineers who enable a consistent process from system construction to maintenance and operation Sustainability and profitability through robust recurring business in both the IT solutions business and the Canon products business Robust financial base Stable ability to generate cash
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16© Canon Marketing Japan Inc. 2026 Agenda Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Long-Term Management Objectives (2026-2030) Medium-Term Management Plan (2026-2028) Shareholder Returns and Conclusion
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17© Canon Marketing Japan Inc. 2026 Positioning of the Long-Term Management Objectives (2026-2030) Long-Term Management Objectives Phase III Long-Term Management Objectives (2021-2025) Long-Term Management Objectives (2026-2030) A corporate group dedicated to creating new businesses that drive future growth through the power of people and technologies A professional corporate group that solves social and customer issues using ICT and the power of humans Canon Marketing Japan Group: Deeply understanding our customers and growing together with them Toward further leaps forwardAccelerated profitable growthTransform to a robust management structure Bringing together hopes and ideas with technologies to create a future beyond imagining
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18© Canon Marketing Japan Inc. 2026 Long-Term Management Objectives (2026-2030) A corporate group dedicated to creating new businesses that drive future growth through the power of people and technologies 2030 Vision Basic policies Corporate value sustainably increased by solving social issues through business Become a highly profitable corporate group centered on the growth of service- type businesses Create a virtuous cycle through the strengthening of management capital 1 2 ⚫ Further develop and deepen our robust customer base ⚫ Expand service-type businesses centered on ICT ⚫ Deliver new value through the integration of IT solutions and the Canon products business ⚫ Establish new pillar businesses and strengthen core businesses by enhancing investment capabilities ⚫ Acquire and retain highly skilled talent aligned with the business portfolio ⚫ Enhance engagement for mutual growth between the Company and employees ⚫ Improve productivity through business process transformation and IT infrastructure enhancement ⚫ Promote growth strategies through strategic cash allocation 3
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19© Canon Marketing Japan Inc. 2026 2030 Management Indicators 2030 Management Indicators2025 Actual Net sales 679.8 billion yen 850.0 billion yen Operating income 58.2 billion yen 75.0 billion yen ROE 10.4% 12.0% ITS sales 343.4 billion yen 500.0 billion yen Of which, Service/Outsourcing sales 101.3 billion yen 200.0 billion yen Growth Investment (five-year cumulative total) Executed approx. 172.6 billion yen Plan to execute approx. 200.0 billion yen Shareholder returns (dividend/ five-year cumulative total) Issued approx. 71.8 billion yen Plan to execute approx. 100.0 billion yen To further enhance corporate value, we have set targets aimed at achieving sustainable growth.
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20© Canon Marketing Japan Inc. 2026 Business Portfolio Stance Market growth potential IT solutions business Specialized areas and new businesses *The size of the circle represents the scale of the business Canon products business Strengthen profitability Profitable growth Profitability Non-continuous growth through M&A
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21© Canon Marketing Japan Inc. 2026 Cash Allocation Stance 2021-2025 Cash Allocation Growth investment 172.6 billion yen End of 2020 Cash on hand Approx.240.0 billion yen 2021-2025 Operating cash flow 210.2 billion yen Shareholder returns (dividend) 71.8 billion yen Treasury stock buybacks 96.7 billion yen Cash and deposits needed Growth investment 200.0 billion yen End of 2025 Cash on hand Approx.160.0 billion yen 2026-2030 Cash Allocation Strategy 2026-2030 Operating cash flow 300.0 billion yen Shareholder returns (dividend) 100.0 billion yen Working capital Treasury stock buyback capital M&A funds (contingency funds) ⚫ Backed by our robust ability to generate cash, the cash earned from business operations will be allocated toward growth investments and shareholder returns.
