NTT Technical Review, Oct. 2014, Vol. 12, No. 10
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Corporate Restructuring Issues Under the Holding Company Structure – the NTT Case in Japan”
Munich Personal RePEc Archive “Corporate restructuring issues under the holding company structure – The NTT Case in Japan” Dinh, Huy Tran Ngoc and Kei, Nishino and Maulana, Achmad Rizzqi and Koh, Gek Pin and Liu, Yang International U of Japan, Chung Yuan Christian University 1 December 2010 Online at https://mpra.ub.uni-muenchen.de/27349/ MPRA Paper No. 27349, posted 10 Dec 2010 16:31 UTC A Research Report Submitted in Partial Fulfillment of the Requirement for the Degree of Master of Business Administration at the Graduate School of International Management International University of Japan Title: Title: Corporate Restructuring Under Corporate Restructuring Issues Under The The Holding Company System –NTT Case Holding Company System – NTT Case No. B Student ID. By : 1 2A5003 2 2A5009 Nishino,3 Kei - MBA graduate, International2A5014 U of Japan Dinh,4 Tran NgocMaulana, Huy Achmad - PhD candidate, Rizzqi Chung Yuan2A5018 5 Nishino, Kei Christian University, Taiwan2A5024 ROC Maulana, Achmad Rizzqi Name- Specialist at Citibank Indonesia Koh, Gek Pin (Allison) - Specialist, OCBC Bank, Singapore Dinh Tran Ngoc, Huy Liu, Yang - MBA graduate, International U of Japan Koh, Gek Pin Liu, Yang (Approval Signature) Date: June 19 th, 2007 Submit to the Journal on Dec 13, 2010 Table of Contents ABSTRACT..........................................................................................................................................1 INTRODUCTION.................................................................................................................................2 -
NTT Group Initiatives Service Creation・Global Business Development・Contributing to a Low-Carbon Society
NTT Group Initiatives Service Creation・Global Business Development・Contributing to a Low-Carbon Society November 9, 2009 Copyright(c) 2009 Nippon Telegraph and Telephone Corporation Disclaimer Information 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, projections, estimates, judgments and beliefs of the management of NTT in light of information currently available to it regarding NTT, the economy and telecommunications industry in Japan and overseas, and other factors. These projections and estimates may be affected by the future business operations of NTT and its subsidiaries and affiliates, the state of the economy in Japan and abroad, possible fluctuations in the securities markets, the pricing of services, the effects of competition, the performance of new products, services and new businesses, changes to laws and regulations affecting the telecommunications industry in Japan and elsewhere, other changes in circumstances that could cause actual results to differ materially from the forecasts contained or referred to herein, as well as other risks included in NTT’s most recent Annual Report on Form 20-F and other filings and submissions with the United States Securities and Exchange Commission. * “FY” in this material indicates the fiscal year ending March 31 of the succeeding year. 1 Copyright© 2009 Nippon Telegraph and Telephone Corporation NTT Group Initiatives Service Creation・Global Business Development・Contributing to a Low-Carbon Society Proactive promotion of new value and new market creation through the creation of services. Based on NTT Group’s track record and know-how in Japan, develop comprehensive information and communication technology (ICT) solutions and services on a global scale. -
NTT Communications Thailand Introduction
NTT Communications Thailand Introduction July 2nd, 2013 Tsuyoshi KAWASHIMA President, NTT Communications (Thailand), Co., Ltd. History of NTT Group 1952: NTT was established from Ministry of Post and Telecom 1987: NTT was privatized and listed in Tokyo Stock Exchange 1995: NTT Data listed in TSE for system integration business 1998: NTT docomo was listed in TSE for mobile operation business 1999: NTT was re-organized into four companies NTT Holdings, NTT Communications, NTT East, NTT West 2004: NTT Urban Development was listed in TSE for real estate business 2011: Dimension Data joined NTT group 1 NTT Group Profile Items Description Operating RevenueNumber Y2012of Employee: 10,507 billion JPY (Approx. 