Ntt Inc · TSE:9432
Ntt — Investor Presentation (May 2022)
80 slides from Ntt's investor presentation, May 2022
Slide 1: IR Presentation
©) NTT IR Presentation Ver.220504
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 FY2021 Consolidated Results Fixed-line Communication Business Financial Results: Key Points 4 Fixed Broadband Business FTTH Subscriptions 46 FY2021 Consolidated Results Highlights 5 Migrate PSTN to IP Networks 47 Segments Revision 6 Initiatives of a sustainable society, etc. Con
Slide 4: Overview of FY2021 Consolidated Results
Overview of FY2021 Consolidated Results Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 3
Slide 5: Financial Results: Key Points
Financial Results: Key Points • In FY2021, revenues and income both increased. Operating revenues, operating income and profit each reached new record-high levels, due in part to increased SI revenues both domestically and abroad at NTT DATA, which has captured increased demand for digitalization. P
Slide 6: FY2021 Consolidated Results Highlights
FY2021 Consolidated Results Highlights Operating Revenues, Operating Income and Profit all increased Operating Revenues, Operating Income and Profit all reached record-high levels Status of Consolidated Results Operating Revenues: ¥12,156.4B <+¥212.5B [+1.8%] year-on-year> Operating Income:
Slide 7: Segments Revision
Segments Revision (Billions of yen) FY2021 Results NTT Consolidated Operating Revenues 12,156.4／Operating Income 1,768.6 Segments before Mobile Regional Long Distance and Data Other Business Segment Elimination of Communications Communications International Communications Inter-Segment Business Segm
Slide 8: Contributing Factors by Segment for FY2021
Contributing Factors by Segment for FY2021 Operating Revenues <Year-on-year:＋212.5> (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 10.7 0.2
Slide 9: FY2022 Results Forecast
FY2022 Results Forecast Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 8
Slide 10: FY2022 Forecast Summary
FY2022 Forecast Summary Operating Revenues, Operating Income and Profit will all increase Operating Revenues, Operating Income and Profit will all reach record- high levels Consolidated Revenues and Income Plan FY2021 Results FY2022 Forecast Year-on-Year Operating Revenues ¥12,156.4B ¥12,600.0B
Slide 11: FY2022 Forecast Summary by Segment
FY2022 Forecast Summary by Segment Operating Revenues <Year-on-year:＋443.6> (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 113.8 12.4 254.8
Slide 12: FY2022 Forecast Summary (by Company)
FY2022 Forecast Summary (by Company) Operating Revenues Year-on-Year Operating Income Year-on-Year DOCOMO Group ¥5,984.0B +¥113.8B ¥1,084.0B +¥11.5B (Included Above) NTT DOCOMO(1) ¥4,802.0B +¥88.2B ¥936.0B +¥8.1B (Included Above) NTT Communications(1) ¥1,080.0B +¥32.4B ¥141.0B +¥5.9B NTT East ¥1,730
Slide 13: Operating Revenue and Operating Income Trends
Operating Revenue and Operating Income Trends In FY2018, there continued to be increases in both revenues and income, while FY2019 saw a shift to a downward trend in income as a result of the effect of the introduction of new billing plans by NTT DOCOMO, among other factors In FY2020, while cont
Slide 14: NTT Group Medium-Term Management Strategy
NTT Group Medium-Term Management Strategy Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 13
Slide 15: Directionality of Refinement of the Medium-Term Management Strategy
Directionality of Refinement of the Medium-Term Management Strategy Transformation to a New FY2023 Management Style Cost Reductions over (Further Promotion of DX) ¥200.0 billion Effect of Synergies in FY2023 Achieving the Newly Formed Profit Increase of EPS of ¥370 DOCOMO Group ¥100.0 billion in FY2
Slide 16: Directionality of NTT Group's Transformation
Directionality of NTT Group’s Transformation Social/Economic NTT Group’s Directionality Directionality Society During Contribution to the Achievement A New Management Style Suitable COVID-19 and of a Sustainable Society for a Decentralized Network Society Post-COVID-19 Enhance Domestic and Global Ad
