Ntt Inc · TSE:9432
Ntt — Nippon Telegraph and Telephone — Investor Presentation (April 2019)
83 slides from Ntt's investor presentation, April 2019
Slide 1: IR Presentation
IR Presentation April 2019 Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION
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: Financial Results for the Nine Months Ended December 31, 2018 and Forecasts
Financial Results for the Nine Months Ended December 31, 2018 and Financial Forecasts for the Fiscal Year Ending March 31, 2019 Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 2
Slide 4: Status of Consolidated Results for FY2018.3Q
Status of Consolidated Results for FY2018.3Q Both Operating Revenues and Operating Income increased to highest-ever 3Q levels Steady progress toward annual plan being achieved Status of Consolidated Results Operating Revenues: ¥8,795.2B ( +¥48.3B [ +0.6%] year-on-year) Operating Income: ¥1,5
Slide 5: Contributing Factors by Segment for FY2018.3Q
Contributing Factors by Segment for FY2018.3Q (Billions of yen) Operating Revenues (Year-on-year:+48.3) Regional Long distance and Mobile Data Other communications international communications communications business※ business communications business business business 65.3 48.0 64.7 8,795.2 52.1 18.
Slide 6: Promote B2B2X Model
Promote B2B2X Model Establish B2B2X Strategy Committee In order to further promote the B2B2X model, NTT established a B2B2X Strategy Committee within the company (January 28, 2019) • Shift from preliminary business creation led by the holding company to full-scale business development led by opera
Slide 7: Provide Personal Services
Provide Personal Services Strengthen the Video Content Business Subsidiary Acquisition of NTT Plala by NTT DOCOMO • Develop a personalized new content business by joining NTT DOCOMO’s membership base with NTT Plala’s video content creation technology and know-how 【Example】 Launch of new live perfo
Slide 8: Enhance Competitiveness in Global Business①
Enhance Competitiveness in Global Business① Progress toward Establishing the Global OpCo Integration Management Office (IMO) delivered by 60 key leaders has been launched in November, 2018. IMO teams are creating the transformation plan, which will be executed in July,2019. Integration Managemen
Slide 9: Enhance Competitiveness in Global Business②: One NTT Branding
Enhance Competitiveness in Global Business② One NTT Branding Partnership with INDYCAR, North America’s Premier Car Race In January 2019, NTT became the IndyCar Series Title Sponsor NTT collaborates with INDYCAR to deliver digital innovation that enhance the fan experience and smart racing Offici
Slide 10: Enhance Competitiveness in Global Business③
Enhance Competitiveness in Global Business③ Exhibit at Mobile World Congress 2019 Joint exhibition by NTT, NTT DOCOMO and other NTT Group companies Cases of digital transformation for achieving a Smart World, the latest cases of business collaborations created through 5G, and others NTT Group MW
Slide 11: Leverage Talent, Technologies, and Assets
Leverage Talent, Technologies, and Assets Develop Smart Energy Solutions Utilizing AI, Telecommunications Buildings and DC Technology Provide new energy solutions that meet the needs of local communities Smart Energy Solutions Energy control through AI and other ICT When Disasters Occur Install li
Slide 12: Shareholder Returns
Shareholder Returns Dividends Increase in the year-end dividend of ¥10 over the forecast at the beginning of FY2018 to ¥95 Total full-year dividends of ¥180 per share for FY2018 (an increase of ¥30 over FY2017) Completion of Share Buybacks Share Buybacks: Completed buybacks of ¥150.0 billion (
Slide 13: Financial Results Forecast for FY2018
Financial Results Forecast for FY2018 Operating Revenues forecast has been revised upward Operating Income forecast remains same as initial forecast Plan for Consolidated Revenues and Income Financial Results Change from Initial Forecast (announced on May 11, 2018) Forecast Initial Forecast (ann
Slide 14: Your Value Partner 2025
“Your Value Partner 2025” NTT Group Medium-Term Management Strategy Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 13
Slide 15: Contents
