Ntt Inc · TSE:9432

Ntt — Investor Presentation (November 2025)

139 slides from Ntt's investor presentation, November 2025

Slide 2: Translation and 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 Six Months Ended September 30, 2025 AI Status of Consolidated Results for FY2025.2Q 4 Toward Orders Exceeding 500 Billion in the Mid-Term 81 Contributing Factors by Segment for FY2025.2Q 5 Offering end-to-end full-stack solutions for AI-driven enviro
Slide 4: Overview of Consolidated Results for the Six Months Ended September 30, 2025
Overview of Consolidated Results for the Six Months Ended September 30, 2025 © NTT, Inc. 2025
Slide 5: Status of Consolidated Results for FY2025.2Q
Status of Consolidated Results for FY2025.2Q ◼ Operating Revenues, Operating Profit and Profit all increased year-over-year ◼ Operating Revenues reached new record-high levels Status of Consolidated Results ⚫ Operating Revenues: ¥6,772.7B <+¥182.1B [+2.8%] year-on-year> ⚫ EBITDA(1): ¥1,740.5B <+¥54.
Slide 6: Contributing Factors by Segment for FY2025.2Q
Contributing Factors by Segment for FY2025.2Q Operating Revenues <Year-on-year:＋182.1> (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 21.5 3
Slide 8: FY2025 Forecast Summary
FY2025 Forecast Summary ◼ Operating Revenues, EBITDA, Operating Profit and Profit will all increase year-over-year Consolidated Revenues and Income Plan FY2024 Results FY2025 Forecast Year-on-Year Operating Revenues ¥13,704.7B ¥14,190.0B +¥485.3B EBITDA(1) ¥3,239.3B ¥3,390.0B +¥150.7B Operating Prof
Slide 9: FY2025 Forecast Summary by Segment
FY2025 Forecast Summary by Segment Operating Revenues <Year-on-year: +485.3> (Billions of yen) Integrated ICT Regional Global Solutions Others Elimination of Business Segment Communications Business Segment (Real Estate, Inter-Segment Business Segment Energy and Others) Transactions 14,190.0 291.3 5
Slide 10: Initiatives for Medium-Term Profit Growth
Initiatives for Medium-Term Profit Growth ◼ Since launching the Medium-Term Management Strategy, we have continued to actively invest (capital investment + equity investment) in growth areas to increase future profits. ◼ We aim to achieve our medium-term financial targets by ensuring the realization
Slide 12: FY2025/2Q Results Overview
FY2025/2Q Results Overview Recorded YOY increase in revenues but decrease in profit. Year-on-year IFRS (Billions of yen) FY2024/2Q FY2025/2Q Changes % Operating revenues 2,993.8 3,032.7 ＋38.9 ＋1.3% Operating profit 553.3 474.7 -78.6 -14.2% Profit attributable to shareholders of NTT DOCOMO, INC. 389.
Slide 13: FY2025/2Q Results by Segment: Operating Revenues
FY2025/2Q Results by Segment: Operating Revenues Enterprise and Smart Life segments recorded YOY increase. Consumer Communications posted YOY decrease. Year-on-year IFRS (Billions of yen) FY2024/2Q FY2025/2Q Changes % Operating revenues 2,220.4 2,208.7 -11.7 -0.5% Consumer Smart Life 590.1 624.9 +34
Slide 14: FY2025/2Q Results by Segment: Operating Profit
FY2025/2Q Results by Segment: Operating Profit Enterprise and Smart Life recorded YOY increase, but Consumer Communications YOY decrease. Year-on-year IFRS (Billions of yen) FY2024/2Q FY2025/2Q Changes % Operating profit 415.5 325.1 -90.4 -21.8% Smart Life 127.4 129.0 +1.5 +1.2% Consumer Communicati
Slide 15: FY2025/2Q Key Factors behind Changes in Operating Revenues
FY2025/2Q Key Factors behind Changes in Operating Revenues Revenues from growth areas continued to increase. While Consumer Communications revenues decreased year-on-year, improved momentum of mobile communications revenues driven by “docomo MAX” plan (e.g., ARPU, etc.) has been sustained. (Billions
Slide 16: FY2025/2Q Key Factors behind Changes in Operating Profit
FY2025/2Q Key Factors behind Changes in Operating Profit Smart Life and Enterprise showed steady growth. Consolidated operating profit recorded YOY decrease due to increase in sales promotion expenses. Consumer -90.4 Enterprise (Billions of yen) Smart Life +1.5 Consumer communications -92.0 +11.8 Or
Slide 17: Consumer Communications: Operating Revenues
Consumer Communications: Operating Revenues Although revenue decreased, the year-on-year decline in mobile communications service revenues moderated as a result of subscriber migration to new rate plans. Operating revenues Highlights (Billions of yen) ➢ Factors behind change 1,649.5 1,606.4 -) Decre
Slide 18: Consumer Communications: Customer Base
