Ntt Inc · TSE:9432
Ntt — Investor Presentation (February 2026)
124 slides from Ntt's investor presentation, February 2026
Slide 1: IR Presentation
February,2026 Ver.0201 IR Presentation © NTT, Inc. 2026
Slide 2: Forward-looking statements notice
This document is a translation of the Japanese original. The Japanese original is authoritative. 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, pro
Slide 3: Contents
Contents Overview of Consolidated Results for the Nine Months Ended December 31, 2025 and Revision to the AI FY2025 Results Forecast Toward Orders Exceeding 500 Billion in the Mid-Term 78 Status of Consolidated Results for FY2025.3Q 4 Offering end-to-end full-stack solutions for AI-driven environmen
Slide 4: Overview of Consolidated Results for the Nine Months Ended December 31, 2025
Overview of Consolidated Results for the Nine Months Ended December 31, 2025 and Revision to the FY2025 Results Forecast © NTT, Inc. 2026
Slide 5: Status of Consolidated Results for FY2025.3Q
Status of Consolidated Results for FY2025.3Q ◼ Operating Revenues, Operating Profit and Profit all increased year-on-year ◼ Operating Revenues reached new record-high levels Status of Consolidated Results ⚫ Operating Revenues: ¥10,421.0B <+¥371.3B [+3.7%] year-on-year> ⚫ EBITDA(1): ¥2,657.3B <+¥104.
Slide 6: Contributing Factors by Segment for FY2025.3Q
Contributing Factors by Segment for FY2025.3Q Operating Revenues <Year-on-year:＋371.3> (Billions of yen) Integrated ICT Global Solutions Regional Others Elimination of Business Segment Business Segment Communications (Real Estate, Inter-Segment Business Segment Energy and Others) Transactions 41.1 1
Slide 7: FY2025 Financial Results Forecast
FY2025 Financial Results Forecast ◼ Revised downward to reflect factors such as accelerated measures to reinforce customer base for future growth at DOCOMO and the realized profits of gain on transfer of Data Centers for REIT at DATA Group. Consolidated Revenues and Income Plan Initial Forecast Fina
Slide 8: Summary of FY2025 Financial Results Forecast (by Company)
Summary of FY2025 Financial Results Forecast (by Company) Operating Operating Change from Change from Revenues Initial Forecast Profit Initial Forecast NTT DOCOMO ¥6,336.0B - ¥883.0B ¥(83.0)B Group NTT DATA Group ¥4,910.7B ¥(26.0)B ¥496.0B ¥(26.0)B Consolidated NTT EAST Group ¥1,670.0B - ¥220.0B - N
Slide 9: Integrated ICT Business
Integrated ICT Business © NTT, Inc. 2026
Slide 10: FY2025/3Q Results Overview
FY2025/3Q Results Overview Recorded YOY increase in revenues but decrease in profit. Year-on-year IFRS (Billions of yen) FY2024/3Q FY2025/3Q Changes % Operating revenues 4,567.3 4,659.7 +92.4 +2.0% Operating profit 833.9 745.4 -88.5 -10.6% Profit attributable to shareholders of NTTDOCOMO, INC. 585.3
Slide 11: FY2025/3Q Results by Segment: Operating Revenues
FY2025/3Q Results by Segment: Operating Revenues Smart Life and Enterprise segments revenues increased significantly over prior year. Consumer Communications recorded YOY decrease. Year-on-year IFRS (Billions of yen) FY2024/3Q FY2025/3Q Changes % Operating revenues 3,388.7 3,405.9 +17.2 +0.5% Consum
Slide 12: FY2025/3Q Results by Segment: Operating Profit
FY2025/3Q Results by Segment: Operating Profit Smart Life and Enterprise recorded YOY increase, but Consumer Communications YOY decrease. Year-on-year FY2024/3Q FY2025/3Q IFRS (Billions of yen) Changes % Operating profit 616.6 506.9 -109.8 -17.8% Smart Life 197.8 216.6 +18.8 +9.5% 290.2 Consumer Com
Slide 13: Revised FY2025 Guidance
Revised FY2025 Guidance Operating profit guidance was revised to ¥883 billion, down ¥83 billion compared to initial forecast announced in May 2025. FY2025 FY2025 IFRS (Billions of yen) Revised guidance Previous guidance Changes Operating revenues 6,336 6,336 - Operating profit 966 883 -83 Profit att
Slide 14: Key Factors behind Guidance Revision (Operating Profit)
Key Key Factors behind Factors behind Guidance Guidance RevisionRevision (Operating Profit) (Operating Profit) Tackle customer base reinforcement as top priority to ensure steady growth from FY26 and beyond, while making ongoing efforts for profitability improvement. Factors behind change Profit imp
Slide 15: FY2025/3Q Key Factors behind Changes in Operating Revenues
FY2025/3Q Key Factors behind Changes in Operating Revenues Revenues from growth areas continued to increase. While Consumer Communications revenues were affected by the device purchase program, ARPU growth and improved momentum of mobile communications revenues driven by “docomo MAX” were sustained.