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22© Canon Marketing Japan Inc. 2026 Growth Investment Business investment Investment in people Expansion of ITS business Value creation integration Business Process Services (BPS) Total security Full support for SMEs Main investment areas Growth Investment: 200 billion yen (cumulative over 5 years) Investment content/Stance ⚫ Sustained generation of returns exceeding the cost of capital ⚫ Execution of investments to create service-type businesses ⚫ Execution of M&A and investments to strengthen capabilities in focus areas ⚫ Open innovation through collaboration with external partners ⚫ Expansion of educational systems to develop skilled personnel and mid-career recruitment ⚫ Expansion engagement improvement initiatives ⚫ Build internal systems that can flexibly adapt to business model transformation ⚫ Create an environment where employees can work with vitality IT/Equipment investment
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23© Canon Marketing Japan Inc. 2026 Directions for Strengthening Human Capital Implement company-wide boosting of IT skills aligned with the transformation of the business portfolio Achieve high engagement driven by a strong desire for growth, built on a foundation of trust between the company and its employees Highly skilled ITS personnel * * Digital Skill Standards (Based on the "Personnel Types" and "Common Skills" defined by DSS-P, we have organized and integrated the specific skills required by the Group and defined them independently Highly skilled personnel Improving the overall level and reskilling Engagement Personnel who undertake advanced duties and create new value, regardless of area - Business transformation - Data science We will conduct training to deepen expertise and recruit external personnel and secure a highly skilled workforce aligned with business strategy. We will promote upskilling and reskilling to drive further growth in the IT Solutions business. - Software engineer - IT - Cybersecurity
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24© Canon Marketing Japan Inc. 2026 Our Management Stance Backed by the Canon Group Corporate Philosophy of "Kyosei" Philosophy Purpose Vision Materiality Strategy/Planning Organization/Pers onnel Canon Group Corporate Philosophy Canon MJ Group's Purpose Long-Term Management Objectives (2026-2030) 2030 Vision Canon MJ Group's Material Topics Medium-Term Management Plan (2026-2028) Harmony with the global environment Improvement in employee engagement Respect for human rights Implementation of sound governance A corporate group dedicated to creating new businesses that drive future growth through the power of people and technologies Realization of a safe and secure society Contribution to fulfilling life and work styles Co-creation and collaboration with stakeholders Bringing together hopes and ideas with technologies to create a future beyond imagining Kyosei
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25© Canon Marketing Japan Inc. 2026 Agenda Medium-Term Management Plan (2026-2028) Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Shareholder Returns and Conclusion Long-Term Management Objectives (2026-2030)
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26© Canon Marketing Japan Inc. 2026 2028 Forecasts 2030 Management Indicators Net sales 679.8 billion yen 750.0 billion yen 850.0 billion yen Operating income 58.2 billion yen 66.0 billion yen 75.0 billion yen ITS sales 343.4 billion yen 400.0 billion yen 500.0 billion yen Of which, Service/Outsourcing sales 101.3 billion yen 140.0 billion yen 200.0 billion yen Growth Investment (Cumulative over 5 years) 172.6 billion yen 200.0 billion yen Shareholder returns (dividends / Cumulative over 5 years) 71.8 billion yen 100.0 billion yen 2028 Forecasts2025 Actual We have set our 2028 target values to achieve the management indicators outlined in 2030 Vision 2030 ahead of schedule.
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27© Canon Marketing Japan Inc. 2026 Business Portfolio Stance Market growth potential IT solutions business Specialized areas and new businesses Non-continuous growth through M&A *The size of the circle represents the scale of the business Canon products business Strengthen profitability Profitable growth Profitability
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28© Canon Marketing Japan Inc. 2026 1,513 1,408 877 1,013 1,400 2,000 1,044 1,012 3,434 3,434 4,000 5,000 2025年 2025年 2028年 2030年 Service/Outsourcing Expansion Target value (Net sales) Comparison of operating margins by category Old standard By expanding service-type businesses, we will grow the most profitable Service/Outsourcing. *Category definitions revised from the Long-Term Management Objectives (2026-2030) (see Appendix P.43) (FY2025) SI/Solutions Service/Outsourcing IT products/System construction Expansion of service-oriented businesses IT products/System construction 30% 35% 40% SI solutions Service/Outsourcing 104.4 87.7 151.3 140.8 101.3 101.2 140.0 200.0 343.4 343.4 400.0 500.0 (billions of yen) 2025 2025 2028 2030 New standard