Consumer Communications: Customer Base While competition intensified more than ever, no. of port-ins recorded an increase due to stepped up sales promotions. Continue to work on customer base reinforcement in FY25/2H with the aim of achieving net MNP inflows for the full year. YOY changes in individ
Slide 19: Consumer Communications: docomo MAX
Consumer Communications: docomo MAX “docomo MAX” is doing well as plan transitions progress. The number of subscribers exceeds 1.5 million. Plan to further promote migration/acquisition toward fiscal year-end target of 3 million. docomo MAX subscriptions docomo MAX migration rate*1 58% Target: Over
Slide 20: Consumer Communications: Evolution of docomo MAX
Consumer Communications: Evolution of docomo MAX By adding the upgraded new “Lemino” and “d Anime Store”, “docomo MAX” delivers "selectable benefits" and "special experience value" NEW Scheduled to begin sequentially *1 from November 2025 *2 Further evolution Scheduled to start in February 2026 with
Slide 21: Consumer Communications: ARPU
Consumer Communications : ARPU ARPU grew to 3,960 yen, up 30-yen year-on-year, driven mainly by increased subscriber migration to “docomo MAX” and other new rate plans. Mobile communication ARPU*1 Large data plan subscription rate*2 (Yen) 29% 29% 28% 27% 4,000 26% 25% 3,930 3,960 1Q 2Q 3Q 4Q 1Q 2Q -
Slide 22: Smart Life: Operating Revenues
Smart Life: Operating Revenues All 3 lines of business recorded revenue growth driven mainly by finance. Operating revenues Highlights (Billions of yen) 624.9 590.1 ➢ Factors behind change +34.8 216.5 243.5 +) Finance +27.0 billion ✓Growth of “d CARD” members, 78.1 81.5 increased “d-Barai” usage 111
Slide 23: Smart Life: Finance
Smart Life: Finance “dCARD PLATINUM” members topped 1 million, contributing to the expansion of finance/payment transactions. New account openings accelerating after the launch of “Easy Asset Management” service on Jul. 31. Growth of finance/payment Finance revenues Growth of investment services tra
Slide 24: Smart Life: Future Finance Service Strategy
Smart Life: Future Finance Service Strategy Expand accounts and deposits through linkage with telecommunications/payment services, etc., with the aim of becoming the No. 1 online bank. Propose optimal finance service using advanced CRM, thereby expanding overall finance business. Loan Investment Ins
Slide 25: Smart Life: Marketing Solutions
Smart Life: Marketing Solutions Collaborative efforts with Intage expanding steadily. Aim to expand the value offered by the value chain leveraging our business/capital alliance with CARTA. Marketing solution revenues*1 Realization of “Single ID Marketing” with Intage-CARTA-DOCOMO alliance (Billions
Slide 26: Smart Life: Entertainment
Smart Life: Entertainment Partnering with WOWOW Inc. to produce and acquire leading content and strengthen distribution services. Venues business is expanding steadily, aiming for further growth. Entertainment revenues IP production/acquisition/Digital distribution (Billions of yen) Boost competitiv
Slide 27: Enterprise: Operating Revenues
Enterprise: Operating Revenues The growth area of integration/platform business is growing steadily, driving organic growth. Operating revenues Highlights (Billions of yen) 938.0 ➢ Factors behind change 878.9 ＋59.1 Core +）Integration/platform: +65.4 billion yen ✓ Demand from large enterprises is in
Slide 28: Enterprise: Platform evolution to meet the needs of the AI era
Enterprise: Platform evolution to meet the needs of the AI era Grow through AI-Centric ICT Platform leveraging NaaS (Network as a Service) and industry-specific, regional and SME DX solutions Initiatives to expand solutions Industry-specific solutions／Regional, SME DX solutions flexible safety DOCO
Slide 29: Network: Actions for Telecommunications Service Quality Enhancement
Network: Actions for Telecommunications Service Quality Enhancement Accelerating 5G base station roll-out, the number of 5G base stations will increase by approximately 1.3 times by the end of the first half (compared to the end of FY2023) Highly rated for communication quality in a nationwide surve
Slide 30: Network: Actions for Further Communication Service Quality Improvement
Network: Actions for Further Communication Service Quality Improvement Plan to further accelerate base station rollout in FY25/2H, more than 3-times of FY25/1H, mainly in major cities across the country, by diversifying construction methods and strengthening collaboration with partners, etc. FY26 is
