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Financial Results for the
Fiscal Year Ended March
2020
May 14, 2020
Makoto Takahashi
President
KDDI Corporation
5G on The Rise
Basic Policy toward COVID-19
1
We continue to respond to the rise in telecommunications traffic
and maintain telecommunications services, which are the foundation
and lifeline of society.
We actively collaborate with governments, municipalities,
and public organizations, etc.
We contribute to the construction of a resilient social infrastructure that is resistant to
environmental changes by promoting Digital Transformation (DX) for individual and
corporate customers such as telework, online education, and remote medical care.
We offer customer experiences that can alleviate worries and
difficulties in life and fill the heart.
We ensure the safety of our customers and employees of the
Company and affiliated companies above all else.
We contribute to the stability of society and lifestyle
through telecommunications and services
1
2
3
4
5
Response to COVID-19
2
Shop safety measures Preventing splash infection by deploying partitions at the reception counter and
thorough hygiene management by preparing disinfectant and masks for sales staff
Thorough telework and safety
at call centers and others
Do telework at business offices nationwide except important business personnel,
in addition to thorough hygiene management
Operation monitoring Continued operational monitoring to maintain telecommunications quality
while up to 10% increase in traffic is seen during peak hours
(including mobile and fixed-line)
Providing population dynamics
analysis reports by using
location data
Visualize the movements of people before and after the declaration of a state of
emergency by granular data analysis and provide its data for free to local governments
nationwide
Extension of payment
due date
Defer the payment due date for customers who use services we provide
Donated to Social Welfare
Corporation Central
Community Chest of Japan
Donated 100 million yen at March 31, 2020 to Red Feather community chest of Social
Welfare Corporation Central Community Chest of Japan.
Shorten au shop’s
business hours
Shorten business hours at au shops nationwide in response to a request
from the Ministry of Internal Affairs and Communications to strengthen efforts to
prevent the spread of infection
Support measures for
online education
Started to provide home learning support service with Mates, the EdTech venture
company
Free offering “book-pass”
all-you-can-read plan
We offer two all-you-can-read plans (general course / magazine course) free of charge
until the end of May, following the situation of closing for schools, telework,
and stay at home.
1
2
The safety
of our
customers and
employees
Maintain tele
communication
services
Collaborate
with
governments
and municipalities,
etc.
3
Building a social
infrastructure
by promoting DX
Alleviate
worries
in life
4
5
Highlights of Financial Results
for FY20.3
Highlights of Consolidated Financial Results for FY20.3
Operating Revenue Operating Income
Achieved higher revenue and operating income
4
(Unit : Billions of yen) (Unit : Billions of yen)
5,042.0 5,080.4
5,237.2
FY18.3 FY19.3 FY20.3
YOY
+3.1%
962.8
1,013.7
1,025.2
FY18.3 FY19.3 FY20.3
YOY
+1.1%
5
Made steady progress toward sustainable growth
(Unit : Billions of yen)
FY20.3
<Life Design
Domain>
<Business
Segment>
<One-Off>
<Others>
Growth Fields
+
FY19.3
+
YOY
+11.5
Operating Income :
Factor for Change, YoY for FY20.3
Business Strategies
Customer-Oriented Value Provision
7
Expanding business with a top priority on
building trusting relationships with customers
Group IDs Engagement Total ARPU
Brilliant Network
Easy-to-use
Pricing Plans
Exciting Contents
Attractive Devices
Enhance Customer Recommendation (NPS*)
Personal
*Abbreviation for Net Promoter Score
(Application)
Enhancing Engagement
8
Creating stronger engagement
through increased customer contact
Correlation between
customer contact and NPS
Personal
NPS
less Customer contact more
Amount of
contact
Sense of
security
Enhancing engagement
through increased contact
Long-term use
Increase ARPU
Sense of
mastery
Sense of
value and
convenience
Indispensable
to daily life
(credit card)
au Denki(Electric Power Service)
(Former au Wowma!
/E-Commerce)
(au Jibun Bank)
9
Personal
Integrated with Ponta points
Full-scale partnership with Lawson
(Scheduled for the end of
May 2020)
* Campaign that anyone can participate in and get 1 billion yen every week (Feb 2020 to March 2020)
Number of Payments
Jan 2020 March 2020
More than double
following the campaign*
Japan’s largest class member base
of over 100 million
Expansion of points and payments
affiliated stores
Number of payments greatly increased.
