Financial Results for the Fiscal Year Ended March 31, 2026 and Financial Forecastsfor the Fiscal Year Ending March 31, 2027

Financial Resultsfor the Fiscal Year Ended March 31, 2026 andFinancial Forecastsfor the Fiscal Year Ending March 31, 2027

May 8, 2026

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, projections, estimates, judgments and beliefs of the management of NTT in light of information currently available to it regarding NTT and its subsidiaries and affiliates, the economy and telecommunications industry in Japan and overseas, and other factors. These projections and estimates may be affected by the future business operations of NTT and its subsidiaries and affiliates, the state of the economy in Japan and abroad, possible fluctuations in the securities markets, the pricing of services, the effects of competition, the performance of new products, services and new businesses, changes to laws and regulations affecting the telecommunications industry in Japan and elsewhere, other changes in circumstances that could cause actual results to differ materially from the forecasts contained or referred to herein, as well as other risks included in NTT’s most recent Annual Securities Report and in any other materials publicly disclosed by NTT on its website.

* “E” in this material represents that the figure is a plan or projection for operation.

** “FY” in this material indicates the fiscal year ending March 31 of the succeeding year.

Table of Contents

1. Overview of FY2025 Consolidated Results

2. FY2026 Results Forecast

3. Shareholder Returns

4. Toward Medium-Term Profit Growth

   (Revision of Medium-Term Financial Targets)

5. Appendix

   Overview of FY2025 Consolidated Results

   © NTT, Inc. 2026

   4

   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
   • EBITDA(1): ¥3,423.3B
   • Operating Profit: ¥1,706.2B
   • Profit(2): ¥1,037.0B

1. EBITDA, and the depreciation and amortization included in its calculation, excludes all depreciation and amortization related to right-of-use assets.

2. Profit presented above represents the profit attributable to NTT, excluding noncontrolling interests.

Contributing Factors by Segment for FY2025

Operating Revenues

<>＋704.4>

(Billions of yen)

13,704.7

Integrated ICT Business Segment

245.0

〔FY2025〕

Global Solutions Business Segment

365.9

Regional Communications Business Segment

97.9

Others

(Real Estate,

Energy and Others)

26.1

Elimination of

Inter-Segment

Transactions

30.5

14,409.1

FY2024

〔6,458.1〕

〔5,004.6〕 〔3,210.2〕

〔1,752.6〕

FY2025

Integrated ICT

Business Segment

Global Solutions

Business Segment

Regional

Communications Business Segment

Others

(Real Estate, Energy and Others)

Elimination of

Inter-Segment Transactions

1,649.6

11.9

57.4

1,706.2

16.2

〔2025年度〕

〔942.1〕

〔488.2〕

〔307.4〕

〔（1.6） 〕

78.5

164.3

Operating Profit

<>＋56.7>

FY2024 FY2025

FY2026 Results Forecast

© NTT, Inc. 2026 7

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

1. EBITDA, and the depreciation and amortization included in its calculation, excludes all depreciation and amortization related to right-of-use assets.

2. Profit presented above represents the profit attributable to NTT, excluding noncontrolling interests..

FY2026 Forecast Summary by Segment

Operating Revenues

<_year-on-year3a_ _2b_650.9="">

Integrated ICT

Business Segment

Global Solutions

Business Segment

Regional

Communications Business Segment

Others

(Real Estate, Energy and Others)

Elimination of

Inter-Segment Transactions

15,060.0

2.8 67.6

14,409.1

〔2026年度E〕

〔6,821.0〕 〔5,190.0〕 〔3,213.0〕

〔1,920.0〕

362.9

185.4

167.4

(Billions of yen)

Integrated ICT

Business Segment

Global Solutions

Business Segment

Regional

Communications

Business Segment

Others

(Real Estate,

Energy and Others)

Elimination of

Inter-Segment

Transactions

1,706.2

1,710.0

0.9

6.1

6.6

〔2026年度E〕

〔943.0〕

〔470.0〕

〔314.0〕

〔19.0〕

18.2

20.6

Operating Profit

FY2025

FY2025

<_year-on-year3a_ _2b_3.8="">

FY2026E

FY2026E

Shareholder Returns

© NTT, Inc. 2026 10

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 year

  Share Buybacks

• Share Buybacks in order to improve capital efficiency and enhance shareholder returns

• Details of Share Buybacks

・Aggregate Amount: Up to ¥200.0 billion

・Aggregate Number of Shares: Up to 14 billion shares

・Buyback Period: From May 11, 2026, to March 31, 2027

© NTT, Inc. 2026 11

12

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

© NTT, Inc. 2026

Contents

• Toward Medium-Term Profit Growth (Revision of Medium-Term Financial Targets)

• Initiatives Aimed at Achieving EBITDA of ¥4 Trillion in Fiscal Year 2030

• Medium-Term Financial Targets

• Basic Policy on Shareholder Returns

• Financial Policy

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 target.