Slide 31: Network: Experience Quality Improvement: Progress
Network: Experience Quality Improvement: Progress Quality experienced by customers is steadily improving in major city centers and major railway routes nationwide. Further improvement to be perceived by March 2026. Status of quality improvement in Status of quality improvement along major urban cent
Slide 32: FY2025 Guidance
FY2025 Guidance Although sales increased due to the acceleration of organic growth, Profit declined due to continuation of upfront investments for future growth and measures to reduce the burden in subsequent years. FY2024 FY2025 Year-on-year IFRS (Billions of yen) Full year Full year Changes % Oper
Slide 33: Operating Revenues Forecast
Operating Revenues Forecast Revenues are expected to increase, driven by growth in finance of Smart Life and Enterprise solutions. (Billions of yen) Growth Areas +208.7 Consumer Communications -51.5 FY25 Specific Factors -34.3 Smart Life Enterprise Decline in mobile Enterprise Organic Organic commun
Slide 34: Operating Profit Forecast
Operating Profit Forecast Offset the decline in Consumer Communications profits by strong growth in Growth Areas. Striving to further improve momentum in FY25. (Billions of yen) Growth Areas +61.6 Consumer Communications -55.1 FY25 Specific Factors -61.0 Smart Life Enterprise Decline in mobile Enter
Slide 35: Toward Medium-Term Growth
Toward Medium-Term Growth FY25 positioned as a year of transformation for future growth, leading to significant profit expansion in FY26 and beyond. Transformation agenda and YOY profit change (conceptual) Operating profit outlook FY25 FY26 FY27 Marketing strategy reform Mobile communications servic
Slide 36: Improving efficiency through network structural reform
<Network> Improving efficiency through network structural reform Engage in structural reforms to accelerate quality measures and reduce costs Quality Measures Cost Measures Number of base stations built and results Voices of dissatisfaction network-related investment Centered on urban areas 5G Base
Slide 38: Results for the Second Quarter of FY Ending March 31, 2026 (Summary of YoY Changes)
Results for the Second Quarter of the Fiscal Year Ending March 31, 2026 (Summary of YoY Changes) • Net sales and operating profit both increased year on year. • New orders received also increased as we acquired large-scale orders both in Japan and abroad. (Unit: billions of yen) Progress H1 FYE3/202
Slide 39: New Orders Received YoY Changes
New Orders Received｜YoY Changes (Results of Q2 FY2025) New orders received increased both in the Japan and Overseas segments, buoyed by the acquisition of large- scale orders. +102.1 (Unit: billions of yen) +181.6 +0.6 +249.2 +146.5 -79.5 2,749.7 North America +87.8 North America -18.2 +38.3 2,500.4
Slide 40: Net Sales YoY Changes
Net Sales ｜ YoY Changes （Results of Q2 FY2025) Net sales increased, driven by the expansion of the Japan Segment and gain on the transfer of data centers in the Overseas Segment. +66.3 (Unit: billions of yen) +129.5 +120.4 -60.5 -2.8 2,360.5 +56.9 North America -13.2 -2.7 EMEAL -23.3 North America -
Slide 41: Operating Profit YoY Changes
Operating Profit｜YoY Changes (Results of Q2 FY2025) Operating profit increased overall as gain on the transfer of data centers contributed to growth in the Overseas Segment, offsetting a decline in the Japan Segment. +128.2 2,920 (Unit: billions of yen) +129.5 +120.0 -2.1 -2.7 269.0 Public & Social
Slide 42: Breakdown of Japan Segment Results
Breakdown of Japan Segment Results •New orders received in all 3 businesses increased year on year, boosted mainly by large-scale orders acquired for the Financial business. •Net sales also increased in all the businesses, thanks to increased projects for such fields as Telecom and Utility, and Regi
Slide 43: Breakdown of Overseas Segment Results
Breakdown of Overseas Segment Results •New orders received increased in all four units as we acquired several large-scale orders in North America and one of the largest- ever order for Global Technology and Solution Services (“GTSS”). •Net sales in North America and APAC decreased, although the DC b
Slide 44: DC Business Investments