Promoted initiatives to increase contact
Strengthen ID Base across The Entire Group
10
Customers who want
to use large capacity
without stress
Customers
who prioritize
price
Personal
Meet a wide range of needs and strengthened
momentum with the Group’s combined capabilities
Strengthen new
customer acquisition
2
Stem outflow
from the Group
1
Upsell to au3
Competitors
11
Strengthening
sales organization
Providing new value Business efficiency
 “au” and “UQ mobile"
Reorganization and
integration of sales
organization and sales
channels nationwide
 Providing easy-to-
understand and various
services that meet the
needs of customers by
utilizing the features of
both brands
Personal
 Streamlining the
overlapping tasks and
operations
 Streamlining the
management resources
for full-scale 5G
Aiming to strengthen competitiveness
by consolidating group management resources
12
Promoting the switch to 5G with attractive devices
Personal
* Applies to select models purchased with a new contract (including customers switching from a competitor company)
or with a handset model upgrade (for use of 12 months or more) during the specific period
Target models are XPERIA1 Ⅱ, Galaxy S20 5G, Galaxy S20+ 5G and AQUOS R5G (as of May 14, 2020)
Note) 5G service is available only in some areas. Please check the au website for service areas and sales dates of 5G-ready smartphones
au Online Shop
for good deals discount up to 22,000 yen discount
*
(including tax)
Providing a wide range of models,
from flagship to mid-range
UNLIMITED WORLD
Purchases of applicable handset models from April 1, 2020
13
Personal
Passport to AUGMENT experienceThe top partner in leading entertainment
*1) Applications under the 5G start campaign will be accepted until August 31, 2020 *2) 499yen (tax not included, per month) We plan to begin steadily releasing content.
Note) 5G services is available only in some areas. Please check the au website for service areas
UNLIMITED WORLD
*2
© tv asahi
Promoting switch by offering 5G original plans
at around 4G LTE prices (two years campaign)*1
Providing a unique price structure
that incorporates value-added services
(au Smart Pass Premium)
LIVE SPORTS Entertainment
Education
and hobby
Available from June 2020
Data MAX 5G Netflix Pack
Data MAX 5G ALL STAR Pack
14
Personal
Further Expansion of Growth Area
Group IDs
Total ARPU
Engagement
Open Strategy
Promoting service usage
by group customers
Group Strategy
Value added
ARPU
Telecom
munications
ARPU
Promoting 5G migration
and increasing data usage
Utilize
payments and
points, etc.
Expand the use of
value-added services
Expand by promoting ARPU growth measures
and open strategy
Progress on Medium-Term Targets
15
FY19.3 FY20.3 FY21.3 FY22.3
Life Design
Domain
Sales
(Billions of yen)
Transaction
Volume of
Settlement/Loan
(Billions of yen)
(E) (Target)
(Medium-Term
Targets
Progress Rate)
946.0 1,218.0 49% 1,500.01,290.0
4,424.0 6,800.0 6,000.0134%6,537.0
Personal
Steadily progress and Transaction Volume of
Settlement/Loan grew significantly
Business Services Segment
16
Business
886.4
923.5
950.0
1,000.0
FY19.3 FY20.3 FY21.3 FY22.3
(Medium-Term
Target)
(E)
Domestic and
overseas group
companies
IoT/5G business
①Core Business ②New Domain
Promoting customer DX
Business growth in both areas
Existing
telecommunications
business
Operating Revenue (Unit : Billions of yen)
Aim to grow in core business and new domain both
by promoting customer DX
17
Creating New Value by Collaborating
Customers Achieve DX
Business
Increase operational efficiency
using telecommunications and AI
“KDDI Gas Platform Service”
Customers
Create
the new
business
Transform
our revenue
model
Increase
revenue
and profit
Increase the
strength of
our product
lineup
Increase the
strength of
our sales
teams
Maximize
CS・CX DX
DX
DX
DX
DX
DX
Contributing to the creation of a resilient foundation
that is resistant to environmental changes
Realize safe and highly productive
next generation logistics center
through utilizing 5G and AI
Progress on Medium-Term Targets
18
Business
Services
segment
Operating
Revenue
(Billions of yen)
IoT Connections
(Million)
Business
886.4 923.5 33% 1,000.0950.0
8.0 11.5 15.0 18.035%
FY19.3 FY20.3 FY21.3 FY22.3(E) (Target)
(Medium-Term
Targets
Progress Rate)
Steadily progress
and IoT Connections has exceeded the plan
Financial Forecasts
for FY21.3
20
Consolidated Financial Forecasts for FY21.3
