MITEC表紙

Company InformationCompany InformationInterim Period Ended September 30,2001Interim Period Ended September 30,2001

(29th Fiscal Year)(29th Fiscal Year)

--Presentation DataPresentation Data--

-- December, 2001 December, 2001 --

Meitec CorporationMeitec CorporationAkasaka DS Building Akasaka DS Building Akasaka 8Akasaka 8 --55--2 6 , M i n a t o2 6 , M i n a t o --k u , T o k y o 1 0 7k u , T o k y o 1 0 7 --00520052　　TE L 0 3T E L 0 3 --54135413--2 6 0 02 6 0 0　　FAX 03FAX 03 --5 4 1 35 4 1 3--26222622　　URL : h t t p : / / w w w . m e i t e c . c o . j pU R L : h t t p : / / w w w . m e i t e c . c o . j p

Company InformationCompany InformationEnded September 30,2001(29th Fiscal Year) Presentation DataEnded September 30,2001(29th Fiscal Year) Presentation Data

INDEXINDEX1. Market Performance for Interim Period Ended September 30, 2001 ・・・ 1P2. Results: Interim Period Ended September 30, 2001<Consolidated> ・・・ 2P3. Results：Interim Period Ended September 30, 2001<Non-Consolidated> ・・・ 3P4. Non-Consolidated Performance:Interim Period Ended September 30, 2001 ・・・ 4P5. Consolidated Performance Interim Period Ended September 30, 2001 ・・・ 5P 6. Net Sales, SG&A Expenses and Cost of Sales<Non-Consolidated>：Interim Period ・・・ 6P7. Operating Ratio <Non-Consolidated> ・・・ 7P8. Time of Operation <Non-Consolidated> ・・・ 8P9. Meitec: Comparison of Interim Sales by Segment ・・・ 9P

10. Meitec:Net Sales by Segment and Interim Period ・・・10P11. Semiconductors: Comparison of Net Sales and Portion of Total Net Sales for

Integrated Circuits (ICs) and Semiconductor Equipment Device by Interim Period ・・・11P12. Meitec: Top 10 Clients by Sales and Percentage of Net Sales <Non-Consolidated> ・・・12P13. Promotion of Full-line Structure ・・・13P14. Group Sales Analysis ・・・14P15. Projections by Company Fiscal Year Ending March 31,2002 ・・・15P16. Elimination of Company Stock ・・・16P17. Meitec’s Strengths ・・・17P18. Promotion of a Full-line Service Strategy ・・・18P

<<Attachment>>19. Existing Engineers and Recent Graduates 　　　　　　　・・・A-1P20. New Contracts <Non-consolidated>Recent Graduates 　　　　　　　・・・A-2P21. Progress in Strategic Rotation 　　　　　　　・・・A-3P22. By Progress In Integrating Group Operating Functions 　　　　　　　・・・A-4P23. Projections: Fiscal Year Ending March 31,2002 　　　　　　　・・・A-5P24. Presuppositions of Performance

Forecast for Fiscal Year Ending March 2002 <Non-Consolidated> 　　　　　　　・・・A-6P25. Ownership by Shareholder Segment <Non-Consolidated> 　　　　　　　・・・A-7P

Market Performance for Interim Period Ended September 30, 2001

Market Performance for Interim Period Market Performance for Interim Period Ended September 30, 2001Ended September 30, 2001

11

・・Nonetheless, progress in selection and Nonetheless, progress in selection and concentration continuesconcentration continues

・・As a result, strategic investment in researchAs a result, strategic investment in researchand development continues as companies carryand development continues as companies carryout restructuringout restructuring

・・This has ensured higher net sales and incomeThis has ensured higher net sales and incomefor Meitecfor Meitec

・・The entire Japanese manufacturing industry is in The entire Japanese manufacturing industry is in an unprecedented recession an unprecedented recession

Results: Interim Period Ended September 30, 2001<Consolidated>

Results: Interim Period Ended September 30, 2001Results: Interim Period Ended September 30, 2001<Consolidated><Consolidated>

22

2 8 1

3 1 23 3 0

5 4 5 33 6 5 45 4

3 82 1 2 5 3 1

1 2 . 9 %

1 7 . 1 %1 6 . 2 %1 3 . 6 %

1 7 . 2 % 1 6 . 5 %

9 . 5 %

8 . 0 %7 . 5 %

0

5 0

1 0 0

1 5 0

2 0 0

2 5 0

3 0 0

3 5 0

1 9 9 9 2 0 0 0 2 0 0 10 %

5 %

1 0 %

1 5 %

2 0 %

N e t S a l e s O p e r a t i n g I n c o m e O r d i n a r y I n c o m e

N e t I n c o m e O p e r a t i n g P r o f i t M a r g i n s O r d i n a r y P r o f i t M a r g i n s N e t M a r g i n s

( 1 0 0 M i l l i o n Y e n )