Slide 16: FY2025/3Q Key Factors behind Changes in Operating Profit
FY2025/3Q Key Factors behind Changes in Operating Profit Organic growth of Smart Life and Enterprise continued. Operating profit recorded YOY decrease due to stepped up sales promotion expenses (including device purchase program) and network resilience expences for medium-term growth. Consumer -109.
Slide 17: Key Initiatives and Achievements ①
Key Initiatives and Achievements① Customer Base Reinforcement: Actions and Achievements (Stepped Up Sales Promotion) Conversion into a highly engaged community by devising optimal pricing strategy/service mix. Sales capability reinforcement allocating necessary costs to counter the competition for M
Slide 18: Key Initiatives and Achievements ②
Key Initiatives and Achievements② Customer Base Reinforcement: Actions and Achievements (Network Reslience) Accelerating base station deployment and upgrade to latest equipment, prioritizing investment in network resilience. Base station rollout/ Large-Scale Deployment Targeted Measures for Areas Pa
Slide 19: Significance of Key Initiatives
Significance of Key Initiatives Achieve growth over the medium term by expanding Smart Life and enterprise services on the foundation of a robust customer base. Return to profit increase and drive medium-term growth through expansion of Smart Life and enterprise services Mobile communications Build
Slide 20: Consumer Communications: Operating Revenues
Consumer Communications: Operating Revenues While operating revenues recorded a YOY decrease, the pace of decline in mobile communications services revenues continued to moderate. Operating revenues Highlights (Billions of yen) ➢ Factors behind change 2,513.9 2,429.2 -) Decrease in equipment sales r
Slide 21: Consumer Communications: Customer Base
Consumer Communications: Customer Base MNP performance turned positive, and acquisition of mid- and large-data plan subscribers has been favorable. Continue to aim for net MNP inflows for the full year. YOY changes in individual handset net adds No. of port-ins (by size of plans subscribed) +34% Por
Slide 22: Consumer Communications: docomo MAX
Consumer Communications: docomo MAX “docomo MAX” subscriptions surpassed 2.5 million and on track to achieve year-end target. Plan to further enhance its attractiveness by offering “selectable benefits” and “special experience value.” “docomo MAX” subscriptions/Migration rate*1 Added “Lemino” and an
Slide 23: Consumer Communications: ARPU
Consumer Communications : ARPU Due to an increase in the proportion of large-capacity plans, upward trend has taken hold, with ARPU recording YOY increases in FY25/3Q after the previous quarter. Mobile communication ARPU*1 Large data plan subscription rate*2 (Yen) 29% 29% 30% 27% 28% 25% 26% 3,990 3
Slide 24: Highly Engaged Customer Base
Highly Engaged Customer Base Reinforce customer base by offering good deals for everyday life leveraging “d Value Pass” as an entry point to our economic zone, while also promoting the use of “d POINT” and payment services. Promote use of “docomo MAX/Poi-katsu” Inflow into economic zone payment serv
Slide 25: Smart Life: Operating Revenues
Smart Life: Operating Revenues Smart Life revenues increased driven by the steady growth of all three lines of business and consolidation of SBI Sumishin Net Bank. Operating revenues Highlights (Billions of yen) 1,011.9 ➢ Factors behind change 904.4 +107.4 417.7 +）Finance +84.3 billion 333.4 ✓Impact
Slide 26: Smart Life: Finance
Smart Life: Finance Finance/payment transactions grew steadily driven by “d CARD PLATINUM”, etc. Aim to improve customer experience through linkage of finance and communication services centered on the bank. Finance revenues Growth of finance/payment Expansion of finance services transactions Aim to
Slide 27: Smart Life: Marketing Solutions
Smart Life: Marketing Solutions Marketing solutions revenues growing steadily. Aim to expand revenues by combining the assets of Intage and DOCOMO. Marketing solution revenues Expansion of business targeting consumer goods manufacturers/retailers (Billions of yen) 130 インテージ 121.4 ・Relations with “d
Slide 28: Smart Life: Entertainment
Smart Life: Entertainment Revenues grew driven by the enrichment of video service content and expansion of venues. IG Arena achieving steadfast growth. Started offering new user experience leveraging IOWN. Entertainment revenues Video service content enrichment (Billions of yen) Plan to further enri
Slide 29: Enterprise: Operating Revenues
Enterprise: Operating Revenues Steady expansion of integration/platform businesses driving revenue growth. Operating revenues Highlights (Billions of yen) ➢ Factors behind change 1,426 1,339.6 +) Integration/platform: +94.2 billion +86.4 Large enterprises ✓Expansion of contact center projects adopti
Slide 30: AI Initiatives: AI-Centric ICT platform
AI Initiatives Stepping up collaboration with partners looking ahead to the physical AI era. Tackle new value creation evolving our AI-Centric ICT platform. Collaboration with Collaboration with Kawasaki Heavy Industries Mujin Social Industrial robots robots Provision of excellent products, developm
Slide 31: Actions for Further Improvement of Telecom Service Quality
Network: Actions for Further Improvement of Telecom Service Quality Continue to vigorously promote the construction of 5G base stations The ongoing large-scale base station construction projects will be gradually completed from FY25/2H. In FY26, the construction scale equivalent to FY25/2H is expect