Contents Vision Pillars of Medium-Term Management Strategy Support our customers’ digital transformations Accelerate our own digital transformation Leverage talent, technologies, and assets Promote ESG management, and enhance the returns of shareholders to improve corporate value Mediu
Slide 16: Future Changes in Society and Economy
Future Changes in Society and Economy ～Outlook for around 2030～ Era in which major transformation required for every society and economy 1. Population/Working-age population 8. Urbanization World population continues to rise Progression of urbanization and Japan’s population gradually declines disti
Slide 17: Social Issues and Directions for Solutions
Social Issues and Directions for Solutions Resolution of social issues through digital transformation Social Issues Society 5.0 Environmental issues, Sustainable society achieving both resource/water shortage due to population increase and urbanization environment and economy Increase in disasters/t
Slide 18: NTT Group's Business Operation = CSR
NTT Group’s Business Operation = CSR We will always be a group who resolves social issues through business operation Reinforce facilities prepared for disasters Diversity and inclusion Reinforce cyber security Contribute to sports activities (e.g. Olympic and Paralympic Games Tokyo 2020) Ensure Unit
Slide 19: Our Vision
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 20: Our Capabilities for Resolving Social Issues
Our Capabilities for Resolving Social Issues Innovation ESG Evaluations Global As one of the most innovative companies in IP and patent area, Selected as constituents of global leading ESG indices NTT received the award for 7th consecutive year Ensure and operate reliable ICT infrastructure “World I
Slide 21: Accelerating our self-transformation to become Your Value Partner
Accelerating our self-transformation 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 Trust Integrity Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORAT
Slide 22: Pillars of Medium-Term Management Strategy
Pillars of Medium-Term Management Strategy 1. Promote B2B2X model Support 2. Roll out 5th-Generation Wireless our customers’ System a digitalized society = Smart World digital transformations 3. Provide personal services Contribute to realization of 4. Enhance competitiveness in Accelerate global bu
Slide 23: A Digitalized Society = Smart World
A Digitalized Society ＝ Smart World Smart Mobility Smart Factory Smart Sports Eliminate rush/traffic jams Minimize downtime More excitement Energy saving Increase productivity Create new experiences Smart City Smart Healthcare Smart Agri Safe, comfortable living Maintain/improve health Pass on techn
Slide 24: Support our customers' digital transformations
Support our customer’s digital transformations Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 23
Slide 25: 1. Promote B2B2X Model①
1. Promote B2B2X Model① Evolve into B2B2X model using digital services and data management Examples of value creation through B2B2X model Evolution of value chain of agriculture, forestry and Evolution of customer service in fisheries, manufacturing/construction, retail/services retail/services, fin
Slide 26: 1. Promote B2B2X Model②
1. Promote B2B2X Model② Service upgrade, business creation Evolution of customer service in retail/ through combining mobile data and services, finance, etc. corporate-owned data Digital integration of customer contact FinTech using mobile DMP ※1 points such as physical stores, call Proposals
Slide 27: 2. Roll out 5th-Generation Wireless System
2. Roll out 5th-Generation Wireless System Leveraging the characteristics of 5G, create new value in collaboration with variety of partners Activities with partners 5G Trial Site （from May 2017） “Pre-commercial service” 75 trials from Sep. 2019 DOCOMO 5G Open Partner Program （from Feb. 2018） “Co
Slide 28: 3. Provide Personal Services
3. Provide Personal Services Realize “Personal Solutions” led by docomo Support individuals’ lifestyle changes Further expansion of customer base Approx. 20-40% Personal Solutions Revenue opportunity creation Rate Great value and simple rate plans rate reduction ※1 （FY2019/1Q） Expand collaborati
Slide 29: Accelerate our own digital transformation
Accelerate our own digital transformation Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 28
Slide 30: 4. Enhance Competitiveness in Global Business①