We expect operating revenue and operating income
on par with the previous fiscal year’s results
¥5,250 ¥1,030
Profit for the period attributable to owners of the parent ¥640
Promoting our business strategies
and work to strengthen our business foundation
Although the impact of COVID-19 that we can forecast at this
moment has been included in our financial forecasts,
while we will carefully assessing the future outlook,
we will contribute the stability of society and lifestyles
based on Basic Policy toward COVID-19 and aim to achieve
our financial forecasts and medium-term management plan
Operating
Revenue Billions
Operating
Income Billions
Billions
21
221.65
235.54
259.10
275.69
85.00 90.00 105.00 115.00
FY17.3 FY18.3 FY19.3 FY25.3
EPS * 1
Grow 1.5 times compare to FY19.3
through sustainable growth
DPS * 2
Over 40% payout ratio
Flexible share buybacks
Cancel all treasury shares*3
Target 1.5 times
EPS
DPS
(Unit : yen)
Review of Medium-Term Management Plan
*1)Earnings Per Share *2)Dividend Per Share *3)Except KDDI shares owned by executives’ compensation BIP Trust Account and ESOP Trust Account
FY20.3
(compare to the end of FY19.3 actual)
Aim to sustainable growth and strengthening
shareholders returns both continuously
22
KDDI Sustainable Action
Connecting and
protecting lives
Connecting
day-to-day lives
Connecting
hearts and minds
×
Partnership
Our power to make connections will help create
a brighter future for all.
Building a resilient infrastructure
for communication
and disaster response
Sustainable development
for cities and communities
Creating a digital society
for affluence and
peace of mind
Conserving the environment Building the infrastructure
for developing countries
Promotion of
diversity and inclusion
Developing human resources
for the next generation
Fostering health and
a purpose in life
Accelerated SDGs initiatives
through activities rooted in business
23
External Recognition
Innovation Sustainability
Morning Pitch
“Large Enterprise
Innovation Award”
Won First place
*
*THE INCLUSION OF KDDI IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF KDDI BY MSCI OR ANY OF ITS AFFILIATES.
THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES.
Global
Domestic
ILS (Innovation Leaders Summit)
Executive Committee
“Innovative Major
Corporations Ranking”
2 consecutive years
*
*
Aiming to be a company
that can meet the expectations of society
24
Toward a Safe National Life
and Economic Recovery
 Expanding and strengthening the network that underpin
telework, online education, and remote medical care
 Rolling out 5G service nationwide earlier through infrastructure sharing
 Adopting leading-edge technologies that meet global standards and
establishing a domestic diversity network
Promoting DX to restore and grow domestic economic
strength
Building a more resilient network to sustain
day-to-day life and economy activity
 Merging with online communities that augment the incremental
economic recovery of real-world communities
 Creating business model through a wide range of alliances spanning
venture companies to large corporations
 Establishing “a new social foundation” that underpins safety and peace
of mind in day-to-day life as well as economic activity
Continuing to make necessary CAPEX
in the society in Japan
2.98 3.49 6.00
11.50 13.33 15.83 17.50 18.33 21.67 23.33 26.67 30.00
43.33
56.67
70
85
90
105
115
120
FY02.3 FY04.3 FY06.3 FY08.3 FY10.3 FY12.3 FY14.3 FY16.3 FY18.3 FY20.3 FY21.3
25
Aiming for 19th consecutive DPS growth
DPS
yen
Operating Income
DPS
1,030.0
Note) DPS for FY20.3 and FY21.3 are expected figures
Billions of yen
(E)
To Maximize Corporate ValueFinancial
Non-
Financial
Medium-Term Management Plan
Effort aware of the balance sheet
EPS growth
Revenue
growth
Structural
reform
Shareholder
returns
Improve CCC Control CAPEX
Liquidation of
receivables
Reform to a human resources
first company
Setting goals for SDGs
Fair and appropriate
disclosure of ESG
Constructive conversations
with shareholders and investors
KDDI Philosophy
To enhance
corporate
value
26
Aim to maximize corporate value
through both financial and non-financial efforts
Summary
27
Medium-
Term
Management
Plan
Financial
Results
 Enhancing engagement through expanding customer contacts
centering on au PAY
 Aim to grow in core business and new domain through promoting
customer DX
Business
Strategies
 FY20.3:Achieved higher revenue and operating income.
