Mitsubishi Logistics Corporation has revised its current medium-term management plan for the five-year period from fiscal years 2006 to 2010 based upon the rapid economic changes and business environment in which we find ourselves. The newly formulated medium-term management plan is a three-year plan that begins from April 2010. In this time of renewed globalization, defined by an increasing tendency toward decentralization, this plan is designed to realize sustainable growth for our business group as we move into the future by expanding both the domestic and overseas logistics businesses in tandem and expanding our real estate business with efforts focused on the building leasing business.

Basic policy

1. 1Respond to globalization by expanding domestic and overseas logistics businesses in tandem
2. 2Expand real estate business activities with an eye to increasing the business stability
3. 3Strive to improve the quality of group services
4. 4Thoroughly implement compliance initiatives, global environmental measures and disaster-prevention countermeasures

Basic Strategy

1Strengthen logistics business base

Strive to further fortify our domestic business base while expanding our highly efficient container terminal business and distribution center services based upon the high-quality inventory and warehouse control for which we have won the trust of our customers

2Expand domestic and international logistics services in tandem

Create and enhance links among our global business bases to enhance in tandem our domestic and international logistics services system while accelerating expansion of our overseas logistics business with an emphasis on areas in Asia, such as China, where rapid growth is expected

3Expand real estate business with an emphasis on building leases

To expand the real estate business with a focus on building leasing, maintain and improve feature of each property, enhance property management activities, redeveloping properties in our portfolio in a planned manner and considering new strategies including new asset acquisitions

4Strengthen global environmental measures

View global environmental measures as not just a matter of corporate social responsibility, but also a business opportunity in the areas of both logistics and real estate; initiate global environmental measures to create and offer superior services that strengthen our competitiveness

5Strengthen management base

• Strive for complete compliance and strengthen crisis management system
• Promote personnel development fostering expertise and global perspectives
• Improve the quality of services by harnessing the power of IT
• Heighten the capabilities of each group company while enhancing the comprehensive strength of the group

Plan Period and Corporate Performance Goals

1Period

FY2010 to FY2012 (three years)

2Performance goals (FY2012 consolidated basis)

Operating revenue : 193 billion yen
Operating income : 13.5 billion yen
Ordinary income : 14.3 billion yen
Net income for the year : 7.9 billion yen

(Reference) Comparison of projected FY2009 figures and targets for FY2012

Consolidated Figures (Unit : billion yen)

		FY2009	FY2012	FY09/FY12 ratio
				Amount of change	Rate of change
Operating revenue	Total	146.5	193.0	+46.5	+32%
	Logistics	110.7	152.5	+41.8	+38%
	Real estate	37.2	42.0	+4.8	+13%
	Inter-segment transactions	-1.4	-1.5	-0.1	-
	Segment ratio	75:25	78:22	-	-
Operating income	Total	10.0	13.5	+3.5	+35%
	Logistics	3.2	5.4	+2.2	+69%
	Real estate	10.9	12.3	+1.4	+13%
	Total group costs	-4.1	-4.2	-0.1	-
	Segment ratio	23:77	31:69	-	-
Ordinary income		11.0	14.3	+3.3	+30%
Net income for the year		5.8	7.9	+2.1	+36%

Note: FY2009 figures are projected figures announced at the end of 3rd quarter.

Investment Plan

During this period, investments totaling 53 billion yen are planned: 25 billion yen allocated for logistics business, 25 billion yen for real estate business and 3 billion yen for global environmental measures.

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