Slide 17: 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 18: 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 business Strengthening global business Strengthening IT Stren
Slide 19: Overview of Medium-Term Financial Targets
Overview of Medium-Term Financial Targets Initial Target Current Target FY2021 FY2022 ［ announced November 8, 2018 ］ ［ announced October 25, 2021 ］ Results Forecasts Status of Progress Reached initial target Approx. ¥320 ¥370 EPS ¥329 ¥340 two years ahead of (FY2023) (FY2023) schedule Overseas Expec
Slide 20: Changes in Medium-Term Targets
Changes in Medium-Term Targets *1 EPS Growth (1) Cost Reductions* （in fixed-line/mobile access networks） Profit Expansion Oct. 2021 Refinement /Share Buybacks 370yen FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022E FY 2023 Target 370yen 248円 340yen (220.0) 220円 231円 329yen billion yen 248yen (500.0)
Slide 21: New DOCOMO Group Medium-Term Strategy
New DOCOMO Group Medium-Term Strategy Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 20
Slide 22: New DOCOMO Group Medium-Term Strategy 1
New DOCOMO Group Medium-Term Strategy① As the New DOCOMO Group, we are expanding our business domain to encompass mobile, services, and solutions and create a new world Integration of the three companies NTT Communications Clear business responsibilities NTT COMWARE become subsidiaries of DOCOMO Str
Slide 23: New DOCOMO Group Medium-Term Strategy 2: Synergy Through Integration
New DOCOMO Group Medium-Term Strategy② Synergy Through Integration Expansion of Integrate all enterprise business under enterprise business the New DOCOMO Group; support all corporate customers through one stop - contribute toward DX of society and industry More competitive Fixed and Mobile converge
Slide 24: New DOCOMO Group Medium-Term Strategy 3: Management Goals
New DOCOMO Group Medium-Term Strategy③ Medium-term Management Goals FY 2025 Ratio of smart life plus 50% or more Growth enterprise business revenue Enterprise business revenue 2 trillion yen or more Efficiency Telecom CAPEX to Sales 16.5%or less Capital ROIC 12% or more productivity Copyright 2022 N
Slide 25: New DOCOMO Group Medium-Term Strategy 4
New DOCOMO Group Medium-Term Strategy④ Integrate functions and clarify business responsibilities to accelerate the execution of medium-term strategy *New Structure from July 1 Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 24
Slide 26: Transformation to a New Management Style
Transformation to a New Management Style Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 25
Slide 27: 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 Work Systems/ General Business/ DX Improvements Promotion of “work-in-life” (health management) Open, global and innovative business operations
Slide 28: 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 Completion in FY2022(1) Development of an IT environment that enables employees to work from anywhere Completion in FY2023(2) (1) Staff and sales teams. (2) All.
Slide 29: 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 From FY2022 Re-examination of the office environment (increase the
Slide 30: Transformation to a New Management Style (4/4)
Transformation to a New Management Style (3/4) 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 31: Integrated ICT Business
Integrated ICT Business Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 30
Slide 32: 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 c
Slide 33: NTT DOCOMO Growth of Enterprise Business
NTT DOCOMO Growth of Enterprise Business Achieve steadfast growth by expanding revenues through sales force integration of DOCOMO and Communications and reinforcement of mobile/cloud/solutions, etc., while improving cost efficiency. Operating revenues (billions of yen) Operating profit (billions of
Slide 34: Convergence of Mobile/Fixed/Cloud Services
NTT DOCOMO Convergence of Mobile/Fixed/Cloud Services One-stop provision of mobile/fixed/cloud services that can be freely combined and used by all customers Package offering of mobile/fixed voice services Faster and centralized mobile access & cloud connection (Started October/end 2021) (Started Ma
Slide 35: Value Proposition to Large Corporations
