Ntt Inc · TSE:9432

Ntt — Investor Presentation (May 2026)

118 slides from Ntt's investor presentation, May 2026

Slide 2: Translation notice and forward-looking statements
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 FY2025 Consolidated Results AI FY2025 Consolidated Results Highlights 4 Toward Orders Exceeding 500 Billion in the Mid-Term 82 Contributing Factors by Segment for FY2025 5 Offering end-to-end full-stack solutions for AI-driven environment 83 FY2026 Results Forecast Optimal AI Mo
Slide 5: FY2025 Consolidated Results Highlights
FY2025 Consolidated Results Highlights ◼ Operating Revenues, Operating Profit and Profit all increased year-on-year ◼ Operating Revenues reached new record-high levels Status of Consolidated Results ⚫ Operating Revenues: ¥14,409.1B <+¥704.4B [+5.1%] year-on-year> ⚫ EBITDA(1): ¥3,423.3B <+¥184.0B [+5
Slide 6: Contributing Factors by Segment for FY2025
Contributing Factors by Segment for FY2025 Operating Revenues <Year-on-year:＋704.4> (Billions of yen) Global Solutions Regional Others Elimination of Integrated ICT (Real Estate, Inter-Segment Business Segment Communications Business Segment Energy and Others) Transactions Business Segment 14,409.1
Slide 8: FY2026 Forecast Summary
FY2026 Forecast Summary ◼ Operating Revenues, EBITDA, and Operating Profit will increase year-on-year Profit will decrease year-on-year Consolidated Revenues and Income Plan FY2025 Results FY2026 Forecast Year-on-Year Operating Revenues ¥14,409.1B ¥15,060.0B +¥650.9B EBITDA(1) ¥3,423.3B ¥3,430.0B +¥
Slide 9: FY2026 Forecast Summary by Segment
FY2026 Forecast Summary by Segment Operating Revenues <Year-on-year: +650.9> (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 15,060.0 167.4 6
Slide 10: Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets)
Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets) © NTT, Inc. 2026
Slide 11: Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets)
Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets) ◼ While profits are steadily increasing in Growth Areas, changes in the business environment in Existing Areas have resulted in consolidated EBITDA falling below expectations, making it difficult to achieve the FY2027 targe
Slide 12: Initiatives Aimed at Achieving EBITDA of ¥4 Trillion in Fiscal Year 2030
Initiatives Aimed at Achieving EBITDA of ¥4 Trillion in Fiscal Year 2030 ① Expansion of the domestic corporate business by maximizing customer value <Value-added Areas> ② Acceleration of the growth of our overseas business, with a focus on Accelerating Profit AI and data centers Growth Through AI ③
Slide 13: Expansion of the Domestic Corporate Business by Maximizing Customer Value
Value-added Areas ① Expansion of the Domestic Corporate Business by Maximizing Customer Value ◼ In light of the rapid advancements in AI, we are shifting our business portfolio from a model reliant on human resources to one centered on customer value. ◼ By promoting the provision of high value-added
Slide 14: Acceleration of Overseas Business, With a Focus on AI and Data Centers
Value-added Areas ② Acceleration of the Growth of Our Overseas Business, With a Focus on AI and Data Centers ◼ Accelerating the growth of our overseas business by providing full-stack services, with AI and data centers as key growth drivers. ◼ In the IT services business, we will promote the creatio
Slide 15: Further Expansion of Personal Business, With a Focus on Financial Services
Value-added Areas ③ Further Expansion of Our Personal Business, With a Focus on Financial Services ◼ Expansion of financial customer base with settlement and banking as a starting point and growth of financial business through promotion of investments and loans and insurance utilization. ◼ We will e
Slide 16: Transition to AI-native next-generation infrastructure
Connectivity Areas ④ Transition to AI-native next-generation infrastructure ◼ By optimizing resources such as GPUs, networks, and power, and realizing the conversion to AI native infrastructure “AIOWN ” in Japan, which handles operations including the edge, we aim for full-scale business development
Slide 17: Toward the Realization of AI-native next-generation infrastructure