Slide 32: Further Improvement of Telecom Service Quality: Actual Cases
Network: Further Further Improvement Improvement of of TelecomService Telecom Service Quality: Quality:Actual ActualCases Cases Improved perceived quality in areas where 5G base stations are constructed. We aim to continue to further improve quality by accelerating construction in the future. Center
Slide 33: Global Solutions Business
Global Solutions Business © NTT, Inc. 2026
Slide 34: Results for the Nine Months Ended December 31, 2025: Summary of YoY Changes
Results for the Nine Months Ended December 31, 2025 Summary of YoY Changes • In the nine months ended December 31, 2025, net sales and operating profit both rose year on year, due in part to gain on the transfer of data centers (hereinafter, “DC(s)”) during Q2. • New orders received also increased a
Slide 35: Revision to FY2025 Full-Year Forecasts
Revision to FY2025 Full-Year Forecasts •The DC transfer gain amounted to ¥129.5 billion, coming in ¥26.0 billion lower than our projection of ¥155.4 billion. •To reflect this difference, we have revised our full-year forecasts for FY2025 as follows. (Unit: billions of yen) FY2024 Revised YoY Initial
Slide 36: New Orders Received YoY Changes (9M and Q3 FY2025)
New Orders Received｜YoY Changes (9M and Q3 FY2025) New orders received increased in both the Japan and Overseas segments, buoyed by the acquisition of large- scale projects. +109.5 (Unit: billions of yen) +176.5 +337.7 +237.3 -66.9 -9.1 4,002.0 2,500.4 North America -13.6 North America -80.3 EMEAL -
Slide 37: Net Sales YoY Changes (9M and Q3 FY2025)
Net Sales｜YoY Changes (9M and Q3 FY2025) Net sales increased overall, driven by the expansion of the Japan Segment, gain on the DC transfer in the Overseas Segment, etc. +180.0 (Unit: billions of yen) +129.5 +236.0 +106.1 -55.6 +77.1 North America -11.8 -21.0 3,643.8 North America +4.4 EMEAL -21.0 E
Slide 38: Operating Profit YoY Changes (9M and Q3 FY2025)
Operating Profit｜YoY Changes (9M and Q3 FY2025) Operating profit also increased overall, boosted by the growth in the Japan Segment, gain on the DC transfer in the Overseas Segment, etc. +158.3 2,920 (Unit: billions of yen) +129.5 +148.2 -2.7 -14.7 384.2 Public & Social Infrastructure -12.9 Financia
Slide 39: Breakdown of Japan Segment Results
Breakdown of Japan Segment Results •New orders received increased year on year in all the three businesses for the nine months ended December 31, 2025, boosted mainly by large-scale projects acquired in the Public & Social Infrastructure and Financial businesses. •Net sales also increased in all the
Slide 40: Breakdown of Overseas Segment Results
Breakdown of Overseas Segment Results •New orders received increased overall in the Overseas Segment, as the acquisition of large-scale projects in GTSS offset a decline in North America, which was hit by lower demand for large-scale projects than the previous year. •Net sales in GTSS remained robus
Slide 41: NTT DATA Group's Regional Portfolio and Profit Margin
NTT DATA Group’s Regional Portfolio and Profit Margin The map below indicates that profitability has improved in regional units and GTSS from FY2024 to Q3 FY2024 FY2025 FY2025. EMEAL JAPAN North America % 20 EBITA Margin Operating Profit Margin EBITA Margin 20 % % 15 20 15 10 15 10 5 10 5 0 APAC 5 A
Slide 42: Investments and Operating Results for the DC Business
Overseas Segment Investments and Operating Results for the DC Business •Our investments in the DC Business progressed steadily, totaling $1,687 million (¥250.8 billion) for the nine months ended December 31, 2025. •During Q3, we launched one DC (14 MW) in Thailand and two (22.4 MW and 25.6 MW) in In
Slide 43: Status of the Data Center Business (Overseas Segment)
Status of the Data Center Business (Overseas Segment) ■Operating Results of the DC business *1*2*3 Billions of yen FY2024 Results FY2025 Results YoY FY2024 FY2025 YoY (Millions of dollars) Apr-Dec Apr-Dec (Amount) Full-Year Results Full-Year Forecasts (Amount) New orders received 528.7 (3,463) 596.5
Slide 44: Data Center Business as a Growth Engine
Data Center Business as a Growth Engine NTT has committed to invest at least JPY1.5 trillion into data centers until the end of FY2027 as one of the pillars of our new medium-term strategy, aiming to double EBITDA during this period by leveraging our proven operational and technological capabilities
Slide 45: Expansion and Upgrade of Data Centers
（2023年5月公表） 新中期経営戦略 より Expansion and Upgrade of Data Centers ◼ NTT will further expand the world’s third-largest(1) data center infrastructure, and implement upgrades through the introduction of IOWN technology (will make investments of at least ~¥1.5tn/5 years(2)) ◼ NTT aims to achieve carbon neutr
Slide 46: NTT's Position In The Global Market
NTT’s Position In The Global Market Global Data Center Colocation Revenue Share1 Global IDC MarketScape Vendor Assessment 2 Operators 1 Equinix 2 Digital Realty 12% 3 NTT GDC 4 Digital Bridge 9% 5 CyrusOne Total 6% 6 KDDI $51.8B 3% 7 American Tower 3% 8 Cyxtera 9 Flexential 10 QTS Others NTT GDC is
Slide 47: Focus Areas for Quality Growth
Focus Areas for Quality Growth • To realize Quality Growth, we are delivering new full-stack value such as hybrid cloud platforms that address the needs for private AI and sovereign cloud, using AI agents that respond to industry-specific business challenges and regulations. • To push ahead with thi
