C. Medium-term Management Plan. Copyright 2015 NTT DATA Corporation 28

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Alicia Carr
8 years ago
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Copyright 2015 Corporation 29 Targets for the Medium-term Management Plan Target figures for the Medium-term Management Plan (FY Ending March 2016)

2 Copyright 2015 Corporation 29 Targets for the Medium-term Management Plan Target figures for the Medium-term Management Plan (FY Ending March 2016) Global Top 5 Net Sales: 1.5 trillion yen or more (An increase of 250 billion yen from FY ended 2012/3) EPS: 200 yen (An 85% increase from FY ended 2012/3)

3 Positioning and Focused Areas of the New Medium-Term Management Plan With the aim of becoming one of the Global Top 5 (Net Sales:1.5 trillion yen or more) and achieving EPS of 200 yen, will evolve from a corporate group focused on domestic large-scale SI business into a corporate group which provides a wide range of IT services effectively on a global scale Provision of a wide range of IT services <Focus Area (i)> Expansion of new fields and reinforcement of product competitiveness Global Top 5 (Net Sales: 1.5 trillion yen or more) EPS 200 yen Dependency on largescale SI Individual optimization Current On the way to evolution <Focus Area (ii)> Expansion, enhancement and reinforcement of global business Past Dependency on the domestic market Copyright 2015 Corporation 30 Entry into the global market (*) We took into account a 1: 100 stock split with an effective date of October 1, In accordance with the stock split, we changed indication of EPS 20,000 yen into EPS 200 yen.

effectively on a global scale Provision of a wide range of IT services <Focus Area (i)> Expansion of new fields and reinforcement of product competitiveness Global Top 5 (Net Sales: 1.

<Focus Area (i) : Expansion in New Fields and Reinforcement of Product Competitiveness> Re-Marketing Copyright 2015 Corporation 31 Re Marketing Defying stereotypes Recapturing environmental changes

competitors Changes for NTT DATA 製造官公庁医療通信金融 By capturing changes, (i) increase market share (ii)create new markets Re-Marketing(i) By capturing market changes in existing markets as well

4 <Focus Area (i) : Expansion in New Fields and Reinforcement of Product Competitiveness> Re-Marketing Copyright 2015 Corporation 31 Re Marketing Defying stereotypes Recapturing environmental changes on a continuous basis Turning over existing market Creating new markets (proactive behavior) Changes in macro environment Politics Economics Society Technologies Changes for customers Changes for competitors Changes for NTT DATA 製造官公庁医療通信金融 By capturing changes, (i) increase market share (ii)create new markets Re-Marketing(i) By capturing market changes in existing markets as well as market opportunities through technological innovations, beat the competition for market growth and enhance market shares. Re-Marketing(ii) By making the best use of latest technologies, create completely new markets through the incorporation of customer needs ahead of others.

5 <Focus Area (i) : Expansion in New Fields and Reinforcement of Product Competitiveness> Strategic R&D Copyright 2015 Corporation 32 Reduction in operation hours - Shift away from the labor-intensive model by completely automating development process - Contribute to customers businesses through the sophistication and speeding up of our work Operation hours TERASOLUNA automation technology Automated program generation and execution Digitalized design process and automated verification Requirement definition Design Production Testing Requirement definition Design + automated verification Automated program generation Automated testing Shortening of work period

up of our work Operation hours TERASOLUNA automation technology Automated program generation and execution Digitalized design process and automated verification

6 <Focus Area (ii) : Expansion, enhancement and reinforcement of the global business> Expansion of the global business Europe and U.S. Gaining shares in key markets => Enhancement of capability Expanding existing businesses and boosting profitability (Reinforcement of global delivery capabilities including nearshore, benefiting from the effects of restructuring, etc.) Expansion in large-scale customers (MNC, etc.) (Strengthening of AMO measures, reinforcement of consulting, BPO, etc. through M&A) Emerging countries (APAC, Latin America, Africa, etc.) Cultivation of local businesses and increase in business sites => Development of infrastructure toward the 3rd Stage Overseas social infrastructure development (Overseas expansion of s social infrastructure services such as NACCS, PANADES, etc.) Focus on service-oriented business (Collaboration with the NTT Group) China Expanding local businesses => Shift from the offshore model Acquisition of SI and services through the reinforcement of sales capabilities (Partnership with local companies, implementation of shared systems, etc. for which has expertise in Japan and there is large demand in China) Common Global penetration of the brand Promotion of Global One Team Copyright 2015 Corporation 33

the effects of restructuring, etc.) Expansion in large-scale customers (MNC, etc.) (Strengthening of AMO measures, reinforcement of consulting, BPO, etc.

7 <Focus Area (ii) : Expansion, enhancement and reinforcement of the global business> The Global One structure Copyright 2015 Corporation 34 With the aim of strengthening the presence of " brand" abroad, overseas Group companies have been integrated and restructured while the brand image has been standardized. Acquiring companies around the world 2005 and ongoing Operational / Brand Consolidation 2011~ JAPAN NORTH AMERICA EMEA APAC Global Headquarters CHINA Spain / Latin America North America Europe Asia South America Africa Oceania INC EMEA APAC CHINA everis BUSINESS SOLUTIONS GLOBAL DELIVERY

8 <Focus Area (iii) : Pursuit of Overall Optimization> Reduction in Administrative Expenses, etc. Copyright 2015 Corporation 35 Reduction in administrative expenses, etc. for the entire Group Through the Standardization, streamlining and consolidation of operations on a global level, Organizational restructuring and consolidation and Promotion of greater mobility and optimal allocation of resources, reduce administrative expenses, etc. for the entire Group by 10%. FY Ended March 2012 FY Ending March 2016 (i) Standardization, streamlining and consolidation of operations on a global level Administrative expenses, etc. for the entire Group: Approx billion yen (ii)organizational restructuring and consolidation (iii) Promotion of greater mobility and optimal allocation of resources Administrative expenses, etc. for the entire Group: Reduce by 10%

optimal allocation of resources, reduce administrative expenses, etc. for the entire Group by 10%.

Contents of Attachment

Contents of Attachment 1.Qualitative Information for the Third Quarter of the Fiscal Year Ending March 31, 2015 2 (1) Qualitative Information on the Consolidated Business Results 2 (2) Qualitative Information