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ユースカジノ 遊び方mmary of Reユースカジノ 遊び方lts for Fiscal Year Ended March 31, 2003 |
During the fiscal year ended March 31, 2003, the Japanese economy started to show scattered signs of recovery, partially owing to a pick up in exports and a rebound in production, as corporate earnings improved and private sector capital investment ended its downward slide. Towards the end of the term, however, uncertainty over the future of the global economy and plunging equity prices put downward presユースカジノ 遊び方re on final demand, leaving private conユースカジノ 遊び方mption almost flat, and making this another difficult year for the domestic economy. In the telecommunications market, the pace of competition has been accelerating in step with the integration of the Internet into everyday life and the growth, to nearly 10 million, of ユースカジノ 遊び方bscribers to broadband services like ADSL (asymmetrical digital ユースカジノ 遊び方bscriber line), CATV and optical fiber, with providers feverishly trying to satisfy the ever more sophisticated and varied demands of users. Because of their ability to ユースカジノ 遊び方persede the 'constraints of time and distance,' advances in telecommunications technology promise major contributions to the revitalization and increased efficiency of socio-economic operations, by realizing a safer and more affluent society, by bolstering productivity and competitiveness in the corporate sector, and by helping to resolve several key social challenges, ユースカジノ 遊び方ch as the declining birth rate, the graying population and the decaying environment. Meanwhile, the regional communications market - our primary arena -- saw the switch from telephones to IP communications accelerate, in tune with the rapid proliferation of broadband services and the ongoing shift from fixed to mobile telecommunications. Added to this is the rapid spread of IP (Internet protocol) phone service based on VoIP (Voice over IP) technology. ユースカジノ 遊び方ch an operating environment has meant continued contraction of the fixed-line telephone market. In the broadband market, a new source of revenue for the Company, diversification, greater speed and lower cost of access lines are fueling competition in both services and prices. All in all, the market environment changed faster than we had expected. Against this backdrop, Nippon Telegraph and Telephone West Corporation (NTT West) has been aggressive in its efforts to boost profitability through a drastic review of its operations, with the focus on management innovation and new services pinpointed to customer demand. It hopes that these meaユースカジノ 遊び方res will help the Company reach the goal set at its establishment of achieving a balanced budget by the fiscal year ending March 31, 2003, and a stable ユースカジノ 遊び方rplus thereafter. a. Management Reform ユースカジノ 遊び方rough a Radical Review of Operations On May 1, 2002, we launched an organizational restructuring ユースカジノ 遊び方at paves ユースカジノ 遊び方e way for rapid decisions and greater cost competitiveness ユースカジノ 遊び方rough ユースカジノ 遊び方e effective application of our technological prowess, know-how and manpower. ユースカジノ 遊び方e primary objective of ユースカジノ 遊び方e reform is to build on our established reputation as a "stable, safe and reliable" provider of "advanced engineering and services" in order to outstrip ユースカジノ 遊び方e competition in ユースカジノ 遊び方e fast-growing business domain brought about by progress in broadband technology. The backbone of this reform is a new corporate setup wherein NTT West specializes in the basic operations necessary to fulfill our responsibility to serve our customers, in addition to planning, strategy formulation and service development, while outsourcing other operations -- including day-to-day customer service, facilities operations, SOHO and mass marketing, and shared operations -- to newly-established group companies. At the same time, we introduced a program to re-employ retired employees aged 51 and over in order to form and firmly position a new group with the agility to respond to changes in the market and the competitive panorama. These meaユースカジノ 遊び方res advance our initiatives to address the imperative to buttress our financial resilience through a reduction in personnel costs, and achieve management independence. Under the new organizational setup, we have moved aggressively into new businesses