Slide 48: Establishment of New AI Company NTT DATA AIVista in Silicon Valley
Establishment of New AI Company “NTT DATA AIVista” in Silicon Valley Recruit External Create AI-Native Top-Tier Strengthen Enhance Business Professionals Partner Ecosystem AI Brand Position NTT DATA AIVista AI Tech / AI Biz AI Capability Industry Professionals Expert Consulting Capabilities Engineer
Slide 49: Regional Communications Business
Regional Communications Business © NTT, Inc. 2026
Slide 50: FY2024 Financial Results and FY2025 Forecast (NTT East)
FY2024 Financial Results and FY2025 Financial Results Forecast (NTT East） (Units: Billions of yen, except Hikari Subscriptions) IFRS FY2023 FY2024 FY2025 (Consolidated) Results Results Year-over-year Forecast Year-over-year 1,710.5 (4.5) Operating Revenues 〈1,655.9※2〉 1,665.4 〈＋9.5〉 1,670.0 ＋4.6 298
Slide 51: FY2024 Financial Results and FY2025 Forecast (NTT West)
FY2024 Financial Results and FY2025 Financial Results Forecast (NTT West） （Billions of yen） IFRS FY2023 FY2024 FY2025 Compared to (Consolidated) Results Results Year-over-year Forecast Year-over-year Forecast Operating Revenues 1,497.0 1,468.6 (28.3) +23.6 1,472.0 +3.4 Operating Profit 138.9 81.8 (5
Slide 52: Initiatives to Restore Business Results
Initiatives to Restore Business Results (Billions of yen) 437.7 + Expansion of new businesses, 420.5 α further re-evaluation of fees, etc. Streamlining Shifting to profit Re-evaluation of personnel and Non-Core 3 business portfolio growth with Operating Profit Assets FY2024 as the + FY2027 +¥45.0 bi
Slide 53: Direction of Each Business Portfolio
Direction of Each Business Portfolio Market Growth Investments/capital increases Strengthening in response to market expansion Growth/new business:¥300.0 billion Enterprise Business: ¥750.0 billion New Business (Subsidiary) • Solving local social issues SI,etc. • Developing communication Networks in
Slide 54: Evolving and Expanding the Enterprise Network Business
Evolving and Expanding the Enterprise Network Business Making the most of existing optical networks, we will leverage our strengths in regional connections and engineering to expand our network businesses that support the digitalization of society (targeting a ¥25.0 billion increase in profit throug
Slide 55: Current Status of Fiber Optic Services and Future Targets
Current Status of Fiber Optic Services and Future Targets • By strengthening sales and improving the pricing strategies for FLET’s Hikari Cross and the apartment building market business, we plan to expand our market share and improve our profitability, with a goal of generating profit of ¥40.0 bill
Slide 56: Initiatives to Increase Hikari Cross Sales
Initiatives to Increase Hikari Cross Sales （Responding to Demand for Faster Fiber Optic Speeds） We will expand the Hikari base with improved support for high-speed demand by promoting transitions to Hikari Cross, which is expected to increase ARPU, with free installations and other promotional measu
Slide 57: Initiatives in the Apartment Market
Initiatives in the Apartment Market • We will strengthen collaborations with developers and management companies to launch comprehensive apartment building-wide services that meet market needs and have high operating efficiency • We will shift to a business model in which we can maintain medium- and
Slide 58: Reforming Telecommunications Operations through DX and AI
Reforming Telecommunications Operations through DX and AI • We will fully leverage DX and AI to redesign personnel-heavy front and back-office support services ⇒ Enhancing efficiency and transitioning to “zero-touch (automated)” • We are aiming to improve profit by ¥18.0 billion through FY2027 by re
Slide 59: Reforming Telecommunications Operations through DX and AI
Reforming Telecommunications Operations through DX and AI • We will upgrade on-site operations and other manual tasks through the use of AI diagnostic imaging and other technologies • We will fully leverage DX and AI to transition routine repetitive tasks in the operation of NW equipment to “zero-to
Slide 60: Exit from Unprofitable Services
Exit from Unprofitable Services We will aim to improve profit by ¥13.5 billion in FY2027 through the termination of consumer line-related businesses and initiatives to promote the rapid shift to digital services Schedule Profit Improvement Effects (Billions of yen) （FY） 2024 2025 2026 2027 +13.5 ▲Ju
Slide 61: Migration to Alternative PSTN Services
Migration to Alternative PSTN Services • The ¥350.0 billion PSTN service revenue base will be maintained to the fullest extent possible by encouraging migration and improving pricing strategies at various contact opportunities with customers • Migration to alternative services (optical and wireless
Slide 62: Steps for Migrating Fixed-Line Telephone Services
Steps for Migrating Fixed-Line Telephone Services • Migration to substitute services will begin with customer applications for new subscriptions or relocations, as well as notifications and inquiries related to contracts, faults, or service disruptions. After identifying customer contact points, we
Slide 63: Further Expansion of Growth Businesses (Solmare Expansion)
Further Expansion of Growth Businesses （Solmare Expansion） Solmare Revenue Expansion Comic Production Product Sales Licensing Development Comprehensive Implementation Publications Drama Anime/Movies Merchandise New Initiatives from FY2025 onwards Domestic Business Expansion Global Expansion Revenue
Slide 64: Initiatives of a sustainable society, etc.