1 6 4

1 8 6

2 3 6

2 6 22 4 8

2 8 32 7 1

5 04 94 5

1 3

4 32 1

3 5 5 15 1

1 22 0

4 1 4 3 3 7 2 4 3 02 01 61 9

86

1 8 . 2 %

1 4 . 1 %

1 7 . 3 %1 8 . 0 %

1 1 . 2 %

8 . 0 %

1 7 . 7 %

1 8 . 7 %

1 4 . 8 %

1 6 . 2 %1 7 . 2 %

1 0 . 6 %

7 . 2 %

1 8 . 1 %

1 0 . 6 %

8 . 9 %8 . 2 %

5 . 9 %

8 . 0 %

4 . 2 %3 . 5 %

0

5 0

100

150

200

250

300

1995 1996 1997 1998 1999 2000 20010%

5%

10%

15%

20%

25%

N e t S a l e s O p e r a t i n g I n c o m eN e t I n c o m e O p e r a t i n g P r o f i t M a r g i n sN e t M a r g i n s

Results：Interim Period Ended September 30, 2001<Non-Consolidated>

ResultsResults：：Interim Period Ended September 30, 2001Interim Period Ended September 30, 2001<Non<Non--Consolidated>Consolidated>

33

(Yen100 M i l l i o n )

Ord i n a r y I n c ome

Ord i n a r y P r o f i t Ma r g i n s

Non-Consolidated Performance: Interim Period Ended September 30, 2001

NonNon-- Consolidated Performance: Consolidated Performance: Interim Period Ended September 30, 2001Interim Period Ended September 30, 2001

44

１１. . Stable Operating Ratio and Time of OperationStable Operating Ratio and Time of Operation

　　・・Operating RatioOperating Ratio　　：　　：Projected: Projected: 93 .8%93 .8% Results: Results: 94.7%94.7%

　・　・Time of OperationTime of Operation　　：　　：Projected: Projected: 9 .20 hours/day9.20 hours/day 　　　　Results: Results : 9.14 hours/day9.14 hours/day

２２. . Rate RevisionRate Revision

　　・・Change: Change: 1.9%1.9% increase compared with the previous termincrease compared with the previous term

３３. . Curbing of MidCurbing of Mid--Career HiringCareer Hiring　　・・ProjectedProjected: : 100 people100 people Results: Results: 32 people32 people

Consolidated PerformanceInterim Period Ended September 30, 2001

Consolidated PerformanceConsolidated PerformanceInterim Period Ended September 30, 2001Interim Period Ended September 30, 2001

55

１１. . Operating Ratio Operating Ratio (Consolidated, Japan Outsourcing)(Consolidated, Japan Outsourcing)

　　 ・・Projected: Projected: 89 .7%89 .7% Results: Results: 86.7%86.7%

２２. . Time of OperationTime of Operation (Consolidated, Japan Outsourcing)(Consolidated, Japan Outsourcing)

　　 ・・Projected: Projected: 8.98 hours/day8.98 hours/day Results: Results: 9 .20 hours/day9.20 hours/day

３３. . Rate Revision Rate Revision (Consolidated, Japan Outsourcing)(Consolidated, Japan Outsourcing)

　　 ・・Change: Change: 2.0%2.0% increase (Projected) compared with the previous termincrease (Projected) compared with the previous term

４４. . Consolidated, Japan Cast GrowthConsolidated, Japan Cast Growth　　 ・・Change in Operating Employees: Change in Operating Employees: 16.5%16.5% increaseincrease　　　　(As of September 30 , 2000: 568 people ; As of September 30 , 2001:(As of September 30 , 2000: 568 people ; As of September 30 , 2001: 662 peop le)662 peop le)

4 3 4 3 4 3 3 6 3 6 3 5

1 2 21 5 0 1 7 3 1 7 7 1 8 6 1 9 7

5 0

3 54 3

2 1

4 54 9

1 3 . 4 %1 4 . 6 %1 6 . 4 %1 8 . 4 %2 3 . 1 %

1 2 . 4 %

6 8 . 5 %7 1 . 3 %6 6 . 2 %6 3 . 6 %6 5 . 7 %6 9 . 9 %

8 1 . 8 %8 2 . 0 % 8 2 . 7 % 8 5 . 9 %8 8 . 8 %

8 2 . 3 %

0

5 0

1 0 0

1 5 0

2 0 0

2 5 0

3 0 0

1 9 9 6 1 9 9 7 1 9 9 8 1 9 9 9 2 0 0 0 2 0 0 10 %

2 0 %

4 0 %

6 0 %

8 0 %

1 0 0 %

S G & A E x p e n s e s C o s t o f S a l e s

O p e r a t i n g I n c o m e S G & A E x p e n s e s t o N e t S a l e s

C o s t o f S a l e s t o N e t S a l e s C o s t o f S a l e s + S G & A E x p e n s e s t o N e t S a l e s

2 3 62 6 2 2 4 8 2 7 1

1 8 6

2 8 3

Net Sales, SG&A Expenses and Cost of Sales<Non-Consolidated>：Interim Period

Net Sales, SG&A Expenses and Cost of SalesNet Sales, SG&A Expenses and Cost of Sales<Non<Non--Consolidated>Consolidated>：：Interim Period Interim Period

