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 situation, 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.

1. Financial Results for
the Fiscal Year
Ending March 2022
May 13, 2022
KDDI Corporation
President
Makoto Takahashi

2. ¥5,446.7 billion
¥1,060.6 billion
41.7％
¥300.03
¥1,422.0 billion
¥1,042.6 billion
1
 Promoted “the integration of telecommunications and life design,” with growth
fields leading profit growth
 Promoted a multi-brand strategy and built a robust ID base
Operating Revenue
Operating Income
+2.3%
+1.5％
Cost reduction, etc.
3 yearstotal
¥100billion(approx.)
FY22.3
CAGR
FY19.3-FY22.3
（Reference）
FY19.3-FY22.3 Target
Payout ratio
EPS
―
+5.0%
Over 40%
FY19.3→FY25.3 1.5 times
Life Design Domain Revenue
Business Services segment Revenue
+14.6％
+5.6%
FY22.3 ¥1.44 trillion*
FY22.3 ¥1 trillion
* The expected approximately ¥60.0 billion deduction due to a change in accounting procedures in the energy business against mid-term target of 1.5 trillion yen.
Highlights of Consolidated Financial Results for FY22.3
Achieving sustainable profit growth and enhancing shareholder returns

3. Group IDs
(Unit：Million)
3/'21 3/'22
31.51
Note） Personal Services segment
31.84
Communications ARPU
(Unit：Yen)
FY21.3 FY22.3
4,400 4,200
Value-added ARPU
（Including Handset Compensation and Denki)
FY21.3 FY22.3
1,540
1,740
(Unit：Yen)
Cumulative 5G unit sales steadily increasing over 8 million
Multi-Brand Strategy
Built a robust ID base. Growing Value-added ARPU
against the decrease of Communications ARPU
YOY
+¥200
YOY
(¥200)
2

4. FY19.3 FY20.3 FY21.3 FY22.3
147.0
178.0
198.0
254.0
Operating Income
(Unit：Billions of yen)
Transaction Volume
of Settlement/Loan
3.38Million
(YOY +0.5M)
au Denki, etc.
Subscribers
37.0 Million（YOY +4.2M）
au PAY members + au PAY Card members
Of these, au PAY Card members
7.6 Million（YOY +1.1M）
Main indicators
¥11.7 Trillion
(YOY +29%)
CAGR
+20.0%
Life Design Domain
Double-digit growth in operating income CAGR
due to steady growth of core services
3

5. Operating Income
(単位：億円)
FY19.3 FY20.3 FY21.3 FY22.3
122.2
149.0
167.5
186.0
* KDDI non-consolidated base
FY22.3 Over 24.5 Million
（YOY+6.5 Million）
IoT Connections*
FY22.3 31.9%
Main indicators
NEXT Core Business ratio
in total revenue of Business Services
segment
CAGR
+15.1%
(Unit：Billions of yen)
Business Services segment
NEXT Core Business drove operating income with double digits CAGR growth
4

6. The first to end 3G and
move on to the next era
Thank you 3G
We appreciate you for using
our 3G Services
Third-generation mobile phone services begins
2002
CDMA 1X WIN service commences
Industry’s first flat-rate packet service introduced
2003
Sales of the world's first 1seg-compatible
mobile phone “W33SA”
2005
Comprehensive music service "LISMO" launched
Google search engine was introduced into EZ Web
2006
KDDI launches its first iPhone
2011
5

7. Appendix

8. 1Q 2Q 3Q 4Q 1Q 2Q 3Q 4Q
4,360 4,410 4,440 4,380 4,280 4,270 4,200 4,050
1,370 1,550 1,560 1,690
1,480 1,690 1,750 2,020
Communications ARPU
Value-added ARPU
6,070
Group IDs
(Unit：Million)
6/'20 9/'20 12/'20 3/'21 6/'21 9/'21 12/'21 3/'22
31.47 31.50 31.51 31.51
31.39 31.37
31.56
31.84
Multi-Brand Total ARPU
(Unit：Yen)
FY21.3 FY22.3
Note） Personal Services segment
5,730
5,970 5,990 6,070
5,760
5,960 5,950
Group IDs / Total ARPU
7