Made steady progress toward sustainable growth
 FY21.3:Absorbing environmental changes, business performance
is expected to achieve at the same level as the previous year
Promoting initiatives for social stability
and solid management
 Aim to sustainable growth and strengthening shareholders
returns both continuously
 Strengthen financial aspects through expansion of
growth areas and “lean and mean” management
 Strengthen management base through efforts on
non-financial aspects such as SDGs
Appendix
Principal Impacts of COVID-19
29
Personal Services segment (telecommunications business)
 Telecommuni
cations services
Voice
Data
Inter
national
 Increase due to rise in student usage and businesspeople
working at home
 Decrease due to an increase in the offload rate caused
by more people staying at home
 Decrease the usage of international roaming services
due to restrictions on overseas travel
 Implementation of support for au shop’s agents and store staff
 Handset sales,
etc.
 With the decrease in total sales, a decrease is expected
on an IFRS basis
Decrease the costs
of handset sales
 Increase in demand for at-home telecommunications
for telework, online learning, and other such activities
Fixed-line
Support to
sales branches
 Decrease the unit of shipments due to decrease in total sales
Decrease the
revenue of
handset sales
Mobile
 Education and
Accommodation
Principal Impacts of COVID-19
30
 Design and setting business is continued through decentralization of bases
and remote work
 The impact of the delivery of network equipment and construction is limited
at this time
Business Services segment
Others
 CAPEX
Personal Services segment (Life Design Domain)
 E-commerce  Increase demand due to stay at home
 Decrease in real-world customer interactions as people shelter in place
 Despite a decline in the acquisition of some financial products due to restrict
face-to-face operations and a decrease the transaction volume of settlement
due to decline in consumption, stable profits from the internet financial business
are expected to maintain an upward trend
 Finance
 Core Business
 Decease the usage of international roaming due to restrictions on overseas travel
and the sales of solution business overseas
 Medium-term
prospective
(ー)
(ー)
 Accelerate needs for work style reform such as telework
Note) “KDDI (consolidated)” is prepared in accordance with IFRS and “au Financial Holdings (consolidated)” is prepared in accordance with J-GAAP
31
Consolidated Statement of Financial Position
KDDI (consolidated) au Financial Holdings (consolidated)
Property,
Plant and equipment,
Intangible assets
and
Right-of-use assets
Goodwill
Trade
and
other receivables
Securities for
financial business
Loans for
financial business
Contract costs
Cash and
cash equivalents Others
Interest-bearing
debt
Trade and
other payables
Deposits for
financial business
Other liabilities
Equity
Others
Cash and
cash equivalents
Securities
Loans
Deposits
Others
Total Assets 9.58 trillion yen
Total Assets 2.22 trillion yen
32
EBITDA
FY19.3 FY20.3
CAPEX
M&A
, etc.
Financial
Business*
Others
+ +
+
+
YOY
+397.4
Free Cash Flow :
Factor for Change, YoY for FY20.3
(Unit : Billions of yen)
(FY19.3) kakaku.com, etc.
(FY20.3) kabu.com Securities, etc.
Includes
the impact of
the IFRS16 adoption
+95.4
* Cash flow related to financial business as described in the consolidated cash flow statement in the fiscal year ending March 2020
+ revenue from Jibun Bank’s gain control
33
Statements made in these documents with respect to the KDDI Group‘s performance targets, projected subscriber numbers,
future forecasts and strategies that are not historical facts are forward-looking statements about the future performance of the
KDDI Group, based on company’s assumptions and beliefs in light of the information available at the time they were made. They
therefore include certain risks and uncertainties. Actual results can differ from these statements due to reasons including, but not
limited to, domestic and overseas economic trends, competitive position, formulation, revision or abolition of laws and ordinances,
regulations or systems, government actions or intervention and the success or lack thereof of new services.