Initiatives of a sustainable society, etc. © NTT, Inc. 2026
Slide 65: Sustainability Charter
Sustainability Charter • Establishment of Sustainability Charter in November 2021 • Three themes and nine challenges are set. Key indicators (carbon neutrality, percentage of new female managers, employee engagement rate, customer engagement) are reflected in executive compensation. Sustainability C
Slide 66: Towards Achieving Net Zero in 2040
Towards Achieving Net Zero in 2040 ◼ By continuing our initiatives to reduce environmental impact, we achieved greenhouse gas emission reductions that exceeded our 2040 carbon-neutral plan and are making steady progress toward achieving our long-term goals. ◼ By encouraging and supporting suppliers
Slide 67: Current Status and Future of Renewable Energy Business
Current Status and Future of Renewable Energy Business ◼ As a result of acquiring Green Power Investment (GPI), a leading domestic renewable energy company, in 2023, NTT added wind power generation to its solar power generation capabilities, and anticipates achieving its renewal energy acquisition f
Slide 68: Reinforcement of Corporate Governance
Reinforcement of Corporate Governance June 2020 • Introduced an executive officers system* (separation of the functions of managerial decision-making/supervision and business execution) • Increased the ratio of outside directors from 27% to 50% *Introduced an executive officers system into key group
Slide 69: IOWN
IOWN © NTT, Inc. 2026
Slide 70: The advantages of optical fiber in large-capacity communications
The advantages of optical fiber in large-capacity communications In large-volume electrical communications, power consumption increases dramatically as the transmission distance increases. On the other hand, optical communication has the advantage of hardly increasing power consumption. Relationship
Slide 71: IOWN initiative
IOWN initiative ◼ In order to utilize all types of information beyond the limits of conventional infrastructures, photonics technologies such as photonics-electronics convergence devices will be utilized everywhere from networks to terminals to realize a network and information processing infrastruc
Slide 72: IOWN Roadmap and Application Areas
IOWN Roadmap and Application Areas • In 2023, we developed IOWN 1.0, photonics-electronics convergence devices (PEC-1) for networks, and applied it to relay devices and DC connections. • In 2025, we developed IOWN 2.0, photonics-electronics convergence devices (PEC-2) for board connections. ２０２３ ２０２
Slide 73: The role of ecosystem players in realizing optical computing
The role of ecosystem players in realizing optical computing • IOWN photonic disaggregated computing is realized by combining NTT’s photonics-electronics convergence technology with the latest technologies from chip/switch manufacturers, etc. Rack equipped with photonics-electronics Optical engine c
Slide 74: Membrane devices that achieve IOWN 3.0
Membrane devices that achieve IOWN 3.0 • IOWN3.0 utilizes NTT’s proprietary thin-film technology (membrane technology). • The structure of conventional optical devices has been radically changed, resulting in a device that is small enough to be directly attached to a chip. IC Chip 1.11 mm Membrane D
Slide 75: IOWN Targets
IOWN Targets Power efficiency Power efficiency APN 100-times * 100-times * Server 13-times 8-times 1.0-times 1.0-times Up to IOWN IOWN IOWN IOWN Up to IOWN IOWN IOWN 最終 IOWN now 1.0 2.0 3.0 4.0 now 1.0 2.0 3.0 目標 4.0 2023 2025 2028 2032 2023 2025 2028 2032 * Power efficiency for the entire photonics
Slide 76: Distributed Data Centers Utilizing IOWN
Distributed Data Centers Utilizing IOWN ◼ With IOWN technologies, multiple data centers can be operated as if they were a single data center. Photonics- Data Center A Data Center C Photonics- Electronics Electronics Convergence Convergence Devices Devices GPU GPU IOWN APN※ Photonics- Data Center B D
Slide 77: Mass Production of Photonics-Electronics Convergence Devices
