Slide 1: Refinement of the NTT Group Medium-Term Management Strategy
Separate book ・Full version Refinement of the NTT Group Medium-Term Management Strategy October 25, 2021
Slide 2: Table of Contents
Table of Contents Background of the Re-Examination of the Medium- Term Management Strategy Pillars of the Refinement of the Medium-Term Management Strategy Initiatives to Achieve the Strategy Refined Medium-Term Targets Copyright 2021 NTT CORPORATION 1
Slide 3: Background of the Re-Examination of the Medium-Term Management Strategy
Background of the Re-Examination of the Medium-Term Management Strategy Copyright 2021 NTT CORPORATION 2
Slide 4: Partners NTT Group
Our Vision Towards a sustainable society/SDGs To resolve social issues through our business operation, NTT Group works together with our partners, as “Your Value Partner.” Partners Social Issue Resolution through business operation Digital Transformation × CSR NTT Group As a Public Utility and a Pri
Slide 5: Corporate Image to Strive For
Corporate Image to Strive For Accelerate the transformation into an open, global and innovative new NTT, to become “Your Value Partner” Industry Leading Best in Class Intelligence People Diversity and Global/Local Inclusion Cutting Edge Services Technical Expertise Expertise Shared Values Connect Tr
Slide 6: Future Changes in the Environment
Future Changes in the Environment Society/Economy During and After COVID-19 • Advancement of digitalization/DX • Acceleration of the division of the world • Increasing the importance of economic security • Co-existence with the threat of infectious diseases • Expansion of AI/robotics usage • Advance
Slide 7: Contribution to the Achievement of a Sustainable Society
Directionality of NTT Group’s Transformation Social/Economic NTT Group’s Directionality Directionality Society During A New Management Style Contribution to the Achievement COVID-19 and Suitable for a Decentralized of a Sustainable Society Post-COVID-19 Network Society Advancement of Enhance Domesti
Slide 8: Pillars of the Refinement of the Medium-Term Management Strategy
Pillars of the Refinement of the Medium-Term Management Strategy Copyright 2021 NTT CORPORATION 7
Slide 9: New Strategic Framework
New Strategic Framework ① Transformation to a • New style premised on remote work New Management Style • Growth and strengthening of the newly formed DOCOMO Group ② Enhance • Promotion of the IOWN development/rollout plan Domestic/Global • Enhance competitiveness in global business Business • Promot
Slide 10: Initiatives to Achieve the Strategy
Initiatives to Achieve the Strategy Copyright 2021 NTT CORPORATION 9
Slide 11: Transformation to a New Management Style (1/4)
Transformation to a New Management Style (1/4) Transformation to a New Style Premised on Remote Work Re-examination of Transformation of Promotion of Remote Systems/ General Business/ DX Work Improvements Promotion of “work-in-life” (health management) Open, global and innovative business operations
Slide 12: Transformation to a New Management Style (2/4)
Transformation to a New Management Style (2/4) Transformation of Business/ DX ① Introduction of Cloud-Based Systems/ Zero-Trust Systems Development of an IT environment that enables employees to work from Completion in FY2022(1) anywhere Completion in FY2023(2) (1) Staff and sales teams. (2) All.