NTT DOCOMO Value Proposition to Large Corporations Expand Smart X/BBX businesses through mobile/cloud-first innovative solutions and co-creation with partners, thereby contributing to DX of society and industry. Co-creation with partners Reinforcement of advanced services/solutions 5G Open Partner P
Slide 36: Value Proposition to SME Customers
NTT DOCOMO Value Proposition to SME Customers Help realize regional vitalization and decentralized society by stepping up DX support to all enterprise customers/municipal governments in each region. Strengthen nationwide sales structure/touchpoints Enrichment of DX support services DX support struct
Slide 37: Further Expansion of Smart Life Business
NTT DOCOMO Further Expansion of Smart Life Business Achieve growth driven mainly by marketing solutions and finance/payment services, and step up actions to address new domains, e.g., roll-out of “docomo Denki”, etc. Operating revenues (billions of yen) Operating profit (billions of yen) Growth of m
Slide 38: Actions for Business Expansion
NTT DOCOMO Actions for Business Expansion Aim for further growth leveraging our membership base and data. Expansion of marketing solutions Further growth of finance business Roll-out of “docomo Denki” Support value chain of member stores Strengthen customer base through cross Expand transactions by
Slide 39: Strengthen New Business Domains
NTT DOCOMO Strengthen New Business Domains Construct a one-stop ecosystem in new business areas (e.g., medical, XR, etc.) at an early date. Health care/Medical XR Provide services ranging from health management Create new market and expand business through to treatment to prescription one-stop offer
Slide 40: Global Solutions Business
Global Solutions Business Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 39
Slide 41: Initiatives for Further Business Expansion
Initiatives for Further Business Expansion It is essential to further strengthen initiatives to meet the diversifying and sophisticated needs of clients and changes in society and technology. (1) Strengthening Global Focus and Governance Develop autonomous management leadership with experience i
Slide 42: Global Strategy
Global Strategy NTT DATA’s Proposal to NTT is for alignment of NTT DATA and NTT Ltd. overseas business to strengthen global business offerings and capabilities as NTT Group global strategy. B2B* B2B2X B2C Application Insights and actionable data Business for Business Users Consider entering the Pl
Slide 43: Value of combining NTT DATA and NTT Ltd. business
Value of combining NTT DATA and NTT Ltd. business This combination with NTT Ltd. will enable us to capitalize on the convergence of IT & connectivity services helping our clients address changing market dynamics. NTT DATA Combination NTT Ltd. Consulting & Apps and Edge-to-Cloud SI capabilities servi
Slide 44: High-Level Timeline
High-Level Timeline Will evolve to a global management system that will support both the overseas operating company (Oct. 2022) and our Japan domestic business (July 2023). STEP 0 Current STEP 1 Oct. ‘22～ STEP 2 Jul. ‘23～ Establish Overseas Divide NTT DATA into Global HQ & Operating company JP
Slide 45: Global Data Centers Service delivery schedule
Global Data Centers Service delivery schedule FY2020 US US UK Germany India US Spain India 20+ Countries /regions Ashburn VA5 Hemel Silicon ValleySV1 Berlin 2 Navi Mumbai 1 Phoenix PH1 Madrid 1 Mumbai 8 Data Center Hempstead 4 Data Center Data Center Data Center Data Center Data Center Data Center D
Slide 46: Fixed-line Communication Business
Fixed-line Communication Business Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 45
Slide 47: Fixed Broadband Business FTTH Subscriptions
Fixed Broadband Business FTTH Subscriptions FTTH Subscriptions (Sum of NTT East and NTT West） * 23.92 23.27 Reference: (millions subs) 22.56 FY2022E Breakdown of FTTH Subscriptions (millions subs) 21.66 FY2022E 21.08 20.53 Total FTTH Service: +0. 65 Change from preceding Fiscal Year Hikari (1) Numbe
Slide 48: 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 49: Initiatives of a sustainable society, etc.