Consequently, please understand that there is a possibility that actual performance, subscriber numbers, strategies and other
information may differ significantly from the forecast information contained in these materials or other envisaged situations.
Disclaimer

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Financial Results for the Fiscal Year Ended March 2020

  • 1. Financial Results for the Fiscal Year Ended March 2020 May 14, 2020 Makoto Takahashi President KDDI Corporation 5G on The Rise
  • 2. Basic Policy toward COVID-19 1 We continue to respond to the rise in telecommunications traffic and maintain telecommunications services, which are the foundation and lifeline of society. We actively collaborate with governments, municipalities, and public organizations, etc. We contribute to the construction of a resilient social infrastructure that is resistant to environmental changes by promoting Digital Transformation (DX) for individual and corporate customers such as telework, online education, and remote medical care. We offer customer experiences that can alleviate worries and difficulties in life and fill the heart. We ensure the safety of our customers and employees of the Company and affiliated companies above all else. We contribute to the stability of society and lifestyle through telecommunications and services 1 2 3 4 5
  • 3. Response to COVID-19 2 Shop safety measures Preventing splash infection by deploying partitions at the reception counter and thorough hygiene management by preparing disinfectant and masks for sales staff Thorough telework and safety at call centers and others Do telework at business offices nationwide except important business personnel, in addition to thorough hygiene management Operation monitoring Continued operational monitoring to maintain telecommunications quality while up to 10% increase in traffic is seen during peak hours (including mobile and fixed-line) Providing population dynamics analysis reports by using location data Visualize the movements of people before and after the declaration of a state of emergency by granular data analysis and provide its data for free to local governments nationwide Extension of payment due date Defer the payment due date for customers who use services we provide Donated to Social Welfare Corporation Central Community Chest of Japan Donated 100 million yen at March 31, 2020 to Red Feather community chest of Social Welfare Corporation Central Community Chest of Japan. Shorten au shop’s business hours Shorten business hours at au shops nationwide in response to a request from the Ministry of Internal Affairs and Communications to strengthen efforts to prevent the spread of infection Support measures for online education Started to provide home learning support service with Mates, the EdTech venture company Free offering “book-pass” all-you-can-read plan We offer two all-you-can-read plans (general course / magazine course) free of charge until the end of May, following the situation of closing for schools, telework, and stay at home. 1 2 The safety of our customers and employees Maintain tele communication services Collaborate with governments and municipalities, etc. 3 Building a social infrastructure by promoting DX Alleviate worries in life 4 5
  • 4. Highlights of Financial Results for FY20.3
  • 5. Highlights of Consolidated Financial Results for FY20.3 Operating Revenue Operating Income Achieved higher revenue and operating income 4 (Unit : Billions of yen) (Unit : Billions of yen) 5,042.0 5,080.4 5,237.2 FY18.3 FY19.3 FY20.3 YOY +3.1% 962.8 1,013.7 1,025.2 FY18.3 FY19.3 FY20.3 YOY +1.1%
  • 6. 5 Made steady progress toward sustainable growth (Unit : Billions of yen) FY20.3 <Life Design Domain> <Business Segment> <One-Off> <Others> Growth Fields + FY19.3 + YOY +11.5 Operating Income : Factor for Change, YoY for FY20.3
  • 8. Customer-Oriented Value Provision 7 Expanding business with a top priority on building trusting relationships with customers Group IDs Engagement Total ARPU Brilliant Network Easy-to-use Pricing Plans Exciting Contents Attractive Devices Enhance Customer Recommendation (NPS*) Personal *Abbreviation for Net Promoter Score
  • 9. (Application) Enhancing Engagement 8 Creating stronger engagement through increased customer contact Correlation between customer contact and NPS Personal NPS less Customer contact more Amount of contact Sense of security Enhancing engagement through increased contact Long-term use Increase ARPU Sense of mastery Sense of value and convenience Indispensable to daily life (credit card) au Denki(Electric Power Service) (Former au Wowma! /E-Commerce) (au Jibun Bank)