105 billion USD) Number of StockEmployee Listed: 224,000 Listed in StockGroup Exchange Company: Tokyo, Osaka, New York, London Subscriber Totalnumber Revenue: for 32 million Fixed Phone Subscriber Numbernumber for of Branch Worldwide:63 million Mobile Subscriber number for 18 million Broad band Internet Subscriber number for 16 million IP phone Number of Data Center 221 sites / 69 countries 2 NTT Group Structure 100% 100% 100% 100% 100% 66.4% 54.2% ■ ■ ■ ■System ■Mobile ■System Local Telco Local Telco Planning, consulting ■ International/domestic long Integration work and contracting of Integration distance services Architecture, Building, ■ IP services (IP Backbone, telecommunications IP-VPN, iDC, ISP) ■ Systems integration NTT group in Thailand Mobile Innovation NTT DATA (Thailand) Dimension Data DOCOMO InterTouch Emerio (Thailand) Unitrio (NTT Facilities) (Thailand) InterTouch NTT Com (Thailand) NTT America NTT Europe NTT MSC NTT Com China 100% NTT do Brazil NTT E Online NTT Com India NTT Singapore NTT Com Asia HKNet subsidiaries VERIO NTT MCL NTT Com Russia NTT Indonesia NTT Australia NTT CA (Guangzhou) NTT Com (Vietnam) NTT Taiwan partners StarHub PLDT BNTE SNTE GDS NTT Com Philippines NTT Korea 3 Strong Asia-Pacific Footprint NTT Com China (Beijing) NTT Com Affiliates & Rep. -
Your Value Partner
NTT ANNUAL REPORT 2019 REPORT ANNUAL NTT Your Value Partner ANNUAL REPORT 2019 2 NTT Group’s Journey of Transformation 4 Group Formation 6 Message from the CEO 14 Value Creation Process NTT ANNUAL REPORT 2019 16 Medium-Term Management Strategy— Your Value Partner 2025 17 Support Our Customers’ Digital Transformations 20 Accelerate Our Own Digital Transformation 22 Leverage Talent, Technologies, and Assets CONTENTS 24 Promote ESG Management and Enhance the Returns of Shareholders to Improve Corporate Value 26 Special Feature: Research and Development 32 Initiatives Aimed at Promoting ESG Management 34 Reduction of Environmental Impact 38 Strengthening of Security 44 Utilization of Diverse Human Resources 48 Strengthening of Disaster Countermeasures 50 Strengthening Governance for Sustained Growth 64 Stakeholder Engagement Forward-Looking Statements The forward-looking statements and projected figures con- 66 Operations in Review cerning the future performance of NTT and its subsidiaries and affiliates contained or referred to in this report are based 66 Mobile Communications Business on a series of assumptions, projections, estimates, judg- ments, and beliefs of the management of NTT in light of information currently available to it regarding the economy, 68 Regional Communications Business the telecommunications industry in Japan, and other factors. These projections and estimates may be affected by the 70 Long Distance and International Communications Business future business operations of NTT and its subsidiaries and affiliates, the state of the economy in Japan and abroad, 71 Data Communications Business possible fluctuations in the securities markets, the pricing of services, the effects of competition, the performance of new 72 Other Businesses products, services, and new businesses, changes to laws and regulations affecting the telecommunications industry in Japan and elsewhere, and other changes in circumstances 74 NTT Group Topics that could cause actual results to differ materially from the forecasts contained or referred to in this report. -
Value Partner
NIPPON TELEGRAPH AND TELEPHONE CORPORATION ANNUAL REPORT 2014 For the year ended March 31, 2014 Value for Shareholders Value Partner Value for Society Printed in Japan http://www.ntt.co.jp/ Steady Increases in Corporate Value Increasing Under the Medium-Term Management Strategy, “Towards the Next Stage,” the key strategic initiatives of the NTT Group are “Global Cloud Services” and “Comprehensively Strengthen Network Service Competitiveness.” NTT Value for has taken steps to achieve its medium-term fi nancial target of EPS growth of 60% or more in comparison with the fi scal year ended March 31, 2012. Shareholders We aim to achieve this target by the fi scal year ending March 31, 2016, and to that end we have taken steps to transform our business model. Now, the NTT Group is ready to take the next step with transformation initiatives targeting steady increases in corporate value. Value for Society ANNUAL REPORT 2014 001 Value for Shareholders Creating Value for Society Creating Value through Solutions to Social Issues Contributing to the solution of social issues through ICT, that is the mission of the NTT Group. We will do more than simply take responsibility for the impact of our business activities on the environment and society. We believe that issues for which society expects solutions also con- tain business opportunities, and as a leading company in the fi eld of ICT, which contains unlim- ited potential, we will make full use of our strengths, create new value, and contribute to the realization of a sustainable society. 002 NIPPON -
