A Dynamic Workplace Environment

Progress in FY2007
Held forums and provided e-learning training in order to promote diversity.
Enhanced system to allow employees to balance work and child-raising.
Utilized in-house venture system to create a testing company.

Philosophy on Employees

Our workplace environment emphasizes a balance between

our employees work and their lives away from the office.
We bring out our employees maximum potential and desire
by helping them develop professional skills, placing people
in positions that best suit their abilities, and evaluating them
in a fair and just manner. We aim to create a diverse
workplace where employees with diverse backgrounds and
values enjoy their work and perform at a high level.

Using Employee Feedback to Create A Dynamic

Organization

At DOCOMO, a variety of employee surveys are used to

incorporate employee feedback into business operations and
company systems, and otherwise make the organization more
dynamic. An Employee Energy Survey targeting employees is
conducted every other year to gauge the motivation level of

Key Employee Data

Male

Female

Total

9,706

1,968

11,674

Average age

Male

Female

Total

203

74

277

58

Male / Female Manager Ratio

Average total annual hours worked

Average years of continued service

1,957h

Female

Note: Comparison of managers at or above assistant

manager rank

96.3

3.7

2006

2007

13

18

Average Percentage of Paid Holiday Taken (NTT DOCOMO Group)

41

Male

Female

Total

256

256

Childcare leave

427

430

Shortened working hours for childcare

253

255

Nursing care leave

Shortened working hours for nursing care

Volunteer leave

142

23

165

Number of times childcare support services used*1

29

12

41

Number of times nursing care support services used*1

Personal growth

Distance education/support for obtaining certification/

language school support/TOEIC Group Testing

Beginner-level
engineering training

TOPICS

An Innovative Environment: In-House Venture System Leads to Launch of New Company

Usage of Childcare / Nursing Care Programs and

Volunteer Leave Program (NTT DOCOMO Group)
Maternity leave

Global OJT
Expert training
(sales-related / engineering-related, etc.)

We employ an internal job posting system that allows us to

find dynamic, motivated staff within the company and
position them where they can excel. This internal job
posting system allows employees to apply for work in which
they have a particular interest, such as positions requiring
specific skills, or working in a new business area. Through
fiscal 2007, approximately 1,200 employees applied for
positions through this system in the NTT DOCOMO Group,
with roughly 160 of them now showcasing their talents in
their new roles. We also encourage personnel exchanges
among NTT Group companies. Specifically, we have put in
place a Job Challenge System that allows employees to
apply for positions at other NTT Group companies, as well
as DOCOMO's In-House Venture System.

The In-House Venture System gives employees the opportunity to submit business plans for new businesses, and gives proponents the
chance to participate in the creation and management of a new company. This system was launched in March 2001 to foster an
entrepreneurial spirit, to energize employees, and to actively seek new business areas.
Business plans submitted by employees are screened a total of three times before the launch of a company, with reviewers paying careful
attention to factors such as how new the idea is, whether or not a market exists, and whether or not the idea is practical. In August 2007
the fifth start-up company was launched through this program. In addition to their excellent business plans, successful applicants need to
have business knowledge, personal networking skills, and the ability to execute a business plan, as well as energy and determination.

Percentage of paid holiday taken

90.5

Voice of the Employees who Launched a Mobile Phone-based Testing Business

Dynastep
Motoharu Terasaki, President and Chief Executive Officer
Tatsuya Yokoyama, Member of the Board of Directors

CSR Support Activities

Male

Elective-type training

Supporting the Desire to Try New Challenges

8,257,000
15.8excluding persons seconded out / in

Work Accidents (NTT DOCOMO Group

Number of people

Percentage of managers
at or above assistant manager rank

*1 Kanto-Koshinetsu region

Manager-level
training (4 types)

Work-specific
specialist skills
training

37.8

Average annual salary*1

Number of People Hired (NTT DOCOMO Group)

Mid-career hires

Training for
career level

General employees
Mid-level/leader training (3 types)
Third year training / second year training
New employee training