  • 10. 9 Personal Integrated with Ponta points Full-scale partnership with Lawson (Scheduled for the end of May 2020) * Campaign that anyone can participate in and get 1 billion yen every week (Feb 2020 to March 2020) Number of Payments Jan 2020 March 2020 More than double following the campaign* Japan’s largest class member base of over 100 million Expansion of points and payments affiliated stores Number of payments greatly increased. Promoted initiatives to increase contact
  • 11. Strengthen ID Base across The Entire Group 10 Customers who want to use large capacity without stress Customers who prioritize price Personal Meet a wide range of needs and strengthened momentum with the Group’s combined capabilities Strengthen new customer acquisition 2 Stem outflow from the Group 1 Upsell to au3 Competitors
  • 12. 11 Strengthening sales organization Providing new value Business efficiency  “au” and “UQ mobile" Reorganization and integration of sales organization and sales channels nationwide  Providing easy-to- understand and various services that meet the needs of customers by utilizing the features of both brands Personal  Streamlining the overlapping tasks and operations  Streamlining the management resources for full-scale 5G Aiming to strengthen competitiveness by consolidating group management resources
  • 13. 12 Promoting the switch to 5G with attractive devices Personal * Applies to select models purchased with a new contract (including customers switching from a competitor company) or with a handset model upgrade (for use of 12 months or more) during the specific period Target models are XPERIA1 Ⅱ, Galaxy S20 5G, Galaxy S20+ 5G and AQUOS R5G (as of May 14, 2020) Note) 5G service is available only in some areas. Please check the au website for service areas and sales dates of 5G-ready smartphones au Online Shop for good deals discount up to 22,000 yen discount * (including tax) Providing a wide range of models, from flagship to mid-range UNLIMITED WORLD Purchases of applicable handset models from April 1, 2020
  • 14. 13 Personal Passport to AUGMENT experienceThe top partner in leading entertainment *1) Applications under the 5G start campaign will be accepted until August 31, 2020 *2) 499yen (tax not included, per month) We plan to begin steadily releasing content. Note) 5G services is available only in some areas. Please check the au website for service areas UNLIMITED WORLD *2 © tv asahi Promoting switch by offering 5G original plans at around 4G LTE prices (two years campaign)*1 Providing a unique price structure that incorporates value-added services (au Smart Pass Premium) LIVE SPORTS Entertainment Education and hobby Available from June 2020 Data MAX 5G Netflix Pack Data MAX 5G ALL STAR Pack
  • 15. 14 Personal Further Expansion of Growth Area Group IDs Total ARPU Engagement Open Strategy Promoting service usage by group customers Group Strategy Value added ARPU Telecom munications ARPU Promoting 5G migration and increasing data usage Utilize payments and points, etc. Expand the use of value-added services Expand by promoting ARPU growth measures and open strategy
  • 16. Progress on Medium-Term Targets 15 FY19.3 FY20.3 FY21.3 FY22.3 Life Design Domain Sales (Billions of yen) Transaction Volume of Settlement/Loan (Billions of yen) (E) (Target) (Medium-Term Targets Progress Rate) 946.0 1,218.0 49% 1,500.01,290.0 4,424.0 6,800.0 6,000.0134%6,537.0 Personal Steadily progress and Transaction Volume of Settlement/Loan grew significantly
  • 17. Business Services Segment 16 Business 886.4 923.5 950.0 1,000.0 FY19.3 FY20.3 FY21.3 FY22.3 (Medium-Term Target) (E) Domestic and overseas group companies IoT/5G business ①Core Business ②New Domain Promoting customer DX Business growth in both areas Existing telecommunications business Operating Revenue (Unit : Billions of yen) Aim to grow in core business and new domain both by promoting customer DX
  • 18. 17 Creating New Value by Collaborating Customers Achieve DX Business Increase operational efficiency using telecommunications and AI “KDDI Gas Platform Service” Customers Create the new business Transform our revenue model Increase revenue and profit Increase the strength of our product lineup Increase the strength of our sales teams Maximize CS・CX DX DX DX DX DX DX Contributing to the creation of a resilient foundation that is resistant to environmental changes Realize safe and highly productive next generation logistics center through utilizing 5G and AI
  • 19. Progress on Medium-Term Targets 18 Business Services segment Operating Revenue (Billions of yen) IoT Connections (Million) Business 886.4 923.5 33% 1,000.0950.0 8.0 11.5 15.0 18.035% FY19.3 FY20.3 FY21.3 FY22.3(E) (Target) (Medium-Term Targets Progress Rate) Steadily progress and IoT Connections has exceeded the plan
