Ntt Inc · TSE:9432
Ntt — Investor Presentation (August 2023)
83 slides from Ntt's investor presentation, August 2023
Slide 1: IR Presentation
©) NTT IR Presentation Ver.230802
Slide 2: 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 3: Contents
Contents Overview of FY2023.1Q Consolidated Results Regional Communications Business Status of Consolidated Results for FY2023.1Q 4 Fixed Broadband Business FTTH Subscriptions 52 Contributing Factors by Segment for FY2023.1Q 5 Migrate PSTN to IP Networks 53 NTT Group New Medium-Term Management Strat
Slide 4: Overview of FY2023.1Q Consolidated Results
Overview of FY2023.1Q Consolidated Results Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 3
Slide 5: Status of Consolidated Results for FY2023.1Q
Status of Consolidated Results for FY2023.1Q Operating Revenues increased, Operating Profit decreased, and Profit increased Operating Revenues and Profit reached new record high levels Status of Consolidated Results Operating Revenues: ¥3,111.1B <+¥42.2B [+1.4%] year-on-year> Operating Profi
Slide 6: Contributing Factors by Segment for FY2023.1Q
Contributing Factors by Segment for FY2023.1Q Operating Revenues <Year-on-year:＋42.2> (Billions of yen) Integrated ICT Regional Global Solutions Others Elimination of Business Segment Communications Business Segment (Real Estate, Inter-Segment Business Segment Energy and Others) Transactions 46.0 3,
Slide 7: New Medium-Term Management Strategy
New Medium-Term Management Strategy New Value Creation & Sustainability 2027 Powered by IOWN Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 6
Slide 8: Innovating a Sustainable Future for People and Planet
Fundamental Principles of New Value Creation & Sustainability 2027 Powered by IOWN Innovating a Sustainable Future for People and Planet Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 7
Slide 9: Increasing Investments in Growth Areas
For that Purpose, We Will Increase Our Investments in Growth Areas Will invest ~¥8.0 trillion in growth areas over the next 5 years 50％UP ¥0.6tn/year ~¥8.0 trillion ¥1.0tn/year over the next 5 years ¥1.5tn/year ~¥12.0 trillion ¥1.0tn/year in total FY2015 FY 2022 FY2027 Copyright 2023 NIPPON TELEGRAP
Slide 10: Increasing Cash-Generation Ability, EBITDA of ~¥4.0 trillion
We Will Also Further Increase Our Cash-Generation Ability for the Future Looking ahead to FY2027, aiming to increase our cash-generation ability for growth and reach EBITDA of ~¥4.0 trillion 4.0 ¥ tn +20％ increase ¥ 3.3tn FY 2022 2027 FY Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 9
Slide 11: Pillars of Our Initiatives
Pillars of Our Initiatives 1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ① IOWN-Driven Creation of New Value ③ Achievement of a Circular Economy Society (from concept to commercialization) i. Establishment of manufacturing company for photonic- i. Develop sustainab
Slide 12: IOWN-Driven Creation of New Value
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ① IOWN-Driven Creation of New Value (from Concept to Commercialization) ⅰ. Establishment of manufacturing company for photonic-electronic convergence devices Will establish “NTT Innovative Devices Corporation” in June
Slide 13: Data-Driven Creation of New Value (Smart World)
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅰ. Strengthening personal business (strengthening DOCOMO’s Smart Life businesses) Will actively invest in personal business and other growth areas (at least ~¥1.0tn/5 y
Slide 14: Strengthening Use of DX/Data in Society and Industry
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅱ. Strengthening the Use of DX/Data in Society and Industry (use of AI/Robots) Will jointly develop technology and solutions globally, transforming industries that supp
Slide 15: Expansion and Upgrade of Data Centers
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅲ. Expansion and Upgrade of Data Centers Will further expand the world’s third-largest(1) data center infrastructure, and implement upgrades through the introduction of
Slide 16: Green Energy
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society i. Develop sustainability solutions for customers Will promote green solutions that can be achieved by “Green Energy x ICT” (will make investments of ~¥1.0tn/5 years) Will
Slide 17: Achievement of a Circular Economy Society
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society ⅱ. Creating Circular Economy-Oriented Businesses Will achieve a sustainable society by recycling resources across various industries and further accelerating regional revital
Slide 18: Progression towards Net-Zero
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society ⅲ. Progression towards Net-Zero Looking ahead to FY2040, aiming to expand “NTT Green Innovation toward 2040” to Scope 3 NTT Green Innovation toward 2040(1) Expansion to Scope