S i n c e f i s c a l 2 0 0 3 w e h a v e c o n d u c t e d 3 6 0 d e g re e
multi-sided evaluations involving the individual, as well as
superiors, colleagues, and subordinates to evaluate
managing directors, general managers, managers, and
other managerial-level employees on a set of eight factors,
including vision, communication, knowledge management,
and coaching. By providing feedback to the individual
being assessed as well as superiors, we give the persons
involved an opportunity to become aware of the attitude
and actions that are expected of them, which results in
improved awareness and actions.
By conducting such evaluations regularly each year, we
a i m t o b u i l d a c u l t u re i n w h i c h t h e i n d i v i d u a l b e i n g
assessed wishes to listen with an open mind to hear the
assessments and opinions of others in the workplace.

Earth Connections

Number of Employees

Recent college graduates

Managers

Common business
skills training

Emplo yment D a t a

Employee count

Business Skills Development Programs (Trainings / Personal Growth)

Encouraging Manager Development through Awareness

Future Connections

employees, and the results of the Survey are used to make

improvements for the following fiscal year.
In October 2007, a survey concerning diversity was conducted
targeting all employees. Employees were asked if their
workplace provided them an opportunity to succeed regardless
of individual factors such as gender or nationality, and what the
issues were for promoting diversity in each organization.
In order to promote workplace diversity, in February 2008, a
discussion was held to share the results of surveys in each
organization and to discuss ways to resolve any issues that exist.
Also, three e-learning training programs were offered to
employees between November 2007 and January 2008. These
programs focused on understanding the need to promote
diversity, career building from a long-term perspective, and
balancing ones personal life and work life. These e-learning
training programs used case studies and other tools to encourage
employees to recognize the importance of these topics.

Life Connections

We are committed to developing the skills of our employees,

who represent the foundation of our business, in order to
respond to customers increasingly diverse and
sophisticated needs. We provide training programs for
specific purposes, including training programs suited to
each career level and training to develop specific areas of
exper tise. In fiscal 2007, approximately 124 training
programs were offered to help develop expertise in specific
areas that are critical for DOCOMO Group s business
operations. These training programs were attended by
roughly 4,000 employees (NTT DOCOMO Group).
Fur ther more, we offered approximately 400 distance
education courses and expanded our range of support for
obtaining certification in an effort to enhance our support for
personal growth. We support our employees individual
efforts to develop their skills, as evidenced by the fact that in
fiscal 2007 approximately 1,700 employees (NTT DOCOMO
Group) obtained public certifications.
Following the various personnel development programs and
the Employee Energy Survey in fiscal 2006, it became clear
that many of our employees were not working hard to resolve
their own work-related issues, and that only roughly one-half
of our employees felt they had a role model to look up to in
the company. In fiscal 2007, we introduced a number of new
programs and actively worked with personnel with the aim of
quickly improving this situation. We introduced a program in
the career level-based training to foster personal motivation,
as well as a training program in which managers serve as the

lecturer and talk about their own personal experiences as a

means of motivating employees and to build a culture of
teaching and communicating within DOCOMO. We also
actively promoted a Big Brother/Big Sister Program, in
which veteran employees provide advice and other support
to newly-hired employees.

DOCOMOs Evolving CSR Approach

We strive to create an open working environment where employees are energized

and enjoy work. We believe that personnel are the foundation of business, and
we are committed to developing our employees skills so that they can respond
to customers increasingly diverse and sophisticated needs, thereby allowing
Takashi Tanaka
DOCOMO to continuously grow.
Managing Director, Human Resources Management Department

Enhancing the Skills Development Program for

Employees

Our Philosophy

CSR Support Activities

We began with the desire to tap into our knowledge and experience to do something that would benefit society.
Based on this desire, we came up with an original type of mobile phone-testing as well as a new style of promotion.
With these in hand, we applied through the In-house Venture System.
The company is just starting to get on its feet, but it is exciting to see our ideas come to life. This program gave us an opportunity
to accept a new challenge in a new environment, and to take the first step towards discovering a new part of ourselves.