  • 21. 20 Consolidated Financial Forecasts for FY21.3 We expect operating revenue and operating income on par with the previous fiscal year’s results ¥5,250 ¥1,030 Profit for the period attributable to owners of the parent ¥640 Promoting our business strategies and work to strengthen our business foundation Although the impact of COVID-19 that we can forecast at this moment has been included in our financial forecasts, while we will carefully assessing the future outlook, we will contribute the stability of society and lifestyles based on Basic Policy toward COVID-19 and aim to achieve our financial forecasts and medium-term management plan Operating Revenue Billions Operating Income Billions Billions
  • 22. 21 221.65 235.54 259.10 275.69 85.00 90.00 105.00 115.00 FY17.3 FY18.3 FY19.3 FY25.3 EPS * 1 Grow 1.5 times compare to FY19.3 through sustainable growth DPS * 2 Over 40% payout ratio Flexible share buybacks Cancel all treasury shares*3 Target 1.5 times EPS DPS (Unit : yen) Review of Medium-Term Management Plan *1)Earnings Per Share *2)Dividend Per Share *3)Except KDDI shares owned by executives’ compensation BIP Trust Account and ESOP Trust Account FY20.3 (compare to the end of FY19.3 actual) Aim to sustainable growth and strengthening shareholders returns both continuously
  • 23. 22 KDDI Sustainable Action Connecting and protecting lives Connecting day-to-day lives Connecting hearts and minds × Partnership Our power to make connections will help create a brighter future for all. Building a resilient infrastructure for communication and disaster response Sustainable development for cities and communities Creating a digital society for affluence and peace of mind Conserving the environment Building the infrastructure for developing countries Promotion of diversity and inclusion Developing human resources for the next generation Fostering health and a purpose in life Accelerated SDGs initiatives through activities rooted in business
  • 24. 23 External Recognition Innovation Sustainability Morning Pitch “Large Enterprise Innovation Award” Won First place * *THE INCLUSION OF KDDI IN ANY MSCI INDEX, AND THE USE OF MSCI LOGOS, TRADEMARKS, SERVICE MARKS OR INDEX NAMES HEREIN, DO NOT CONSTITUTE A SPONSORSHIP, ENDORSEMENT OR PROMOTION OF KDDI BY MSCI OR ANY OF ITS AFFILIATES. THE MSCI INDEXES ARE THE EXCLUSIVE PROPERTY OF MSCI. MSCI AND THE MSCI INDEX NAMES AND LOGOS ARE TRADEMARKS OR SERVICE MARKS OF MSCI OR ITS AFFILIATES. Global Domestic ILS (Innovation Leaders Summit) Executive Committee “Innovative Major Corporations Ranking” 2 consecutive years * * Aiming to be a company that can meet the expectations of society
  • 25. 24 Toward a Safe National Life and Economic Recovery  Expanding and strengthening the network that underpin telework, online education, and remote medical care  Rolling out 5G service nationwide earlier through infrastructure sharing  Adopting leading-edge technologies that meet global standards and establishing a domestic diversity network Promoting DX to restore and grow domestic economic strength Building a more resilient network to sustain day-to-day life and economy activity  Merging with online communities that augment the incremental economic recovery of real-world communities  Creating business model through a wide range of alliances spanning venture companies to large corporations  Establishing “a new social foundation” that underpins safety and peace of mind in day-to-day life as well as economic activity Continuing to make necessary CAPEX in the society in Japan
  • 26. 2.98 3.49 6.00 11.50 13.33 15.83 17.50 18.33 21.67 23.33 26.67 30.00 43.33 56.67 70 85 90 105 115 120 FY02.3 FY04.3 FY06.3 FY08.3 FY10.3 FY12.3 FY14.3 FY16.3 FY18.3 FY20.3 FY21.3 25 Aiming for 19th consecutive DPS growth DPS yen Operating Income DPS 1,030.0 Note) DPS for FY20.3 and FY21.3 are expected figures Billions of yen (E)
  • 27. To Maximize Corporate ValueFinancial Non- Financial Medium-Term Management Plan Effort aware of the balance sheet EPS growth Revenue growth Structural reform Shareholder returns Improve CCC Control CAPEX Liquidation of receivables Reform to a human resources first company Setting goals for SDGs Fair and appropriate disclosure of ESG Constructive conversations with shareholders and investors KDDI Philosophy To enhance corporate value 26 Aim to maximize corporate value through both financial and non-financial efforts