Connectivity Areas ⑤ Toward the Realization of AI-native next-generation infrastructure ◼ To realize AI-native next-generation infrastructure "AIOWN", we will accelerate the social implementation of IOWN by expanding IOWN APN nationwide and expanding the ecosystem of photonic-electronic convergence
Slide 18: Maintaining Cash Generation Capacity Through Stabilization of Telecom Profits
Connectivity Areas ⑥ Maintaining Cash Generation Capacity Through the Stabilization of Telecommunications Business Profits ◼ Maintain cash generation capacity by securing stable profits through measures such as improving productivity via AI-driven operational transformation and strengthening custome
Slide 19: Early Commercialization of New Business Areas
Upfront Investment ⑦ Early Commercialization of New Business Areas ◼ To achieve sustainable profit growth beyond 2030, we will continue to make strategic growth investments in fields such as mobility, space, and photonic quantum computing. Near Term Medium to Long Term Mobility Space Optical Quantum
Slide 20: Medium-Term Financial Targets
Medium-Term Financial Targets 〔Reference〕 Target Indicators Target Levels FY2026 (FY2030) Forecast EBITDA(consolidated) ¥ 4 Trillion ¥ 3.4 Trillion ROIC(Excluding Financial Businesses*) 5.5％ 5.0％ *NTT DOCOMO Financial Group ■Sustainability-related targets(remain unchanged) • New Female Manager Promo
Slide 21: Basic Policy on Shareholder Returns
Basic Policy on Shareholder Returns ◼ We will continue to follow our existing policies regarding both dividends and share buybacks. Dividend Policy Our basic policy is to implement steady increases in dividends Share Buybacks We will flexibly conduct share buybacks to improve capital efficiency © NT
Slide 22: Financial Policy
Financial Policy ◼ Our policy is to ensure a certain level of financial soundness, and in the medium term, we aim to reduce the Interest-bearing liabilities / EBITDA (excluding the financial businesses) to approximately 3.5x. Interest-bearing liabilities / EBITDA(Excluding Financial Businesses) 4.2x
Slide 23: [Attachment] EBITDA by Business Segment
[Attachment] EBITDA by Business Segment Regional Integrated ICT Global Solutions Communications Value-added Areas Smart Life Business ¥350 billion ¥510 billion (DOCOMO) Repost: Finance ¥70 billion ¥230 billion Domestic Corporate DOCOMO ¥610 billion +¥0.5 ¥510 billion Businesses Trillion ¥2.3 Trillio
Slide 25: Results Highlights
Results Highlights Recorded YOY increase in revenues but decrease in profit. (Billions of yen) FY2024 FY2025 Year-on-year IFRS Full year Full year Changes % Operating revenues 6,213.1 6,458.1 +245.0 +3.9% Operating profit 1,020.5 942.1 -78.5 -7.7% Profit attributable to shareholders of NTTDOCOMO, IN
Slide 26: Key Factors behind Changes in Operating Revenues
Key Factors behind Changes in Operating Revenues Revenues from growth areas increased by more than ¥300 billion driven by M&A and organic growth. In Consumer Communications, improved momentum of mobile communications revenues was sustained by the ARPU growth driven by “docomo MAX”. Consumer: +127.6
Slide 27: Key Factors behind Changes in Operating Profit
Key Factors behind Changes in Operating Profit Operating profit decreased significantly over the prior year due mainly to aggressive sales promotion and other spendings for Consumer Communications business, despite securing profit increase in growth areas, i.e., Smart Life and Enterprise. Consumer -
Slide 28: FY2026 Guidance
FY2026 Guidance Operating revenues expected to grow by more than ¥360 billion. Operating profit projected to be comparable to prior year. FY2025 FY2026 Year-on-year IFRS (Billions of yen) Full year Full year Changes % Operating revenues 6,458.1 6,821 +362.9 +5.6% Operating profit 942.1 943 +0.9 +0.1
Slide 29: Operating Revenues Forecast
Operating Revenues Forecast Revenues expected to increase by over ¥360 billion driven by organic growth of Smart Life, including the impact of SBI Sumishin Net Bank, and growth of Enterprise solutions, etc. Consumer +262.6 Enterprise +95.4 (Billions of yen) Smart Life +257.3 Consumer Communications
Slide 30: Operating Profit Forecast
