Slide 1: Transformation to a New Management Style
Transformation to a New Management Style
Slide 2: Remote Trend During COVID-19
Remote Trend During COVID-19 Lifestyle (Individuals) Workstyle (Companies) Spread and acceleration of digital Rapid shift to services (including delivery and remote work video transmission) Social Infrastructure Necessity of accelerating the shift to online/digitalization Arrival of a Remote/Online-
Slide 3: Transformation to a New Management Style
Transformation to a New Management Style Transformation to a New Style Premised on Remote Work ① General Improvements Promotion of Remote ③Re-Examination Work of Systems ② Promotion of DX Promotion of “work-in-life” (health management) Open, global and innovative business operations Copyright 2021 N
Slide 4: General Improvements
①General Improvements Copyright 2021 NTT CORPORATION 4
Slide 5: New Style Premised on Remote Work
New Style Premised on Remote Work Office Home Any Person, At Any Time, Can Make Any Place a Workplace Workcation Destination Satellite Office Copyright 2021 NTT CORPORATION 5
Slide 6: Introduction of Cloud-Based Systems/Zero-Trust Systems
Introduction of Cloud-Based Systems/ Zero-Trust Systems Apps for Cloud Services Enhancement of Presence Management Enhancement of Communication Tools Multi- Anti-Malware Behavior Filtering Encryption Factor Measures Detection Authentication (ID Management) Enhancement of Increasing NW Security Sophi
Slide 7: Enabling Remote-Difficult Tasks to be Done Remotely (Customer Information)
Enabling Remote-Difficult Tasks to be Done Remotely (Customer Information) DC/Cloud Facial Environment Multi-Factor Remote Recognition/ Authentication Environment Customer Base Peep (ID/ Password/ Prevention One-Time register Password) Authentication peep Infrastructure register Customer Reception S
Slide 8: Enabling Remote-Difficult Tasks to be Done Remotely (Equipment Operations)
Enabling Remote-Difficult Tasks to be Done Remotely (Equipment Operations) Image Data Annotation N 34°33′43.8″ Coordinates E 135°29′33″ Data Order Design As-Built AI Schematics Schematics Drawings GIS Repairs Required! Automated Automated Automated Automated Automated Ordering Design Completion Refl
Slide 9: Promotion of DX
② Promotion of DX Copyright 2021 NTT CORPORATION 9
Slide 10: Overview of DX Transformation
Overview of DX Transformation Whole Society DX of Society Customers Partners Employees Providing New Value Connecting Mutual Utilizing Data Everything Sharing Together DX of NTT Business Business Processes Standardization Automation Copyright 2021 NTT CORPORATION 10
Slide 11: Standardization/ Automation
Standardization/ Automation Standardization Standardization of Standardization of of ID/Codes Business Processes Data Management Unified Business Master Common Process Data Code Consolidation Governance • Global uniformization • Less labor-intensive • Consolidated of IDs, codes and processes through
Slide 12: Connecting, Sharing and Utilizing Data
Connecting, Sharing and Utilizing Data Standardization of Secure Data Data Design Interfaces Gathering from the Dashboard • Master data conversion • Access control • Define necessary data • Data linkage through • Anonymized from the dashboard and API information reflect in the design Copyright 2021
Slide 13: Main DX Initiatives
Main DX Initiatives Procurement/ Construction Sales/ Installation Payments/ Maintenance Logistics Applications Invoices Digitization of Digitization of Sales Activities Automation of Procurement Processes Automation/ for SMEs/SOHOs Helpdesk Flow-Through of Design and Construction Digitization of C-F
Slide 14: Business for SMEs/SOHOs
Business for SMEs/SOHOs Complete Shift Centralized Data Seamlessly Link of Corporate Sales to Transmission between Processes and Data with Online/Remote Processes with Partner Companies Automated Unified IDs Automated Automated Automated Automated Customer Nurturing Receipt of Provision of Billing/
Slide 15: Re-Examination of Systems
③Re-Examination of Systems Copyright 2021 NTT CORPORATION 15
Slide 16: Directionality of Re-Examination of Systems/ General Improvements
Directionality of Re-Examination of Systems/ General Improvements Pre-COVID Uniform Management Style Diverse Management Styles Premised on Premised on Office Work Remote Work ・Work in offices ・Choice of workplace and residence Required relocations (released from relocations/unaccompanied assignments
Slide 17: Choice of Workplace and Residence
Choice of Workplace and Residence Recommendations for Remote Work Re- Work-from-home (limited frequency) Remote work (unlimited) Examination Commuting allowance（fixed payments） of Systems Commuting allowance (payment of actual costs) To-Date No work-from-home stipends New remote work stipends Flex (
Slide 18: Examples of Initiatives at Operating Companies (NTT East)
Examples of Initiatives at Operating Companies (NTT East) Decentralization of the Promotion of Work-in-Life (Health Organization (Including Head Management) through the Officers and Back-Offices)① Workplace-Residence Proximity ・Distribution of regional revitalization ・ Working at head offices while
Slide 19: Choice of Careers
Choice of Careers Re- Introduction of job-based employment for high-ranking managers Examination Utilization of voluntary personnel job challenges/ job offerings of Systems Introduction of various trainings according to level To-Date Future Initiatives Promotion of Active Recruitment of Autonomous F
Slide 20: Promotion of work-in-life and Open, global and innovative business operations
Promotion of “work-in-life” (health management) Open, global and innovative business operations Copyright 2021 NTT CORPORATION 20
Slide 21: This document is a translation of the Japanese original
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 22: Your Value Partner
Your Value Partner