4. Enhance Competitiveness in Global Business① ”One NTT” Global Growth Strategy Deliver High Value Solutions Create New Innovative Solutions Business Modernization Disruptive Innovation Industry Advisory Expertise Drives Global Innovation Fund Outcome-Based Solutions Invest in the Next Innovative （
Slide 31: 4. Enhance Competitiveness in Global Business②
4. Enhance Competitiveness in Global Business② Aug. 2018 Nov. 2018 July. 2019（Plan） NTT NTT NTT Global Holding Company （New） Global Holding Company (Company name：NTT, Inc.) (Company name：NTT, Inc.) NTT Communications NTT Communications Global OpCo （New） Dimension Data Dimension Data ※1 Japan OpCo （N
Slide 32: 5. Drive Self-Digital Transformation in Domestic Business
5. Drive Self-Digital Transformation in Domestic Business Appointed CDO , and promote digitalization measures ※1 Digitalize own operating processes (Realize Connected Value Chain by leveraging AI) Achieve efficiency through smart operations 12 thousand robots not requiring labor ※2 500 operating p
Slide 33: 6. Migrate PSTN to IP Networks
6. 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
Slide 34: Leverage talent, technologies, and assets
Leverage talent, technologies, and assets Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 33
Slide 35: 7. Enhance and Globalize R&D①
7. Enhance and Globalize R&D① Promote disruptive R&D to transform the world Reinforce basic research at overseas bases Further transmission/development abroad 1. Global development of achievements − Strengthen delivery and localization structure Create the best/first 2. Globalization of resear
Slide 36: 7. Enhance and Globalize R&D②
7. Enhance and Globalize R&D② Strengthen joint R&D, proactive use of external technologies Expand R&D investment into new growth areas Existing business areas New growth areas Partners Strengthen joint R&D ・ Proactively use external technologies In-house R&D investment into R&D new growth areas
Slide 37: 7. Enhance and Globalize R&D③
7. Enhance and Globalize R&D③ Activate investment in high-growth areas R&D in new areas ¥2 trillion over the next 5 years +10％ （Excludes investment for 5G infrastructure build-out, etc., data centers, and real Estate） Cumulative investment for 5G infrastructure build-out, etc. ¥1 trillion over t
Slide 38: 8. Utilization of Real Estate (Promote Urban Solutions)
8. Utilization of Real Estate (Promote Urban Solutions) Maximize utilization of Group real estate, ICT/energy/environmental technologies, etc., and promote new style of urban solutions beyond conventional real estate development Design/construction Real Estate /maintenance using ICT (AI, robots, IoT
Slide 39: 9. Contribute to Revitalization of Regional Societies/Economies
9. Contribute to Revitalization of Regional Societies/Economies Leverage technologies/assets (equipment), upgrade government/life services, support revitalization of local industry Universities Local Local Local banks governments companies Collaboration with local governments, various partners Commu
Slide 40: 10. Disaster Countermeasures
10. Disaster Countermeasures Past initiatives Further efforts Further reinforce 1. 2. communications infrastructure Improve Secure Critical Consolidate and reinforce Communications Communications telecommunications facilities, etc. Network Reliability • Secure 100,119 and ・Blackout countermeasures
Slide 41: Promote ESG management and enhance shareholder returns
Promote ESG management to improve corporate value, and enhance the returns of shareholders Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 40
Slide 42: Promote ESG Management
Promote ESG Management Environment Social Governance Reduce environmental Promote diversity Enhance structure on impact Protect personal the basis of the intent Leverage ICT to information of Japan’s Corporate contribute to the Support customers in Governance Code environment reinforcing
Slide 43: Shareholders Returns
Shareholders Returns Dividend Policy • Basic policy is steady dividend increases Share Buybacks • Carry out buybacks flexibly to improve capital efficiency Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 42
Slide 44: Medium-Term Targets
Medium-Term Targets Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 43
Slide 45: Medium-Term Financial Targets