66

（100 M i l l i o n Yen）

Operating Ratio <Non-Consolidated>Operating Ratio <NonOperating Ratio <Non -- Consolidated>Consolidated>

77

94.7%

99.3%

96.8%

95.6%

90.5%

95.9%

93.7%

99.2%

95.1%

98.9%

90.8%

98.4%

92.0%

7 5 %

8 0 %

8 5 %

9 0 %

9 5 %

100%

9 5 / 0 4 9 6 / 0 4 9 7 / 0 4 9 8 / 0 4 9 9 / 0 4 0 0 / 0 4 0 1 / 0 4

O p e r a t i n g R a t i o , e x c l u d i n g n e w e m p l o y e e s

C o m p a n y w i d e O p e r a t i n g R a t i o

Ave r a ge93 . 0 ％

Ave r a ge98 . 0 ％

Ave r a ge94 . 8 ％

Ave r a ge97 . 1 ％

Ave r a ge94 . 9 ％

Ave r a ge95 . 2 ％

F i s c a l Y e a rE n d e d M a r c h

3 1 , 2 0 0 0

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 9

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 8

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 7

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 6

F i s c a l Y e a rE n d e d M a r c h

3 1 , 2 0 0 1

F i s c a l Y e a rE n d i n g M a r c h

3 1 , 2 0 0 2

※※ O p e r a t i n g r a t i o = T o t a l h o u r s i n o p e r a t i o n / ( T o t a l h o u r s i n o p e r a t iO p e r a t i n g r a t i o = T o t a l h o u r s i n o p e r a t i o n / ( T o t a l h o u r s i n o p e r a t i o n + T o t a l h o u r s n o t i n o p e r a t i o n )o n + T o t a l h o u r s n o t i n o p e r a t i o n )

I n t e r im Pe r i od Ave rage

Time of Operation <Non-Consolidated>Time of Operation <NonTime of Operation <Non -- Consolidated>Consolidated>

88

8 . 0

8 . 2

8 . 4

8 . 6

8 . 8

9 . 0

9 . 2

9 . 4

9 . 6

9 . 8

1 9 9 5 / 0 4 1 9 9 6 / 0 4 1 9 9 7 / 0 4 1 9 9 8 / 0 4 1 9 9 9 / 0 4 2 0 0 0 / 0 4 2 0 0 1 / 0 4

A v e r a g e T i m e o f O p e r a t i o n T i m e o f O p e r a t i o n 多 項 式 ( T i m e o f O p e r a t i o n )

F i s c a l Y e a rE n d e d M a r c h

3 1 , 2 0 0 0

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 9

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 8

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 7

F i s c a l Y e a rE n d e d M a r c h

3 1 , 1 9 9 6

F i s c a l Y e a rE n d e d M a r c h

3 , 2 0 0 1

A v e r a g e：9 . 0 4Ｈ A v e r a g e：9 . 1 9Ｈ A v e r a g e：9 . 3 4Ｈ A v e r a g e：9 . 0 5Ｈ A v e r a g e：9 . 0 6Ｈ A v e r a g e：9 . 2 3ＨF i s c a l Y e a r

E n d i n g M a r c h

3 1 , 2 0 0 2

Tim

e of

Ope

rati

on(H

/Day

)

Operat ion T ime o f Ope ra t i on

Meitec: Comparison of Interim Salesby Segment

Meitec: Comparison of Interim SalesMeitec: Comparison of Interim Salesby Segmentby Segment

99

F i s c a l1 9 9 8

F i s c a l1 9 9 9

F i s c a l2 0 0 0

N e t

S a l e s

P e r c e n t a g e

o f T o t a l

N e t S a l e s

C h a n g e

A u t o m o b i l e / T r a n s p o r t a t i o n 4 , 5 6 7 4 , 2 2 3 4 , 5 4 4 5 , 2 4 7 + 1 8 . 6 % 7 0 3 + 1 5 . 5 % ↑

A i r c r a f t / R o c k e t r y 2 , 6 3 8 2 , 2 0 8 1 , 7 3 7 1 , 6 3 8 + 5 . 8 % - 9 9 - 5 . 7 % ↓

I n d u s t r i a l M a c h i n e r y 3 , 3 9 6 3 , 3 2 2 3 , 2 1 8 2 , 6 7 9 + 9 . 5 % - 5 3 9 - 1 6 . 8 % ↓

P r e c i s i o n E q u i p m e n t 1 , 0 2 9 1 , 1 8 5 1 , 1 4 8 1 , 1 8 7 + 4 . 2 % 3 9 + 3 . 4 % ↑

I T R e l a t e d H a r d w a r e a n d D e v i c e s 3 , 3 5 7 3 , 0 5 7 3 , 0 4 3 3 , 4 1 5 + 1 2 . 1 % 3 7 2 + 1 2 . 2 % ↑