  Revised Medium-Term Targets

  ¥4 Trillion

  Current Medium-Term Targets

  ¥4 Trillion

• We aim to achieve EBITDA of 4 trillion yen by FY2030 by accelerating growth in the Value-added Areas and transforming the Connectivity Areas into an AI-native infrastructure.

NTT Consolidated

Accelerating Profit

Growth Through AI Transition to AI-Native

EBITDA

(Growth Areas)

¥3.3

Trillion

¥3.4

Trillion

(FY2027)

(FY2030)

Strategic Upfront Investments

Value-added Areas

Steady Profit Growth

(Existing Areas)

Connectivity Areas

Changes in the Business Environment

• Strengthening the Customer Base

• Handling Increased Traffic

  Infrastructure "AIOWN"

  Maintaining Cash Generation Capacity Through Profit Stabilization

  FY2022

  FY2025

  FY2027

  FY2030

  FY2030~

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

  Accelerating Profit

  Growth Through AI

  ① Expansion of the domestic corporate business by maximizing customer value

  ② Acceleration of the growth of our overseas business, with a focus on

  AI and data centers

  ③ Further expansion of our personal business, with a focus on financial services

  Near Term

➃ Transition to AI-native next-generation infrastructure

Transition to AI-Native Infrastructure

⑤ Toward the realization of next-generation AI-native infrastructure

⑥ Maintaining cash generation ability through the stabilization of

telecommunications business profits

Strategic Upfront Investments

to Support Continued Growth

⑦ Early commercialization of new business areas

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

Accelerating Profit

Growth Through AI

① Expansion of the domestic corporate business by maximizing customer value

② Acceleration of the growth of our overseas business, with a focus on

AI and data centers

③ Further expansion of our personal business, with a focus on financial services

Transition to AI-Native Infrastructure

Medium Term

Near Term

➃ Transition to AI-native next-generation infrastructure

⑤ Toward the realization of next-generation AI-native infrastructure

⑥ Maintaining cash generation ability through the stabilization of

telecommunications business profits

Strategic Upfront Investments to Support Continued Growth

⑦ Early commercialization of new business areas

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 integration services by NTT DATA, we will expand our customer base.

  (Units: Billions of ¥)

  Approx.

  Rapid Advancemen t of AI

  A Business Model Centered On Customer Value A business model reliant on

  human resources

  Approx.

  1,210

  900

  Business Model Transformation

  Resources Created Through Efficiencies Gained By Utilizing AI

  Domestic

  Providing Full-Stack AI Business Solutions Models

  • tsuzumi, Major LLMs

    Expanding and Enhancing Our Customer Base

    Corporations

    Solutions

  • AI Agents

  • AI Platforms

Full-Stack, Sovereignty-compliant

• Consulting on Business Challenges

• Customized Integration

• Cross-Selling Products

  Infrastructure

  • Cloud, DC, NW

Providing High Value-Added Integration

FY2025 FY2030

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 creation of AI-native businesses, while also expanding capabilities through M&A and other initiatives.

• In light of robust demand, the data center business will continue to make growth investments while maintaining financial soundness through the use of third-party capital.

Approx.

600

(Units: Billions of ¥)

IT Services Business

Data Center Business

Approx.

420

Approx.

140

Approx.

280

Gains on Sales Approx. 130

IT Services Business

Data Center Business

• Creating AI-driven business opportunities using NTT DATA AIVista and expanding capabilities through M&A and other initiatives

• Improving profitability through the provision of full-stack consulting and solutions, including AI

• Focusing on the cloud and AI inference space, develop around hyperscalers

  Approx.

  200

  Approx.