Operating Profit Forecast FY2026 operating profit projected to be ¥943 billion, with strong expansion of growth areas offsetting the decline in Consumer Communications. Consumer -2.3 Enterprise +3.3 (Billions of yen) Smart Life +44.3 Consumer Communications -46.6 Decrease in Improvement of Increase
Slide 31: Results of Transformation
Results Resultsof ofTransformation Transformation Construction of Network structural reform competitive sales structure ⚫ Net MNP subs acquisition turned positive in FY2025/2H ⚫ No. of 5G base stations: Up 6,800 ⚫ “docomo MAX” subs topped 3 million (+15%) ⚫ ARPU stably recording YOY increase ⚫ Accel
Slide 32: Consumer Communications Customer Base
Consumer communications Customer Base FY2025 MNP positive for 2nd half Port-ins FY2026 and beyond Continue strengthening the MNP customer base to maintain 1Q FY24 2Q 3Q 4Q 1Q FY25 2Q 3Q 4Q market share © NTT, Inc. 2026 31
Slide 33: Further Solidify Customer Base
Consumer communications Further Solidify Customer Base Fandom Build a highly engaged customer base through service refinement and usage expansion Home services Finance services Aiming to expand no. of loyal users* to Over 20 million Membership program * Subscribers of “docomo MAX” and “docomo Poikat
Slide 34: docomo MAX Subscriptions
Consumer communications “docomo MAX” Subscriptions Over 5 mil (Million subs) FY2025 target: 3 million subs: Achieved 3.15 mil FY2026 target: … Over 5 mil subs Jun. 2025 Sept. 2025 Dec. 2025 Mar. 2026 Mar. 2026 33 * “docomo Poikatsu MAX” subscriptions included. © NTT, Inc. 2026
Slide 35: Consumer Communications ARPU
Consumer communications ARPU (Yen) 4,100 4,010 FY2025 actual: 3,940 3,960 Up 20 yen (year-on-year) … FY2026 target: Up 50 yen (year-on-year) FY24 FY25 FY26 FY30 *Enterprise accounts included. © NTT, Inc. 2026 34
Slide 36: Mobile Communications Services Revenues
Consumer communications Mobile Communications Services Revenues (Billions of yen) FY2025 -29.9 Pace of decline slowed -15.3 significantly … FY2026 Bottoming out imminent FY24 FY25 FY26 FY27 FY30 © NTT, Inc. 2026 35
Slide 37: Smart Life Business: Operating Revenues
Smart Life Business: Operating Revenues (Billions of yen ) 2.4 trillion Expand Smart Life business 1,690.0 primarily through 1.2 trillion 1,432.7 finance offerings Smart life 1,227.9 771.0 596.5 Finance Business 448.3 Double finance revenues compared to FY2025 level … (FY2030) FY24 FY25 FY26 FY30 ©
Slide 38: Smart Life: Finance Business Strategies
Smart Life: Finance Finance Business: Business: Strategies Strategies Payment 銀行 Bank One-stop offering of Expand finance customer base payment and banking services Communication Loan line, etc. Insurance Investment Finance AI agent Finance AI agent understanding customers, and DOCOMO’s 100 million+
Slide 39: Finance Business Reorganization
Smart Life: Finance Finance Business Business Reorganization Reorganization NTT DOCOMO, INC. To commence business as NTT DOCOMO Financial Group, Inc. NTT DOCOMO Financial Group, Inc. in July 2026 DOCOMO Finance, Inc. DOCOMO Insurance, Inc. DOCOMO SMTB Net Bank, Inc.* Docomo Monex Strengthen service
Slide 40: Enterprise Business: Operating Revenues
Enterprise Business: Operating Revenues (Billions of yen) FY2025: 2.626,450 trillion Achieved ¥2 trillion 2,120.0 Enterprise 2,024.6 1,902.7 FY2026 and beyond: Growth 1,123.8 1,229.0 Sustainably grow revenues areas 992.0 (Integration/ platform) … Growth areas: + 10% (per annum) FY24 FY25 FY26 FY30 ©
Slide 41: Enterprise Business: Strategies
Enterprise EnterpriseBusiness: Strategies Business: Strategies Value proposition Expansion of AX/DX demand in the AI era AI solutions Digital Regional/ AI IoT Integration BPO® SME DX Pillars of growth strategy Platform AI native infrastructure 1. Strengthen business in priority areas ® AI-Centric IC
Slide 42: Network: DOCOMO's Actions for Experience Quality Improvement
Network: DOCOMO’s Actions for Experience Quality Improvement Optimal spectrum reallocation Past FY2025 onward Securing 5G capacity Secure Capacity expansion in densely populated areas with Sub-6 band capacity Sub6 Sub6 5G Pursue 5G stability Further stabilization Ensure through conversion from 4G. s
Slide 43: Network: Increase the number of 5G base stations