E l e c t r i c a n d E l e c t r o n i c 2 , 6 9 8 2 , 7 1 8 2 , 7 9 8 3 , 3 2 3 + 1 1 . 8 % 5 2 5 + 1 8 . 7 % ↑

S e m i c o n d u c t o r s a n d I n t e g r a t e d C i r c u i t s D e s i g n 2 , 4 9 6 2 , 9 7 4 4 , 2 7 4 4 , 7 8 4 + 1 6 . 9 % 5 1 0 + 1 1 . 9 % ↑

S e m i c o n d u c t o r E q u i p m e n t a n d D e v i c e s 2 , 1 5 5 1 , 4 7 8 2 , 5 8 1 2 , 4 7 9 + 8 . 8 % - 1 0 2 - 4 . 0 % ↓

I n f o r m a t i o n P r o c e s s i n g / S o f t w a r e 2 , 0 6 3 2 , 0 9 9 2 , 0 1 4 1 , 6 8 4 + 6 . 0 % - 3 3 1 - 1 6 . 4 % ↓

P l a n t 9 5 3 6 7 8 6 9 5 6 5 0 + 2 . 3 % - 4 6 - 6 . 6 % ↓

C o n s t r u c t i o n 1 5 1 1 4 7 2 7 6 2 0 9 + 0 . 7 % - 6 7 - 2 4 . 4 % ↓

O t h e r 6 7 3 7 2 4 8 1 0 9 5 7 + 3 . 4 % 1 4 7 + 1 8 . 1 % ↑

T o t a l 2 6 , 1 7 6 2 4 , 8 1 8 2 7 , 1 4 3 2 8 , 2 5 0 + 1 0 0 . 0 % 1 , 1 0 7 + 4 . 1 % -

S e g m e n t

N e t S a l e s

F i s c a l 2 0 0 1

C h a n g e

P e r c e n t a g e

((M i l l i o n s o f YenM i l l i o n s o f Yen ))

0

10

20

30

40

50

60

Automob

ile/T

ransp

ortati

on

Aircraf

t/Roc

ketry

Indus

trial

Machin

ery

Prec

ision

Equip

ment

IT Re

lated

Hard

ware a

nd D

evice

s

Erec

tric a

nd E

lectro

nic

Semico

nduc

tor a

nd In

tegra

ted C

ircuit

s Des

ign

Semico

nduc

tor E

quipm

ent a

nd D

evice

s

Infor

mation

Pro

cess

ing/S

oftware Pla

nt

Constr

uctio

nOth

er

1997/9 1998/9 1999/9 2000/9 2001/9

Meitec:Net Sales by Segment and Interim Period

Meitec:Net Sales by Segment Meitec:Net Sales by Segment and Interim Periodand Interim Period

1 01 0

（10

0 M

illio

n Y

en）

Semiconductors: Comparison of Net Sales and Portion of Total Net Sales for Integrated Circuits (ICs) and

Semiconductor Equipment Device by Interim Period

Semiconductors: Comparison of Net Sales and Portion of Semiconductors: Comparison of Net Sales and Portion of Total Net Sales for Integrated Circuits (ICs) and Total Net Sales for Integrated Circuits (ICs) and

Semiconductor Equipment Device by Interim PeriodSemiconductor Equipment Device by Interim Period

1 11 1

2 , 4 7 9

4 , 7 8 4

2 , 4 9 6

2 , 0 7 21 , 9 1 0

2 , 7 2 0

2 , 9 7 4

3 , 4 7 3

4 , 2 7 4

1 , 3 5 41 , 5 6 4

4 , 3 2 0

1 , 8 4 7

1 , 2 8 2

2 , 1 5 5

2 , 5 8 1

1 , 4 8 8

2 , 3 4 3 2 , 4 9 7

1 , 4 7 81 , 6 4 8

2 , 6 9 5 8 . 8 %

1 6 . 9 %

1 5 . 2 %

7 . 3 % 7 . 5 %8 . 1 % 8 . 2 %

9 . 5 %

1 5 . 7 %

1 3 . 4 %

1 2 . 0 %

1 0 . 6 %

8 . 2 %

9 . 9 %9 . 9 %

7 . 1 %6 . 9 %6 . 4 % 6 . 0 %

7 . 1 %

9 . 5 % 9 . 5 %

0

1 , 0 0 0

2 , 0 0 0

3 , 0 0 0

4 , 0 0 0

5 , 0 0 0

6 , 0 0 0

1 9 9 6 / 9 1 9 9 7 / 3 1 9 9 7 / 9 1 9 9 8 / 3 1 9 9 8 / 9 1 9 9 9 / 3 1 9 9 9 / 9 2 0 0 0 / 3 2 0 0 0 / 9 2 0 0 1 / 3 2 0 0 1 / 90 %

2 %

4 %

6 %

8 %

1 0 %

1 2 %

1 4 %

1 6 %

1 8 %

S e m i c o n d u c t o r a n d I C S a l e s S e m i c o n d u c t o r E q u i p m e n t D e v i c e S a l e s