Slide 13: Transformation to a New Management Style (3/4)
Transformation to a New Management Style (3/4) Re-Examination of Systems/ General Improvements ⑤ Re-Examination of Systems to Promote Business Transformation/DX Systematizing information security that is appropriate for remote work Re-examination of the office environment (increase the amount of s
Slide 14: Transformation to a New Management Style (4/4)
Transformation to a New Management Style (4/4) Promotion of Work-in-Life, and Open, Global and Innovative Business Operations ⑧ Promotion of Work-in-Life (Health Management) through the Workplace-Residence Proximity Employees’ work will be premised on remote work, and they can choose their own wor
Slide 15: Growth and Strengthening of the Newly Formed DOCOMO Group
Growth and Strengthening of the Newly Formed DOCOMO Group Challenge of the New DOCOMO Group New DOCOMO Group Medium-Term Strategy Expansion of enterprise business Expansion of the Smart Life Business Strengthening the telecommunications Strengthening global business business Strengthening IT Stren
Slide 16: (Reference) New DOCOMO Group Medium-Term Strategy (1/2)
(Reference) New DOCOMO Group Medium-Term Strategy（1/2） Enterprise business • Integrate all enterprise business under the New DOCOMO Group • Support all corporate customers with one stop through building up sales organization and enhancing FMC services/solutions • Expand enterprise sales to over ¥2
Slide 17: (Reference) New DOCOMO Group Medium-Term Strategy (2/2)
(Reference) New DOCOMO Group Medium-Term Strategy（２/2） Global business • Develop Global Businesses Through converging Capabilities of DOCOMO and NTT Communications and Linkage with NTT Data, and NTT Ltd. IT • Strengthen the software development capability to quickly provide new services to custo
Slide 18: IOWN Rollout Plan
【Legend】 IOWN Rollout Plan Black: related to Communications Actions Green: related to Smart City PoC ▲ Commercialization (planned) Blue: related to Maps/Cars • Exhibit Red: Photonics-electronics Contribution to the realization of a sustainable society Convergence Technology by IOWN as a game-c
Slide 19: Enhance competitiveness in global business (1/2)
Enhance competitiveness in global business (1/2) Strengthening Digital Business Consulting as One NTT From FY2021 to FY2023 NTT DATA Primary KPIs (for FY2023) ・Strengthen industry-specific consulting capabilities ・Form a Global One Team across six industries* to gain and develop the capabilities o
Slide 20: Enhance competitiveness in global business (2/2)
Enhance competitiveness in global business (2/2) Target Global Business with O-RAN/vRAN • In collaboration with partners (NEC, Fujitsu and others), from the end of FY2022, will expand global business in the RAN area, and will provide services for multi-vendor integration, management/intelligent co
Slide 21: NTT Green Innovation toward 2040
NTT Group’s New Environment and Energy Vision Addressing Improving Environmental Issues Economic Growth Paraconsistent NTT Green Innovation toward 2040 Achieving Zero Environmental Impact and Improving Economic Growth at the Same Time Reduction of Environmental Impact through Business Activities × C
Slide 22: NTT Green Innovation toward 2040
NTT Green Innovation toward 2040 80% Reduction in Greenhouse Gas Emissions 2030 (compared to FY2013) Mobile (NTT DOCOMO) Carbon-Neutral Data Centers 2040 Carbon-Neutral • Targets of the Above Reduction Objectives GHG Protocol: Scope 1 (our own direct greenhouse gas emissions) and Scope 2 (indirect e
Slide 23: Towards the Achievement of Carbon Neutrality
Towards the Achievement of Carbon Neutrality • Increased use of renewable energy: Reduce greenhouse gas emissions by 45%(1) 1 • Lower energy consumption with IOWN technologies: Reduce greenhouse gas 2 emissions by 45%(2) (8.60 million tons) (Millions of Tons) Outcome Reduce Energy 10% Savings Reduce
Slide 24: NTT's Contributions to Reducing Society's Environmental Impact
NTT’s Contributions to Reducing Society’s Environmental Impact Expanding adoption of IOWN technologies from the telecommunications field into other industries • Contribute to the reduction of greenhouse gases(1) in Japan and the world › Japan ⇒ Reductions: over 0.02 billion tons; Reduction Rate: o
Slide 25: (Reference) NTT's Main Initiatives
(Reference) NTT’s Main Initiatives Reduction of Environmental Impact through Creation of Breakthrough Innovation Business Activities Reducing society’s Creation of innovative environmental impact environmental energy technology Further acceleration of DX and promotion of Remote Use of 4D dig
Slide 26: Refined Medium-Term Targets
Refined Medium-Term Targets Copyright 2021 NTT CORPORATION 25
Slide 27: Refinement of Medium-Term Financial Targets
Refinement of Medium-Term Financial Targets (Reference) Target Current Target New Target FY2021 Plan EPS Approx. ¥320 ¥370 ¥302 (FY2023) (FY2023) Overseas (1), (2) ＄25B ー ＄19B Sales (FY2023) (FY2023) Overseas (1) Operating Income 7% 7% 6% (FY2023) (FY2023) Margin Cost Reductions (3) At least At leas
Slide 28: Translation notice and forward-looking statements
This document is a translation of the Japanese original. The Japanese original is authoritative. The forward-looking statements and projected figures concerning the future performance of NTT and its subsidiaries and affiliates contained or referred to herein are based on a series of assumptions, pro
Slide 29: Your Value Partner
Your Value Partner