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03 TARGET-PERFORMANCE COMPARISON
III
 
GOALS
 before non-recurring items1)
Group:  . billion to  . billion.
 division:  . billion
to  . billion.
 divisions: over  . billion.
Corporate Center / Other:
approximately – . billion.
Consolidated net profi t
Improved net profit excluding
non-controlling interests compared
withthe previous year (  million).
Capital expenditure (capex)
Increase investments from  . billion
 to no more than  . billion.
Restructuring
Cash outfl ow due to measures im-
plemented in  of approximately
  billion.
RESULTS
 before non-recurring items
Group:  . billion.
 division:  . billion.
 divisions:  . billion.
Corporate Center / Other:
approximately – . billion.
Consolidated net profi t
Net profi t excluding non-controlling
interests: 
. billion.
Capital expenditure (capex)
Invested:  . billion.
Restructuring
Cash outfl ow due to measures
implemented in the previous year:
 . billion.
GOALS

Group:  . billion to  . billion.
 division:  . billion
to  . billion.
 divisions:  . billion
to  . billion.
Corporate Center / Other:
approximately  – . billion.
Consolidated net profi t
Continue to improve net profit
beforeeffects from the measure-
mentof thePostbank instruments,
inline with operating business.
Capital expenditure (capex)
Increase to no more than  . billion.
Revenue
Revenue, particularly that of the 
divisions, to increase by our expected
mid-term growth rate of approxi-
mately   to  .
 Forecast increased over the course of the year.
Group Structure / Target-Performance Comparison