P o r t i o n o f T o t a l N e t S a l e s F r o m I C s P o r t i o n o f T o t a l N e t S a l e s f r o m S e m i c o n d u c t o r E q u i p m e n t D e v i c e

Ne t S a l e s (M i l l i o n s o f Y e n )

Per

cent

age

of T

otal

Net

Sal

es(%

)

Meitec: Top 10 Clients by Sales and Percentage of Net Sales <Non-Consolidated>

Meitec: Top 10 Clients by Sales and Meitec: Top 10 Clients by Sales and Percentage of Net Sales <NonPercentage of Net Sales <Non--Consolidated>Consolidated>

1 21 2

( M i l l i o n s o f Y en )＜＜ Fou r Yea r s A goFou r Yea r s A go ＞＞ ＜＜ CurrentCurrent ＞＞

S a l e s % S a l e s % S a l e s %

1 M i t s u b i s h i H e a v y 1 , 3 1 0 5 . 5 % 1 Se i k o Epson 1 , 7 2 8 6 . 1 % 1 S o n y C o r p . 1 , 8 8 5 6 . 7 %

2 Ok i E l e c t r i c 9 7 8 4 . 1 % 2 S o n y C o r p . 1 , 4 7 2 5 . 2 % 2 Se i k o Epson 1 , 8 0 1 6 . 4 %

3 N i k o n 7 8 7 3 . 3 % 3 M i t s u b i s h i H e a v y 1 , 0 9 4 3 . 9 % 3 M a t s u s h i t a E l e c t r i c 1 , 4 7 6 5 . 2 %

4 M a t s u s h i t a E l e c t r i c 7 8 5 3 . 3 % 4 M a t s u s h i t a E l e c t r i c 1 , 0 5 8 3 . 7 % 4 M i t s u b i s h i H e a v y 1 , 0 5 9 3 . 7 %

5 Omron 7 4 9 3 . 2 % 5 Canon I n c . 8 7 2 3 . 1 % 5 Canon I n c . 1 , 0 2 7 3 . 6 %

6 K a w a s a k i H e a v y 6 8 9 2 . 9 % 6 N i k o n 7 3 0 2 . 6 % 6 N i k o n 6 9 6 2 . 5 %

7 S o n y C o r p . 6 3 0 2 . 7 % 7 Omron 5 6 1 2 . 0 % 7 Jatco・T・T 5 9 7 2 . 1 %

8 Canon I n c . 5 3 8 2 . 3 % 8 Jatco・T・T 4 3 3 1 . 5 % 8 Toyo t a Mo t o r 5 7 7 2 . 0 %

9 N i s s a n M o t o r 5 1 4 2 . 2 % 9 H i tach i L td 4 1 9 1 . 5 % 9 Omron 5 6 8 2 . 0 %

1 0 Se i k o Epson 5 1 1 2 . 2 % 1 0 Toyo t a Mo t o r 4 1 4 1 . 5 % 1 0 F u r u k a w a E l e c t r i c 4 2 0 1 . 5 %

7,491 3 1 . 7 % 8,781 3 2 . 4 % 10,104 3 5 . 8 %

10,518 4 4 . 5 % 11,930 4 4 . 0 % 13,461 4 7 . 6 %

13,126 5 5 . 5 % 15,213 5 6 . 0 % 14,789 5 2 . 4 %

23,644 100.0% 27,143 100.0% 28,250 100.0%

I n t e r i m P e r i o d e n d e d S e p . 3 0 , 1 9 9 7 I n t e r i m P e r i o d e n d e d S e p . 3 0 , 2 0 0 0 I n t e r i m P e r i o d e n d e d S e p . 3 0 , 2 0 0 1

C o m p a n y N a m e C o m p a n y N a m e C o m p a n y N a m e

Top 10 Total Top 10 Total Top 10 Total

Top 20 Total Top 20 Total Top 20 Total

Others Others Others

Tota l Tota l Tota l

Promotion of Full-line StructurePromotion of FullPromotion of Full--line Structureline Structure

1 31 3

Off ice and Service BusinessOff ice and Service Business

Eng ineer ing Serv ice Bus inessEng ineer ing Serv ice Bus iness

Out

sour

cing

Bus

ines

sO

utso

urci

ng B

usin

ess

Ser

vice

Bus

ines

sS

ervi

ce B

usin

ess

MeitecMeitec

　　External External ITIT-- Re la tedRe la tedCompanyCompany

３３D Tec Inc. D Tec Inc.

ＩＴＩＴCenterCenter

ＩＰＴＣＩＰＴＣ Inc.Inc. ＬＳＩＤＬＳＩＤCenterCenter

JapanJapanOutsourcingOutsourcing

Group Opera t i ng St ra teg ies

ｅｅ--ＥＣＥＣFuj i TechnicalFuj i TechnicalResearch Inc .Research Inc .

