Slide 1: FY2027-03 Q1 Financial Results
FY2027-03 Q1 Financial Results (April - June 2026 ) August 7, 2026 KDDI Corporation
Slide 2: Sympathies for 2026 Kumamoto Earthquake
2 We extend our deepest sympathies to all those affected by the 2026 Kumamoto Earthquake and their families. The KDDI Group will continue to do its utmost to support the recovery of the affected areas.
Slide 3: Key Highlights
3 Key Highlights FY27-03 Q1 Consolidated Results FY27-03 Focus Points Initiatives for Strengthening Governance Progress of “Power-to-Connect 2028”
Slide 4: FY27-03 Q1 Consolidated Results
FY27-03 Q1 Consolidated Results
Slide 5: Consolidated Financial Results
5 Consolidated Financial Results Revenue and income increased. Strong start against the full-year forecast Operating revenue Adjusted operating income Adjusted profit for the period*2 (Unit : billions of yen) (Unit : billions of yen) (Unit : billions of yen) YOY+5.1% YOY+21.1% YOY+21.6% 1,487.3 314.
Slide 6: Operating Revenue by Segment
6 Operating Revenue by Segment Revenue increased in all segments. Growth in key growth areas, including mobile communication revenues Telecom Core Personal Growth Business Growth (Unit : billions of yen) (Unit : billions of yen) (Unit : billions of yen) YOY+3.4% YOY+8.6% YOY+11.7% 1,047.9 1,083.7 28
Slide 7: Adjusted Operating Income -Factors for Change-
7 Adjusted Operating Income -Factors for Change- Mobile communication revenues drive profit growth. Growth areas are also progressing steadily toward double-digit full-year growth (Unit : billions of yen) Others 314.3 Outlook of full-year forecast Telecom Core +34.4 Business (+19.5%) Personal Growth
Slide 8: Progress in Mobile Structural Transformation
Progress in Mobile Structural Transformation
Slide 9: Realization of Transformation Effect
9 Realization of Transformation Effect Initiatives focused on LTV, implemented ahead of competitors, are driving steady improvements in key KPIs Momentum (ID / Churn rate) Mobile ARPU Smartphone subscriptions (million) Smartphone churn rate (Unit: yen) FY26-03 Q4 YOY -0.06pt YOY +160 yen 1.48% (+3.8
Slide 10: Commitment to "Value Competition"
10 Commitment to "Value Competition" Strengthening multi-brand functions to ensure ID competitiveness and build a long-term foundation Value creation after subscription Sales / ARPU Value creation that motivates customers to sign up Service Price plan Differentiated Simple Service communication valu
Slide 11: Explore the Extraordinary
11 Explore the Extraordinary Delivering reliable connectivity wherever needed and becoming an attractive main brand that continues to be chosen Improving brand migration Strengthening reliable connectivity Expansion of 5G SA area au 5G Fast Lane*2 “UQ mobile→au” migrations "au→UQ mobile" migrations
Slide 12: Simple for All
12 Simple for All Strengthening product competitiveness by bundling financial services with mid-capacity plans that meet customer needs Number of Komi-Komi Plan Value selections au PAY Gold card selection rate UQ Komi-Komi Otoku Discount Approx. 2.1X*1 Approx. 1.6X*2 (35GB/month) Simple and affordab
Slide 13: Together to the Freedom that is Right for You
13 Together to the Freedom that is Right for You Approaching various customers with communication quality and flexible service design that meets their needs High-quality au network*1 Switching from other carriers Number of Giga Charge cards sold After the launch of new toppings Enjoy unlimited usage
Slide 14: Focus Points for FY27-03 in the Growth Areas
Focus Points for FY27-03 in the Growth Areas
Slide 15: Toward Achieving Growth
15 Toward Achieving Growth Steady progress in both Personal and Business Growth, clarifying initiatives toward full-year forecast Personal Growth operating income Business Growth operating income (Unit: billions of yen) (Unit: billions of yen) Steady progress Revenue and income in all 5 areas*1 incr
Slide 16: Financial Business
16 Financial Business Core credit card and banking businesses are growing steadily. Focusing on expanding the Gold card customer base and increasing deposits Growth of credit card and banking business base Promoting initiatives for further strengthening Operating income*1 (au Financial Holdings) Exp