Overseas Segment DC Business Investments •Upon completion of the transfer of fixed assets to NTT DC REIT, we recorded the transfer gain of $880 million (¥129.5 billion) in the second quarter (July-September).*1 •Our investments in the DC business progressed steadily, totaling $962 million (¥140.4 bi
Slide 45: Orders Received and Operating Results for the DC Business
Overseas Segment Orders Received and Operating Results for the DC Business •New orders received increased year on year, as we won large-scale orders in the second quarter (July-September). Demand for the business remained robust. •The DC business has been growing steadily. Excluding gain on the tran
Slide 46: Status of the Data Center Business (Overseas Segment)
Status of the Data Center Business (Overseas Segment) ■Operating results of the Data Center business *1*2*3 H1 FYE3/2025 H1 FYE3/2026 YoY FYE3/2025 FYE3/2026 YoY (Unit: billions of yen (M$)) (Apr-Sep) (Apr-Sep) (Amount) Results Forecasts (Amount) New Orders Received 460.0(3,011) 480.2(3,289) +20.2(+
Slide 47: Forecasts for the Fiscal Year Ending March 31, 2026
Forecasts for the Fiscal Year Ending March 31, 2026 Expected to achieve the MMP targets (consolidated net sales of 4.7 trillion yen, consolidated operating profit margin(*1) of 10%, overseas EBITA ratio(*1) of 10%) ➢ Net sales are forecast to rise by over 6% year on year on the back of an expected b
Slide 48: Breakdown of Forecasts: Japan
Breakdown of Forecasts for the Fiscal Year Ending March 31, 2026 (Japan) • New orders received, net sales, and operating profit are expected to rise year on year. • Net sales are expected to grow by 1.3% year on year, but by 4.0% if the effects of the change in accounting treatment(*1) in the Paymen
Slide 49: Breakdown of Forecasts: Overseas
Breakdown of Forecasts for the Fiscal Year Ending March 31, 2026 (Overseas) (Unit: billions of yen) • Net sales and profits are expected to rise in all units on the back of an expected expansion of each unit and utilization of REITs in the Data Center business. FY2024 FY2025 YoY YoY Results (*1) (*5
Slide 50: 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 51: 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 52: 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 54: FY2024 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 55: FY2024 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 56: 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 57: 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 58: 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 59: 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 60: 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 61: 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 62: 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 63: 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 64: 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 65: 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 66: 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 67: Further Expansion of Growth Businesses
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 69: 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 70: 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 71: 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 72: New Green Transformation Initiatives (GX)
New Green Transformation Initiatives (GX) ◼ Launch the new solutions brand to strengthen initiatives in the GX field Improving power generation businesses through integrated management, analysis and visualization of Specific Initiatives: power generation and financial data Integrated Data Management
Slide 73: 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 75: 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 76: 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. ２０２３２０２
Slide 77: 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 78: 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 79: 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 80: Business development after Expo 2025 Osaka, Kansai
Business development after Expo 2025 Osaka, Kansai ◼ Utilizing the know-how gained at Expo 2025 Osaka, Kansai to accelerate further business development for IOWN. ➢ IOWN APN will be used at large-scale sporting events and overseas for commercial purposes. ➢ IOWN optical computing will be used to com
Slide 82: 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. 2025 cumulative for Apr.–July* *Inc