  400

  FY2025 FY2030

  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 enhance our marketing capabilities by combining one of the largest membership bases in Japan and vast and diverse data with AI.

    (Units: Billions of ¥)

    Approx.

    Growth of the Financial Services Business Centered on Payments and Banking

    Enhancing Capabilities and Competitiveness Through Data and AI

    Approx.

    510

    350

    (August 2026~)

    Payments Banking

    Personal Agent Marketing Solutions

    Smart life

    business

    Loans Insurance Investments

    Enhancing Customer Understanding

    and Marketing

    Data Infrastructure

    Finance

    Finance

    70

    FY2025

    Establishment of NTT DOCOMO Financial Group

    (July 2026)

    Usage data of

    d ACCOUNT members

    Traffic data from network devices

    etc.

    230

    FY2030

    © NTT, Inc. 2026

    * Reference figures are presented based on the premise of the business restructuring in the Finance Business scheduled to be implemented in July 2026 and the transition to the “NTT DOCOMO Financial Group” structure.19

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

    ① Expansion of the domestic corporate business by maximizing customer value

    ② Acceleration of the growth of our overseas business, with a focus on

    Accelerating Profit AI and data centers

    Growth Through AI ③ Further expansion of our personal business, with a focus on

    financial services

    Medium Term

➃ Transition to AI-native next-generation infrastructure

Transition to AI-Native Infrastructure

⑤ Toward the realization of next-generation AI-native infrastructure

⑥

Maintaining cash generation ability through the stabilization of

Strategic Upfront Investments ⑦ Early commercialization of new business areas

to Support Continued Growth

telecommunications business profits

Connectivity Areas

➃ 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.

  AI × IOWN

  Person-to-Person (Between Locations)

  Things-to-Things (IoT)

  AI-to-AI

  Robot-to-Robot

  Secure usage environment extending to the edge

  Full-scale business

  GPU Resource Allocation

  Across Large-Scale

  Data Centers Integrated operation

  Data Processing in the

  User's Vicinity

  Optimizing Distributed

  AI Workloads

  development

  Real-time Inference Processing

  GPU

  "AIOWN" is currently under trademark application in Japan.

  Large-scale Data Centers

  Distributed 6G

  Data Centers

  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 devices through cooperation with various partners.

    Deployment of IOWN Photonic-Electronic Convergence Devices

    Provision to Hyperscalers

    Addressing Needs for Higher Capacity

    and Lower Power Consumption

    Development with Software Vendors

    Implementing AI Computing Infrastructure with startups in Japan and overseas

    Ecosystem

    PEC-3

    Joint Development with Semiconductor Manufacturers

    Development of Optical Chiplets

    Mass Production with Hardware Vendors

    Mass Production of Optical Switches Using PEC-2

    PEC-4

    Expansion

    Deployment of the IOWN APN

    ~FY2027

    2030

    Nationwide Expansion Through Demand Creation

    Expanding to Prefectural Capitals

    ~FY2026

    Between major cities

    [Connected] Sapporo~Tokyo/Nagoya

    /Osaka~Fukuoka

    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 customer engagement across all business areas.

  Number of Handset Subscriptions

  Mobile ARPU

  53.0 million Same Level

  ¥4,100

  ¥3,960

  FY2025

  FY2030

  FY2025

  FY2030

  Maximize LTV

  Regional Communications Business

  EBITDA

  ¥0.7 trillion

  ¥0.8 trillion

  FY2025

  FY2030

  Consumer Communications Business

  Operational Transformation

  • Improving productivity through process optimization using DX and AI

  • Reskilling of redeployed human resources and shifting toward growth areas

  Achieve profit growth

  Increasing Profits in Hikari Business, Corporate Business and New Businesses

  • Expansion of the optical customer base through initiatives such as the "Hikari Collaboration Model" and the "All- Apartment Units Business"

  • Improving profit margins through focusing resources on key customers and in-house production

  • Strengthen profitability in new business areas by solving regional issues

  Strengthening Customer Engagement		Product Evolution
  Operational Transformation and Productivity Improvement Utilizing AI

  • Enhance engagement channels

  • Optimize offerings using AI

  • Enhance the experiential value through digital and physical integration

  • Transformation of customer operation and network architecture

  ※Figures include corporate subscriptions.