9. Note) “KDDI (consolidated)” is prepared in accordance with IFRS and “au Financial Holdings (consolidated)” is prepared in accordance with J-GAAP
Property,
Plant and equipment,
Intangible assets
and
Right-of-use assets
Goodwill
Trade and
other receivables
Securities for financial business
Loans for financial business
Cash and cash equivalents
Others
KDDI(Consolidated)
Total Assets 11.08 trillion yen
Interest-bearing debt
Trade and other payables
Deposits for
financial business
Other liabilities
Equity
au Financial Holdings (Consolidated)
Total Assets 3.24 trillion yen
Others
Cash and cash equivalents
Securities
Loans
Deposits
Others
Consolidated/Financial Business
Balance sheet（as of the end of March 2022）
8

10. New Mid-Term
Management Strategy
(FY23.3-FY25.3)
May 13, 2022
KDDI Corporation
President
Makoto Takahashi

11. Major Environmental Changes
Diversification of values and work styles
Creating new business through DX
Increasing importance of sustainability
Progress in Beyond 5G/6G research
as well as next-generation technologies
1

12. Toward KDDI VISION 2030
Integration of
Telecommunications
and life design
Promoting business
Transformation
Centered on 5G
A platformer
supporting society
Previous Mid-Term
Management Strategy
New Mid-Term
Management Strategy
KDDI VISION 2030
2019-2021 2022-2024 2030
2

13. New Materiality
Mid-Term Management Strategy
Realization of safe, secure, and prosperous society
Promotion of innovation
centered on telecommunications
Carbon neutral
Advancing stakeholder engagement
Human resources first
Strengthening the group management base
through progressing governance
Defining new materiality and promoting the mid-term management strategy
Philosophy
Brand Message
Company Vision
The
KDDI
Group
Mission
Statement
Mid-Term Management Strategy
- Sustainability Management –
Business Strategy
Strengthening of
Management
(Non-financial)
3

14. 4

15. Video
(About 4 minutes)
5

16. The creation of a society in which
anyone can make their dreams a reality,
by enhancing the power to connect.

17. Working with partners to achieve sustainable growth
and enhance corporate value
Sustainability Management
Social value
Environmental
value
Economic
value
Strengthening of
Management
Business
Strategy
Sustainable
growth in
society
Partnering
Corporate value
improvement
7

18. Satellite Growth Strategy
5G-driven evolution of the telecommunications business and
expansion of focus areas with telecommunications at the core
Mobility
Health
care
Education
DX
LX
5G
Communications
Regional
co-creation
-CATV, etc.-
Space
Finance
Energy
8

19. Strengths (5G + Operational know-how cultivated over many years + Partnering)
Focus Areas
DX Finance Energy LX*
Regional
Co-Creation
-CATV, etc.-
In the era of blending telecommunications, evolve businesses
in each area by leveraging our strengths
Using KDDI assets
to accelerate DX
centering on 5G
Providing platform
services to expand
B-to-B-to-X businesses
Leveraging data
to expand
businesses,
including
the VPP business
Revamping people’s life
experience and behaviors
through the prevalence
of 5G and
technological evolution
Pursuing regional
co-creation and
eliminating
the digital divide
*LX: Life Transformation (a business model that transforms diversifying consumption, life experience and behaviors with an eye to the future)
9

20. With 5G penetration, telecommunications will
"blend in" with every scene. Era of New Value Creation
5G
High speed high capacity
low latency and
guaranteed bandwidth
Medical diagnoses
Automobile Management
Smoothplay
Immersive,
realistic experience
10

21. 5G Area Construction
Reinforcing customers' lifeline and nationwide coverage
also contributes to government targets
Areas along the customer's life line
Areas with high data traffic:
analyze, predict and build efficiently
Nationwide coverage
Contributing to the 5G population
coverage target (95% by FY2024.3)
under the Vision for a Digital Garden City Nation
5G
Communi-
cations
Nationwide coverage
Commercial
districts
Railroads
Shinkansen
Expressways
Mountainous
regions
Isolated island
areas
Partnering with SpaceX
Promoting measures to
prevent blind spots
Connecting more
and always with au
11

22. Evolution of 5G Technology
New value opportunities expand with full-scale 5G SA
NSA: Non-Standalone, SA: Standalone
5G SA Application Examples
FY20.3~ FY22.3~
5G NSA 5G SA Beyond 5G
Openness and Virtualization
Network slicing
“Entertainment experiences everywhere“
Co-creating through network slicing
Participate in events from satellite sites
Video streaming anywhere
Event VR viewing at home
Game streaming on the go
©CAPCOM CO., LTD. 2016,
2020 ALL RIGHTS RESERVED.
5G
Communi-
cations
12

