Ntt Inc · TSE:9432
Ntt — Investor Presentation (November 2023)
91 slides from Ntt's investor presentation, November 2023
Slide 1: IR Presentation
IR Presentation Ver.231101
Slide 2: Forward-looking statements disclaimer
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 FY2023.2Q Consolidated Results Regional Communications Business Status of Consolidated Results for FY2023.2Q 4 Fixed Broadband Business FTTH Subscriptions 55 Contributing Factors by Segment for FY2023.2Q 5 Migrate PSTN to IP Networks 56 (Reference) FY2023 Forecast 6 Solutions lo
Slide 4: Overview of FY2023.2Q Consolidated Results
Overview of FY2023.2Q Consolidated Results Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 3
Slide 5: Status of Consolidated Results for FY2023.2Q
Status of Consolidated Results for FY2023.2Q Operating Revenues increased, Operating Profit decreased and Profit decreased Operating Revenues reached new record-high levels Status of Consolidated Results Operating Revenues: ¥6,364.6B <+¥78.4B [+1.2%] year-on-year> Operating Profit: ¥950.9B <
Slide 6: Contributing Factors by Segment for FY2023.2Q
Contributing Factors by Segment for FY2023.2Q Operating Revenues <Year-on-year:＋78.4> Others (Billions of yen) Integrated ICT Regional Global Solutions (Real Estate, Elimination of Business Segment Communications Business Segment Energy and Others) Inter-Segment Business Segment Transactions 27.2 10
Slide 7: (Reference) FY2023 Forecast
(Reference) FY2023 Forecast No amendment to FY2023 forecast EPS target continues to be ¥14.8 Consolidated Revenues and Income Plan FY2022 Results FY2023 Forecast Year-on-Year Operating Revenues ¥13,136.2B ¥13,060.0B (¥76.2B) Operating Profit ¥1,829.0B ¥1,950.0B +¥121.0B Profit(1) ¥1,213.1B ¥1,25
Slide 8: 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 7
Slide 9: Fundamental Principles: 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 8
Slide 10: Increase 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 11: 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 10
Slide 12: 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 13: 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 14: Data-Driven Creation of New Value: Personal Business
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 15: Data-Driven Creation of New Value: 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 16: 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 17: Circular Economy: Green Energy Solutions
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 18: Creating Circular Economy-Oriented Businesses
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 19: 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 20: Strengthening Business Foundations: Cybersecurity and Resilience
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 21: 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 22: 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 23: 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 24: 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 25: 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 26: 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 27: 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 28: 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 29: 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 28
Slide 30: Integrated ICT Business
Integrated ICT Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 29
Slide 31: 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 32: Enterprise business
Enterprise business Strengthen network services toward expansion of integrated solutions Integrated solutions revenues Provision of highly demanded SASE solutions as a service (Billions of yen) Speedily construct secure ICT environments and realize total cost : Enterprise business revenues reducti
Slide 33: Enterprise business: DX of society and industries
Enterprise business Strengthen services/solutions to realize DX of society and industries IoT solutions ICT environment support Achieved good progress in delivering integration effects, with Further contributed to solving ICT talent shortage problem of increased number of industry-specific IoT sol
Slide 34: Smart life business: finance/payment
Smart life business Finance/payment transactions increasing steadily Accelerate business growth through service reinforcement and data utilization Finance/payment transactions Reinforcement of finance services (Billions of yen) Timely proposal of financial products most suited for each customer
Slide 35: Smart life business: marketing solutions
Smart life business Marketing solutions revenues growing favorably Aim to solve partners’ issues through DX support for entire value chain Marketing solutions revenues Solve partners’ issues through DX support for entire value chain (Billions of yen) Roll out sector/business-specific solutions a
Slide 36: Consumer Communications
Consumer Communications Improved upsells and cross-sells, etc., by strengthening service mix proposals suited to customers’ lifestyle and launching “eximo” “irumo” rate plans Reinforcement of service mix proposals Effects of new rate plans and service mix proposals % of customers choosing “eximo”
Slide 37: Network
Network Continued efforts for network advancement Non-terrestrial network OREX Provide services and coverage through the best mix with Unveiled “OREX®” open RAN service lineup, terrestrial networks, leveraging geostationary satellites (GEO) promoting in-house use and support for overseas carrier a
Slide 38: Network: improving mobile user experience
Network Initiatives to enhance user experience upon the use of mobile applications Continual measures for area quality improvement Focused initiatives for “spot” and “linear” coverage Thoroughly repeat the processes of quality confirmation, Early implementation of focused initiatives combining rev
Slide 39: Global Solutions Business
Global Solutions Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 38
Slide 40: 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 41: 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 42: Combination of Capabilities of NTT DATA Services and NTT Ltd.