Medium-Term Targets Financial Targets EPS Growth EPS Growth ＋50％ Target FY2023 ※1 （vs. FY2017） ＋50％ Overseas Sales / $25B/ FY2023 Overseas Operating 7％ Income Margin ※2 Approx. Cost Reductions At least ¥800B FY2023 640 yen (in fixed-line/mobile access networks) （vs. FY2017） 425 ROIC 8％ ※1 yen FY2023
Slide 46: Appendix
Appendix Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 45
Slide 47: Past Record of EPS Growth
Past Record of EPS Growth 456yen 431* yen 391 yen 237 183 yen Profit Growth yen Share Buybacks (SEC) FY2011 FY2014 FY2016 FY2017 (Result) * Exclude the effects of the arbitration award received from Tata Sons Limited . ** EPS is adjusted according to the two-for-one stock split effective on July 1,
Slide 48: Overseas Sales/Overseas Operating Income Margin
Overseas Sales/Overseas Operating Income Margin* 25 Sales 20 $ 25 B 15 Operating $ 18.4 B Income Margin 10 7.00% 3.10% 5 Operating Income $ 1.75 B** $ 0.56 B 0 2017 FY2017 FY2023 2023 TARGET * Including results from the global holding company, its subsidiaries and its affiliates. Operating Income ex
Slide 49: Growth Strategy of Global Business
Growth Strategy of Global Business Support Business Modernization by “One NTT” Advisory Advisory Business Applications R&D Application Business Process Data Defined Business Model Managed Managed Service Security In-house IP Services NTT cloud Cloud 3rd party Cloud DC clouds IT SD-Exchange Ecosyst
Slide 50: NTT's Capability in Global Business
NTT’s Capability in Global Business Telecom Cloud IT Vendor SIer NTT (A) (A) (A) (I) Data Center - - (incl. colocation) Leader Network - Integration Network - - - Imple- mentation - - Apps (ERP) AMO - - Attacker Public - Cloud Hosted - - Private Security - - Legend： Global capability Top Tier 2 nd T
Slide 51: Our Strengths in Global Cloud Services
Our Strengths in Global Cloud Services Network Scale： ● Provides service in 190 countries/regions ● World-class in Global IP backbone traffic (Source: Dyn Research) Quality： ● Lowest network latency between Japan / US / major countries in Asia Data Center Scale： ● World-class （Source: October,
Slide 52: Strengthen Provision of Global Cloud Services
Strengthen Provision of Global Cloud Services Primary Data Centers Data Centers Under Construction Expansion of high- Underwater Cables Agreement to acquire quality data center 100% of the stock of service to the Expansion of Mergers and Acquisitions Secure-24, a large-scale Netherlands, the seventh
Slide 53: Global Business Service Case Study
Global Business Service Case Study ■Company A - The construction of global infrastructure network ・Quick and flexible business supports by utilizing Software-Defined Technology. ・Business portal enables unified management of NW, Cloud, and even SaaS of other companies. ・Realize the cost efficiency b
Slide 54: Expansion of Cross-Selling (Aggregate Contract Value)
Expansion of Cross-Selling (Aggregate Contract Value) Aggregate contract value of Expansion of Cross-Selling reached Global Account Management approx. 4.0 billion USD 4,010 million 3,400 Total IT solution Public Manufacturing million USD triggered by Cloud (Motor vehicle) USD Service Insurance Finan
Slide 55: Cross Selling Track Record
Cross Selling Track Record Improved brand awareness leads to more deals with global enterprises EMEA Japan AMERICAS FY2013.3Q FY2013.1Q FY2016.4Q Chemical ANA Texas Department of Transportation Hybrid WAN service Implementation and operation of Cloud solution, Application, Maintenance Mana
Slide 56: Revenue and Employee by Region (excl. Japan)
Revenue and Employee by Region(excl. Japan) (USD) (FY2017 SEC) Total AMERICAS EMEA APAC* Revenue $19.5B $7.7B $7.5B $4.3B Employees 116,000 32,000 43,000 41,000 (FY2017) * Exclude Japan Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 55
Slide 57: Migration to IP Networks
The Current and Future State of Fixed-Line Telephone Services Migration to IP Networks Schedule for service changeovers and migration to IP networks Aim to complete migration to IP networks before tandem/signal transfer switches in the PSTN＊ networks approach their limits of useful life *PSTN (Pub
Slide 58: Image of Migration to IP Networks
The Current and Future State of Fixed-Line Telephone Services Image of Migration to IP Networks Current system Post-migration Other Other carriers carriers ●Migrate tandem/signal ◎ transfer switches to IP ◎ PSTN interconnection ●Continue use of copper IP interconnection lines PSTN Interconne IP netw
