KDDI CORPORATION Fiscal Year Ending
March 2024
(April 2023-March 2024 )
May 10, 2024
KDDI Corporation
Makoto Takahashi
President, Representative Director, CEO
2
Index
- Consolidated Financial Results for Fiscal Year EndingMarch 2024
- "Power to Connect" × AI
- New Satellite Growth Strategy
- Strengtheningof Management Base Appendix
1. Consolidated Financial Results for
Fiscal Year Ending March 2024
4
FY24-03 Consolidated Financial Results
Revenue increased and income decreased
Despite temporary impacts, other businesses progress smoothly
Operating revenue | Operating income | Profit for the year*2 | ||
(Unit: billions of yen) | (Unit: billions of yen) | (Unit: billions of yen) |
5,671.8
5,754.0
YOY
＋1.5％
1,077.4 | 1,080.6 | 679.1 | 681.8 |
Temporary | Temporary | ||
impacts*1 | |||
impacts*1*3 | |||
961.6 | 119.0 | ||
44.0 | |||
637.9 | |||
YOY | YOY | ||
▲10.7％ | ▲6.1％ |
FY23-03FY24-03
FY23-03 | FY24-03 | FY23-03 | FY24-03 |
*1Temporary impactsof provision for lease receivables for the Myanmar telecom business and impairment and provision for removal of low-utilizedtelecom equipment
*2 Profit for the periodattributable to owners of the parent *3 Temporaryeffect of reorganization for subsidiaries/relatedcompanies
5
Consolidated Operating Income Factors for Change
Communications ARPU revenues rebound. Steady growth in focus areas
Multi-Brand
1,077.4 communications
ARPU revenues DX
(41.1) +5.0 +20.4
Group MVNO
Temporary
accounting
impact
in FY23-03*2 (1) Excl. (1)
(18.2) +14.2
Energy Others 1,080.6
business
+16.0 +6.8
(Unit: billions of yen)
Impairment,
provision for removal
etc.
(16.0)
Provision for lease
receivables for the
Myanmar telecom
revenues +Financial business*1 (4.0)
Rakuten
roaming revenue
+113
Focus areas | +122 |
(103.1) business
961.6
Temporary
impacts
119.0
FY23-03
+3.2 |
FY24-03FY24-03
(Excl. temporary impacts)
*1 au Financial Holdings (IFRS basis) *2 Temporary impact fromchange in accounting treatment of housing loans
6
FY24-03 Topics
Completed growth of major businesses and 5G rolloutplan
Steady progress toward sustainable growth
Growth of majorbusinesses | Completion of 5G rollout | |
Top in the industry*² | ||
5G | Communications | about 94,000 |
ARPU revenues | ||
Communications | stations | |
rebound | ||
about 52,000 | ||
stations | ||
DX | Focus areas | |
YOY double-digit | ||
Finance*¹ Energy | profit growth | 5 |
*1 au Financial Holdings (IFRS basis) excludingthe impact of accounting treatment changes in FY23-03
*2 Comparison of 4 MNOs in Japan. The browsable license number by Ministry of Internal Affairs and Communications radiocommunication search as of April 12, 2024.
7
Mid-Term Management Strategy
- Progress of KeyMeasures-
Steady progress despite telecom price reduction, fuel market impact, etc.
Growth | Business |
Policy | Financial |
Target (FY23-03 - FY25-03) | Review of results (FY23-03 - FY24-03) | ||
⚫ | ARPU revenue increase due to 5G | Slightly behind mid-term target | |
promotion (FY22-03 vs. FY25-03) | YOY reboundachieved in FY24-03 | ||
⚫ Profit growth of 100+ billion yen in | About 47 billion yen; DX/Financedoing well | ||
focus areas(DX/Finance/Energy) | Energy business behind due to fuel price hikes | ||
⚫ Cost efficiency 100 billion yen scale | About80 billion yen (including 3G closure) | ||
⚫ | Prioritize CAPEX and strategic business | Strategic business investment: about 700 billion yen | |
investments in 5G and focus areas | |||
⚫ Dividend payout ratio over 40% | FY23-03: 43.4% | ||
FY24-03: 46.5% (plan) | |||
⚫ | Flexiblele share buybacks | FY23-03-FY24-03: 500 billion yen |
8
Revision of Mid-Term Strategy
Continued growth despite unexpected factors Extend deadlineby one year to reach EPS target
EPS target: 1.5x compared to FY19-03
Telecom | Fuel market | Myanmar |
price reduction | impact | political upheavals |
(Unit: Yen)
340.0 | 388.7 | |||||||
400.0 | ||||||||
350.0 | 259.1 | 275.7 | 284.2 | 300.0 | 311.0 | 322.0* | ||
300.0 | ||||||||
250.0 | ||||||||
200.0 | ||||||||
150.0 | ||||||||
100.0 | ||||||||
50.0 | ||||||||
0.0 | ||||||||
FY19-03 | FY20-03 | FY21-03 | FY22-03 | FY23-03FY24-03 | FY25-03FY26-03 | |||
(After adjustment) | (E) | (Plan) |
PreviousCurrent
Mid-Term Strategy | Mid-Term Strategy |
Initiatives throughFY24-03
Sustainable growth and shareholder returns
- Increased profits every year
(excluding temporary impacts* )
- Flexible share buybacks
FY20-03 to FY22-03: 550 billion yen
FY23-03 to FY24-03: 500 billion yen
Mid-TermStrategyperiod
extended one year& Strategy updated
*Excludingtemporary impacts such as provision for leasereceivables in Myanmar telecom business and impairment and provision for removal of low-utilized telecom equipment.
2. "Power to Connect" × AI
Extended 1 year | |
Mid-Term | KDDI VISION |
Management | 2030 |
Strategy | Realization |
FY2022-2025
10
Society where communications are integrated into every scene
AI will be integrated to create new value for the next era
AI
Population decline | Labor shortage |
Create Value, Solve Issues
Solving regional issues | Safe and secure society |
The creation of a society in which anyone can make their dreams a reality,
by enhancing the power to connect.
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KDDI Corporation published this content on 10 May 2024 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 10 May 2024 06:22:27 UTC.