Slide 19: Further Strengthening of Business Foundations
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ④Further Strengthening of Business Foundations We will make our networks/systems more resilient to withstand large-scale failures, cyberattacks or other occurrences in order to strengthen social infrastructure and enh
Slide 20: Fusion of R&D with a Market-Focused Strategy
2. Upgrading the Customer Experience (CX) ⑤ Fusion of Research and Development with a Market-Focused Strategy Will combine and strengthen our R&D capabilities with our market analysis and alliance capabilities at the holding company level Will enable us to strengthen our product-oriented R&D to
Slide 21: Strengthening Services that Emphasize CX
2. Upgrading the Customer Experience (CX) ⑥Strengthening of Services that Emphasize CX Customers (Individuals, businesses, local governments, government organizations, etc.) Customer Experience Offer New Experiences and Set/Implement KPIs that Track the Customer Journey First Impressions that Exceed
Slide 22: Open and Innovative Corporate Culture
3. Improvement of Employee Experience (EX) ⑦Open and Innovative Corporate Culture Foster a culture of openness, collaboration and trial and error for a better customer experience Continue to strengthen diversity and inclusion Openness • Open discussions • Transparency • Healthy debate • Psycholo
Slide 23: Support Career Growth
3. Improvement of Employee Experience (EX) ⑧ Support Career Growth Support employee career growth and increase investment in human capital to drive business growth Supporting Growth Improve Expertise by Repeating the Cycle Career Work Training/ Review/ New EX Joining the Onboarding Design Experien
Slide 24: Global Benefits for Employees and their Families
3. Improvement of Employee Experience (EX) ⑨Global Benefits for Employees and their Families Expand the benefits that support a portion of educational expenses for children of deceased employees until they reach age 22 Current Future Scheme Scholarship fund Expand the current scheme Japan-based El
Slide 25: Medium-Term Financial Targets
Medium-Term Financial Targets Targets Indicators Target Levels (FY2027) Company-Wide Targets EBITDA ＋20％ increase (compared to FY2022) Growth EBITDA ＋40％ increase (compared to FY2022) Areas(1) Overseas Operating Income Margin(2) 10％（FY2025） Existing EBITDA ＋10％ increase (compared to FY2022) Areas(3)
Slide 26: Strengthening Our Ability to Generate Cash for Growth
Strengthening Our Ability to Generate Cash for Growth (with EBITDA as a Key Indicator) We will strengthen initiatives focused on our cash generation abilities to achieve further sustainable growth and have set EBITDA as a key indicator, aiming for an increase of 20% to reach ¥4.0 trillion by FY202
Slide 27: Increase Investments to Achieve Further Growth
Increase Investments to Achieve Further Growth We will make investments/contributions to our growth areas(1) amounting to ~¥8.0 trillion in the next five years(2) (an increase of 50% over current levels), and plan for a total of ~¥12.0 trillion Maintain/reduce our debt-to-EBITDA ratio to ~2x Gro
Slide 28: Fundamental Policy on Shareholder Returns
Fundamental Policy on Shareholder Returns Dividend Policy Our basic policy is to implement steady increases in dividends Share Buybacks We will flexibly conduct share buybacks to improve capital efficiency Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 27
Slide 29: Integrated ICT Business
Integrated ICT Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 28
Slide 30: NTT DOCOMO Growth and Business Portfolio Transformation
NTT DOCOMO Growth and Business Portfolio Transformation Transform business portfolio to become an integrated ICT company and achieve sustainable growth 【Operating revenues】 Enterprise business • Expand growth domains, e.g., mobile, cloud, solutions, etc. Over • Offer value to customers—from large
Slide 31: DCC Mid-term progress
NTT DOCOMO FY2023 DCC Mid-term progress Aim for grow profit by over ¥100 billion (vs FY2020) by expanding the growth-driving Enterprise and Smart life businesses and turning around Consumer Communications leveraging integrated strengths of DCC (DOCOMO/Communications/Comware) Enterprise/Smart life
Slide 32: Enterprise business: Revenue/profit guidance
NTT DOCOMO Enterprise business: Revenue/profit guidance Drive further growth focusing on integrated solutions Strengthen corporate layer-specific approaches and deliver integration synergies Operating revenues Operating profit (Billions of yen) (Billions of yen) Key drivers 1,805.7 1,880.0 Opera
Slide 33: Initiatives for Large Enterprises