Slide 59: NTT DOCOMO: For Sustainable Growth in 2020s
NTT DOCOMO: For Sustainable Growth in 2020s • Transformation into business management pivoted on membership base • 5G rollout and business creation Revenue opportunity creation centered on customer base - Expansion of customer base and promotion of “+d” - Growth of Smart life business - Growth of En
Slide 60: NTT DOCOMO: FY2019 Key Actions
NTT DOCOMO: FY2019 Key Actions Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 59
Slide 61: NTT DOCOMO: d POINT CLUB Members
NTT DOCOMO: “d POINT CLUB” Members ◆ “d POINT CARD” registrants indicate the no. of users who can earn and use “d POINTs” at participating stores by registering their personal information Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 60
Slide 62: NTT DOCOMO: Operating Profit of Smart Life Business & Other Businesses
NTT DOCOMO: Operating Profit of Smart Life Business & Other Businesses Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 61
Slide 63: NTT DOCOMO: 5G Pre-Commercial Service
NTT DOCOMO: 5G Pre-Commercial Service Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 62
Slide 64: NTT DOCOMO: New Rate Plans
NTT DOCOMO: New Rate Plans Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 63
Slide 65: NTT DOCOMO: Comparison with Existing Rates
NTT DOCOMO: Comparison with Existing Rates Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 64
Slide 66: NTT DOCOMO: Minna DOCOMO Wari
NTT DOCOMO: “Minna DOCOMO Wari” Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 65
Slide 67: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Mobile Approx. FTTH 173.07M subs Approx. 150M 30M 30.7M subs SoftBank SoftBank market share Approx. 25％ 100M KDDI 20M NTT EAST and KDDI market share Approx. 31％ NTT WEST Approx. 20.9M subs 50M NTT DOCOMO 10M Approx. CATV Approx. DSL 6.9M subs 77.0M sub
Slide 68: Fixed Broadband Business FTTH Subscriptions
Fixed Broadband Business FTTH Subscriptions FTTH Subscriptions (Sum of NTT East and NTT West） * Reference: FY2018 Breakdown of FTTH Subscriptions (millions subs) 2,113 (millions subs) 2,100 2,005 2,053 FY2018E 1,926 Hikari Total FTTH Service: +0.60 Change from preceding Fiscal Year Collaboration 4.6
Slide 69: Mobile Broadband Business
Mobile Broadband Business DOCOMO Mobile telecommunications services Subscriptions (Millions Subs) Total smartphone/tablet uses (Millions subs) Churn Rate(%) Handset churn rate(%) 78.45 76.37 76.75 77.05 77.52 74.88 75.11 75.36 75.68 72.94 73.59 71.61 39.21 39.67 40.53 37.09 37.47 38.30 38.77 35.86 3
Slide 70: Aggregate ARPU of Mobile Broadband Business
Aggregate ARPU of Mobile Broadband Business ：Mobile ARPU ： ”docomo Hikari” ARPU ：Impact of discount （Yen） 4,340 4,430 4,460 4,570 4,620 4,740 4,750 4,720 4,800 4,820 4,830 4,770 150 190 230 270 320 350 380 410 440 470 490 510 5,340 5,370 5,350 5,380 5,300 5,360 5,320 5,260 5,300 5,300 5,300 5,240 (1
Slide 71: NTT Group Overview
NTT Group Overview • Operating revenues (consolidated) ：¥11,782.1 billion *1 Voting rights to major subsidiaries (As of March 31, 2018) • Operating income ：¥1,641.1 billion *2 NTT, Inc.(global holding company), was established with the goal of *2 enhancing NTT Group's overall competitiveness and pro
Slide 72: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 11.8 11.8 11.9 ■ Operating 11.5 11.4 11.1 Revenues 10.7 10.9 10.5 （Trillion yen） 1.69 1.64 1.64 ■ Operating 1.35 1.54 1.22 1.2 1.21 Income 1.08 （Trillion yen） 0.91 0.90 0.74 0.80 0.88 ■ Net Income 0.47 0.52 0.59 0.52 （Trillion yen） 456 391 450 451 350 255 ■ EP
Slide 73: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues ：Regional communications business ：Data communications business ：Long distance and international ：Other business communications business ：Mobile communications business （Billion yen） 11,799.6 11,782.1 11,900.0 11,541.0 11,391.0 10,700.7 10,925.2 11,095.3 10
Slide 74: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income ：Regional communications business ：Data communications business ：Long distance and international ：Other business communications business （Billion yen） ：Mobile communications business 1,690.0 1,641.1 1,642.8 1,539.8 1,500 343.0 354.3 351.6 1,348.1 359.5 1,223.