Mass Production of Photonics-Electronics Convergence Devices ◼ NTT will begin commercial provision of switches using photonics-electronics convergence devices during FY2026 through collaboration with supply chain partners including Broadcom and Accton Technology. ◼ NTT Innovative Devices is preparin
Slide 78: AI
AI © NTT, Inc. 2026
Slide 79: Toward Orders Exceeding 500 Billion in the Mid-Term
Toward Orders Exceeding 500 Billion in the Mid-Term Orders exceeding ¥150 billion by the end of FY2025 and ¥500 billion by FY2027 ¥500 billion or more Orders received Anticipated orders 医療 ¥150 billion ¥67 billion ¥43.6 billion FY24 FY25 FY25 FY26 FY27 © NTT, Inc. 2026 cumulative for Apr.–July* *Inc
Slide 80: Offering end-to-end full-stack solutions for AI-driven environment
Offering end-to-end full-stack solutions for AI-driven environment Global capabilities, including Japan Market share [Gen-AI related in FY27*1] AI solution provider An Emerging 2025 Gartner® Emerging Market Quadrant Leader Global Consulting 37％ consulting for Generative AI Consulting and Implementat
Slide 81: Optimal AI Models and AI Agents to Meet Diverse Customer Needs
Optimal AI Models and AI Agents to Meet Diverse Customer Needs Business Functions Develop Manage Leveraging Industry Sales ment IT ment Finance HR General General- Purpose AI Public AI Agents Developing AI agents tailored for industries such as finance, open manufacturing, logistics, healthcare, and
Slide 82: Upgraded purely Japanese-made LLM tsuzumi 2
Upgraded purely Japanese-made LLM [tsuzumi 2] ◼ An upgraded version of tsuzumi, NTT’s LLM, to be launched in October 2025 ◼ The best in the world among LLMs with the same parameter size in terms of Japanese language performance Comparison of enhanced context processing and sentence understanding Evo
Slide 83: Computing Resources to Power AI
Computing Resources to Power AI From Large-Scale Clusters to a Single GPU — Providing the Computing Resources You Need for Every AI Use Case AI Infrastructure Service Top-Class Computing Capacity in Japan GPU as a Service Clusters built with the “NVIDIA DGX B200 System” featuring NVIDIA Blackwell ar
Slide 84: Social Implementation of AI Integrating the Digital and Physical Domains
Social Implementation of AI Integrating the Digital and Physical Domains ◼ NTT is providing “tsuzumi 2”, the purely domestically developed LLM, and offering implementation support for major global LLMs. The order amount for our AI business for FY2025 Q3 reached ¥147.8 billion. ◼ We have begun the so
Slide 85: Shareholder Returns
Shareholder Returns © NTT, Inc. 2026
Slide 86: Changes in Dividend
Changes in Dividend (Yen) Changes in Total Annual Dividends 5.2 5.3 ● Pay-Out Ratio 5.1 4.8 4.6 4.2 3.8 3.6 3.0 2.4 2.2 1.7 1.8 1.4 1.6 43.5% 45.3% 42.3% 1.2 1.2 38.2% 38.0% 40.9% 41.1% 1.1 37.2% 33.4% 34.9% 34.5% 33.8% 0.8 0.9 27.5% 32.3% 31.2% 31.4% 30.7% 32.9% 0.5 0.6 0.6 23.0% 17.1% 19.5% 12.3%
Slide 87: Record of Share Buybacks
Record of Share Buybacks Amount of Share Buybacks (Billions of yen) 539.4 501.1 510.3 406.5 381.7 374.1 366.5 338.1 258.0 250.0 250.0 235.2 200.0 200.0 200.0 200.0* 150.0 120.0 100.0 94.4 93.6 86.2 FY1999 FY2002 FY2003 FY2004 FY2005 FY2007 FY2008 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY20
Slide 88: Status of Shareholder Count
Status of Shareholder Count Percentage of Voting Shareholder Count Rights Total Shareholder Count by Age Individual invertors also hold a Approximately 3x after the Diversification of shareholder composition larger share of voting rights.*3 stock split, setting a new has also progressed.*1 record hi
Slide 89: Financial Data, etc.
Financial Data, etc. © NTT, Inc. 2026
Slide 90: NTT Group Formation
NTT Group Formation Operating revenue：¥6,213.1 billion Integrated ICT Operating income ：¥1,020.5 billion Business No. of employees ： 51,700 No. of subsidiaries： 130 Operating revenue：¥4,638.7 billion Global Solutions Operating income ：¥ 323.9 billion Business No. of employees ： 197,800 NTT, Inc. No.