Combination of Capabilities of NTT DATA Services and NTT Ltd. Awarded a deal to build traffic management platform from a leading global lift truck manufacturer in North America region NTT DATA Services, in collaboration with NTT Ltd., provides a traffic management platform that allows autonomous mov
Slide 43: Data Center Business as a Growth Engine
Data Center Business as a Growth Engine NTT has committed to invest at least JPY1.5 trillion into data centers until the end of FY2027 as one of the pillars of our new medium-term strategy, aiming to double EBITDA during this period by leveraging our proven operational and technological capabilities
Slide 44: NTT Global Data Centers Footprint
NTT Global Data Centers Footprint 98 148 Sites, buildings 1,209 MW +772 MW IT Power (Launched) (Planned) APAC EMEA Japan Tokyo | Osaka | Kyoto Americas UK | London Germany Frankfurt | Munich China Hong Kong, Shanghai US Malaysia | Cyberjaya Berlin | Hamburg | Bonn Singapore Hillsboro | Sacramento Ne
Slide 45: Global Data Centers: Investing globally to meet local needs
Global Data Centers: Investing globally to meet local needs NTT has significant capital to transform the data center landscape globally. FY2023 FY2024 FY2025 FY2026 ・NTTリミテッドグループとNTTコミュニケーションズグループ（第三者とのJV含む）の2023年9月時点の情報 As of September 2023, NTT Ltd. group and NTT Communications group including JV
Slide 46: Expansion Strategy
Expansion Strategy Remain top global data center operator, to provide exceptional value to our customers, drive technology initiatives and maintain leadership with the most influential companies in the world Growth Strategy: organic expansion, land acquisition, and explore M&A to drive GDC platform
Slide 47: Sustainability: Beyond Renewable Energy
Sustainability: Beyond Renewable Energy NTT is committed to sustainability • Established Green Bond to fund sustainability projects - $7.8B USD since Oct ‘21 • Commitment of 1 million hours of annual employee volunteering • 100% renewable energy by 2030 (reached over 1 million MWh already) Baseline
Slide 48: Data Center GTM - Demand
Data Center GTM - Demand Data Center market is expected to grow from $50.8bn to $136.8bn in 2028 Global DC Colocation Market Size ($B) $160.0 Total $136.8B Global data center demand is growing $140.0 $6.1 significantly (13.5% through 2028) $120.0 $4.8 $3.8 $51.8 $100.0 $3.0 $46.3 This growth is seen
Slide 49: Data Center Demand: Generative AI Impact
Data Center Demand: Generative AI Impact Demand from Generative AI is expected to increase current projections by over 20% Global Generative AI Growth CAGR growth for Generative AI data center demand expected from 17% – 44%. (NTT Consensus 20%) 20% Ave Data center market size with AI expected to be
Slide 50: NTT GDC Financial Snapshot
NTT GDC Financial Snapshot Sustained Investment in data center expansion continues to yield above market growth Global Financials ($M) *1 NTT has delivered above market 2,797 revenue growth at a 26% CAGR Uptick in capex as NTT seeks to 2,014 capture insatiable customer demand Once-off item 1,250 Bol
Slide 51: Bookings and Capacity Evolution
Bookings and Capacity Evolution Leasing momentum continues with bookings significantly outstripping capacity Total Bookings vs Installed Capacity (MW) *1 Installed Capacity has grown at a 1,210 23% CAGR due to sustained investment program 916 Total Booked Capacity growth has 358 outpaced capacity gr
Slide 52: Customer Mix and Revenue Distribution
Customer Mix and Revenue Distribution Balanced customer base and broad geographic exposure underpin diversified revenue base Global Revenue Share Global Revenue Share by Service by Region NTT GDC serves over 1,700 (FY2022) *1*2 (FY2022) *1*2 customers across its global portfolio 8% Balanced mix of h
Slide 53: Reduction of Financing Costs
Reduction of Financing Costs NTT continues to develop funding methods to reduce financing costs amid a rising interest rate environment Illustration of Yen-Carry Trading Conversion from Yen to Foreign Currencies Japan • Procure funding in low-interest Domestic Procured in Yen yen and invest in overs
Slide 54: ROIC and Value Creation
ROIC and Value Creation • The ROIC of each data center will steadily improve in the long term • EV/EBITDA multiple for public data center peer group is currently around 20x ROIC*1 Forecast of Sample DCs Historical Multiple (EV/EBITDA) Ratio of accumulated depreciation to costs in PPE*2 Accumulated D
Slide 55: Regional Communications Business
Regional Communications Business Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 54
Slide 56: 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 57: 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 58: 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 59: 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 60: Initiatives of a sustainable society, etc.