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29© Canon Marketing Japan Inc. 2026 Focus Areas for Expanding service-type Businesses We will establish focused services and KPIs tailored to different customer groups to drive strategic execution. Creating new value through co-creation with customers Value creation integration • Customer Co-Creation-Type ITS • Digital Document Services • Imaging × AI Solutions • Offering Services • BPO • ITO (IT Outsourcing) Business Process Services (BPS) Total security • Cyber × Physical Security • Cloud Security Services • Makasete IT BX/DX Series • HOME Select Series Solution Pack Full support for SMEs EnterpriseLarge corporations Quasi-major and Upper-medium-sized enterprises SMEs Area Expansion of service-oriented businesses
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30© Canon Marketing Japan Inc. 2026 KPI Settings in Focus Areas Creating new value through co-creation with customers Value creation integration • Customer Co-Creation-Type ITS • Digital Document Services • Imaging × AI Solutions • Offering Services • BPO • ITO (IT Outsourcing) Business Process Services (BPS) Total security • Cyber × Physical Security • Cloud Security Services • Makasete IT BX/DX Series • HOME Select Series Solution Pack Full support for SMEs EnterpriseLarge corporations SMEs Area Expansion of service-oriented businesses Net sales Net sales Net sales 2025 40.3 billion yen 2028 55.0 billion yen 2025 46.8 billion yen 2028 57.0 billion yen 2025 46.5 billion yen 2028 59.0 billion yen 2025 16.4 billion yen 2028 21.0 billion yen Net sales Quasi-major and Upper-medium-sized enterprises
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31© Canon Marketing Japan Inc. 2026 Accelerate AI Implementation and Integration, Mainly in Focus Areas Crime prevention/Disaster response solutions Demand forecasting/Supply-demand planning solution Imaging DX Value creation integration Scan service via smartphone Provides data center services compatible with liquid cooling- based servers (Responding to increased demand through utilization of generative AI) BPS (Business Process Services) SOC (Security Operation Center) Service Total Security Support for the utilization of generative AI Full support for SMEs AI-related investments (including CVC investments) In aiming for growth in our IT solutions business, we will accelerate the implementation and integration of AI into our services more than ever before. Makasete BX Series
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32© Canon Marketing Japan Inc. 2026 Further Strengthening the Profitability of Canon's Product Business BtoB Thoroughly implement data-driven strategic decision-making Pursue productivity through sales structure optimization Both BtoC Increase loyal customers through cross-selling with the IT solutions business Make combined solution suggestions for the IT solutions business Strengthen proposal skills for core operations of each industry and operation Balance of customer satisfaction and productivity improvement in maintenance services Focus on customers with a medium-to-strong interest in cameras Improve LTV with one-to-one marketing
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33© Canon Marketing Japan Inc. 2026 Canon Products Business (B2B) Production printer Office MFP Laser beam printer/inkjet printer Cross-selling with IT solutions business Focus on output devices used in core operations Proposal Manuals/Catalogs Insurance policy design documents, medicine bags Customers who have introduced our IT solutions + Canon devices Customers who have introduced our IT solutions Customers who have introduced Canon devices
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34© Canon Marketing Japan Inc. 2026 Canon Products Business (B2C) Focus on customers with a medium-to-strong interest in cameras and improve LTV with one-to-one marketing Improve LTV Incentives to CanonID Professional Customers with a strong interest Customers with a medium interest Beginner Website promotionMaintenance Photo club members EOS Academy Trade-in service After-sales support Experience Share Compariso n Consider Awareness Interest/ Curiosity Buy Customers with a medium-to- strong interest Use Buy products Strengthen connections Improve customer experience Sales of services
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35© Canon Marketing Japan Inc. 2026 Specialized Areas/New Businesses Industrial equipment business Enhancement of R&B functions SuppliersCustomers Diversified needs Various needs A platform holder with multi-vendor maintenance capabilities Discovery Planning/Sales Installation/ Maintenance Strengths supporting business strategy Insight to discover promising commercial products Problem-solving capabilities backed by technical expertise Expertise in supporting a wide variety of products AI Healthcare Resilience FairnessCulture Technology New commercial product expansion Expansion of existing business Support for multi-vendor maintenance Business concept group Venture capital Exploration of new technologies and business ideas Business development originating from social issues Corporations Research institutes Government agencies Educational institutions Startups *R&B (Research and Business Development) functions: A function that integrates the exploration of advanced technologies and new business domains with business development to create new ventures.