Network: Increase the number of 5G base stations No. of 5G Base Stations FY2025 52,300 Rolled out 5G (4G band) 45,500 12,000 15,000 Approx. 6,800 (5G BSs) FY2026 5G (Sub6 band) 33,500 37,300 Plan to further accelerate rollout FY24 FY25 FY26 © NTT, Inc. 2026 42
Slide 44: AI Utilization for Further Growth
AI Utilization for Further Growth Marketing Personal Industrial/ solutions agent regional DX Finance Entertainment New value proposition to customers using AI Customer understanding/marketing advancement AI Service usage data of over 100 million members Data platform AI-Centric ICT Platform ® Next-g
Slide 45: New Value Proposition to Customers: SyncMe
New Value Proposition to Customers: “SyncMe” “In an optimal way for each customer” collect information, help them enjoy hobbies, offer great deals and convenience Understand customer needs and proactively offer the best experience Propose service, promote usage Accumulated data & statistical/inferen
Slide 46: New Value Proposition to Customers: AI Agent Platform
New Value Proposition to Customers: AI Agent New Value Proposition to Customers: AI Agent Platform Platform DOCOMO Company A DOCOMO Company B Advance the platform Service agent Agent finance (Example) ・・・ service (Example) ・・・ through collaboration between “SyncMe” agent agent Commerce Travel and ot
Slide 47: Next-Generation Infrastructure for the AI Age: AI-Centric ICT Platform
Next-Generation Infrastructure for the AI Age: AI-Centric ICT Platform® Autonomous driving クラウド/SaaS Smart city Energy management Smart factory Smart education Further advancement of AI-Centric ICT Platform ® Vertical-specific solutions/ DX solutions for regions & SMEs Software/orchestration AI mana
Slide 48: Next-Generation Infrastructure for the AI Age: Network
Next-Generation Infrastructure for the AI Age: Next-Generation Infrastructure for the AI Age: Network Network Next-generation infrastructure for the AI age Work in tandem on: Next-generation 5G advancement/ network/devices automatic operation platform Mobile + fixed line convergence/resource optimiz
Slide 49: Maximize Enterprise Value over the Medium Term
Maximize Enterprise Maximize Enterprise Value Value over over the theTerm Medium Medium Term Enterprise value Medium-term financial targets NW for AI Personal & FY2030 FY2025 AI agent AI for NW Growth potential ¥3.5 Smart life / Enterprise Operating Revenues ¥5 trillion trillion AI-Centric ICT Platf
Slide 51: Summary of YoY Changes
Summary of YoY Changes • Key financial indicators renewed their respective record highs. • Net sales and profit both achieved our forecasts. (Billions of yen) Difference from FY2024 FY2025 YoY YoY FY2025 Forecasts Results Results (Amount) (Rate) Forecasts (Achievement Rate) Net Sales 4,638.7 5,004.6
Slide 52: New Orders Received YoY Changes
New Orders Received｜YoY Changes (Full Year and Q4) New orders received increased in both the Japan and Overseas segments thanks to the acquisition of large-scale orders. +654.5 (Billions of yen) +701.8 +1,048.9 -47.3 -13.7 6,010.5 North America -9.8 2,500.4 +408.1 EMEAL APAC -14.3 -4.8 North America
Slide 53: Net Sales YoY Changes
Net Sales｜YoY Changes (Full Year and Q4) Net sales increased overall on the back of the expansion of the Japan Segment, the DC transfer gain in the Overseas Segment, etc. (Billions of yen) +258.3 +129.5 +164.2 +365.9 -35.3 +93.9 -31.9 5,004.6 +139.5 North America -7.5 4,910.7 EMEAL -13.5 North Ameri
Slide 54: Operating Profit YoY Changes
Operating Profit｜YoY Changes (Full Year and Q4) Operating profit also increased, buoyed by the growth in the Japan Segment, the DC transfer gain in the Overseas Segment, etc. +166.2 2,920 (Billions of yen) +129.5 -7.8 +164.3 -1.7 -21.7 488.2 496.0 +38.5 +19.8 323.9 Public & Social Infrastructure -1.
Slide 55: Breakdown of Japan Segment Results
Breakdown of Japan Segment Results •New orders received increased year on year in all the three businesses, due in part to the acquisition of large-scale projects in the Public & Social Infrastructure and Financial businesses. •Net sales also grew in the three businesses, backed by the expansion in
Slide 56: Breakdown of Overseas Segment Results