23. 5G Penetration / Communications ARPU Revenues
FY22.3 FY23.3 FY24.3 FY25.3
Goal: 80% by FY25.3
5G Penetration Multi-Brand Communications ARPU Revenues
Plan to increase by FY25.3 versus FY22.3
Moreover, aiming faster rebound
31.6％
80％
5G
FY22.3 FY23.3 FY24.3 FY25.3
Note） Personal Services segment
Note） After that, mid-term target is stated for FY25.3 notation
5G
Communi-
cations
13

24. Maximize ARPU
High-definition video experience
Expand services to provide unique 5G experiences through partnering
5G
Communi-
cations
Real-time service experience
14

25. Aim for double-digit operating income CAGR
through growth in NEXT Core businesses
Corporate Business
Operating Income
Operating Revenue
FY22.3 FY25.3
Aiming for about 20% over
KDDI Group Consolidated
Operating Profit
Overall Business Services segment
Double-digit CAGR growth
FY22.3 FY25.3
NEXT
Core
DX Promotion
NEXT Core business drives business growth
Aim for double-digit
CAGR growth
DX
15

26. Further evolution of operational management know-how
optimized for era of blended communications
Outlook of DX leveraging our strengths
New Value Creation
IoT Connections
Reliable operation and maintenance system
cultivated with global partners
FY19.3 FY20.3 FY21.3 FY22.3 FY25.3
8.0
24.5
44.0
(Unit：Million)
DX
With Partners
New Value Creation
Communication Infrastructure
and IoT operational know-how
Business Development & Cloud
Co-creating new value through DX
in addition to the sense of security provided
by constant connection
5G
16

27. Aiming to provide industry-specific platforms
that support business creation
Accelerate DX of Customer Companies
DX
Construction and
Real Estate industry
Energy industry
Automotive industry Railroad industry Media industry
Self-driving cars
Network slicing
Image
transmission
Drone inspection Viewing analysis
Simulation of
human flow
Examples
5G Platform
Telecommunications
ID and
authentication
Charging and billing Settlement Location data Data analysis, etc.
Partners
17

28. Business Co-Creation Case Studies
DX
Promote business development with partners and co-create through DX
Decentralize urban development to create
work and lifestyles not restricted by location
or time
Predicting the future through analyzing data
on people and cities
with proprietary algorithms
Equipment inspection automation
of wind power facility inspections with
autoflight and AI analysis
Spatial Integration
4K video projection
Emotion Recognition
Facial Analysis
Space Freedom Project
Drone inspection, etc.
Simulation of human flow,etc.
Image transmission, etc.
Space Freedom Work Place
18

29. Strengthening systems and expanding resources to create new value
DX Development System
DX
DX Solution Engineering Division
System development
Business Development/Consulting
DX Service Planning
vertical
integration
Newly organized
KDDI Digital Divergence Holdings
iret
KDDI Agile
Development
Center Corporation
(Spin-out)
Scrum Inc.
Japan
KDDI Web
Communications
Other
Group Companies
New M&A
...
Newly Established
Strengthening
With Partners -
New Value Creation
Communication Infrastructure
& IoT operational know-how
Business Development & Cloud
19

30. Global Expansion of DX
Promoting global DX on strength of our worldwide IoT infrastructure
DX
*More than 200 roaming partners have been agreed in principle, and services are scheduled to be launched by September 2022
Global expansion through domestic/overseas integrated sales structure
IoT World
Architecture
Industry-specific
DX Success Model
Product development
tailored to each locality
Available in over 60 countries and
regions (One of the world’s widest
coverage, scheduled to expand
over 200 regions* in FY23.3)
20

31. Financial Business
Aim for double-digit operating revenue and income
CAGR growth along with expansion of key indicators
Results from previous mid-term (FY20.3-FY22.3)
FY20.3 FY21.3 FY22.3
FY20.3 FY21.3 FY22.3
177.8 billion yen
19.4 billion yen
Operating Revenue Operating Income
Note）au Financial Holdings, IFRS basis
Finance
New mid-term targets (FY23.3-FY25.3)
Mortgage loans as a growth driver and
expansion mainly in credit card membership
Mortgage Loan Balance
Number of
credit card members
Double-digit
CAGR growth
Bank accounts
Operating Revenue
& Operating Income
Over 3 trillion yen
Mid-term
FY25.3
21