Ana l ys i s ECAna l ys i s EC

JapanJapanCastCast

Group Sales AnalysisGroup Sales AnalysisGroup Sales Analysis

1 41 4

Interim Period 2000

Ｊ Ｏ + Ｊ Ｃ +３ D T e c

1 3 . 0 %

M e i t e c8 6 . 2 %

I n t e r i m P e r i o d 2 0 0 1

Ｊ Ｏ + Ｊ Ｃ +３ D T e c1 4 . 4 %

M e i t e c8 4 . 9 %

I n t e r i m P e r i o d 2 0 0 0 I n t e r i m P e r i o d 2 0 0 1 C h a n g e

M e i t e c 2 7 1 . 4 ( Y e n m i l l i o n ) 2 8 2 . 5 ( Y e n m i l l i o n ) 1 1 . 1 ( Y e n m i l l i o n ) 4 . 1 %

ＪＯ+ＪＣ+３DTec　※ 4 1 . 0 ( Y e n m i l l i o n ) 4 7 . 7 ( Y e n m i l l i o n ) 6 . 8 ( Y e n m i l l i o n ) 1 6 . 5 %

C o n s o l i d a t e d N e t S a l e s 3 1 2 . 5 ( Y e n m i l l i o n ) 3 2 9 . 5 ( Y e n m i l l i o n ) 1 7 . 0 ( Y e n m i l l i o n ) 5 . 5 %

R a t i o o f ( Ｊ Ｏ + Ｊ Ｃ + ３ D T e c ) t o

C o n s o l i d a t e d N e t S a l e s 　 ※1 3 . 0 % 1 4 . 4 % 1 . 3 % -

※※ Sa l e s a n d c ompo s i t i o n b e f o r e a d j u s t i n g f o r c o n s o l i d a t i o nSa l e s a n d c ompo s i t i o n b e f o r e a d j u s t i n g f o r c o n s o l i d a t i o n

Pe r c en t a g e Change

Projections by CompanyFiscal Year Ending March 31,2002

Projections by CompanyProjections by CompanyFiscal Year Ending March 31,2002Fiscal Year Ending March 31,2002

1 51 5

( M i l l i o n s o f Y e n )

N e t S a l e sO p e r a t i n g

I n c o m eO r d i n a r yI n c o m e

N e t I n c o m e

M e i t e c 2 8 , 2 5 0 5 , 0 0 5 5 , 1 2 4 2 , 9 8 8

J a p a n O u t s o u r c i n g 3 , 4 9 1 3 1 9 3 2 0 1 8 0

J a p a n C a s t 1 , 2 4 8 4 0 9 7 5 7

( R e s u l t s ) M e i S e r v i c e 2 3 5 1 1 1 6 1 1

3 D T e c 3 4 - 4 0 - 4 0 - 2 3

C o n s o l i d a t e d 3 2 , 9 5 0 5 , 3 5 0 5 , 4 4 0 3 , 1 4 0

M e i t e c 5 6 , 0 0 0 9 , 7 0 0 9 , 8 0 0 5 , 0 0 0

J a p a n O u t s o u r c i n g 7 , 0 0 0 8 0 0 8 0 0 4 0 0

J a p a n C a s t 2 , 5 0 0 1 0 0 1 5 0 1 0 0

M e i S e r v i c e 5 0 0 2 0 2 0 1 0

3 D T e c 1 5 0 - 5 0 - 5 0 - 3 0

C o n s o l i d a t e d 6 5 , 5 0 0 1 0 , 5 0 0 1 0 , 7 0 0 5 , 5 0 0

I n t e r i mP e r i o d

F i s c a l Y e a r

※※ be f o r e a d j u s t i n g f o r c o n s o l i d a t i o nb e f o r e a d j u s t i n g f o r c o n s o l i d a t i o n

(Fo recas t )

Elimination of Company StockElimination of Company StockElimination of Company Stock

　　　　The maximum elimination for the term The maximum elimination for the term

(Total number of shares: 2.2 mil l ion shares Aggregate(Total number of shares: 2.2 mil l ion shares Aggregate

amount of shares: amount of shares: ¥¥8.0 bil l ion ) wil l be achieved as of the8.0 bil l ion ) wil l be achieved as of the

end of the fiscal year ending March 31, 2002. end of the fiscal year ending March 31, 2002.

1 61 6

Meitec’s StrengthsMeitecMeitec’’s Strengthss Strengths

700 700 Compan i esCompan i es(Ex ist ing Cl ients)(Ex ist ing Cl ients)

Record of Record of Trade with Trade with

Total Total of 4,000 of 4,000 ClientsClients

Japan Manufacturing Japan Manufacturing IndustryIndustry

Meitec Eng ineersMe i tec Eng ineers(5 ,700(5 ,700　　EEngineersngineers ))

Meitec GroupMeitec Group

MeitecMeitec’’s Operating Channelss Operating Channels‖‖

Partnership with the Technological Core of JapanPartnership with the Technological Core of Japan ’’s Manufacturing Industrys Manufacturing Industry

1 71 7

(7 ,300 (7 ,300 EEngineersngineers ))

・

Promotion of a Full-line Service StrategyPromotion of a FullPromotion of a Full --line Service Strategyline Service Strategy