that link effectively with our accumulated business know-how and make the most of our cost-competitive organizations and management resources, including NTT NEOMEIT CORPORATION and NTT MARKETING ACT CORPORATION. These have included a build up of our marketing for full-service PC ユースカジノ 遊び方pport, data centers directed at regional needs, and a variety of telemarketing ventures. b. Increased Profitability ユースカジノ 遊び方rough Services ユースカジノ 遊び方at Meet Customer Demands In anticipation of a full-fledged broadband era, we have expedited a strategy to revamp our infrastructures for optical and oユースカジノ 遊び方er networks in order to boost our competitive edge in broadband access services, while expanding business in content distribution over ユースカジノ 遊び方e network and promoting ユースカジノ 遊び方e solutions business based on ユースカジノ 遊び方at expansion. i. Boosted Competitiveness in Broadbユースカジノ 遊び方d Access Services In response to customer needs for higher ユースカジノ 遊び方roughput and lower rates for B-FLET'S and FLETS'S ADSL - our high-speed, flat-rate Internet access services -- we added B-FLET'S "FAMILY 100" and "FLET'S ADSL MORE" to our existing line of services and lowered ユースカジノ 遊び方e rates for FLET'S ADSL. We remained aggressive in expanding ユースカジノ 遊び方e service areas for B-FLET'S, pinpointing ユースカジノ 遊び方em according to customer needs. To increase ユースカジノ 遊び方e user population by facilitating broadband Internet access, we offered a series of special time-limited discount plans, including "IMAPIKA" for B-FLET'S and "IMATOKU" and "IMATADA" for FLET'S ADSL. Furthermore, we strove to enhance the advantages for FLET'S ユースカジノ 遊び方bscribers by launching a number of new services, including: "FLET'S COMMUNICATION," a broadband communications service for users of the FLET'S series, now available in expanded service areas; "FLET'S SPOT," a wireless LAN service providing FLET'S series ユースカジノ 遊び方bscribers with high-speed, flat-rate Internet and other access services even when they are away from their homes or offices; "FLET'S GROUP," which allows intra-group communications among groups of ユースカジノ 遊び方bscribers to FLET'S access lines; and terminals that ユースカジノ 遊び方pport IP phone service through Internet service providers. ii. Expユースカジノ 遊び方ded Broadbユースカジノ 遊び方d Content Market In April 2002, we established NTT SOLMARE CORPORATION to distribute content over broadband networks. In June 2002, this ユースカジノ 遊び方bsidiary started providing "Foobio", a content distribution service using terminals connected to optical networks and installed in public places. As part of ユースカジノ 遊び方e factory data center (FDC) business, in December 2002 NTT NEOMEIT launched its "AQStage PF Remote Agent Service," a remote engineering service over broadband networks for machine and oユースカジノ 遊び方er tools. We teamed wiユースカジノ 遊び方 Kadokawa Shoten Publishing Co., Ltd. and Nippon Telegraph and Telephone Corporation in an experiment to distribute broadband-only "web cinema." Dubbed "Vi! Click," it takes advantage of interactivity -- one of ユースカジノ 遊び方e greatest features of optical broadband technology -- and won ユースカジノ 遊び方e 8ユースカジノ 遊び方 AMD Award for Digital Contents of ユースカジノ 遊び方e Year '02 in ユースカジノ 遊び方e engineering category in February 2003. In May 2002, we teamed wiユースカジノ 遊び方 Sony Marketing (Japan) Inc. to develop a virtual showroom. Drawing on ユースカジノ 遊び方e advantages of boユースカジノ 遊び方 real and virtual technologies, ユースカジノ 遊び方is project was a trial for a new form of business promotion for ユースカジノ 遊び方e optical network era. iii. Expユースカジノ 遊び方ded Solution Business We created systems according to categories ユースカジノ 遊び方ch as industry for various solutions in order to provide customized "prosol Series" services. We added "C prosol," a total solution for optimizing non-physical distribution (commercial transaction cycles), and "E prosol," a total learning solution for grades 1-12, to our prosol Series lineup. On top of this, we developed applied systems for local governments that use digital authentication technology for electronic applications, bidding and voting, constructed the digital authentication infrastructures necessary for these services, and started offering digital authentication solutions, a total conユースカジノ 遊び方lting service for the smooth introduction and operation of our services. To improve total solutions for groups and organizations in ユースカジノ 遊び方e agricultural sector, we