Initiatives of a sustainable society, etc. Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 59
Slide 61: 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 62: Targets of “NTT Green Innovation toward 2040”
Targets of “NTT Green Innovation toward 2040” FY2030 Reduction of NTT Group’s greenhouse gas emissions by 80% (compared to FY2013) Carbon neutrality for the mobile (NTT DOCOMO) and data center businesses FY2040 Carbon neutrality as NTT Group Energies Source: Created from “NTT Green Innovation to
Slide 63: Outlook of NTT Group’s Energy Consumption
Outlook of NTT Group’s Energy Consumption BY replacing legacy facilities with IOWN, energy consumption will be reduced by approximately half by FY2040 Renewable energy will be adopted for the remaining half to achieve carbon neutrality Outcome Approx. doubled (compared to FY2013) Energy Savings
Slide 64: Achievement of a Circular Economy Society: towards Net Zero
Achievement of a Circular Economy Society: towards Net Zero NTT Group is going to expand “NTT Green Innovation toward 2040” to Scope 3 by FY2040 Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 63
Slide 65: Acquisitions of Renewable Energy Sources
Acquisitions of Renewable Energy Sources 2.69 billion kWh renewable energy in June 2023 with under development projects As a result of the acquisition of GPI in August 2023, the 2030 target is now within reach 64 * Company estimate based on the Ministry of the Environment’s “CO2 Emission Fact-Fi
Slide 66: NTT Group’s Green Solutions
NTT Group’s Green Solutions Develop solutions that leverage the strengths of each group company in order to support customers and local communities to achieve carbon neutrality. NTT Anode Energy Group Consumer Energy Business docomo Denki Green Power Generation Business Local Grid Business ・Carbon
Slide 67: Green Solutions for Businesses
Green Solutions for Businesses Provide comprehensive solutions including GHG emission reduction planning / execution and retail service of renewable energy. Support customers including their supply chain to achieve carbon neutrality Support for GHG Providing Energy Saving/ Emission Reduction Vis
Slide 68: 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 69: R&D
R&D Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 68
Slide 70: 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 71: 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 72: 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 73: 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 74: 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 75: Shareholder Returns
Shareholder Returns Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 74
Slide 76: Shareholder Returns: Share Buybacks
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 77: Record of Share Buybacks
Record of Share Buybacks Amount of Share Buybacks (Billions of yen) EPS (Digits reflect past stock split) (Yen) ¥76.5 billion of buybacks as of the end of Oct. 2023 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
Slide 78: 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 79: Number of Shareholders
Number of Shareholders Stock Split as an Opportunity to Increase the Number of Shareholders 1.46 The number of shareholders has million increased 1.46 million (+ 0.54million), an holders over 1.5x increase from prior to the stock split (March 2023). +59% 0.92 million Retail Shareholders holders
Slide 80: Financial Data, etc.
Financial Data, etc. Copyright 2023 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 79
Slide 81: 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 82: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 13.1 13.1 ■ Operating 12.2 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 Income 1.35 /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 83: 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 3,232.9 3,152.3 3,
Slide 84: 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 85: 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 86: 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 87: 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 88: 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 89: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Rakuten mobile market share Mobile Approx. 2％ Approx. Approx. FTTH 212.82M subs 200M 40M 39.76M subs SoftBank SoftBank market share Approx. 26％ 150M 30M KDDI KDDI market share Approx. 31％ 100M 20M NTT EAST and NTT DOCOMO NTT WEST Approx. 50M 87.97M sub
Slide 90: 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 91: Innovating a Sustainable Future for People and Planet
Innovating a Sustainable Future for People and Planet
Nippon Telegraph and Telephone Corporation (NTT) — Investor Presentation (November 2023) on 6ix