  • 28. Summary 27 Medium- Term Management Plan Financial Results  Enhancing engagement through expanding customer contacts centering on au PAY  Aim to grow in core business and new domain through promoting customer DX Business Strategies  FY20.3:Achieved higher revenue and operating income. Made steady progress toward sustainable growth  FY21.3:Absorbing environmental changes, business performance is expected to achieve at the same level as the previous year Promoting initiatives for social stability and solid management  Aim to sustainable growth and strengthening shareholders returns both continuously  Strengthen financial aspects through expansion of growth areas and “lean and mean” management  Strengthen management base through efforts on non-financial aspects such as SDGs
  • 30. Principal Impacts of COVID-19 29 Personal Services segment (telecommunications business)  Telecommuni cations services Voice Data Inter national  Increase due to rise in student usage and businesspeople working at home  Decrease due to an increase in the offload rate caused by more people staying at home  Decrease the usage of international roaming services due to restrictions on overseas travel  Implementation of support for au shop’s agents and store staff  Handset sales, etc.  With the decrease in total sales, a decrease is expected on an IFRS basis Decrease the costs of handset sales  Increase in demand for at-home telecommunications for telework, online learning, and other such activities Fixed-line Support to sales branches  Decrease the unit of shipments due to decrease in total sales Decrease the revenue of handset sales Mobile
  • 31.  Education and Accommodation Principal Impacts of COVID-19 30  Design and setting business is continued through decentralization of bases and remote work  The impact of the delivery of network equipment and construction is limited at this time Business Services segment Others  CAPEX Personal Services segment (Life Design Domain)  E-commerce  Increase demand due to stay at home  Decrease in real-world customer interactions as people shelter in place  Despite a decline in the acquisition of some financial products due to restrict face-to-face operations and a decrease the transaction volume of settlement due to decline in consumption, stable profits from the internet financial business are expected to maintain an upward trend  Finance  Core Business  Decease the usage of international roaming due to restrictions on overseas travel and the sales of solution business overseas  Medium-term prospective (ー) (ー)  Accelerate needs for work style reform such as telework
  • 32. Note) “KDDI (consolidated)” is prepared in accordance with IFRS and “au Financial Holdings (consolidated)” is prepared in accordance with J-GAAP 31 Consolidated Statement of Financial Position KDDI (consolidated) au Financial Holdings (consolidated) Property, Plant and equipment, Intangible assets and Right-of-use assets Goodwill Trade and other receivables Securities for financial business Loans for financial business Contract costs Cash and cash equivalents Others Interest-bearing debt Trade and other payables Deposits for financial business Other liabilities Equity Others Cash and cash equivalents Securities Loans Deposits Others Total Assets 9.58 trillion yen Total Assets 2.22 trillion yen
  • 33. 32 EBITDA FY19.3 FY20.3 CAPEX M&A , etc. Financial Business* Others + + + + YOY +397.4 Free Cash Flow : Factor for Change, YoY for FY20.3 (Unit : Billions of yen) (FY19.3) kakaku.com, etc. (FY20.3) kabu.com Securities, etc. Includes the impact of the IFRS16 adoption +95.4 * Cash flow related to financial business as described in the consolidated cash flow statement in the fiscal year ending March 2020 + revenue from Jibun Bank’s gain control
  • 34. 33 Statements made in these documents with respect to the KDDI Group‘s performance targets, projected subscriber numbers, future forecasts and strategies that are not historical facts are forward-looking statements about the future performance of the KDDI Group, based on company’s assumptions and beliefs in light of the information available at the time they were made. They therefore include certain risks and uncertainties. Actual results can differ from these statements due to reasons including, but not limited to, domestic and overseas economic trends, competitive position, formulation, revision or abolition of laws and ordinances, regulations or systems, government actions or intervention and the success or lack thereof of new services. Consequently, please understand that there is a possibility that actual performance, subscriber numbers, strategies and other information may differ significantly from the forecast information contained in these materials or other envisaged situations. Disclaimer