32. Increase customer engagement
Growth of financial companies and promotion of cross-use
Customers using telecom services
Financial Cross-Use
Accelerate collaboration across wide range of
financial functions within financial group
Finance
Examples of Cross-Use
au Collective Interest Rates
0.05% per year
0.05% per year
0.099% per year
With au PAY
Account Linkage
With au PAY Card
By direct debit
au Money Connect
In the settings
Normal 0.001% per annum
Max.
0.2% per year
Yen Savings Deposit
Preferential
interest rate
au Jibun Bank
au Jibun Bank
au Asset Management
au Kabucom Securities
au Insurance Company
LIFENET INSURANCE COMPANY
credit card
22

33. Providing Platform Services
Expand business domain by developing
B-to-B-to-X services in the future
BaaS Service Delivery Platform
Product
Service
For non-financial businesses
B-to-B-to-C B-to-B-to-E (Employee) Store owners
Contribute to improving customer & employee satisfaction/engagement at client companies
Improved convenience of settlement
and financing ,etc.
Loans, asset building, and other benefits
Support for opening new stores
through settlement and financing ,etc.
Financing and transfers Yen savings Mortgage
Settlement Card loans
Apps Asset management Sports betting
Foreign currency savings
Finance
23

34. FY22.3 FY25.3
Energy Business
Ensure stable power supply
Price spikes in wholesale
power trading market
Aim for steady business growth by stabilizing earnings
and expanding customer base
Electricity retail business customer base
Business growth
Operating Revenue
Stabilization of earnings
Collaboration with telecommunications,
financial businesses, etc. and expansion of alliances
Energy
customer
contact
Expand collaboration with
group's commercial products
Increased
Penetration
Expansion of partners
White label
...
customer base
24

35. Carbon Neutral-Related Business
Contributing to society’s carbon neutrality through business
Renewable Energy Generation
Solar panels installed on base stations, etc.
Further expansion with partners
Supply and Demand Adjustment to
Support the Expansion of Renewable Energy
*VPP（Virtual Power Plant）：Using IT and other technologies to control decentralized solar power, storage batteries and other energy sources like they are one power plant
Energy
Growing instability in the
supply and demand balance
due to the expansion
of renewable energy
Enhancing our ability
to adjust supply and demand
by promoting
the VPP* business
Solar power
Storage batteries
EVs
Home generators
Lighting Air conditioning
Renewable energy
Optimal control
VPP
Promoting initiatives to expand the VPP business,
such as installing storage batteries
25

36. Life Transformation（LX）
Promoting research of technological areas centered on
consumer perspectives to create future-oriented business models
Life Transformation（LX）
Advanced technologies of the Beyond-5G/6G era
LX Technologies
A technological area that offers new life styles geared toward 2030
LX
Network Security
Spatial recognition and
visual analysis
AI
Ultra high-speed,
ultra multi-connection,
ultra low-latency
telecommunications environment
Safety and security through
robust and ultra high-speed
encrypted technologies
Ultra realistic experiences Trust through
ultra sophisticated
AI technologies
Offering diverse value Promoting digitalization Using the latest technologies
26

37. Value Creation by LX (1)
LX
Web3.0／NFT
Accelerating initiatives aimed at the autonomous
and decentralized Web 3.0 era
Web 2.0
(Centralized)
Web3.0
(autonomous
and decentralized)
Technological
evolution
such as Blockchain
and NFTs
Platform type
Community
C2C
Enabling direct content ownership
and sharing through users
(creator economy and fan communities, etc.)
New
interactive
communication
with avatars
A new digital
economy
comparable to
the real economy
Open
environment
for creation led
by creators
Creating spaces where anyone can express themselves
Metaverse
Develop platform services
to provide new value of Web 3.0 era
27

38. Value Creation by LX (2)
LX
Drones Satellite telecommunications
Expanding services that vitalize
regions and enrich lives
Offering an urban level of telecommunications
quality to every corner of the country
Helping create new experiences
Helping enhance the sophistication
of distribution by realizing
unmanned delivery anywhere
Realizing new experiences
by expanding spaces
where videos can be taken
Unmanned delivery Expanding
video experiences
Partnering with SpaceX to offer
high-speed satellite telecommunications
Mountains Camps Isolated islands
28