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

  Accelerating Profit

  Growth Through AI

  ① Expansion of the domestic corporate business by maximizing customer value

  ② Acceleration of the growth of our overseas business, with a focus on

  AI and data centers

  ③ Further expansion of our personal business, with a focus on financial services

  Transition to AI-Native Infrastructure

  Medium Term

  Near Term

  ➃ Transition to AI-native next-generation infrastructure

  ⑤ Toward the realization of next-generation AI-native infrastructure

  ⑥ Maintaining cash generation ability through the stabilization of

  telecommunications business profits

  Strategic Upfront Investments

  to Support Continued Growth

  ⑦ 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.

         Mobility                                  Space                  Optical Quantum Computing 

  • Services supporting the introduction and operation of autonomous vehicles (such as buses and taxis)

  • Applications of IOWN Technology

  • Utilized for disaster prevention and economic

    security

    OCT

  • Research and development of scalable and highly reliable optical quantum computers

  • Accelerate commercialization through partner

    collaborations

    • Infrastructure collaborated Mobility AI and Communications Platform

      OCT

      PIC

      Optical Data Relay

      Network Control

      OCT

      PIC

      Qubit

      Comprehensive simulation

      of major disaster scenarios

      global population of 8 Billion

      100

      million

      1

      million

      Personalizing new drugs for a

      ×

      PIC OGS

      transportation, etc.

      PIC

      10,000

      Dynamic optimization of large-scale communications, and

      2025

      Continue Strategic Growth Investments

      2027

      2030

      Medium-Term Financial Targets

      Target Indicators Target Levels

      (FY2030)

      〔Reference〕

      FY2026

      Forecast

      ¥ 3.4 Trillion

      5.0％

      *NTT DOCOMO Financial Group

      • Sustainability-related targets(remain unchanged)

        • New Female Manager Promotion Rate : at least 30% each year

        • Greenhouse Gas Emissions : targeting carbon neutrality in 2040, as well as Net-Zero

        • Engagement Rate : To be improved

  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

  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

EBITDA Growth

Selected and Focused

Investment Areas

Asset Streamlining

3.5x

approx.

2025

2030

(FY)

Smart Life Business

(DOCOMO)

Repost: Finance

DOCOMO

Repost: Data Centers

Overseas Corporate Businesses

(DATA GROUP)

¥600 billion

¥390 billion

DATA GROUP

¥420 billion

¥280 billion

¥600 billion

¥400 billion

¥350 billion

¥70 billion

¥510 billion

¥230 billion

Domestic Corporate

Businesses

[Attachment] EBITDA by Business Segment

Value-added Areas

+¥0.5

Trillion

¥2.3

Trillion

Connectivity Areas

+¥0.1

Trillion

¥1.7 Trillion

FY2025 FY2030

FY2030~

FY2025 FY2030

© NTT, Inc. 2026

* Reference figures are presented based on the premise of the business restructuring in the Finance Business scheduled to be implemented in July 2026 and the transition to the “NTT DOCOMO Financial Group” structure. 29

New value creation & Sustainability 2030

powered by

AIOWN

© NTT, Inc. 2026

Appendix

© NTT, Inc. 2026

31

Progress under the Medium-Term Management Strategy

~ Progress since February 2026 ~

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 figures include that calculated based on certain assumptions, are not audited and are provided for reference only. The Finance business includes services such as d CARD, d-Barai, and direct carrier billing, as well as figures from SBI Sumishin Net Bank, Ltd. Consolidated, Docomo Monex Holdings, Inc. Consolidated and DOCOMO Finance, Inc. Consolidated.

   (Note) Consolidated figures for SBI Sumishin Net Bank, Ltd. (IFRS) : Total Assets: ¥13,266.6 billion ; Total Liabilities: ¥13,148.8 billion (of which Interest-bearing debt: ¥1,582.7 billion)

2. The scope of aggregation for each of the figures presented for Data Center Business in this sheet is internal management figures of the data center business of Global Technology Services Unit in Global Solutions Business Segment, NTT DOCOMO BUSINESS Group in Integrated ICT Business Segment, NTT EAST and NTT WEST in Regional Communications Business Segment. Such figures include that calculated based on certain assumptions, are not audited and are provided for reference only. Figures for each company are summed up before the eliminati on of internal transactions.