NTT DOCOMO Enterprise business: Initiatives for Large Enterprises Resolve social/industrial issues by enhancing value proposition of integrated solutions Expand co-creation businesses jointly with customers Enhance value proposition of integrated solutions Expand co-creation business through dat
Slide 34: Initiatives for SMEs
NTT DOCOMO Enterprise business: Initiatives for SMEs Improve operational efficiency by promoting fixed-mobile convergence Enhance customer experience using mobile apps as a portal Operational efficiency improvement with fixed/mobile convergence service CX improvement using “Business d App” as a
Slide 35: Integrated solutions (Cases)
NTT DOCOMO Enterprise business: Integrated solutions (Cases) Roll out integrated solutions that can contribute to corporate productivity improvement and business advancement Integrated security network (SASE solution) Customer touchpoint enhancement solution • One-stop delivery of 8 components rel
Slide 36: Smart life business: Revenue/profit guidance
NTT DOCOMO Smart life business: Revenue/profit guidance Capture inorganic growth in addition to organic business expansion Accelerate business expansion while implementing initiatives for future growth Operating revenues Operating profit (Billions of yen) Key drivers (Billions of yen) 1,125.0 Op
Slide 37: Strengthen customer touchpoints
NTT DOCOMO Smart life business: Strengthen customer touchpoints Provide customers with optimal services in one stop, primarily through payment service and video distribution media “Lemino” Finance/payment services Video distribution media “Lemino” Propose optimal finance services using “d Payment”
Slide 38: Marketing support
NTT DOCOMO Smart life business: Marketing support Solve partners’ marketing-related issues through sector-specific approaches Full-funnel marketing support leveraging DOCOMO’s strength, i.e., single ID Help solve partners’ marketing-related issues Full-funnel* marketing support Boost LTV and eng
Slide 39: Consumer communications: Revenue/profit guidance
NTT DOCOMO Consumer communications: Revenue/profit guidance Pace of decline in mobile communication services revenues to slow driven by expanded uptake of mid- and large-bucket plans, etc. Aim to return to profit growth combining the strengths of DCC Operating revenues Operating profit (Billions
Slide 40: 5G subscribers/ARPU
NTT DOCOMO Consumer communications: 5G subscribers/ARPU Mobile ARPU projected to bottom out as a result of growth of 5G subscriptions and increased uptake of mid- and large-bucket plans 5G subscriptions Mobile ARPU : 5G subscriptions (millions) : Quarterly mobile ARPU (yen) Mobile ARPU 4,230 4,280
Slide 41: Retention/expansion of customer base
NTT DOCOMO Consumer communications: Retention/expansion of customer base Continue efforts to acquire customers focusing on junior and youth segments to maintain and expand customer base Expand adoption of mid- and large-bucket plans leveraging Gigaho/ahamo x powerful content Maintain and expand
Slide 42: Channel reform
NTT DOCOMO Consumer communications: Channel reform Push forward channel reform on both fronts of physical and online, and deliver new hybrid customer experience Transform into community’s ICT support base Further evolution of online channel Evolve into “smart life shop” that can handle matters of
Slide 43: Network
NTT DOCOMO Consumer communications: Network Realize high-quality and economical network Offer Open RAN services to overseas operators and expand revenues Pursue best mix of stable operation, efficiency and enhancement Revenue generation from network technologies ・ Deliver fastest communications
Slide 44: Network
NTT DOCOMO Consumer communications: Network Ongoing initiatives aimed at improving network quality and reliability Stable operation of network Provision of comfortable communication environment Quality improvement on both fronts of service surveillance system Continue to undertake measures to secu
Slide 45: Global Solutions Business
Global Solutions Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 44
Slide 46: Transition to Holding Company Structure
Transition to Holding Company Structure NTT DATA, Inc. was established in October, 2022, to integrate NTT Ltd. We adopted a holding company structure (three-company structure) in July, 2023 STEP 0｜～Sep. 2022 STEP 1｜Oct. 2022～ STEP 2｜Jul. 2023～ • Integration of NTT Group’s overseas operations • Absor
Slide 47: Establishment of the Three-Company Structure
Establishment of the Three-Company Structure The Holding Company will formulate strategies for businesses, synergy creation, and strengthening governance on a global basis. NTT DATA Group Corporation <Holding Company> Senior Executive Vice Presidents Yo Honma Representative Director, Global Global G
Slide 48: About NTT DATA, Inc.