Slide 75: Changes in CAPEX
Changes in CAPEX ：Regional communications business ：Data communications business ：Long distance and international ：Other business （Billion yen） communications business ：Mobile communications business 1,946.6 1,970.0 2,000 1,892.8 1,817.5 1,687.2 1,700.0 1,674.8 1,697.9 1,720.0 811.8 785.9 722.8 666.
Slide 76: Changes in Interest-bearing Debt
Changes in Interest-bearing Debt Debt/Equity ratio* （Billion yen） 6,000 60% 54.2% 50.8% 49.0% 49.3% 47.1% 45.2% 40.6% 4,000 40% 4,274.0 4,200.0 4,406.7 2,000 4,036.0 4,163.3 4,088.2 3,971.6 4,100.0 20% 3,854.8 0 0% FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2017 FY2018E [IFRS] [IFRS] * Debt
Slide 77: Changes in Number of Employees
Changes in Number of Employees ：Regional communications business ：Data communications business ：Long distance and international ：Other business communications business ：Mobile communications business 281,350 300,000 273,650 268,450 (305,300) (282,550) (274,850) 239,750 241,600 241,450 58,400 224,250
Slide 78: Number of Employees
Age Distribution of Employees at NTT East, NTT West and “Outsourcing Companies” (As of March 31, 2018） 4,000 Number of Employees 2,000 0 20 30 40 50 60 65 Age * Figures for East Outsourcing Companies include employees from the consolidated regional outsourcing companies (NTT EAST-MINAMIKANTO and oth
Slide 79: Change in Personnel expenses
Change in Personnel expenses (NTT East Group, NTT West Group) （Billion yen） 1000 500 1,051.9 991.8 (43,850) 938.5 885.7 (28,100) 827.6 785.1 (27,450) (26,750) 738.1 715.0 (122,500) (111,300) (117,100) 0 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 E * The scope of aggregation for each of
Slide 80: Changes in Dividend
Changes in Dividend (Yen) 180 200 150 85% 150 Payout Ratio 65% 100 39.9% 45% 38.0% 33.4% 32.9% 25 31.4% 30.7% 50 38.2% 37.2% 32.3% 31.2% 25% 27.5% 23.0% 19.5% 17.1% 12.3% 13.0% 0 5% FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018E [IFRS
Slide 81: Record of Share Buybacks
Record of Share Buybacks Over 3 Trillion Yen in Buybacks From From From From From From From From From Market/ Market/Gov’t From Gov’t Market/ Gov’t Market Gov’t Market Market / Gov’t Market Gov’t Market (Billions of yen) 600 539.4 500 406.5*4 400 366.5 381.7 374.1*6 338.1*5 300 258.0 235.2 200.0 150
Slide 82: Share Buybacks and Cancellation
Share Buybacks and Cancellation ＜＞：share holding ratio Buyback Buyback from Buyback from from Cancellation Gov’t and Cancellation Gov’t and Cancellation market Market Market Treasury Stocks Treasury Stocks Excess Holdings 124mil. shares ＜14.1％＞ ＜0.0％＞ Excess Holdings 59mil. shares 199mil. 276mil. sh
Slide 83: Your Value Partner
Your Value Partner Copyright 2019 NIPPON TELEGRAPH AND TELEPHONE CORPORATION
Nippon Telegraph and Telephone — Investor Presentation (April 2019) on 6ix