EngineerEngineer

Engineer Dispatch ModelEngineer Dispatch Model

1 81 8

ManufacturingManufacturingIndustryIndustry

Engineer Service Content ModelEngineer Service Content Model

＜＜ Until 2000 Unti l 2000 ＞＞

Manufacturing IndustryManufacturing Industry

＜＜From 2001 From 2001 ＞＞

Pro to t ypePro to t ype LS I LS I Des i gnDes i gn

Techn ica lTechn ica lManua lManua l

DispatchDispatch

･･HighHigh--Added Va lueAdded Va lue・・High ReturnHigh Return・・DifferentiationDifferentiation

EngineerEngineer

Ana lys isAna lys isI TI T

Suppor tSuppor t

--Construction of a HighConstruction of a High--end, Highend, High--return Service Structurereturn Service Structure--

Dispatch & Highly value Dispatch & Highly value added serviceadded service

New Contracts<Non-consolidated>Existing Engineers and Recent Graduates

New Contracts<NonNew Contracts<Non--consolidated>consolidated>Existing Engineers and Recent GraduatesExisting Engineers and Recent Graduates

AA-- 11

N e w C o n t r a c t s b y S e g m e n t s （Ap r , 1 , 2 001 , t o Sep , 3 0 , 2 001）

15

2

2

5

21

57

20

31

68

28

177

6

173

101

46

18

15

8

36

52

15

8

4

3

3

10

3

1

35

18

1

23

16

13

3

1

2

12

219

1

1

1

3

3 4

5 0

8

3 9

1 6

3 0

6

2

8 4

2 5 0

2 1 0

9 2

2 3 4

0 5 0 100 150 200 250

O t h e r

O t h e r M a t e r i a l s

C o n s t r u c t i o n

P l a n t

I n f o r m a t i o n P r o c e s s i n g / S o f t w a r e D e v e l o p m e n t a n d

M a n a g e m e n t

S e m i c o n d u c t o r E q u i p m e n t a n d D e v i c e s

S e m i c o n d u c t o r s a n d I n t e g r a t e d C i r c u i t s D e s i g n

E l e c t r i c a n d E l e c t r o n i c

I T - R e l a t e d H a r d w a r e a n d D e v i c e s

P r e c i s i o n E q u i p m e n t

I n d u s t r i a l M a c h i n e r y

A i r c r a f t / R o c k e t r y

A u t o m o b i l e / T r a n s p o r t a t i o n

M a c h i n e r y C o n t r o l S y s t e m s I n f o r m a t i o n S y s t e m s O t h e r

(Segmen t )

（Number of Contracts)

E lectr ic and E lectron ic

<<Attachment>>

New Contracts <Non-consolidated>Recent Graduates

New Contracts <NonNew Contracts <Non--consolidated>consolidated>Recent GraduatesRecent Graduates

AA-- 22

New Con t r ac t s b y Segmen t （Apr, 1,2001, to Sep, 30,2001)

5

3

6

4

7

8

22

72

133

27

16

4

3

2

15

39

8

5

2

3

18

7

1

1

1

1

8

3

3

1

16

1

1

1

3

4

1 2

6

2 6

4

1 0

0

0

2 8

1 9 3

6 0

1 2

9 5

0 2 0 4 0 6 0 8 0 1 0 0 1 2 0 1 4 0 1 6 0 1 8 0 2 0 0

O t h e r

O t h e r M a t e r i a l s

C o n s t r u c t i o n

P l a n t

I n f o r m a t i o n P r o c e s s i n g / S o f t w a r e D e v e l o p m e n t a n d

M a n a g e m e n t

S e m i c o n d u c t o r E q u i p m e n t a n d D e v i c e s

S e m i c o n d u c t o r s a n d I n t e g r a t e d C i r c u i t s D e s i g n

E l e c t r i c a n d E l e c t r o n i c

I T - R e l a t e d H a r d w a r e a n d D e v i c e s

P r e c i s i o n E q u i p m e n t

I n d u s t r i a l M a c h i n e r y

A i r c r a f t / R o c k e t r y

A u t o m o b i l e / T r a n s p o r t a t i o n

M a c h i n e r y C o n t r o l S y s t e m s I n f o r m a t i o n S y s t e m s O t h e r

（S e g m e n t s )

（N u m b e r o f C o n t r a c t s ）

Electr ic and E lectron ic

<<Attachment>>

Progress in Strategic RotationProgress in Strategic RotationProgress in Strategic Rotation

AA-- 33

　Strategic Rotation： ＜Planned Cases=５４２＞　　 ⇒Improvement o f Operat ions Phase and Rotat ion to Other C l i ents

4 6

1 6 0

2 1 5

1 2 1

7 7

6 1 9

5 4 2

4 2 1

2 0 6

4 6

0

5 0

1 0 0

1 5 0

2 0 0

2 5 0

0 9 / 2 0 0 0 0 3 / 2 0 0 1 0 9 / 2 0 0 1 0 3 / 2 0 0 2 0 4 / 2 0 0 2

Cas

es

0

1 0 0

2 0 0

3 0 0

4 0 0

5 0 0

6 0 0

7 0 0I n t e r i m C a s e s

T o t a l C a s e s

( P r o j e c t e d )( P r o j e c t e d )