Breakdown of Overseas Segment Results •New orders received increased in all the units, pushed up by the acquisition of large-scale orders in GTSS and North America. •Net sales dropped in APAC, but those in GTCC increased thanks to the growth of the Data Center Business. Net sales in North America an
Slide 57: FY2026 Earnings Forecast
FY2026 Earnings Forecast •Net sales are projected to increase on the back of expansion in Japan and overseas, as well as growth in the AI business. •Operating profit is expected to total ¥470 billion including gain on DC transfer. Year on year, operating profit is forecast to increase by ¥41.2 billi
Slide 58: FY2026 Earnings Forecast Breakdown (Japan)
[Ref.] FY2026 Earnings Forecast Breakdown (Japan) •Net sales and operating profit in the Japan Segment are expected to increase year on year. •Operating profit is expected to grow by ¥35 billion year on year, pushed up by higher net sales and AI-driven productivity improvements. (Billions of yen) FY
Slide 59: FY2026 Earnings Forecast Breakdown (Overseas)
[Ref.] FY2026 Earnings Forecast Breakdown (Overseas) •Net sales in the Overseas Segment are expected to increase year on year on the back of AI business demand creation in addition to monetization of acquired large-scale projects. •Excluding a projected decline in the DC transfer gain, operating pro
Slide 60: Performance Review of the FY2022-FY2025 Medium-Term Management Plan
Performance Review of the FY2022-FY2025 Medium-Term Management Plan We have achieved all the previous management targets, driven by robust growth in Japan and the integration and expansion of the business portfolios overseas. Consolidated Achieved Client Base*1 Achieved Net Sales Target ¥4.7 trillio
Slide 61: Expansion of Global Coverage
Expansion of Global Coverage We now operate in more than 70 countries and regions, with consolidated net sales exceeding ¥5.0 trillion. Of the total, overseas sales account for approximately 60%, bringing us to the 5th position in the global IT services revenue ranking. 5th in Global IT Services Rev
Slide 62: Advancement of AI Technologies
Advancement of AI Technologies As AI technologies are advancing, not just white-color tasks, but also an increasing amount of essential work have been replaced by AI, and related technologies are becoming more sophisticated. This is expected to help boost the number of business opportunities in the
Slide 63: Establishment of NTT DATA AIVista
Establishment of NTT DATA AIVista We have established NTT DATA AIVista in Silicon Valley in order to catch up with the rapid advancement of AI technologies, drive the Group’s entire AI business creation, thereby taking the initiative in this AI era. NTT DATA AIVista has been established to Recruit H
Slide 64: AI Business Strategy with Industry-Specific AI & Core AI Platform
AI Business Strategy with Industry-Specific AI & Core AI Platform We leverage NTT DATA AIVista’s core AI platform (hereinafter, the “Core AI Platform”) as a platform optimized for industry-specific workflows, regulations, etc. With industry-specific AI solutions, we will help clients deal with indus
Slide 65: Next-Gen Infrastructure to Support AI Business
Next-Gen Infrastructure to Support AI Business We offer highly functional AI-Ready infrastructure such as data centers and sovereign cloud. We aim to develop sovereign AI climate that responds to clients’ sovereign requirements, security requirements, etc. based on the Core AI Platform. Core AI Plat
Slide 66: 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 FY2024 FY2025 YoY FY2026 YoY Results Results (Amount) Forecasts (Amount) (Billions of yen (Millions of dollars)) New orders received 692.8 (4,540) 1,088.2 (7,217) +395.3 (+2,678) Order backlog
Slide 67: Data Center Strategy
Data Center Strategy As we position data centers as core infrastructure in the AI era, we aim to drive the business as our priority domain and expand investments using third-party capital as well. FY2030 Target FY2026 Strategy Emergence of demand for Focus on Tier 1/2 markets inference, on top of le
Slide 68: Quality Growth Targets for FY2030
Quality Growth Targets for FY2030 We aim to achieve EBITDA of ¥1.2 trillion in FY2030, focusing on two areas below — “AI-empowered New Value & Productivity” and “Next-Gen Infrastructure.” Quality Growth EBITDA 1,200 (Billions of yen) EBITDA Growth Initiatives Approx. 800 Enhancement of Human Resourc