39. Regional Co-Creation
Addressing the challenges faced by local communities
and realizing regional co-creation
Local business and venture support mechanisms
Realization of regional co-creation
Mid-term cumulative total of 15 million people eliminated disparity
Funding
Hands-on
management support
DX Human
Resource Education
Smartphone Classes
On-demand transportation
Creating a foundation for regional DX
“Digitizing the Entire Village”
Co-creating optimal mobility with local residents
Case Study Hidaka Village
Kochi Prefecture
Assistance in returning
driver's license
Elimination of
mobility anxiety
Childcare Support
Regional
Co-Creation
-CATV, etc.-
Smartphone
classes
Municipality DX
On-demand
transportation
CATV
Supporting
regional education
Smart agriculture
Eliminating
financial divides
29

40. Summary of Efforts in Focus Areas
Business Services segment to become second largest business
after domestic telecommunications, aiming for about
20% of consolidated operating income
Aim for double-digit mid-term CAGR growth in sales in DX
Accelerate business growth through expansion of customer base and
new initiatives aim for double-digit mid-term CAGR growth in sales
Creating new businesses that transform the
living experience with an eye on the future
Contribute to
solving social
issues
facing local
communities
Regional
Co-Creation
-CATV, etc.-
LX
Finance
Energy
DX
30

41. Transforming into a Company
that Puts Human Resources First
Evolving our unified three-part reform initiatives into Phase 2
New
personnel
system
Internal
DX
Workstyle
reforms
１
２ ３
Introducing the KDDI Version
Job Style Personnel System
Diverse human resource
vitalization and D&I
through HR system
Full-scale start of
DX personnel training
(establishing DX University)
Improvement of DX skills of all
employees and development
of professional human resource
Upgrading the foundation
for the new normal
New work styles
to enhance engagement
Phase.1
Phase.2
Mid-Term Management Strategy
(FY23.3-FY25.3)
１
2
3
31

42. Human Resource Development
Maximizing organizational strengths
to drive business strategy centered on DX
Professional Human Resources DX Human Resources
Shifting essential personnel into focus areas
Penetration of KDDI Version
Job Style Personnel System
In all specialized fields
Professional human resources ratio 30%
Expand to KDDI Group
*In-house human resources development organization launched in 2020
*
DX basic skill acquisition
All employees over 11,000
32

43. Aim to achieve carbon neutrality in FY2030*
Energy Conservation Efforts
Carbon Neutral Goal
Energy Conservation Efforts
Switching to
renewable energy
FY2026 FY2030 FY2050
//
Data centers
carbon
neutral
KDDI
carbon
neutral
KDDI Group
carbon
neutral
Carbon-Neutral
3G suspension
→ 5G transition
Base station
AI control
Submerged liquid cooling
for data centers
Equipment sharing
Efficient 5G area
construction
AI-based
Power Consumption Control
Promotion of
infrastructure sharing
Reduced power consumption
by technology
Obtained SBT certification by
KDDI Group (February 2022)
Acceleration
*KDDI non-consolidated basis
33

44. Thoroughly engraining respect for human rights
in KDDI Group business activities
Audit &
Improvement
Risk
Identification/
Plan for
improvement
Effectiveness
verification
Observing the KDDI Group Human Rights Policy Global Human Rights Due Diligence
Respect for Human Rights
 Respect for human rights in all business activities
 Avoid or reduce any negative impacts on human rights
 Avoid involvement in infringement of human rights
 Promote human rights enlightenment activities
for all KDDI Group officers and employees
,etc.
34

45. Cost Efficiency
Promotion of
infrastructure
sharing
Efficiency
through
advanced
technology
Sales system
transformation
Sales channels
improving
efficiency
Goal: achieve cost efficiencies of
100 billion yen in mid-term
Sales
Technology
Appropriate control of investment Marketing efficiency
35

46. Group Governance
Strengthened risk management and information security systems
Strengthening the
training and
support systems
for CFO
human resources
Utilizing
shared services
Establishment
of a monitoring
system
Upgrading systems
for inter-Group
data connections
Upgrading
the privacy
governance system
Strengthen risk management system Strengthening information security
Increase in the number of group companies and diversification of business in line
with the promotion of the satellite growth strategy
36