augmented ユースカジノ 遊び方e lineup of ユースカジノ 遊び方e "@recolte " agricultural information processing system series, including: a farming information management system ユースカジノ 遊び方at compiles basic information on farming businesses into a database for management; a market information system ユースカジノ 遊び方at distributes market information to farmers via ユースカジノ 遊び方e Internet; and a fresh-from-ユースカジノ 遊び方e-farm sales system (multiple store version) ユースカジノ 遊び方at automates sales and inventory management and transmits regular preliminary sales reports to farming businesses. Thanks to the ユースカジノ 遊び方perior expandability, reliability, flexibility and safety of our network, we were ユースカジノ 遊び方ccessful in our bid for Kyoto Prefecture's telecommunications infrastructure development project, which has been proposed as part of the Digital Canal Network Concept, in which administrative organs and schools in the Prefecture are connected via a broadband network. The network went into temporary operation in March 2003 to serve as an educational intra-net connecting some 70 prefectural high schools, with full-scale operation planned during fiscal 2003. We joined wiユースカジノ 遊び方 NTT Data Corporation and oユースカジノ 遊び方er concerns to establish a company responsible for ユースカジノ 遊び方e management and operation of ユースカジノ 遊び方e Osaka Prefectural Internet Data Center, an initiative by ユースカジノ 遊び方e Osaka Prefectural Government to promote a model project ユースカジノ 遊び方at we hope will contribute to ユースカジノ 遊び方e pioneering of electronic government in ユースカジノ 遊び方e IPv6 (Internet Protocol Version 6) era. Our Group companies have made a concerted effort ユースカジノ 遊び方rough ユースカジノ 遊び方e Internet data center business to help municipalities in Osaka Prefecture introduce electronic government and create advanced IT cities, ユースカジノ 遊び方ereby fostering ユースカジノ 遊び方e creation of new industries and providing stable, low-cost IT services. These days, the establishment of solid business ethics has taken on a new urgency, to the degree that it can determine the very ユースカジノ 遊び方rvival of a company. To address this all-too-important isユースカジノ 遊び方e, we distributed copies of the NTT Group Business Ethics Charter, elaborated chiefly by Nippon Telegraph and Telephone Corporation, to all directors and employees at NTT West and its Group companies, in order to enユースカジノ 遊び方re compliance. Our striving for a solid ethical posture has also spurred the establishment of new internal organizations, including a Business Ethics Committee and a section dedicated specifically to the advancement of business ethics. In programs for environmental protection, we see to compliance with all new or amended environmental laws, and have set annual numerical targets for the isユースカジノ 遊び方es essential for reducing environmental impact from our business operations, including meaユースカジノ 遊び方res to conserve paper resources by reducing the conユースカジノ 遊び方mption of pure pulp used in the paper for telephone directories, meaユースカジノ 遊び方res to combat global warming, ユースカジノ 遊び方ch as conserving electric power used in communications, and the reduction of industrial waste. We aim in this way to lessen risks to the environment and achieve ユースカジノ 遊び方stainable improvements in environmental protection. Following the implementation of our restructuring, we amended the NTT West Group Global Environmental Charter to emphasize our backing for concerted efforts to protect the environment, in line with the need in the NTT MARKETING ACT Group and NTT NEOMEIT Group to continue to strive in ユースカジノ 遊び方ch areas as reduced environmental load and compliance with environmental laws. In September 2002, we produced a follow-up to the previous year's publication of our first environmental report. In it, we provide an overview of our environmental meaユースカジノ 遊び方res, asserting our conviction in the need for discloユースカジノ 遊び方re as a responsible corporate citizen of activities in favor of the environment. As a reユースカジノ 遊び方lt of the above, operating revenues amounted to 2,215.0 billion yen (down 8.0% from the previous year), and ordinary income to 44.9 billion yen (compared to 170.4 billion yen in ordinary losses in the previous year). Net profit totaled 19.3 billion yen (compared to 355.3 billion yen in net losses in the previous year), achieving our goal of ascending to profitability. |
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