Slide 83: 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 84: 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 85: 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 86: 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 87: Joint development and operation with TOYOTA: mobility AI platform
Joint development and operation with TOYOTA: A mobility AI platform to achieve a society with zero traffic accidents Mobility AI Platform 1. Distributed computing infrastructure 2. Infrastructure collaboration AI model 3. Intelligent communication infrastructure Build distributed computing Mobility
Slide 88: Optimize supply chain management of logistics through linked AI
Optimize supply chain management of logistics through linked AI AI utilization in logistics Supply chain in the retail industry Conventional automatic order After introducing optimization AI placement Procurement of raw Manufacturing Logistics, Sales floor Sales sorting materials Shelf space optimiz
Slide 90: Shareholder Returns
Shareholder Returns Dividends ◼ Dividends forecast for FY2025 ・Annual dividends per share are forecasted to be ¥5.3 (an increase of ¥0.1 from FY2024) → Dividends are expected to increase for the 15th consecutive year Share Buybacks ◼ Share Buybacks in order to improve capital efficiency and enhance
Slide 91: Record of Share Buybacks
Record of Share Buybacks ◼ Aggregate repurchased amount as of the end of October: ¥82.6 billion (Progress rate: approx. 40%) ＜Amount of the buyback until March 31, 2026: up to ¥200 billion＞ 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 2
Slide 92: Changes in Dividend
Changes in Dividend （Yen） 5.3 5.0 85% 4.0 Dividend per share 65% Payout Ratio 3.0 45% 2.0 43.5% 42.1% 40.9% 41.1% 42.3% 38.0% 37.2% 33.4% 34.9% 34.5% 33.8% 38.2% 31.4% 30.7% 32.9% 32.3% 25% 1.0 27.5% 31.2% 0.5 17.1% 23.0% 19.5% 12.3% 13.0% 0.0 5% • FY2003-FY2017, financial statements were prepared i
Slide 93: 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 95: 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 96: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 14.2 13.4 13.7 13.1 ■ Operating 12.2 11.8 11.9 11.9 11.9 Revenues 11.4 （Trillion yen） 1.9 1.8 1.8 1.8 ■ Operating 1.6 1.7 1.7 1.6 Income 1.5 1.6 /Operating Profit 1.00 1.04 （Trillion yen） 0.91 0.92 1.28 0.85 0.86 1.18 1.21 0.80 ■ Net Income * /Profit 12.0 12.6
Slide 97: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues （Billion yen） 13,704.7 14,190.0 13,136.2 13,374.6 15,000 12,156.4 11,879.8 11,899.4 11,944.0 11,944.0 11,391.0 11,799.6 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 98: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income （Billion yen） 1,922.9 2,000 1,829.0 1,768.6 1,770.0 1,693.8 1,671.4 1,671.4 1,649.6 1,642.8 1,539.8 1,562.2 1,500 1,144.4 1,093.9 966.0 913.2 1,072.5 1,013.6 1,020.5 982.1 854.7 1,060.0 951.6 1,000 103.6 146.2 100.1 210.5 265.6 309.6 93.6 522.0 40.8 130.9 139
Slide 99: 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 100: Details of Consolidated Balance Sheet
Details of Consolidated Balance Sheet (Billions of yen) 33,452.8[＋3,390.3] 30,062.5 Liabilities 18,717.8 Liabilities 23,912.6 Interest-bearing [＋5,194.8] debt 10,010.1 Interest-bearing Assets Assets debt 30,062.5 33,452.8 14,457.0 [＋4,446.9] [＋3,390.3] Equity Equity 11,344.6 9,540.2 [(1,804.5)] Reta
Slide 101: 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 102: 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 103: 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 104: 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 105: 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 106: Broadband Access Services in Japan
Broadband Access Services in Japan Mobile Fixed Rakuten mobile market share Approx. 4％ Approx. Mobile Approx. FTTH 225.46M subs 42.71M 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. 91.59M
Slide 107: 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. 2025 106
Slide 108: 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. 2025 107
Slide 109: 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. 2025 108
Slide 110: 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. 2025 109