About NTT DATA, Inc. approx. $18B approx. 150K 50+ Provide Edge to Cloud services that leverage various client contact points & data to create new social PFs that transcend corporate & industry boundaries. Smart City Digital Healthcare Embedded Finance Food & Wellness Connected Car Smart Energy Cros
Slide 49: POM: Strategic Objectives
POM: Strategic Objectives P O M PROFIT ONE NTT DATA, Inc. MARKET SHARE 10 % in FY25 One Te a m 2% Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 48
Slide 50: Combination of Capabilities of NTT DATA and NTT Ltd.
Combination of Capabilities of NTT DATA and NTT Ltd. Supporting our client’s businesses by providing total service including network, infrastructure, and application services by combining the strengths of both NTT DATA and NTT Ltd. IT environment development project for a global operating company fo
Slide 51: Global Data Centers
Global Data Centers: Investing globally to meet local needs NTT has significant capital to transform the data center landscape globally. FY2022 FY2023 FY2024 FY2025 FY2026 As of Ma rch 2023, NTT Ltd. Group including J V with 3 rd pa rty. The a bove pla ns a re s ubject to cha nge. Copyright 2023 NIP
Slide 52: Regional Communications Business
Regional Communications Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 51
Slide 53: Fixed Broadband Business FTTH Subscriptions
Fixed Broadband Business FTTH Subscriptions * FTTH Subscriptions (Sum of NTT East and NTT West） 23.58 23.93 Reference: (millions subs) 22.56 23.27 FY2023E Breakdown of FTTH Subscriptions (millions subs) 21.66 FY2023E 21.08 Total FTTH Service: +0.35 Change from preceding Fiscal Year Hikari (1) Number
Slide 54: Migrate PSTN to IP Networks
Migrate PSTN to IP Networks Simplify services and networks with IP networks Nation-wide call rates to fixed-line telephones will be 8.5 yen per every 3 minutes (from January 2024) Migrate tandem/signal transfer switches to IP, and connect to other carriers through IP (scheduled completion by Jan
Slide 55: Resolution of Issues in Local Societies
Resolution of Issues in Local Societies ＜Initiatives at the NTT East Group＞ Smart Next-Generation Digitalization of Stores Greenhouse Horticulture Culture and Art Introduced in city halls and Failure-proof agriculture through IoT/AI, etc. An exhibition will be held to digitalize roadside stations Pr
Slide 56: E-books
E-books One of the largest e-book distribution services in Japan Challenge to the North About 1.15 million e-books American market More than 750,000 e-comics available Over 35 million monthly users About 3.38 million reviews Digital manga store with one of the About half of the users are women
Slide 57: Initiatives of a sustainable society, etc.
Initiatives of a sustainable society, etc. Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 56
Slide 58: Sustainability Charter
Sustainability Charter • Establishment of Sustainability Charter in November 2021 • Three themes and nine challenges are set. Key indicators (carbon neutrality, B2B2X revenue, percentage of new female managers) are reflected in executive compensation. Sustainability Charter Moving towards a decarbon
Slide 59: Progression towards Net-Zero
Progression towards Net-Zero Looking ahead to FY2040, aiming to expand “NTT Green Innovation toward 2040” to Scope 3 NTT Green Innovation toward 2040(1) Expansion to Scope 3 Scope3 Further Strengthening of ■ 22.23 million tons 2030 Collaborations with FY2022 Results: 80% Reduction in Greenhouse Ga
Slide 60: 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 61: Reinforcement of Corporate Governance
Reinforcement of Corporate Governance June 2020 • Introduced an executive officers system* (separation of the functions of managerial decision-making/supervision and business execution) • Increased the ratio of outside directors from 27% to 50% *Introduced an executive officers system into key group
Slide 62: R&D
R&D Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 61
Slide 63: What's IOWN?