Slide 69: Expansion and Upgrade of Data Centers
より Expansion and Upgrade of Data Centers Americas EMEA India APAC Germany, England, Japan, Indonesia, Malaysia, the Netherlands, Switzerland, etc. Singapore, etc. Provided as of 675MW 430MW 425MW 460MW March 2026 Provided ＋ 1,045MW 690MW 505MW 520MW Planned Construction © NTT, Inc. 2026 68
Slide 70: 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 1 Equinix 7.0% 2 Digital Realty 5.8% 3 NTT GDC 4.3% 4 Digital Bridge 3.0% 5 CyrusOne 2.1% 6 CenterSquare 7 QTS 8 American Tower 9 Stack Infrastructure 10 KDDI Telehouse 11 Othe
Slide 72: FY2025 Financial Results and FY2026 Forecast (NTT East)
FY2025 Financial Results and FY2026 Financial Results Forecast (NTT East） (Units: Billions of yen, except Hikari Subscriptions) IFRS FY2024 FY2025 FY2026 (Consolidated) Results Results Year-over-year Forecast Year-over-year Operating Revenues 1,665.4 1,733.4 +68 1,735.0 ＋1.6 Operating Profit 213.5 2
Slide 73: FY2025 Financial Results and FY2026 Forecast (NTT West)
FY2025 Financial Results and FY2026 Financial Results Forecast (NTT West）（Billions of yen） IFRS FY2024 FY2025 FY2026 Compared to (Consolidated) Results Results Year-over-year Forecast Year-over-year Forecast Operating Revenues 1,468.6 1,504.2 +35.5 +32.2 1,505.0 +0.8 Operating Profit 81.8 83.5 +1.6
Slide 74: Promotion of IOWN (AI Agents) (NTT East)
Promotion of IOWN (AI Agents) (NTT East） Leveraging NTT East’s field capabilities, aiming for “¥20 billion cost reduction” and “¥58 billion AI-related revenue” by FY2030 AI for Internal Use AI for Customers (CX) AI for Society – Enhancing service quality – - Driving customers’ DX - -Solving social c
Slide 75: AI Utilization (NTT West)
AI Utilization (NTT West）  Achieve ¥14 billion cost improvement by FY2030, including telecom operations reform  Generate ¥50 billion-scale AI business opportunities by FY2030 AI for Internal Use AI for Customers Business Transformation Driven Expansion of AI Business by AI Achieve fundamental effi
Slide 76: 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 77: 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 79: 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 80: 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 81: 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 83: 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 84: 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 85: 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 86: 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 87: 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 88: 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 89: AI-Oriented Network
AI-Oriented Network A new security-integrated network service that enables secure, safe, and simple connectivity anytime, anywhere Container-type Building-type DC Cloud Internet Attacker Server DC Network as a Service (NaaS) Japan’s first / patent acquired Threat Detection Flexible bandwidth in Secu
Slide 90: Expansion of Domestic Infrastructure Environment
Expansion of Domestic Infrastructure Environment Data Centers Resource Management Expansion to meet strong Facility types Functions to be expanded sequentially in demand line with customer needs More than Urban-type NaaS GPUaaS service launch 3× ※ service launch Approx.1GW Remote-area type 300MW FY2
Slide 92: 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 93: 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 94: 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 95: 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 96: 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 97: 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 98: 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 99: 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 100: AIOWN Integrated Operations
AI-native infrastructure that optimizes resources such as GPUs, networks, and power,and enables integrated operations extending to the edge AI × IOWN Integrated Operations GPU Network Security Power Edge “AIOWN” is currently pending trademark registration. 99 © NTT, Inc. 2026 99
Slide 102: Shareholder Returns