   Details of Consolidated Cash Flows

   (Excluding the impact of the consolidation of SBI Sumishin Net Bank, Ltd.)

   FY2024 FY2025

   Increase/decrease from the previous fiscal year

(Billions of yen)

Cash Flows from Operating Activities (1)

Cash Flows from Investing Activities

FCF(1)

Cash Flows from Financing Activities

(422.5)

(A)

(B)

1. +(B)

EBITDA(2) 3,239.3

EBITDA(2) 3,402.2

Borrowings 572.1

Dividends (460.4) Acquisition of treasury stock (202.4)

Payments Payments

for for

acquisition acquisition

of assets(3) of assets(3)

(2,132.3) (2,247.2)

Borrowings 3,685.0

Acquisition of NTT DATA Group Shares (2,371.2)

Dividends (458.3)

Acquisitions of treasury stock （204.9）

(153.0)

Payments of income taxes(100.4)

Payments of interest(69.1)

(422.5)

Increase in investment (577.8) Increase in sales of assets

+108.2

© NTT, Inc. 2026

1. Excludes the impact of the last day of FY2023 having been a non-business day, resulting in certain accounts receivable being set to the first day of the following month

   (Operating CF including the impact of non-business days in FY2024 was ¥2,364.0 billion, and FCF including the impact of non-business days in FY2024 was ¥364.4 billion)

2. Operating profit adjusted to add depreciation (excluding depreciation related to right-of-use assets), losses on sales of fixed assets, losses on disposals of fixed assets and impairment losses

3. Payments for acquisitions of property, plant and equipment, intangible assets and investment properties (Note) NTT Consolidated Cash Flows

   1. Cash Flows from Operating Activities(1) ¥1,485.2 billion, an increase of ¥(686.0) billion compared to the previous fiscal year

   2. Cash Flows from Investing Activities ¥(1,023.4) billion, an increase of ¥976.2 billion compared to the previous fiscal year c）Cash Flows from Financing Activities ¥441.3 billion, an increase of ¥784.4 billion compared to the previous fiscal year

3

4

Cash and Cash Equivalents at the end of FY2025: ¥1,921.9 billion (including ¥895.1 billion resulting from the consolidation of SBI Sumishin Net Bank, Ltd.) 34

Details of Capital Investment

(Billions of yen)

FY2023

FY2024 FY2025

FY2026E

Changes in Dividends

Changes in Total Annual Dividends

1.4 1.6 1.7 1.8

2.2 2.4

3.0

3.6 3.8

4.2

4.6 4.8

(Yen)

5.1 5.2 5.3 5.4

0.5 0.6 0.6 0.8

0.9

1.1 1.2 1.2

32.3% 31.2%

27.5%

38.2% 37.2% 38.0%

33.4%

31.4% 30.7%

32.9%

40.9% 41.1% 42.3%

34.9% 34.5% 33.8%

43.5% 42.0% 44.6%

12.3% 13.0%

17.1% 23.0% 19.5%

FY2003 FY2004 FY2005 FY2006 FY2007 FY2008 FY2009 FY2010 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026E

1. Dividend-per-share amounts have been adjusted to reflect the 100-for-one stock split carried out on January 4, 2009, the two-for-one stock split carried out on July 1, 2015, the two-for-one stock split carried out on January 1, 2020, and the 25-for-one stock split carried out on July 1, 2023.

2. U.S. GAAP was applied for periods up to and including FY2017, and IFRS has been applied for periods from and including FY2018.

Record of Share Buybacks

Amount of Share Buybacks (Billions of yen)

539.4

501.1

510.3

120.0

86.2

100.0

366.5

94.4

200.0

381.7

150.0

406.5

338.1

93.6

374.1

258.0

235.2

250.0 250.0

200.0 200.0 200.0

Up to 200.0*

FY1999 FY2002 FY2003 FY2004 FY2005 FY2007 FY2008 FY2011 FY2012 FY2013 FY2014 FY2015 FY2016 FY2017 FY2018 FY2019 FY2020 FY2021 FY2022 FY2023 FY2024 FY2025 FY2026E

* On May 8, 2026, the Board of Directors of NTT resolved to buy back shares in an amount up to ¥200.0 billion. Buyback Period: May 11, 2026, to March 31, 2027.

Innovoting o Sustoinoble Future

for People ond Plonet

© NTT, Inc. 2026