<<Attachment>>

By Progress In Integrating Group Operating Functions

By Progress In Integrating By Progress In Integrating Group Operating FunctionsGroup Operating Functions

AA-- 44

→

9 9 8 6 1 8 5

7 3 3 4 0

3 1 2 1 5

T o t a l 1 0 1 1 1 1 1 9 2 4 0

※ R e s u l t s f o r A p r i l , 2 0 0 1 - E n d e d S e p e m b e r 3 0 , 2 0 0 1

Meitec C l ients

JO Cl ients

JC Cl ients

Orders ga ined for Me i tec

Orders ga ined f o r JO

Orders ga ined f o r JC

Total

A t t e n t i o n * J O : J a p a n O u t s o u r c i n g I n c .* J C : J a p a n C a s t I n c .

<<Attachment>>

Projections:Fiscal Year Ending March 31,2002Projections:Fiscal Year Ending March 31,2002Projections:Fiscal Year Ending March 31,2002

AA-- 55

(M i l l i ons o f Yen )

Ne t Sa l e sOpe r a t i n g

I n c ome

Ord ina ry

I n c omeNe t I n c ome

Interim 2002 32,950 5,348 5,435 3,1402 0 0 1 31 , 2 46 5 , 352 5 , 384 2 , 500

Chan g e ( % ) 5 .5% -0 . 1% 0.9% 25 . 6%

Forecast 65,500 10,500 10,700 5,5002 0 0 1 64 , 0 72 11 , 2 98 11 , 3 98 4 , 932

Chan g e ( % ) 2 .2% -7 . 1% -6 . 1% 11 . 5%

Interim 2002 28,250 5,005 5,124 2,9882 0 0 1 27 , 1 43 4 , 936 5 , 083 2 , 414

Chan g e ( % ) 4 .1% 1.4% 0.8% 23 . 8%

Forecast 56,000 9,700 9,800 5,0002 0 0 1 55 , 5 42 10 , 3 89 10 , 5 76 4 , 780

Chan g e ( % ) 0 .8% -6 . 6% -7 . 3% 4.6%

Con

solid

ated

Non

-Con

solid

ated

<<Attachment>>

Presuppositions of Performance Forecast for Fiscal Year Ending March 2002 <Non-Consolidated>

Presuppositions of Performance Forecast for Fiscal Presuppositions of Performance Forecast for Fiscal Year Ending March 2002 <NonYear Ending March 2002 <Non--Consolidated>Consolidated>

AA-- 66

１１. . Operating Ratio (Average) Operating Ratio (Average)

２２. . New Graduate Placement: End of DecemberNew Graduate Placement: End of December

３３. Time of Operation. Time of Operation

４．４．MidMid--Career Hiring Second Half: 20 PeopleCareer Hiring Second Half: 20 People

First Half: 94.7% (Results)Second Half : 96.5% (Projected) Fiscal Year: 95.5%

First Half: 9.14 hours/day (Results)

Second Half : 9.10 hours/day (Projected)

<<Attachment>>

Ownership by Shareholder Segment<Non-Consolidated>

Ownership by Shareholder SegmentOwnership by Shareholder Segment<Non<Non-- Consolidated>Consolidated>

S h a r e h o l d e r s ％ Shares Held ％

Bank s 1 2 0 . 2% 2 , 3 7 0 , 9 1 4 6 . 1%

4 5 0 . 7% 1 0 , 7 3 7 , 4 0 0 2 7 . 7 %L i fe and non- l i f e i nsu rancecompan i e s 1 9 0 . 3% 5 , 7 5 5 , 5 9 7 1 4 . 9 %

Secur i t i es f i nanc ing and o the rf i nanc ia l compan ies

8 0 . 1% 1 4 5 , 2 7 1 0 . 4%

Secu r i t i e s compan i e s 3 7 0 . 5% 3 3 8 , 0 3 0 0 . 9%Bus i ness conce rns and o the rcompan i e s 1 4 4 2 . 1% 8 2 6 , 4 3 2 2 . 1%

O v e r s e a s c o m p a n i e s a n d i n v e s t o r s 2 2 4 3 . 3% 1 4 , 3 7 9 , 7 0 0 3 7 . 1 %

Ind iv idua l and others 6 , 2 4 7 9 2 . 7 % 4 , 1 5 8 , 0 2 9 1 0 . 7 %

T o t a l 6 , 7 3 6 1 0 0 . 0 % 3 8 , 7 1 1 , 3 7 3 1 0 0 . 0 %

Sha reho l d e r s e gmen t( A s o f t h e i n t e r i m p e r i o d e n d e d S e p t e m b e r 3 0 , 2 0 0 1 )

Tras t b anks

AA-- 77<<Attachment>>