Transition to Ipv6
From IPv4 only To v4/v6 Dual Stack Apricot 2009 Shin Miyakawa , Ph.D. NTT Communications Corporation [email protected] First of all • Please do not misunderstand the following presentation • I am going to talk about most conservative scheme called “Dual Stack” • Our aim to examine “Large Scale NAT (as known as Carrier Grade NAT)” is just to keep our service backward compatible with IPv4 • Our goal is introduce (native) IPv6 more widely Also • We do not think that our scheme called “Double NAT” is the best in any case. • If we can replace our customers’ CPE router, “A+P” / “Dual Stack Lite” is better than this. • However so, still we feel that “IPv6 + Double NAT” is the only solution in the case of that we can not replace customers’ CPE routers and it would be likely situation in various places on the Earth. Who is NTT? (Nippon Telegraph and Telephone) World’s Top 21 Telecom Companies by Revenue ($US Billion) Verizon Communications 93.2 NTT 92.0 Deutsche Telekom 77.0 Telefonica 66.4 France Telecom 65.9 AT&T 63.1 Vodafone 59.8 Sprint Nextel 43.5 Telecom Italia 40.2 BT 38.3 China Mobile Communications 35.9 KDDI 28.5 Comcast 25.7 Vivendi 25.1 China Telecommunications 24.8 America Movil 21.5 Korea Telecom 18.6 Telstra 17.3 BCE 16.5 Carso Global Telecom 16.1 Source: Royal KPN 15.1 July 23, 2007 4 Formation of NTT Group NTT ( ) [NTT Consolidated] As of Mar ’06 ( ) Revenue ¥ 10,700B Holding Co. Profit ¥ 1,200B Employees 199,100 R&D Revenue ¥ 339B $1 = ¥110 Profit ¥ 169B Employees 2,750 100% 100% 100% 59% 54% NTT Other subsidiaries NTT EAST NTT WEST NTT NTT DATA Communications DoCoMo NTT FACILITIES Revenue ¥ 4,800B Revenue ¥ 900B NTT COMWARE Revenue ¥ 2,200B Revenue ¥ 1,100B Revenue ¥ 2,000B Profit ¥ 832.6B Profit ¥ 46.8B Profit ¥ 65.9B Profit ¥ 32.0B Profit ¥ 67.5B Employees 21,650 Employees 21,300 NTT Urban Employees 8,150 Employees 9,000※ Employees 12,250 (Consolidated) (Consolidated) Development ※ As of Aug 06 NTT FINANCE NTT NTT Resonant NTT ‐ ME NTT NEOMEIT NTT DATA ELECTRONICS Plala Networks Local DoCoMo etc. -
Ntt Docomo: Defining the Mobile Frontier
NTT DoCoMo: Defining the Mobile Frontier June 18th, 2000 This case was prepared by David Tomono, Shawn Alexander, Janet Perkins, Steven Mah and Henry Lee, members of the Executive Masters Program in Telecommunications and Information Management, at The Institute for Technology and Enterprise, Polytechnic University, New York, under the supervision of Professor Bharat Rao. This document was prepared as a basis for class discussion, and does not reflect the effective or ineffective handling of an administrative situation. Do not cite or use without permission. Please contact Dr. Bharat Rao at [email protected] to provide feedback or request further information. NTT DOCOMO: DEFINING THE MOBILE FRONTIER INTRODUCTION By early 2000, the global mobile market was in a state of flux. New communications services that incorporated voice and data were being launched with the promise of more enhancements. Vendors in the US and abroad were beginning to offer services with 2G (second generation) and 3G (third generation) technologies. Falling prices and improved marketing had turned the wireless into a mass-market service. Initial trends indicated that the European market was better prepared to use wireless services. Network incompatibilities were limiting the US to market opportunities offered by data-enabled devices like those in Europe and Asia. With most of Europe using the Global System for Mobile Communication, known as GSM, mobile phone vendors were in a prime position to deliver a whole new line of services and mobile gadgets. The European domination in this sector was significant, and was directly related to the penetration of cellular phones in several markets. In Finland, for example, 62% of the population had mobile phones.