42

Diversity of Personnel

Forum for Employees Taking Childcare Leave

43

Temporary staff are given training to ensure they protect

and appropriately manage confidential information.
Each May and November regular training is provided by the
respective employment agencies, and we check to ensure that
training has been given based on reports from each agency.
We have taken measures to appropriately manage the working
hours of temporary staff. If, due to uncontrollable circumstances,
a temporary employee must work overtime or on weekends
/holidays, such working hours/days are kept to within a scope
as determined in the temporary employees individual contract.

Employing Foreign Nationals

There are over 70 (as of March 31, 2008) foreign nationals

from a wide range of countries working at DOCOMO. In
addition to the Global Business Division, foreign nationals
work in many other areas, including the Research and
Development Division and the Corporate Marketing Division.
Furthermore, work practices at our overseas offices meet
Japanese regulations.

Employing and Supporting Independence

of Persons with Disabilities

We take a proactive stance towards employing persons with

disabilities. As of March 31, 2008, approximately 180
persons with disabilities were working at DOCOMO, making
u p 1. 9 1 % o f o u r t o t a l w o r k f o rc e a n d e x c e e d i n g t h e
government-mandated ratio of 1.80%.

System for Re-Hiring After Compulsory Retirement

Employees reaching the compulsory retirement age are able to

continue working by taking advantage of the Career Staff System
(system for re-hiring employees who have reached the companys
compulsory retirement age). As of March 31, 2008, approximately
50 people in DOCOMO Group were working based on this system.

Creating a Comfortable Working Environment

Employee-Management Communication

Communication between employees and management is

facilitated through the Negotiation Committee, which focuses on
working conditions, and the Management Council, which
discusses managements basic policies. In addition, the Human
Life Improvement Committee works on relevant issues such as
streamlining overtime work and the shortening of working hours,
while the Safety & Health Committee focuses on employee
safety measures and ways to improve the health of employees.

TOPICS

Exchange of Opinions with Regional Office Managing Director to Create

a Comfortable Working Environment
Since fiscal 2004, the Shikoku Regional Office has periodically held a Regional Office Manager Roundtable Discussion in order to
bolster communication between the Managing Director and employees in the office. In fiscal 2007, 31
roundtable discussions were held, with all employees nationwide welcome to participate. In addition, as a
first-time trial, two roundtable discussions were held for female employees only. Elsewhere, the Kyushu
Regional Office and the Kitakyushu Branch also held meetings to facilitate discussion between the general
managers and employees. These roundtable discussions also provided an opportunity for employees
serving similar functions in different divisions to talk and gain a common understanding of company issues.
Employee Comment

Kumiko Kondo, Corporate Strategy & Planning Department, Shikoku Regional Office

At the roundtable discussion for female employees, there were questions and opinions concerning
issues specific to female employees such as balancing work and childcare as well as placement of
female employees. These opinions are being studied by the various departments and used to help
create a comfortable working environment.

Honoring Employees who Contribute to Business

Honoring employees who make significant contributions to

DOCOMOs business both serves as a means of motivating
employees and promotes the smooth operation of business.
The DOCOMO Business Awards honor those employees
who have significantly contributed to DOCOMOs business.

Business awards are given in four areas: work contributing

to higher market value (Marketing Award), work contributing
to higher value with respect to business processes (Process
Award), work contributing to overseas business
development (Global Award), and work contributing to
higher corporate name value (Higher Image Award).