Slide 111: 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 112: 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 113: Data-Driven Creation of New Value (Smart World): 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 114: 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 115: Data-Driven Creation of New Value: Expansion 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 116: 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 117: 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 118: Achievement of a Circular Economy Society: 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 119: Further Strengthening of Business Foundations
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 120: 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 121: 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 122: 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 123: 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 124: 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 125: 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 126: 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 127: 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 128: 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. 2025 127
Slide 129: Transaction to Make NTT DATA Group a Wholly Owned Subsidiary
Attachment 2 Transaction to Make NTT DATA Group a Wholly Owned Subsidiary May 8, 2025 © NTT, Inc. 2025 128
Slide 130: Strategic Direction of NTT Group
Strategic Direction of NTT Group ◆ NTT Group Medium-Term Management Strategy (announced May 2023) Fundamental Principles Pillars of Our Initiatives 1. NTT as a Creator of New Value and Accelerator of a Global Sustainable Society - Strengthening the use of DX/data in society and industry Innovating a
Slide 131: Objectives of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary
Objectives of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary ◆ Challenges arising from the current capital relationship between NTT and NTT DATA Group (1) Conflicts of interest associated with the dual listing (2) Complex decision-making processes (3) Accountability to shareholders of
Slide 132: Objectives of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary
Objectives of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary ◆ Objectives of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary ✓ By unifying decision-making processes, a structure will be established where NTT DATA Group plays a central role in NTT Group’s global solutions b
Slide 133: Key Initiatives 1/3
Key Initiatives 1/3 (1) Enhancement of the global solutions business portfolio ✓ Enhance growth investments by leveraging NTT Group’s cash flow and financing capabilities • Strengthen presence in markets like North American, which has the highest demand worldwide and continues to produce the cutting
Slide 134: Key Initiatives 2/3
Key Initiatives 2/3 (2) Enhancement of coordination of resources/capabilities of both groups ✓ Corporate Sales: Strengthen cooperation between NTT DATA Group and NTT Group companies • Strengthen and expand sales of integrated solutions for large corporations by combining customer bases and offerings
Slide 135: Key Initiatives 3/3
Key Initiatives 3/3 (3) Facilitation of rapid decision-making and improving cost-competitiveness and customer/employee experience ✓ Facilitate rapid decision-making and optimize resources and assets by simplifying governance and consolidating overlapping functions ✓ Promote cross-group DX of shared
Slide 136: Overview of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary
Overview of Transaction to Make NTT DATA Group a Wholly Owned Subsidiary ➢ Implement the Tender Offer for Shares of NTT DATA Group Tender Offer Period May 9 (Friday) – June 19 (Thursday) Tender Offer Price JPY 4,000 per share Shares to be 592,810,968 shares Purchased ➢ If NTT is not able to acquire
Slide 137: Financing and Financial Policy
Financing and Financial Policy ◆ Financing ✓ The Tender Offer will be financed through bridge loans from five Japanese financial institutions ✓ The bridge loans are planned to eventually be replaced with long-term financing ◆ Financial Policy ✓ Continue to make growth investments and return profits
Slide 138: Initiatives for Synergy Creation
Initiatives for Synergy Creation ➢ NTT DATA Group and NTT Group companies will engage in discussions to strengthen collaboration and optimize overlapping functions ◆ Topics and Relevant Group Companies (Examples) ✓ Corporate Sales - Optimization of sales to large corporations: NTT Communications - A
Slide 139: Innovating a Sustainable Future for People and Planet
©NTT Innovating a Sustainable Future for People and Planet