What’s IOWN? Innovative Optical and Wireless Network (IOWN) Initiative Three main technology components of IOWN All-photonics network, which incorporates photonics-based technology at every level from networks to terminals Cognitive Foundation, which connects and controls everything Digital tw
Slide 64: IOWN initiative
IOWN initiative In order to utilize all types of information beyond the limits of conventional infrastructures, photonics technologies such as photonics-electronics convergence devices will be utilized everywhere from networks to terminals to realize a network and information processing infrastruc
Slide 65: Future path for IOWN
Future path for IOWN Power efficiency Power efficiency APN 100-times* 100-times * Server 13-times 8-times 1.0-times 1.0-times Up to IOWN IOWN IOWN IOWN Up to IOWN IOWN IOWN 最終 IOWN now 1.0 2.0 3.0 4.0 now 1.0 2.0 3.0 目標 4.0 * Power efficiency for the entire photonics-applied area, including the APN,
Slide 66: APN IOWN1.0 - Starts Mar. 2023
APN IOWN1.0 - Starts Mar. 2023 Provider NTT East, NTT West Point-to-point Communication mode APN-G APN-G (*To be expanded to point-to-multipoint) (gateway) (gateway) Within prefecture (To be expanded to Wavelength Unit of service area cover areas spanning prefectures) path OTU4 (100 Gbps) Exclusive
Slide 67: Collaboration partners
Collaboration partners Oracle Corporation Shibuya city Amazon Web Service Japan G.K. TOKYU LAND CORPORATION NVIDIA Corporation Japan Exchange Group, Inc. Google Cloud Japan Mitsubishi Corporation Institute of Physical and Chemical Research Medicaroid Corporation National Institute of Informatics YOS
Slide 68: Shareholder Returns
Shareholder Returns Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 67
Slide 69: Shareholder Returns
Shareholder Returns Share Buybacks Resolved to buy back shares in order to improve capital efficiency and enhance shareholder returns Details of Share Buybacks ・Aggregate Amount: Up to ¥200.0 billion ・Aggregate Number of Shares: Up to 1,400,000,000 shares ・Buyback Period: From August 10, 2023 to
Slide 70: Changes in Dividend
Changes in Dividend 5.0 （Yen） 4.8 5.0 85% 4.0 Dividend per share 65% Payout Ratio 3.0 45% 2.0 40.9% 41.1% 42.3% 37.2% 38.0% 0.5 33.4% 34.9% 34.5% 33.8% 38.2% 31.4% 32.9% 30.7% 1.0 27.5% 32.3% 31.2% 25% 23.2% 19.5% 17.2% 12.3% 13.1% 0.0 5% • FY2003-FY2017, financial statements were prepared in accord
Slide 71: Record of Share Buybacks
Record of Share Buybacks Amount of Share Buybacks (Billions of yen) EPS (Digits reflect past stock split) (Yen) Up to 200.0* * On August 9, 2023, the Board of Directors of NTT resolved to buy back shares in an amount up to ¥200.0 billion. Buyback Period: August 10, 2023 to March 29, 2024. Copyright
Slide 72: Financial Data, etc.