Mental Health Support for Employees

Mental Health Counseling

In line with the Guidelines for the Promotion of Mental Health in the Workplace (Ministry of Health, Labour and Welfare), we
offer self-care, business line-level counseling, counseling from in-house industrial health staff, and mental health care from
off-site resources. Self-care involves mental health questionnaires and a stress check, while mental health care at the business
line level consists of feedback and training based on the results of mental health
In-person counseling
235
questionnaires as well as mental health training for managers. In-house
industrial health staff monitor the workplace, follow up on health diagnoses, hold
Telephone counseling
58
meetings with all employees, and meet especially with employees who work
Online counseling via Internet
19
long hours to discuss health-related issues. Mental health care from off-site
resources involves exter nal counseling centers. The number of cases
Reservation-based telephone counseling
9
(Kanto-Koshinetsu region) in fiscal 2007 is shown in the chart.

CSR Support Activities

We enhanced our system for helping employees balance their

work with taking care of their children. In fiscal 2007 we
extended the program which lets employees to shorten their
working hours to take care of their children from until the age of
seven to until the end of the childs third year of elementary
school, thereby expanding the number of people assisted by

Training and Work Scheduling for Temporary Employees

Earth Connections

Enhanced Childcare Support Program

In September 2007 a social networking service (SNS) was

l a u n c h e d i n o rd e r t o i m p ro v e c o m m u n i c a t i o n w i t h i n
DOCOMO Group and to provide a source of additional
energy to employees. The SNS is a community website that
encourages and supports bonds between people. After a
f o u r- m o n t h t r i a l , 7 4 % o f t h e 3 , 6 9 5 t r i a l p a r t i c i p a n t s
expressed a desire to continue using the service, and soon
afterwards a decision was made to introduce the system on

a Group-wide basis. As of April 30, 2008 there were 12,022

participants using the system. Employees use the SNS in a
wide variety of ways. These include exchanging
work-related advice through
personal blogs and consultations
about work-related concerns, as
well as general interaction among
employees who otherwise do not
interact regularly through work.

Future Connections

*Win-D = (Women s Innovative Network in DOCOMO): A working group comprised of female managers.

Promoting Communication Using Internal SNS

Life Connections

Our efforts to promote diversity are centered on the following

three objectives: support for female employees in their career
development, promotion of work-life balance, and the full
acceptance of diversity as a part of the DOCOMO culture.
The Diversity Development Office holds meetings (with the
individual, her direct superior, and the Diversity Development
Office participating) before and after a female employee gives
birth. The meeting before childbirth focuses on making sure that
the individual has a good understanding of the childcare-related
system as well as the associated procedures, to dispel the
employees concerns about handling both work and childcare
after returning to work, and to raise awareness about career
planning. The number of employees taking advantage of
childcare-related programs such as maternity leave, childcare
leave and shorter working hours has been increasing each year.
In addition to these employees themselves, their superiors and
colleagues must also understand the system.
In November 2007 the fourth Annual Win-D* Forum was held
for employees who were taking childcare leave at the time.
The purpose of the forum was to help alleviate these
employees concerns about preparing for their return to work
as well as balancing work with childcare.
A daycare service was hired to take care of participants children on
the day of the forum, which allowed approximately 80 employees to
participate in the event. The forums program consisted of an
overview of recent business trends as well as a panel discussion
which included employees who had experienced returning to work
after taking childcare leave and members of management. During
the panel discussion, participants talked about things that should
be done before returning to work and ways to adjust upon return
to work, and heard messages from the superiors perspective.
These discussions were based on experience, and the
participants were eager to receive the advice.
For some participants this was the first time to use
a childcare service, and some participants noted
that it was positive experience for both mother
and child before the mother returned to work.

Allow shortened working hours for childcare to be taken more than once.
Expand the scope of restrictions on overtime work and late-night work for
employees raising children (extension of maximum age of seven to until
the end of the third year of elementary school).
Recognize more reasons for taking Life-Planning Leave (childcare and
fertility treatment).
Introduce a system for re-hiring employees who have quit working to
focus on childcare.