Slide 91: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 13.4 13.7 14.2 13.1 ■ Operating 11.8 11.9 11.9 11.9 12.2 11.4 Revenues （Trillion yen） 1.9 1.8 1.8 1.6 1.7 1.7 1.6 1.7 ■ Operating 1.5 1.6 Income /Operating Profit 1.00 0.97 0.91 0.92 1.28 （Trillion yen） 0.80 0.85 0.86 1.18 1.21 ■ Net Income /Profit 12.0 11.7 9
Slide 92: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues （Billion yen） 13,704.7 14,164.0 13,136.2 13,374.6 15,000 11,899.4 11,944.0 11,944.0 12,156.4 11,799.6 11,879.8 11,391.0 6,336.0 6,213.1 6,059.0 6,140.0 4,840.8 4,651.3 4,725.2 4,769.4 5,870.2 4,584.6 5,880.9 10,000 2,205.8 2,065.6 2,218.9 2,278.7 2,129.3 4,
Slide 93: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income （Billion yen） 20,000 1,922.9 1,829.0 1,768.6 1,693.8 1,671.4 1,671.4 1,649.6 1,660.0 1,642.8 1,539.8 1,562.2 15,000 11,444 10,725 10,939 9,132 8,830 10,136 10,205 9,821 8,547 10,600 9,516 10,000 1,036 1,462 3,096 936 1,001 2,105 2,656 408 1,477 1,309 1,392 1,
Slide 94: Changes in CAPEX
Changes in CAPEX （Billion yen） 2,530.0 2,500 2,063.1 2,087.4 875.0 2,000 1,806.6 1,862.4 1,700.0 1,674.8 1,697.0 1,728.3 1,728.3 1,687.6 705.4 714.3 1,500 572.8 569.1 706.3 597.1 576.4 593.7 734.3 698.6 801.0 279.3 1,000 259.0 657.4 675.7 244.9 232.5 244.3 193.8 500.4 169.5 327.9 347.2 158.1 194.1 1
Slide 95: Details of Consolidated Balance Sheet
Details of Consolidated Balance Sheet (Billions of yen) March 31, 2025 December 31, 2025 (1) The scope of aggregation for each of the figures presented for Finance Business is internal management figures of Finance business in Smart Life of NTT DOCOMO Group in Integrated ICT Business Segment. Such f
Slide 96: Changes in Interest-bearing Debt
Changes in Interest-bearing Debt （Billion yen） 12,000.0 120.0% Debt/Equity ratio* 100.8% 96.1% 97.4% 97.9% 10,000.0 100.0% 88.9% 8,000.0 80.0% 13,900.0 6,000.0 60.0% 51.9% 45.2% 46.0% 43.9% 9,591.0 10,010.1 40.6% 4,000.0 8,230.5 40.0% 7,624.3 7,364.3 4,699.9 2,000.0 4,088.2 3,971.6 4,262.7 20.0% 3,8
Slide 97: Changes in Number of Employees
Changes in Number of Employees NTT Consolidated Number of 338,650 338,450 341,300 343,650 Employees 324,650 333,850 324,650 （Persons） 319,050 307,900 28,100 46,500 47,150 51,050 51,700 52,600 27,550 300,000 284,550 26,650 45,850 274,850 27,450 49,950 26,750 51,600 52,550 47,350 43,850 200,000 188,30
Slide 98: Changes of Outstanding Shares
Changes of Outstanding Shares (Hundred million shares) 1,400 1,276 Cumulative total of shares decreased by around ▲36% 1,200 (▲2.5% Average Decrease Annually) 1,000 821 800 600 400 200 0 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025E (Note1)
Slide 99: Age Distribution of Employees at NTT East and NTT West
Age Distribution of Employees at NTT East and NTT West (As of March 31, 2025） 4,000 Number of Employees 2,000 0 20 30 40 50 60 65 * Figures for NTT East include employees from the consolidated regional outsourcing companies (NTT EAST-MINAMIKANTO and others), NTT-ME and NTT EAST SERVICE, while figure
Slide 100: Fixed Broadband Business FTTH Subscriptions
Fixed Broadband Business FTTH Subscriptions * FTTH Subscriptions (Sum of NTT East and NTT West） 23.65 23.79 23.95 Reference: (millions subs) 23.27 23.58 FY2025E Breakdown of FTTH Subscriptions (millions subs) 22.56 FY2025E Total FTTH Service: +0.16 Change from preceding Fiscal Year Hikari (1) Number
Slide 101: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Rakuten mobile market share Approx. 4％ Approx. Mobile Approx. FTTH 227.64M subs 41.35M subs 40M 200M SoftBank SoftBank market share Approx. 25％ 30M 150M KDDI KDDI market share Approx. 31％ 100M 20M NTT East and NTT DOCOMO NTT West Approx. Approx. 91.91M
Slide 102: New Medium-Term Management Strategy: New Value Creation & Sustainability 2027 Powered by IOWN
Attachment 1 New Medium-Term Management Strategy New Value Creation & Sustainability 2027 Powered by IOWN © NTT, Inc. 2026 101
Slide 103: Fundamental Principles: Innovating a Sustainable Future for People and Planet
Fundamental Principles of New Value Creation & Sustainability 2027 Powered by IOWN Innovating a Sustainable Future for People and Planet © NTT, Inc. 2026 102
Slide 104: Increase Our Investments in Growth Areas
For that Purpose, We Will Increase Our Investments in Growth Areas Will invest ~¥8.0 trillion in growth areas over the next 5 years 50％UP ¥0.6tn/year ~¥8.0 trillion ¥1.0tn/year over the next 5 years ¥1.5tn/year ~¥12.0 trillion ¥1.0tn/year in total 2015 FY FY 2022 FY2027 © NTT, Inc. 2026 103
Slide 105: Further Increase Our Cash-Generation Ability for the Future
We Will Also Further Increase Our Cash-Generation Ability for the Future Looking ahead to FY2027, aiming to increase our cash-generation ability for growth and reach EBITDA of ~¥4.0 trillion 4.0 ¥ tn +20％ increase ¥3.3tn FY 2022 2027 FY © NTT, Inc. 2026 104
Slide 106: Pillars of Our Initiatives
Pillars of Our Initiatives 1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ① IOWN-Driven Creation of New Value ③ Achievement of a Circular Economy Society (from concept to commercialization) i. Establishment of manufacturing company for photonic- i. Develop sustainab
Slide 107: IOWN-Driven Creation of New Value
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ① IOWN-Driven Creation of New Value (from Concept to Commercialization) ⅰ. Establishment of manufacturing company for photonic-electronic convergence devices ◼ Will establish “NTT Innovative Devices Corporation” in June
