
NTT and SBI agree on business and capital tie-up
NTT and online financial group SBI Holdings said Thursday that they plan to forge a business and capital tie-up.
NTT will acquire new SBI Holdings shares to be issued in a third-party allotment program, it said in a statement.
Through the alliance, the two sides hope to work together to merge the two worlds of telecommunications and finance.
As part of the tie-up, mobile phone carrier NTT Docomo, an NTT subsidiary, will make SBI Holdings' online lending arm, SBI Sumishin Net Bank, a consolidated subsidiary.
NTT Docomo hopes to take around two-thirds of SBI Sumishin's shares through a tender offer, in order to enter the banking industry, company sources said earlier.
SBI Holdings plans to sell its 34% equity stake in SBI Sumishin to NTT Docomo, while Sumitomo Mitsui Trust Bank, which also has a 34% stake, hopes to remain a shareholder, the sources said.
With the mobile phone industry hit by a decrease in income from telecommunications fees, NTT Docomo's three major rivals are using their banking units to expand their reward point-centered economic blocs.
NTT Docomo, which had fallen behind the rivals, has been considering its next move. President Yoshiaki Maeda, who took the helm of the company in June last year, has said an entry into the banking business was a necessary step to expand its business.
In other segments of the financial sector, NTT Docomo brought under its wing online brokerage house Monex in January 2024 and personal loan provider Orix Credit, currently Docomo Finance, in March of that year.
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'Our client base hasn't changed much — it's still mostly people in so-called 'black' industries (a term for exploitative workplaces with harsh conditions and long hours), mainly food service, health care and elder care, and construction-related jobs,' he says. 'But recently, there's been a noticeable increase in clients from IT sales and startups.' Among them, there's a clear group focused on cost-performance or time efficiency, Niino says — people who aren't dealing with toxic workplaces or bad relationships but choose to quit because they don't feel like they're growing or because there are no senior colleagues they look up to. 'I think, in Japan, quitting a job has become almost like a kind of ritual. Legally, you're allowed to resign with two weeks' notice, but in reality, it's rare for someone to leave cleanly within that time frame,' Niino says. 'People end up tiptoeing around their boss' mood, getting asked to stay on for at least three more months, training their replacement and making rounds to say goodbye. As a society, I think that whole process is incredibly inefficient.' Thus, Niino says, they turn to resignation agencies such as Exit to make a clean, quick break. Broadly speaking, Niino says his firm serves two main types of workers. The first group are the quiet quitters who want to do the bare minimum — they're not interested in growth or purpose, and they have no concern for the company's vision or what the CEO thinks. For them, work is simply a way to earn money, and they prioritize ease and a comfortable environment. The second group is made up of young workers in Tokyo striving to succeed in the heart of capitalism — in startups and fast-paced ventures. They also typically fall into two camps: those who chase high pay, even if it means enduring a 'black' company, and those who seek purpose and satisfaction in their work. 'In the end,' Niino says, 'we get requests from both types.' Economic pressure There are many surveys — both government and private — on young people's attitudes toward work. While results vary depending on the study, certain common trends have emerged that back up Niino's observations. 'For example, when it comes to how much value young people place on work-life balance, many surveys consistently show that this has become increasingly important,' says Yuki Honda, a professor at the University of Tokyo and an expert on the youth labor market. 'However, other surveys reveal a different group of young workers who disregard such concerns — they're willing to work long hours if it means they can improve their skills. This suggests a polarization is taking place.' 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'That feeling of crisis is becoming more pronounced, though the ability to take action appears split between two extremes.' The gig economy has had an effect on the way young Japanese view their careers. | JOHAN BROOKS Meanwhile, Honda says many young workers are increasingly pushing back against the practice of being randomly assigned to jobs or locations without prior notice — a phenomenon colloquially referred to as haizoku gacha, likened to the randomness of gachapon capsule toy machines. In response, more companies are adopting so-called job-based hiring, offering clearly defined roles and responsibilities from the start. Unlike Japan's traditional membership-based model — where employees are hired as general members of the company without set duties before being assigned specific tasks — job-based hiring provides greater transparency and a clearer career path. 'While not yet widespread, some employers now recognize that clarity is essential for attracting younger talent,' she says. Ganeko, the taxi driver on the hunt for her next job, agrees. 'I'd like to know in advance which department I'll be assigned to — so I can mentally prepare and get ready ahead of time.' In the past, many companies would hire first and then slot the employee into a different variety of positions later. Now, more firms are defining job responsibilities from the get-go. | JOHAN BROOKS She still has time to decide what path to take next. In university, Ganeko was drawn to the issue of poverty in her native Okinawa and hoped to one day help find a solution. 'I'm thinking about starting my own business someday,' she says. 'So I want to learn about children's education, study how small businesses and their leaders approach management, and gain experience and knowledge that could help me address poverty.'