Initiatives of a sustainable society, etc. Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 48
Slide 50: 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 planned to be reflected in executive compensation. Sustainability Charter Moving towa
Slide 51: Promotion of Sustainability
Promotion of Sustainability In order to realize the three themes of the “NTT Group Sustainability Charter,” key indicators have been established and will also be reflected in executive compensation FY2021 FY2022 Key Indicator Target Progress Results Target Carbon Less than Have achieved 34% reduct
Slide 52: 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 53: 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 54: Initiatives in the Energy Business
Initiatives in the Energy Business Target for Promotion of the Energy Business through NTT Anode Energy FY2025 Green Energy Generation Business ■ Strengthening development capabilities for renewable energy generation facilities Regional Grid Business ■ By leveraging NTT-owned assets, promote loc
Slide 55: Consolidation of Energy-Related Operations to Accelerate the Expansion of the Smart Energy Business
Consolidation of Energy-Related Operations to Accelerate the Expansion of the Smart Energy Business NTT Group’s functions related to energy will be consolidated under “NTT Anode Energy” to achieve “NTT and Society’s carbon neutrality,” “local energy generation for local consumption” and “strengthe
Slide 56: Reinforcement of Corporate Governance
Reinforcement of Corporate Governance June • Introduced an executive officers system* (separation of the functions of managerial decision-making/supervision and business execution) 2020 • Increased the ratio of outside directors from 27% to 50% *Introduced an executive officers system into key group
Slide 57: Real Estate Business
Real Estate Business We are rolling out urban development plans with maximum use of resources such as nationwide exchange station buildings by collaborating with NTT Group's regional bases and building partnerships with other companies and organizations. Main group resources Telephone exchanges: app
Slide 58: R&D
R&D Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 57
Slide 59: 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 60: 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 61: IOWN Rollout Plan
【Legend】 Black: related to Communications Actions Green: related to Smart City PoC IOWN Rollout Plan ▲ Commercialization (planned) Blue: related to Maps/Cars • Exhibit Red: Photonics-electronics Convergence Technology Contribution to the realization of a sustainable society by IOWN as a game-c
Slide 62: Shareholder Returns
Shareholder Returns Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 61
Slide 63: Shareholder Returns
Shareholder Returns Dividends Aggregate annual dividends for FY2022 are expected to be ¥120 per share, an increase of ¥5 from FY2021 Dividends are expected to increase for the 12th consecutive year since FY2011 Share Buybacks At a meeting of the Board of Directors held today, the board resolve
Slide 64: Changes in Dividend
Changes in Dividend 120 115 （Yen） 100 85% Dividend per share 75 65% Payout Ratio 50 45% 40.9% 41.1% 42.3% 37.0% 38.0% 34.9% 35.3% 38.2% 33.4% 32.9% 12.5 32.3% 31.2% 31.4% 30.7% 25% 25 27.5% 23.2% 19.5% 17.2% 12.3% 13.1% 0 5% • Dividend reflects the one hundred-for-one stock split effective on Januar
Slide 65: Record of Share Buybacks
Record of Share Buybacks Approx. 4.7 Trillion Yen in Buybacks (Billions of yen) From From From From From From From From From From From Market/ Market/Gov’t From Market Market/ Market/ Market/ Gov’t Gov’t Gov’t Market Market Gov’t Market Market Gov’t Gov’t 600 539.4 *8 501.1 500 *5 *4 406.5 *7 400.0
Slide 66: Financial Data, etc.
Financial Data, etc. Copyright 2022 NIPPON TELEGRAPH AND TELEPHONE CORPORATION 65
Slide 67: NTT Group Formation
NTT Group Formation Operating revenue：¥5,870.2 billion Integrated ICT Operating income ：¥1,072.5 billion Business No. of employees ： 46,500 No. of subsidiaries： 105 Operating revenue：¥3,207.6 billion Regional Operating income ：¥ 440.0 billion Communications Business No. of employees ： 72,950 Nippon