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36© Canon Marketing Japan Inc. 2026 Agenda Medium-Term Management Plan (2026-2028) Shareholder Returns and Conclusion Review of the Long-Term Management Objectives (2021-2025) Recognizing the Business Environment/Our Strengths Long-Term Management Objectives (2026-2030)
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37© Canon Marketing Japan Inc. 2026 Shareholder Returns Policy ⚫ We aim for a payout ratio of 40% or above, with a planned total dividend payout of 100 billion yen over the next five years. ⚫ Treasury stock buybacks will be executed flexibly in light of the balance sheet situation. Aiming for a payout ratio of 40% or above Planned value of 100 billion yen 2026-2030 Total dividends Dividend policy 2021-2025 Total dividends Approx. 71.8 billion yen ■ Annual dividend amount (billions of yen) ー Payout ratio ー Dividend per share (yen) 75 90 120 140 170 180 33% 33% 43% 44% 45% 46% 10% 15% 20% 25% 30% 35% 40% 45% 50% 97 117 156 165 183 2021年 2022年 2023年 2024年 2025年 2026年 9.7 11.7 15.6 16.5 18.3 2021 2022 2023 2024 2025 2026 The Company has resolved, at the meeting of the Board of Directors held on January 28, 2026, to conduct share split in the proportion of two shares for one share, with the record date set as March 31, 2026 and the effective date set as April 1, 2026. The annual dividend per share for the year ending December 31, 2026 (forecast) represents the amounts stated prior to giving effect to the share split. It should be noted that the annual dividend per share for the year ending December 31, 2026 (forecast) after giving effect to the share split would be 90.00 yen. Forecast
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38© Canon Marketing Japan Inc. 2026 Capital policy for sustainable growth ⚫ A reduction in the investment unit of the Company’s common stock will expand the base of individual investors, and an increase in the number of shares outstanding will enhance stock liquidity. ⚫ The Company has resolved to acquire treasury stock, with the total acquisition amount set at up to 30 billion yen, and to repurchase the shares on the stock exchange. Split Ratio： 2 for 1 （split the company’s common stock in the proportion of two shares for one share） Record date： March 31, 2026 Effective date：April 1, 2026 Total value of shares to be acquired: 30 billion yen（maximum） Total number of shares to be acquired: 5,000,000 shares（maximum） （4.66% of the total number of shares outstanding (excluding treasury stock)） Period of acquisition：February 2, 2026 to October 30, 2026 Share Split Acquisition of Treasury Stock
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39© Canon Marketing Japan Inc. 2026 Aiming for Further Enhancement of Corporate Value Bringing together hopes and ideas with technologies to create a future beyond imagining 39 (billions of yen) 3,000 4,000 5,000 6,000 7,000 8,000 9,000 10,000 11,000 12,000 2015年 2020年 2025年 2028年 2030年 20XX年 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 100 600 1,100 1,600 2,100 Toward further leaps forwardAccelerated profitable growthTransformed to a robust corporate structure 679.8 750.0 850.0 58.2 66.0 75.0 2015 2020 2025 2028 2030 20XX ■ Net sales ■ Operating income ━Operating margin ━ ROE
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M I R A I M a r k e t i n g C o m p a n y W e w o r k w i t h a v a r i e t y o f p a r t n e r s t o b r i n g t o g e t h e r t h e s e h o p e s a n d i d e a s w i t h v a r i o u s t e c h n o l o g i e s a n d c r e a t e a f u t u r e b e y o n d i m a g i n i n g . W e , C a n o n M a r k e t i n g J a p a n G r o u p , a r e “ M I R A I M a r k e t i n g C o m p a n y ” .