Shareholder Returns Dividends ◼ Dividends for FY2025 ・The year-end dividends per share are ¥2.65 ◼ Dividends forecast for FY2026（Interim, Year-end）・Annual dividends per share are forecasted to be ¥5.4 (an increase of ¥0.1 from FY2025) →Dividends are expected to increase for the 16th consecutive yea
Slide 103: Changes in Dividends
Changes in Dividends (Yen) Changes in Total Annual Dividends 5.4 5.2 5.3 5.1 ● Pay-Out Ratio 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% 44.6% 42.3% 42.0% 1.2 1.2 38.2% 38.0% 40.9% 41.1% 1.1 37.2% 33.4% 32.9% 34.9% 34.5% 33.8% 0.8 0.9 27.5% 32.3% 31.2% 31.4% 30.7% 0.5 0.6 0.6 23.0% 17.1% 1
Slide 104: 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 Up to 200.0 200.0 200.0 200.0 200.0* 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
Slide 105: 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 107: NTT Group Formation
NTT Group Formation Operating revenue：¥6,458.1 billion Integrated ICT Operating income ：¥942.1 billion Business No. of employees ： 53,800 No. of subsidiaries： 130 Operating revenue：¥5,004.6 billion Global Solutions Operating income ：¥ 488.92 billion Business No. of employees ： 201,150 NTT, Inc. No.
Slide 108: Trend in Consolidated Financial Results
Trend in Consolidated Financial Results 14.4 15.1 13.1 13.4 13.7 ■ Operating 11.8 11.9 11.9 11.9 12.2 Revenues （Trillion yen） 1.9229 1.77 1.83 1.64 1.69 1.67 1.6496 1.66 1.7 ■ Operating 1.56 Income /Operating 1.18 1.04 0.98 Profit 0.91 0.92 1.28 （Trillion yen） 0.85 0.86 1.21 1.00 ■ Net Income 13.2 1
Slide 109: Changes in Consolidated Operating Revenues
Changes in Consolidated Operating Revenues （Billion yen） 13,704.7 14,409.1 15,060.0 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 6,821.0 6,458.1 6,213.1 6,059.0 6,140.0 4,840.8 4,651.3 4,725.2 4,769.4 5,880.9 5,870.2 10,000 2,205.8 2,065.6 2,218.9 2,278.7 5,004.6 5,
Slide 110: Changes in Consolidated Operating Income
Changes in Consolidated Operating Income （Billion yen） 2,000 1,922.9 1,829.0 1,768.6 1,706.2 1,710.0 1,693.8 1,671.4 1,671.4 1,649.6 1,642.8 1,562.2 1,500 1,144.4 1,072.5 1,093.9 942.1 943.0 1,013.6 913.2 1,020.5 982.1 854.7 1,060.0 1,000 104 146 310 94 100 211 266 130.9 139.2 147 488 470 500 127.8
Slide 111: Changes in CAPEX
Changes in CAPEX （Billion yen） 2,500 2,430.0 2,326.0 2,063.1 2,087.4 2,000 1,806.6 1,862.4 857.0 857.5 1,674.8 1,697.0 1,728.3 1,728.3 1,687.6 705.4 714.3 1,500 572.8 569.1 706.3 576.4 593.7 734.3 698.6 635.8 804.0 279.3 1,000 259.0 657.4 675.7 232.5 244.3 500.4 193.8 169.5 327.9 347.2 194.1 179.2 5
Slide 112: Details of Consolidated Balance Sheet
Details of Consolidated Balance Sheet (Billions of yen) March 31, 2025 March 31, 2026 (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 figu
Slide 113: Changes in Interest-bearing Debt
Changes in Interest-bearing Debt （Billion yen） 18,000.0 120.0% Debt/Equity ratio* 16,000.0 100.8% 96.1% 97.4% 97.9% 100.0% 14,000.0 88.9% 12,000.0 80.0% 10,000.0 60.0% 51.9% 8,000.0 46.0% 15,711.6 43.9% 40.6% 6,000.0 40.0% 9,591.0 10,010.1 4,000.0 7,624.3 8,230.5 7,364.3 20.0% 4,262.7 4,699.9 2,000.
Slide 114: Changes in Number of Employees
Changes in Number of Employees NTT Consolidated Number of 344,200 348,100 338,650 338,450 341,300 Employees 324,650 333,850 324,650 （Persons） 319,050 55,100 307,900 28,100 46,500 47,150 51,050 51,700 53,800 300,000 27,550 45,850 284,550 26,650 27,450 49,950 51,600 52,550 47,350 200,000 188,300 195,1
Slide 115: Changes of Outstanding Shares
Changes of Outstanding Shares (Hundred million shares) 1,400 1,212 Cumulative total of shares decreased by around ▲32% 1,200 (▲2.8% Average Decrease Annually) 1,000 821 800 600 400 200 0 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026E (Note1)
Slide 116: Fixed Broadband Business FTTH Subscriptions
Fixed Broadband Business FTTH Subscriptions * FTTH Subscriptions (Sum of NTT East and NTT West） 23.79 23.99 24.19 Reference: 23.58 23.65 FY2026E Breakdown of FTTH Subscriptions (millions subs) 23.27 (millions subs) FY2025E Total FTTH Service: Hikari +0.20 Change from preceding Fiscal Year Collaborat
Slide 117: 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 118: Innovating a Sustainable Future for People and Planet
©NTT Innovating a Sustainable Future for People and Planet