Slide 108: Data-Driven Creation of New Value: Personal Business
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅰ. Strengthening personal business (strengthening DOCOMO’s Smart Life businesses) ◼ Will actively invest in personal business and other growth areas (at least ~¥1.0tn/5 y
Slide 109: Data-Driven Creation of New Value: DX/Data in Society and Industry
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅱ. Strengthening the Use of DX/Data in Society and Industry (use of AI/Robots) ◼ Will jointly develop technology and solutions globally, transforming industries that supp
Slide 110: Data-Driven Creation of New Value: Expansion and Upgrade of Data Centers
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ②Data-Driven Creation of New Value (Smart World) ⅲ. Expansion and Upgrade of Data Centers ◼ Will further expand the world’s third-largest(1) data center infrastructure, and implement upgrades through the introduction of
Slide 111: Green Energy
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society i. Develop sustainability solutions for customers ◼ Will promote green solutions that can be achieved by “Green Energy x ICT” (will make investments of ~¥1.0tn/5 years) ◼ Will
Slide 112: Achievement of a Circular Economy Society
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society ⅱ. Creating Circular Economy-Oriented Businesses ◼ Will achieve a sustainable society by recycling resources across various industries and further accelerating regional revital
Slide 113: Achievement of a Circular Economy Society: Progression towards Net-Zero
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ③Achievement of a Circular Economy Society ⅲ. Progression towards Net-Zero ◼ Looking ahead to FY2040, aiming to expand “NTT Green Innovation toward 2040” to Scope 3 NTT Green Innovation toward 2040(1) Expansion to Scope
Slide 114: Further Strengthening of Business Foundations: Cybersecurity
1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society ④Further Strengthening of Business Foundations ◼ We will make our networks/systems more resilient to withstand large-scale failures, cyberattacks or other occurrences in order to strengthen social infrastructure and enh
Slide 115: Fusion of Research and Development with a Market-Focused Strategy
2. Upgrading the Customer Experience (CX) ⑤ Fusion of Research and Development with a Market-Focused Strategy ◼ Will combine and strengthen our R&D capabilities with our market analysis and alliance capabilities at the holding company level ◼ Will enable us to strengthen our product-oriented R&D to
Slide 116: Strengthening of Services that Emphasize CX
2. Upgrading the Customer Experience (CX) ⑥Strengthening of Services that Emphasize CX Customers (Individuals, businesses, local governments, government organizations, etc.) Customer Experience Offer New Experiences and Set/Implement KPIs that Track the Customer Journey First Impressions that Exceed
Slide 117: Open and Innovative Corporate Culture
3. Improvement of Employee Experience (EX) ⑦Open and Innovative Corporate Culture ◼ Foster a culture of openness, collaboration and trial and error for a better customer experience ◼ Continue to strengthen diversity and inclusion Openness • Open discussions • Transparency • Healthy debate • Psycholo
Slide 118: Support Career Growth
3. Improvement of Employee Experience (EX) ⑧ Support Career Growth ◼ Support employee career growth and increase investment in human capital to drive business growth Supporting Growth Improve Expertise by Repeating the Cycle Career Work Training/ Review/ New EX Joining the Onboarding Design Experien
Slide 119: Global Benefits for Employees and their Families
3. Improvement of Employee Experience (EX) ⑨Global Benefits for Employees and their Families ◼ Expand the benefits that support a portion of educational expenses for children of deceased employees until they reach age 22 Current Future Scheme Scholarship fund Expand the current scheme Japan-based El
Slide 120: Medium-Term Financial Targets
Medium-Term Financial Targets Targets Indicators Target Levels (FY2027) Company-Wide Targets EBITDA ＋20％ increase (compared to FY2022) Growth EBITDA ＋40％ increase (compared to FY2022) Areas(1) Overseas Operating Income Margin(2) 10％（FY2025） Existing EBITDA ＋10％ increase (compared to FY2022) Areas(3)
Slide 121: Strengthening Our Ability to Generate Cash for Growth
Strengthening Our Ability to Generate Cash for Growth (with EBITDA as a Key Indicator) ◼ We will strengthen initiatives focused on our cash generation abilities to achieve further sustainable growth and have set EBITDA as a key indicator, aiming for an increase of 20% to reach ¥4.0 trillion by FY202
Slide 122: Increase Investments to Achieve Further Growth
Increase Investments to Achieve Further Growth ◼ We will make investments/contributions to our growth areas(1) amounting to ~¥8.0 trillion in the next five years(2) (an increase of 50% over current levels), and plan for a total of ~¥12.0 trillion ◼ Maintain/reduce our debt-to-EBITDA ratio to ~2x Gro
Slide 123: Fundamental Policy on Shareholder Returns
Fundamental Policy on Shareholder Returns Dividend Policy Our basic policy is to implement steady increases in dividends Share Buybacks We will flexibly conduct share buybacks to improve capital efficiency © NTT, Inc. 2026 122
Slide 124: Innovating a Sustainable Future for People and Planet
©NTT Innovating a Sustainable Future for People and Planet