DOCOMOs Evolving CSR Approach

We believe that promoting employee diversity by creating a

working environment where people from diverse backgrounds
and with differing values can thrive is a key management
objective for DOCOMO. We want each and every employee
to think about diversity while taking action, and aim to
create a dynamic workplace for all employees, regardless
of gender, nationality, or other personal differences.

this system. We also plan to enhance the following programs:

Our Philosophy

CSR Support Activities

Future Tasks to Make DOCOMO a Great Place to Work

Create a work environment that stimulates the abilities of our diverse workforce, and aim to be a company and
provide a workplace that is attractive and self-fulfilling for workers. In fiscal 2008, further enhance the work-life
balance program and continue efforts to create a comfortable working environment.

44

Our Philosophy

CSR Support Activities

Compliance and Risk Management

Enhancing corporate governance is a key management issue if we are to

raise corporate value. Besides building a governance system that
increases the speed of management decision-making, and bolstering our
audit and control functions, we will continue working to improving
communications with stakeholders, and to ensure that our corporate
management style is timely, transparent, and robust.

We have established a Code of Ethics to ensure that as a corporate

group we are both ethically and legally compliant. Based on this
Code of Ethics, we work to ensure compliance on all fronts. This
includes strengthening internal systems for promoting compliance,
providing training to raise the level of awareness of corporate officers
and employees, and establishing compliance consultation desks.

Kaoru Kato
Managing Director, Corporate Strategy & Planning Department

System of Directors and Corporate Auditors

Advisory Boards

We have formed Advisory Boards in both Japan and the

United States in order to receive objective input about
business issues from experts representing a variety of fields.
As bodies to receive objective input and suggestions, these
Advisory Boards are comprised of experts from a wide range
of disciplines, and the advice received by these members is
incorporated into business activities. For example, under the
advice of the Advisory Boards, we established the Mobile
Society Research Institute to conduct independent research
about both the benefits and pitfalls of mobile phones.

Mobile Society Research Institute: http://www.moba-ken.jp/english

Committees and Internal Controls to

Ensure Appropriate Management

Corporate Governance System

General Meeting of Shareholders
Appointment/dismissal of directors

Appointment/dismissal of corporate auditors

Appointment/
dismissal

Supervision

Advisory
Board

Advice

Auditing

Monitoring

Internal Control Committee

Compliance Promotion Committee

Reporting

Corporate Auditors Office

Coordination
Accounting
audit

Registered Public Accountants

Appointment/dismissal

CSR Promotion Committee

Raise and report
on important
matters

Coordination

Delegation of executive authority

Executive Vice President (Corporate Officer)

Senior Vice President (Corporate Officer)

Division Managing Directors, Regional Office Managing Directors, Branch General Managers,
and others

45

Internal audit

We actively engage in risk management from the

standpoint of bolstering our internal control systems.
We have established Risk Management Regulations to set
the framework for our risk management system. We have
also established guidelines which contain detailed risk
management-related operational policies and points for
particular attention. Each area regularly identifies risks
and the newly-created Internal Control Committee singles
out risks that require management on a Group-wide level
and determines ways to handle these risks. Specific risks
are tracked by regular committees and other meetings,
and efforts are made to prevent such risks from occurring
and to prepare for a quick response should they occur.

Internal Audit
Department

Compliance Administration Regulations

Our Compliance Administration Regulations stipulate the

standards aimed at ensuring compliance with all laws and
regulations as well raising the ethical standards of the
Group. Corporate officers and employees are able to
access the Compliance Administration Regulations on the
Group intranet.

Board of Corporate Auditors

5 corporate auditors (3 external)

Reporting

President and Chief Executive Officer

Corporate Strategy Committee

Risk Management

Compliance Promotion Committee

The Compliance Promotion Committee is tasked with the

following three objectives: (1) to facilitate the understanding
and widespread recognition of the Code of Ethics and
decide on initiatives regarding ethical and legal
compliance; (2) to determine matters concer ning the
management and improvement of the ethical and legal
compliance management system; and (3) to accurately
monitor the efforts and activities aimed at promoting ethical
and legal compliance.