NTT — Investor Presentation (May 2026) on 6ix

Ntt — Investor Presentation (May 2026)

Slide 1: IR Presentation

Slide 2: Translation notice and forward-looking statements

Slide 3: Contents

Slide 4: Overview of FY2025 Consolidated Results

Slide 5: FY2025 Consolidated Results Highlights

Slide 6: Contributing Factors by Segment for FY2025

Slide 7: FY2026 Results Forecast

Slide 8: FY2026 Forecast Summary

Slide 9: FY2026 Forecast Summary by Segment

Slide 10: Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets)

Slide 11: Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets)

Slide 12: Initiatives Aimed at Achieving EBITDA of ¥4 Trillion in Fiscal Year 2030

Slide 13: Expansion of the Domestic Corporate Business by Maximizing Customer Value

Slide 14: Acceleration of Overseas Business, With a Focus on AI and Data Centers

Slide 15: Further Expansion of Personal Business, With a Focus on Financial Services

Slide 16: Transition to AI-native next-generation infrastructure

Slide 17: Toward the Realization of AI-native next-generation infrastructure

Slide 18: Maintaining Cash Generation Capacity Through Stabilization of Telecom Profits

Slide 19: Early Commercialization of New Business Areas

Slide 20: Medium-Term Financial Targets

Slide 21: Basic Policy on Shareholder Returns

Slide 22: Financial Policy

Slide 23: [Attachment] EBITDA by Business Segment

Slide 24: Integrated ICT Business

Slide 25: Results Highlights

Slide 26: Key Factors behind Changes in Operating Revenues

Slide 27: Key Factors behind Changes in Operating Profit

Slide 28: FY2026 Guidance

Slide 29: Operating Revenues Forecast

Slide 30: Operating Profit Forecast

Slide 31: Results of Transformation

Slide 32: Consumer Communications Customer Base

Slide 33: Further Solidify Customer Base

Slide 34: docomo MAX Subscriptions

Slide 35: Consumer Communications ARPU

Slide 36: Mobile Communications Services Revenues

Slide 37: Smart Life Business: Operating Revenues

Slide 38: Smart Life: Finance Business Strategies

Slide 39: Finance Business Reorganization

Slide 40: Enterprise Business: Operating Revenues

Slide 41: Enterprise Business: Strategies

Slide 42: Network: DOCOMO's Actions for Experience Quality Improvement

Slide 43: Network: Increase the number of 5G base stations

Slide 44: AI Utilization for Further Growth

Slide 45: New Value Proposition to Customers: SyncMe

Slide 46: New Value Proposition to Customers: AI Agent Platform

Slide 47: Next-Generation Infrastructure for the AI Age: AI-Centric ICT Platform

Slide 48: Next-Generation Infrastructure for the AI Age: Network

Slide 49: Maximize Enterprise Value over the Medium Term

Slide 50: Global Solutions Business

Slide 51: Summary of YoY Changes

Slide 52: New Orders Received YoY Changes

Slide 53: Net Sales YoY Changes

Slide 54: Operating Profit YoY Changes

Slide 55: Breakdown of Japan Segment Results

Slide 56: Breakdown of Overseas Segment Results

Slide 57: FY2026 Earnings Forecast

Slide 58: FY2026 Earnings Forecast Breakdown (Japan)

Slide 59: FY2026 Earnings Forecast Breakdown (Overseas)

Slide 60: Performance Review of the FY2022-FY2025 Medium-Term Management Plan

Slide 61: Expansion of Global Coverage

Slide 62: Advancement of AI Technologies

Slide 63: Establishment of NTT DATA AIVista

Slide 64: AI Business Strategy with Industry-Specific AI & Core AI Platform

Slide 65: Next-Gen Infrastructure to Support AI Business

Slide 66: Status of the Data Center Business (Overseas Segment)

Slide 67: Data Center Strategy

Slide 68: Quality Growth Targets for FY2030

Slide 69: Expansion and Upgrade of Data Centers

Slide 70: NTT's Position In The Global Market

Slide 71: Regional Communications Business

Slide 72: FY2025 Financial Results and FY2026 Forecast (NTT East)

Slide 73: FY2025 Financial Results and FY2026 Forecast (NTT West)

Slide 74: Promotion of IOWN (AI Agents) (NTT East)

Slide 75: AI Utilization (NTT West)

Slide 76: Exit from Unprofitable Services

Slide 77: Steps for Migrating Fixed-Line Telephone Services

Slide 78: Initiatives of a sustainable society, etc.

Slide 79: Towards Achieving Net Zero in 2040