NTT — Investor Presentation (November 2025) on 6ix

Ntt — Investor Presentation (November 2025)

Slide 1: IR Presentation

Slide 2: Translation and forward-looking statements notice

Slide 3: Contents

Slide 4: Overview of Consolidated Results for the Six Months Ended September 30, 2025

Slide 5: Status of Consolidated Results for FY2025.2Q

Slide 6: Contributing Factors by Segment for FY2025.2Q

Slide 7: FY2025 Results Forecast

Slide 8: FY2025 Forecast Summary

Slide 9: FY2025 Forecast Summary by Segment

Slide 10: Initiatives for Medium-Term Profit Growth

Slide 11: Integrated ICT Business

Slide 12: FY2025/2Q Results Overview

Slide 13: FY2025/2Q Results by Segment: Operating Revenues

Slide 14: FY2025/2Q Results by Segment: Operating Profit

Slide 15: FY2025/2Q Key Factors behind Changes in Operating Revenues

Slide 16: FY2025/2Q Key Factors behind Changes in Operating Profit

Slide 17: Consumer Communications: Operating Revenues

Slide 18: Consumer Communications: Customer Base

Slide 19: Consumer Communications: docomo MAX

Slide 20: Consumer Communications: Evolution of docomo MAX

Slide 21: Consumer Communications: ARPU

Slide 22: Smart Life: Operating Revenues

Slide 23: Smart Life: Finance

Slide 24: Smart Life: Future Finance Service Strategy

Slide 25: Smart Life: Marketing Solutions

Slide 26: Smart Life: Entertainment

Slide 27: Enterprise: Operating Revenues

Slide 28: Enterprise: Platform evolution to meet the needs of the AI era

Slide 29: Network: Actions for Telecommunications Service Quality Enhancement

Slide 30: Network: Actions for Further Communication Service Quality Improvement

Slide 31: Network: Experience Quality Improvement: Progress

Slide 32: FY2025 Guidance

Slide 33: Operating Revenues Forecast

Slide 34: Operating Profit Forecast

Slide 35: Toward Medium-Term Growth

Slide 36: Improving efficiency through network structural reform

Slide 37: Global Solutions Business

Slide 38: Results for the Second Quarter of FY Ending March 31, 2026 (Summary of YoY Changes)

Slide 39: New Orders Received YoY Changes

Slide 40: Net Sales YoY Changes

Slide 41: Operating Profit YoY Changes

Slide 42: Breakdown of Japan Segment Results

Slide 43: Breakdown of Overseas Segment Results

Slide 44: DC Business Investments

Slide 45: Orders Received and Operating Results for the DC Business

Slide 46: Status of the Data Center Business (Overseas Segment)

Slide 47: Forecasts for the Fiscal Year Ending March 31, 2026

Slide 48: Breakdown of Forecasts: Japan

Slide 49: Breakdown of Forecasts: Overseas

Slide 50: Data Center Business as a Growth Engine

Slide 51: Expansion and Upgrade of Data Centers

Slide 52: NTT's Position In The Global Market

Slide 53: Regional Communications Business

Slide 54: FY2024 Results and FY2025 Forecast (NTT East)

Slide 55: FY2024 Results and FY2025 Forecast (NTT West)

Slide 56: Initiatives to Restore Business Results

Slide 57: Direction of Each Business Portfolio

Slide 58: Evolving and Expanding the Enterprise Network Business

Slide 59: Current Status of Fiber Optic Services and Future Targets

Slide 60: Initiatives to Increase Hikari Cross Sales

Slide 61: Initiatives in the Apartment Market

Slide 62: Reforming Telecommunications Operations through DX and AI

Slide 63: Reforming Telecommunications Operations through DX and AI

Slide 64: Exit from Unprofitable Services

Slide 65: Migration to Alternative PSTN Services

Slide 66: Steps for Migrating Fixed-Line Telephone Services

Slide 67: Further Expansion of Growth Businesses

Slide 68: Initiatives of a sustainable society, etc.

Slide 69: Sustainability Charter

Slide 70: Towards Achieving Net Zero in 2040

Slide 71: Current Status and Future of Renewable Energy Business

Slide 72: New Green Transformation Initiatives (GX)

Slide 73: Reinforcement of Corporate Governance

Slide 74: IOWN

Slide 75: IOWN initiative

Slide 76: IOWN Roadmap and Application Areas

Slide 77: The role of ecosystem players in realizing optical computing

Slide 78: Membrane devices that achieve IOWN 3.0

Slide 79: IOWN Targets