Compliance Consultation Desks and Response Process

We have established an internal and external Consultation

Desk to smoothly handle consultations regarding ethical
or legal compliance. Employees are informed of the
Consultation Desks through posters, mobile i-cards, as well
as the Risk Compliance website.
In fiscal 2007, 85 compliance-related reports were received.
The privacy of employees who inform the Compliance
Consultation Desk of any suspect business activities they
have observed is protected, and all efforts are made to ensure
that the individual is not disadvantaged in any way. The matter
is investigated and a response is given to the individual.

Compliance Consultation Desk System

Reporters (DOCOMO Group employees, business partner employees, etc.)

Investigation
results
response

Consultation

Internal Consultation Desk

(Compliance Promotion Committee Office)

Response /
instructions

Report

Corporate officer responsible

for corporate ethics

Investigation
request

Investigation
report
submission

Consultation

Investigation
results

External Consultation Desk

(lawyers office)
Investigation
request

Investigation
results report

Compliance Promotion
Committee Office
Report

Response /
instructions

Corporate officer responsible

for corporate ethics
Investigation
request

Investigation
report
submission

Investigation of facts (head of area in question)

TOPICS

Employee Awareness Questionnaire

We conducted an awareness questionnaire targeting
employees in order to measure the extent to which they
understand the NTT DOCOMO Group Code of Ethics as
well as their level of awareness of compliance issues.
Going forward, we will continue taking action to further raise
awareness about ethical and legal compliance based on
the results of the questionnaire.

CSR Support Activities

Board of Directors
13 directors (one external)

The NTT DOCOMO Group Code of Ethics consists of ten

articles to further enhance our ethical standards. These
policies convey the basis for compliance with laws or
ethics, and the very essence of management, and are
shared, promoted, and thoroughly implemented throughout
the Group.

Earth Connections

In addition to the CSR Promotion Committee, we have a

number of other committees, such as the Compliance
Promotion Committee, to ensure appropriate business
practices. These committees discuss and determine the
nature of management activities from a variety of perspectives.
In fiscal 2007 an Internal Control Committee was created to
manage more effectively on a Group-wide level the internal
control functions held by each committee.
In fiscal 2007 we focused our attention on internal auditing
of information security management, the credit operations,
and other areas.

NTT DOCOMO Group Code of Ethics

Future Connections

Life Connections

We employ a corporate governance system comprised of

directors and corporate auditors. In order to promote
management conduct that reflects the customers perspective,
we believe that directors should be involved in making
important management decisions. We believe the sound and
efficient management of business requires a system in which
directors serve as corporate auditors in order to allow for
mutual oversight, and in which the execution of business is
audited by both internal and external corporate auditors. With
the adoption of a corporate officers system, some of authority
for the execution of business, previously held by the Board of
Directors, has been delegated to representative directors
a n d c o r p o r a t e o ff i c e r s . T h i s a p p ro a c h e n a b l e s t h e
responsible corporate officers to conduct business more
flexibly. In addition, we have enhanced mutual oversight of
the execution of business by having more than half of our
directors serve concurrently as corporate officers.
The fiscal 2007 general audit revealed that corporate
governance had improved overall from the previous fiscal year.
Our internal controls systems and management in accordance
with the Company Law were found to be effective, as were our
internal controls for financial reporting in accordance with the
United States Public Company Accounting Reform and
Investor Protection Act of 2002 (the Sarbanes-Oxley Act).

Hideaki Kawada
Managing Director, Human Rights Enlightenment Office, General Affairs Department

DOCOMOs Evolving CSR Approach

Corporate Governance

46

Third Party Comment on CSR Report, and Future Expectations

Company name

NTT DOCOMO, Inc.

Capital

949,679,500,000 (as of March 31, 2008)

No. of employees
(consolidated)

22,100

Mobile Phones

Mobile phone (FOMA) services, mobile phone (mova)

services, packet communications services,
international phone services, satellite phone services,
and the sale of equipment for each service

Main business
areas

DOCOMOs main business is mobile phone services

(see table on right for details).