47. Cash Allocation Policy
Continue to strengthen investment in growth and
shareholder returns for sustainable growth
Capex 5G and Focused areas Strategic Business Investment
Business growth
700 billion yen in mid-term
Shareholder returns, etc.
 Dividend payout ratio over 40%
 Conduct share repurchases in a flexible manner in consideration of
status of investment for growth
1.5 trillion yen
in mid-term
Operating CF (Excluding Financial Business) 5 trillion yen in mid-term
Business growth
1.3 trillion yen in mid-term
(Equivalent to approximately 70% of total consolidated Capex)
37

48. Consolidated Financial Forecast for FY23.3
Business Services segment and Financial Business to drive profit growth
FY23.3 YOY
Operating Revenue 5,560.0 ＋2.1%
Business Services segment 1,130.0 ＋8.4%
Financial Business 210.0 +18.1%
Operating Income 1,100.0 ＋3.7%
Business Services segment 206.0 +10.7%
Financial Business 38.0 +95.9%
Business Services segment
Operating Income
(Unit：Billions of yen)
Financial Business*1
Operating Income
FY22.3 FY23.3
FY22.3 FY23.3
38.0 *2
206.0
Excluding one-time effects
Aiming for
double-digit CAGR growth
*1 au Financial Holdings, IFRS basis *2 Includes temporary accounting effects
(E) (E)
【Shareholder Return】
 Aiming for 21st consecutive DPS growth
 Resolved to repurchase its own shares
– Up to ¥200 billion
(Unit：Billions of yen)
38

49. DPS
Aiming for 21st consecutive DPS growth
FY03.3 FY05.3 FY07.3 FY09.3 FY11.3 FY13.3 FY15.3 FY17.3 FY19.3 FY21.3 FY23.3
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
125
Note) DPS for FY22.3 and FY23.3 are expected figures
(Unit：yen)
135
39

50. Mid-Term Management Strategy Summary
Sustainability
Aiming for sustainable growth of society and enhancement of corporate value with partners
through promoting satellite growth strategy and strengthening management base to
support it
Business Growth
ARPU revenue increase due to 5G promotion (FY22.3 vs. FY25.3)
Profit growth in focus areas 100 billion yen or more
Cost efficiency 100 billion yen target
Financial Policy
 Prioritize capital expenditures and strategic business investments
in 5G and focus areas
 Dividend payout ratio over 40%
 Flexible share repurchases
EPS Growth Continue to aim for 1.5x growth versus FY19.3
40

51. Appendix

52. Multi-Brand IDs
(Unit：Million)
Multi-Brand Communications ARPU
(Unit：Yen)
Note） Personal Services segment. au, UQ mobile and povo
3/'21 3/'22 3/'23（E）
30.72
30.97
31.10
FY21.3 FY22.3 FY23.3（E）
4,200 4,000
Multi-Brand IDs / Communications ARPU
4,400
42

53. 1,037.4
(Unit：Billions of yen)
+49.9
+75.7
Others
1,060.6
FY21.3 FY22.3
+23.2
(87.2)
(15.1)
Of which,
Business Services segment
+18.6
Financial Business+7.7
Approx.
(50.0)
FY23.3(E)
(70.0)～
(80.0)
Others
Multi-Brand
communications
ARPU revenues
+39.4
Operating Income :Factors for Change YoY
Multi-Brand
communications
ARPU revenues
1,100.0
Focus
Areas*1
Approx.
+50.0
*1 Business Services segment , Financial Business（au Financial Holdings, IFRS basis) and Energy Business ,etc. *2 Includes temporary accounting effects
Of which,
Business Services segment
+20.0
Financial Business
+18.6 *2
+30.0～
40.0
Focus
Areas*1
Group MVNO
revenues
+
Roaming
revenues
3G closure
related costs
Approx.
+80.0
Group MVNO
revenues
+
Roaming
revenues
43

54. Others
(48.6)
778.0
558.9
+27.3
CAPEX
EBITDA (162.1)
(35.7)
FY22.3
FY21.3
Payment of
corporate
tax, etc.
Including transient
factors such as
accounts payable
600.0
+2.6
EBITDA CAPEX
(Unit : Billions of Yen )
Note) Financial business is au Financial Holdings Corporation
(219.1) FY23.3(E)
+41.1
Others
(3.5)
+42.1
Consolidated FCF(Excluding Financial Business)
Factors for Change
44

55. 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 situation, 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