Financial Data, etc. Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 71
Slide 73: NTT Group Formation
NTT Group Formation Operating revenue：¥6,059.0 billion Integrated ICT Operating income ：¥1,093.9 billion Business No. of employees ： 47,150 No. of subsidiaries： 97 Operating revenue：¥3,177.6 billion Regional Operating income ：¥ 420.5 billion Communications Business No. of employees ： 70,300 Nippon T
Slide 74: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 13.1 13.1 12.2 ■ Operating 11.8 11.9 11.9 11.9 Revenues 11.5 11.4 11.1 1.95 （Trillion yen） 1.77 1.83 1.64 1.69 1.67 1.54 1.56 ■ Operating 1.35 Income /Operating 1.08 Profit 1.21 1.26 0.91 0.92 1.18 （Trillion yen） 0.85 0.86 0.80 0.74 ■ Net Income * /Profit 0.52
Slide 75: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues （Billion yen） 13,136.2 13,060.0 15,000 11,944.0 11,944.0 12,156.4 11,799.6 11,879.8 11,899.4 11,095.3 11,541.0 11,391.0 6,059.0 6,110.0 4,840.8 4,651.3 4,725.2 4,769.4 5,880.9 5,870.2 4,527.1 4,584.6 4,383.4 10,000 3,079.9 3,207.4 3,177.6 3,190.0 3,232.9 3,
Slide 76: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income （Billion yen） 1,950.0 2,000 1,829.0 1,768.6 1,642.8 1,693.8 1,671.4 1,671.4 1,562.2 1,539.8 1,500 1,348.1 1,164.0 1,093.9 913.2 1,072.5 1,084.6 1,013.6 982.1 854.7 1,060.0 951.6 1,000 788.4 635.8 420.2 448.0 360.7 388.3 420.5 500 354.3 440.0 265.0 359.5 420.2
Slide 77: Changes in CAPEX
Changes in CAPEX （Billion yen） 2,000.0 2,000 1,817.5 1,806.6 1,862.4 1,687.2 1,700.0 1,674.8 1,697.0 1,728.3 1,728.3 1,687.6 728.0 661.8 572.8 706.3 569.1 595.2 597.1 576.4 593.7 734.3 698.6 1,000 493.0 522.5 527.4 498.1 666.2 583.4 549.6 541.0 622.1 527.4 501.1 279.3 259.0 590.0 232.5 244.3 500.4 1
Slide 78: Changes in Interest-bearing Debt
Changes in Interest-bearing Debt （Billion yen） 12,000.0 120.0% Debt/Equity ratio* 100.8% 10,000.0 100.0% 96.1% 88.9% 8,000.0 80.0% 6,000.0 60.0% 50.8% 47.1% 45.2% 46.0% 51.9% 43.9% 40.6% 4,000.0 8,230.5 8,200.0 40.0% 7,624.3 7,364.3 4,406.7 4,699.9 2,000.0 4,163.3 4,088.2 3,854.8 3,971.6 4,262.7 20.
Slide 79: Changes in Number of Employees
Changes in Number of Employees 338,650 348,150 324,650 324,650 333,850 (314,450) 319,050 (325,050) (304,500) 307,900 (296,500) (298,900) (298,900) 47,300 284,550 (284,550) 27,550 28,100 45,850 46,500 47,150 (47,250) 300,000 274,850 (275,650) 26,650 (27,500) (28,050) (45,750) (46,450) (47,100) (268,4
Slide 80: Age Distribution of Employees at NTT East and NTT West
Age Distribution of Employees at NTT East and NTT West (As of March 31, 2023） 4,000 Number of Employees 2,000 0 20 30 40 50 60 65 Age * Figures for NTT East include employees from the consolidated regional outsourcing companies (NTT EAST-MINAMIKANTO and others), NTT-ME and NTT EAST SERVICE, while fi
Slide 81: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Rakuten mobile market share Mobile Approx. 2％ Approx. Approx. FTTH 210.84M subs 200M 40M 38.07M subs SoftBank SoftBank market share Approx. 26％ 150M 30M KDDI KDDI market share Approx. 30％ 100M 20M NTT EAST and NTT DOCOMO NTT WEST Approx. CATV Approx. 5
Slide 82: Changes of EPS and Outstanding Shares
Changes of EPS and Outstanding Shares (Hundred million shares) EPS(right axis) 1,400 15.0 1,276 14.8 （Yen） Cumulative total of shares decreased 1,200 by around ▲33% (▲3.3% Average Decrease Annually) 1,000 852 10.0 800 600 400 3.7 5.0 200 0 0.0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2
Slide 83: Innovating a Sustainable Future for People and Planet
Innovating a Sustainable Future for People and Planet