PHS

PHS phone services

Other

Credit services, wireless LAN services,

IP telephone services, etc.

Economic Relationships with Our Stakeholders

Personnel expenses
in operating expenses

Shareholders

190.5

Dividends paid

2,779.5

Non-personnel expenses and communications

equipment use expense in operating expenses

Operating Revenues (Sales)

Operating Income

5,000

Net Income

(billion yen)

1,200
5,048.1 4,844.6
4,765.9 4,788.1

4,711.8

(billion yen)

800

1,102.9

1,000

4,000

800

3,000

600

2,000

400

1,000

200

747.6
650

832.6

784.2

773.5

610.5

600

808.3

457.3

491.2

400

200

03

04

05

06

07 (FY)

03

04

05

06

07 (FY)

03

04

05

06

07 (FY)

Fiscal 2007 operating income was 808.3 billion,

up 4.5% from the prior fiscal year.

Fiscal 2007 net income was 491.2 billion, up 7.4%

from the prior fiscal year.

Number of mobile phone Contracts

(FOMA + mova)

Mobile Phone Churn Rate

Mobile Phone Market Share

(million contracts)

60
50

46.33

48.83

Mobile phone subscriptions

FOMA subscriptions
53.39
52.62
51.14
43.95
35.53

20
10
0

03

2.0
0.77%
1.8
for the period
1.6
0.78%
for the period
1.4
0.80%
for the period
1.2
0.93
1.0 0.80
0.85
0.72
0.8
0.97
0.94 0.74
0.64
0.81
0.6
0.75
0.68
0.60
0.4
0.2
0

3.05

04

05

06

07 (FY)

At the end of fiscal 2007, the number of cellular

subscribers was 53.39 million, up 1.5% over the
p r i o r y e a r. T h e re w e re 4 3 . 9 5 m i l l i o n F O M A
subscribers, up 23.7% over the prior year.

(includes communications module services)

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

1Q

2Q

3Q

4Q

Apr- JulOct- Jan- Apr- JulOct- Jan- Apr- JulOct- JanJun Sep Dec Mar Jun Sep Dec Mar Jun Sep Dec
Mar

FY2005

FY2006

FY2007

In the fourth quarter of fiscal 2007 the contract

cancellation rate was 0.68%, down 0.29 percentage
points from the prior year.

SoftBank
Mobile

(as of March 31, 2008)

18%

CSR Support Activities

Fiscal 2007 operating revenues were 4,711.8

billion, down 1.6% from the prior fiscal year.

Earth Connections

47

Selected by Innovest Strategic Value Advisors Inc. as one of the worlds 100 most sustainable companies.

233.4

Future Connections

Included in the responsible investment index FTSE Good Index, from FTSE International Limited.

Employees

During fiscal 2007, we introduced a new business model suited to the mobile phone market, which has entered the mature
phase in Japan. New discount services like the Fami-wari MAX50, which debuted in August 2007, rose to about 22.1 million
contracts as of March 31, 2008, and among new models the Value Courses surpassed sales of 5 million cellular subscribers
in just four months starting in November 2007. As a result, the mobile phone churn rate has improved considerably compared
to the prior fiscal year since the third quarter of fiscal 2007.

11.50

361.8

Fiscal 2007 Operating Performance

23.46

Selected as one of 150 corporations for the Morningstar Socially Responsible Investment Index.

Government

Note: To ensure objectivity, these figures are based on the consolidated financial statements.
Dividends in fiscal 2007 were 4,800 yen per share for the year. This is based on figures
reported in financial statements. Actual amounts paid may differ slightly in some cases.

30

Calculation Method
Taxes and public dues and
income tax in operating expenses

Business partners
(suppliers)

40

Third Party Evaluations

Expenses, by stakeholder (billion yen)

DOCOMO is engaged in business activities that involve a

variety of stakeholders. The economic relationships between
DOCOMO business activities and stakeholders is shown in
the table on the right.