Slide 68: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 11.8 11.9 11.9 11.9 ■ Operating 12.6 11.5 11.4 Revenues 12.2 11.1 10.9 （Trillion yen） 1.64 1.69 1.67 1.54 1.56 1.77 1.82 ■ Operating 1.35 Income 1.21 /Operating 1.08 Profit （Trillion yen） 0.90 0.92 1.18 1.19 0.85 0.86 0.80 * ■ Net Income 0.74 /Profit 0.59 （Tri
Slide 69: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues （Billion yen） 15,000 12,600.0 11,899.4 12,156.4 11,799.6 11,782.1 11,879.8 11,944.0 11,095.3 11,541.0 11,391.0 10,925.2 4,651.3 4,725.2 5,984.0 4,762.3 4,840.8 5,870.2 4,527.1 4,584.6 5,880.9 4,383.4 10,000 4,461.2 3,079.9 3,207.4 3,231.6 3,152.3 3,407.9 3,
Slide 70: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income （Billion yen） 2,000 1,820.0 1,768.6 1,693.8 1,671.4 1,671.4 1,641.1 1,539.8 1,562.2 1,500 1,348.1 1,084.0 1,213.7 1,013.6 913.2 1,072.5 1,084.6 987.0 854.7 1,060.0 951.6 1,000 788.4 817.2 635.8 420.2 442.0 500 351.6 360.7 388.3 440.0 265.0 359.5 420.2 127.2 1
Slide 71: Changes in CAPEX
Changes in CAPEX （Billion yen） 2,000 1,892.8 1,817.5 1,687.2 1,806.6 1,728.3 1,728.3 1,750.0 1,700.0 1,697.9 1,697.0 1,687.6 753.7 703.1 572.8 661.8 569.1 595.2 576.4 593.7 713.0 734.3 698.6 1,000 522.5 527.4 785.9 722.8 666.2 549.6 541.0 622.1 495.0 527.4 501.1 279.3 259.0 232.5 244.3 147.5 168.4 1
Slide 72: Changes in Interest-bearing Debt
Changes in Interest-bearing Debt （Billion yen） 12000.0 120.0% 100.8% 10000.0 100.0% Debt/Equity ratio* 88.9% 8000.0 80.0% 6000.0 60.0% 50.8% 51.9% 49.3% 47.1% 45.2% 46.0% 43.9% 40.6% 4000.0 7624.3 40.0% 7364.3 7300.0 4699.9 2000.0 20.0% 4200.0 4406.7 4163.3 4262.7 4088.2 3854.8 3971.6 0.0 0.0% FY201
Slide 73: Medium-Term Debt Levels
Medium-Term Debt Levels Medium-Term Debt Levels are Debt/EBITDA Ratio of Approx. 2x(About ¥6 trillion) Debt will be repaid while maintaining the same shareholder returns as before. Spin-Off of Securitizations Leasing Business 〔¥9.0 trillion〕 of ¥1.1 Receivables Debt trillion ¥1.0 Repayments ¥4.3
Slide 74: Changes in Number of Employees
Changes in Number of Employees 333,850 339,050 319,050 324,650 324,650 (325,050) (330,500) 307,900 (296,500) (298,900) (298,900) (284,550) 28,100 47,750 300,000 284,550 27,550 (28,050) 45,850 46,500 (47,700) 274,850 (275,650) 26,650 (27,500) (45,750) (46,450) (26,600) (268,450) 27,450 26,750 (27,450
Slide 75: Age Distribution of Employees at NTT East, NTT West and Outsourcing Companies
Age Distribution of Employees at NTT East, NTT West and “Outsourcing Companies” (As of March 31, 2022） 4,000 4 Number of Employees 2,000 2 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
Slide 76: Changes in Personnel expenses
Changes in Personnel expenses (NTT East Group, NTT West Group) （Billion yen） 1000 500 938.5 885.7 827.6 785.1 738.1 709.4 683.2 675.4 657.4 647.0 0 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022E * The scope of aggregation for each of the figures are not audited and are provid
Slide 77: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Rakuten mobile market share Approx. 2％ Mobile Approx. FTTH Approx. 199.99M subs 36.37M subs 200M 400M SoftBank SoftBank market share Approx. 25％ 150M 300M KDDI KDDI market share NTT EAST and Approx. 31％ 100M 200M NTT WEST NTT DOCOMO 23.19M subs Approx.
Slide 78: Trends in share buyback and cancellation
Trends in share buyback and cancellation Disposal of Acquired from Acquired from treasury stock Acquired Acquired government/ Cancellation government/ by from market Cancellation from market market market third-party allotment [Business and capital alliance with Excess over Toyota Motor Corp.] oblig
Slide 79: Changes of EPS and Outstanding Shares
Changes of EPS and Outstanding Shares EPS(right axis) (mil shares) 5,500 340 （Yen） EPS Growth (Average Annual Growth Rate +11.1%) 5,000 300 4,500 4,000 3,500 200 3,000 2,500 96 100 2,000 1,500 1,000 0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022E (Note1) Outstanding Shares : Aver
Slide 80: Your Value Partner
Your Value Partner