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Appendix
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43© Canon Marketing Japan Inc. 2026 IT Solutions Business｜Category Name and Composition Change IT products/System construction (Formerly IT products and system sales) SI/Solutions (Formerly SI services) Service/Outsourcing (Formerly maintenance and operation service/outsourcing) Redefine businesses that fall under service/outsourcing IT products/System construction (Formerly IT products and system sales) We have changed formerly Maintenance and Operation Service/Outsourcing into Service/Outsourcing. In addition, we also incorporated software and services utilizing our company's intellectual property into this category. These were previously segmented under SI Services and IT Products/System Sales. We have changed from the previous SI Services to SI/Solutions and from IT Products and System Sales to IT Products/System Construction. ChangesImage of change We have revised the classifications in the IT Solutions business in accordance with the Long-Term Management Objectives (2026-2030) and the Medium-Term Management Plan (2026-2028)
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44© Canon Marketing Japan Inc. 2026 Explanation of IT Solutions Business Value creation integration A business domain that combines the solutions and expertise the Canon MJ Group has cultivated over many years —such as digital document management, video technologies, and mathematical science technologies —with cutting-edge technologies, including generative AI, to solve sophisticated challenges faced by enterprises. We will evolve into a service -type business that delivers higher quality and shorter turnaround times, building on the solutions co -created with large corporate clients and the accumulated assets developed over the years. By deploying industry- and function-specific value propositions—such as workflow automation through digital document services, crime prevention, disaster mitigation, and anomaly detection enabled by video-and-AI solutions, and offering services that advance sophistication in the SCM domain—we will deliver these capabilities broadly across society, creating and providing both customer value and social value. Business Process Services (BPS) A business domain that drives corporate productivity enhancement and work practice reform. Against the backdrop of a growing and severe labor shortage, demand for labor-saving and operational efficiency improvements is rising even further. Moreover, with the acceleration of DX initiatives and the expanding use of generative AI, companies are increasingly shifting away from trad itional task outsourcing and placing greater emphasis on end-to-end process optimization and automation. By gaining a deep understanding of our clients’ end-to-end operations and combining digital technologies, AI, and outsourcing, we will further strengthen our support for business innovation and work practice reform —optimizing office environments and streamlining and automating business processes and communication. Total security As the convergence of cyber and physical domains accelerates, security risks continue to grow. To protect our customers’ critical assets—information, people, and physical property—the Canon MJ Group will strengthen its total security support by integrating physical security, such as video surveillance, with cybersecurity measures including network intrusion detection and preventi on, as well as cloud security. Full support for SMEs A business domain that provides comprehensive support for the diverse challenges faced by small and medium -sized enterprises. Small and medium-sized enterprises face a wide range of management challenges, including labor shortages, operational efficiency, and the effective use of ICT. To help address these challenges, the Canon MJ Group provides end-to-end support— from delivering tools and building networks to ensuring their effective utilization, ongoing operation, and full adoption wit hin the organization. We will offer solutions such as the “HOME Select Series” for DX support, the “ Makasete IT DX Series,” which includes IT maintenance and operational services, and the “ Makasete IT BX Series,” which supports addressing challenges related to sustainable management.
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45© Canon Marketing Japan Inc. 2026 Realizing Positive Cycle through the Engagement Improvement Cycle
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46© Canon Marketing Japan Inc. 2026 List of CVC Investments RABO, Inc. SMARTEDUCATION,LTD. 10X, Inc. Olive Corp. Idein Inc. Cierpa&Co., Inc. SAKANA Dream Inc. Valpas Enterprises Oy, Inc. Turing Inc. Sagri Co., Ltd. Poetics Inc. LacuS, Inc. AI model Inc. Aeronext Inc. *As of December 2025
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47© Canon Marketing Japan Inc. 2026 IT Solution Business Forecasts FY2025 Actual FY2026 Forecasts FY2028 Forecasts FY2030 Forecasts SI/Solutions Net sales 101.2 112.0 － － Composition ratio 29% 32% － － Service/Outsourcing Net sales 101.3 109.0 140.0 200.0 Composition ratio 30% 31% 35% 40% IT products/System construction Net sales 140.8 129.0 － － Composition ratio 41% 37% － － Total 343.4 350.0 400.0 500.0 (billions of yen)
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48© Canon Marketing Japan Inc. 2026 Forecasts by Segment FY2025 Actual FY2026 Forecasts FY2028 Forecasts ■Enterprise Net sales 265.8 275.4 300.0 Op. income 21.1 22.4 26.0 Op. margin 7.9% 8.1% 8.7% ■Area Net sales 240.3 235.5 245.0 Op. income 22.3 22.3 25.0 Op. margin 9.3% 9.5% 10.2% ■Consumers Net sales 144.8 142.6 145.0 Op. income 13.0 13.0 13.0 Op. margin 9.0% 9.1% 9.0% ■Professional Net sales 48.8 49.0 62.0 Op. income 5.5 5.0 7.0 Op. margin 11.4% 10.2% 11.3% (billions of yen)