6,000

In this 2008 report, besides describing initiatives to address priority issues, we aimed to produce a report that also offers
comprehensive coverage of topics and adequate disclosure of information. I believe we have generally achieved our goals
on those points, but Ms. Kawaguchi has pointed out that we need a vision of how we can contribute, through the mobile
phone, to the creation of the ideal sustainable society. This reminds us of the high expectations placed on DOCOMO now
that the mobile phone has such a great impact on society, and reminds us of the importance of
making CSR permeate throughout the core of our business.
With the recent corporate consolidation at NTT DOCOMO, we have strengthened our CSR structure,
and with the New DOCOMO Commitments as well, we have included global environmental
protection, strengthening of the Mobile Phone Safety Program, and Universal Design in stores,
as important areas to address. Going forward, while keeping the customer first, we intend to
collaborate with stakeholders, including other companies in our industry, industry organizations, and
the relevant government authorities, and make an effort to play leading and central role in moving
toward a sustainable society.
Hiroshi Matsui, Senior Executive Vice President

Description

Note: PHS services were terminated as of January 7, 2008.

(billion yen)

Response from DOCOMO

Business Segment

Life Connections

Masters degree (1986) from Hitotsubashi University Graduate School. Same year entered Daiwa Securities. Transferred to Daiwa Institute of Research
(1994), engaged in corporate research and other duties before current position. Research themes include socially-responsible investment, corporate
social responsibility. Member of Environmental Council of Tokyo Metropolitan Government, Part-Time Instructor at Aoyama Gakuin University.

Corporate Profile

DOCOMOs Evolving CSR Approach

Upon reading this CSR Report, my impressions are that it is well written, with the kind of attention to detail that one would
expect from a client manual. The document provides considerable detail about your initiatives and about how you have
responded to the diverse expectations of various stakeholders.
But it is important to remember that the mobile phone, which has spread rapidly in the past fifteen years, is now a major social
phenomenon that has significantly changed our lifestyles and thinking. We must especially note that NTT DOCOMO,
commanding a market share of more than 50% in Japan, is more than just another private corporation. Its really a part of the
very infrastructure of our society, and because of that, it must bear an enormous responsibility. From that perspective, what Id
like to expect of DOCOMOs social responsibility is a vision of how you can exert leadership in this mobile phone culture that has
so vastly changed our society, and how you can contribute, through the mobile phone, to the creation of the ideal sustainable
society. I believe that a detailed strategy would arise from that vision, and as a result, that this CSR Report should therefore
describe in detail what kinds of activities will be conducted.
Also, this report is written with an awareness of certain stakeholders in mind. That makes it easy to understand, but I also get the
impression that your environmental initiatives are given little importance compared to other aspects. You convey the idea that
information and communication technologies are not physical things, but rather, that they carry information and therefore help to
reduce environmental impacts. But no one can deny that if the amount of information being processed increases, so too will the
environmental impacts. In fact, this report does express the idea that expanded services will also increase CO2 emissions. We
must reduce the absolute amounts of these emissions in order to move toward a low-carbon society. You are collecting used
mobile phones in the interest of resource conservation, but what you really need to do is probably to suppress the urge to launch
new models so frequently and stop encouraging consumers to buy new models so often to replace
older ones. In the future, I would very much like to see a report of comprehensive environmental
policies, including aspects such as these, that will lead us toward a low-carbon society.
I have made some challenging demands here, but the mobile phone has already changed society
dramatically and it will continue to be a force that moves society. I am sure you will understand that this is
the other side of the coin, so to speak, of the enormous expectations placed upon NTT DOCOMO as a
leading mobile phone company.
Mariko Kawaguchi, Daiwa Institute of Research, Management Consulting Institute

Our Philosophy

Third Party Comment

KDDI
(au + Tu-ka)

30%

52 %
Note: Calculated from number of contracts reported by
the Telecommunications Carriers Association for three
major mobile phone companies in Japan.

48