Slide 17: Device / Lawson and Ponta Pass
17 Device / Lawson and Ponta Pass Expansion of business foundation contributing to LTV. Strengthening synergy with Lawson to build competitive advantage Expansion of business foundation Building the advantages of essential for LTV maximization Convenience store × Telecom (Unit : billions of yen) Dev
Slide 18: Growth Opportunities for AI Integration
18 Growth Opportunities for AI Integration Secure cloud environment is a prerequisite for AI implementation. Leveraging our strengths to accelerate implementation support [Further revenue opportunities] Digital Belt ~ AI-Enhanced Lifestyles/ AI-Powered Corporate challenges for AI-Ready Unit Price AI
Slide 19: Connectivity DC
19 Connectivity DC Connectivity value aligns with AI inference needs. Actively expanding with a view to mid- to long-term growth Operating revenue / EBITDA Further growth opportunities accompanying AI penetration Steady business growth + high-profit structure Realizing low-latency environment (Unit
Slide 20: Initiatives for Strengthening Governance
Initiatives for Strengthening Governance
Slide 21: Response to Inappropriate Transactions
21 Response to Inappropriate Transactions Executing recurrence-prevention measures across the entire company to strengthen Group governance [Implemented] [Ongoing/Future] Equal relationship Group KDDI Strong collaboration companies [Review and establishment of new operational rules] • Completed comp
Slide 22: Response to Unauthorized Access Incident
22 Response to Unauthorized Access Incident We take the administrative guidance seriously and will do our utmost to prevent recurrence. In addition, we will work to improve security standards and foster awareness across the industry Unauthorized access occurred in the email system Emergence of multi
Slide 23: Progress of "Power-to-Connect 2028"
Progress of “Power-to-Connect 2028”
Slide 24: Becoming a Frontrunner in Social Implementation
24 Becoming a Frontrunner in Social Implementation Progress in initiatives to create new businesses starting from customer needs Contributing to “our customers’ business growth” Transforming “our customers’ lifestyles and experiences” 1 Creation of AI-Powered Productivity and AI-Enhanced Lifestyles
Slide 25: AI-Powered Productivity: Assisting Sales Frontlines
25 AI-Powered Productivity: Assisting Sales Frontlines Solving industry challenges with AI to create an environment where staff can focus on customer service and sales - Challenges of carrier shops - au Sales Support AI Frustration in acquiring knowledge after joining AI answers inquiries from shop
Slide 26: AI-Enhanced Lifestyles: Supporting Your Growth
26 AI-Enhanced Lifestyles: Supporting Your Growth Providing new learning and hobby experiences through AI services that allow for dialogue based on reliable information (Buffmee) Answers based on reliable primary information Revenue share with content providers Redesign contents Contents Fee Monetiz
Slide 27: Initiatives for Social Implementation
27 Initiatives for Social Implementation Strengthening local touchpoints and infrastructure to create value unique to Real x Technology Solving local issues rooted in the community Technology development of All-Photonic Network Lawson x KDDI (Happy LAWSON Town) Successfully achieved APN*1 from a sin
Slide 28: Toward Improving "Quality"
28 Toward Improving "Quality" Cash generation capability steadily expanding, strengthening fundamentals for growth investments Strengths of stable cash flow (CF) supporting growth Business portfolio review Stable growth in Core FCF generation capability 11 divestments decided in total, generating ap
Slide 29: Summit 2026 event promotion
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Slide 30: Summary
30 Summary ⚫ Mobile communication revenues drive profit growth. FY27-03 Q1 Consolidated Results Growth areas are also progressing steadily toward double-digit full-year growth ⚫ Initiatives focused on LTV are driving steady improvements in key KPIs Progress in Mobile Structural Transformation ⚫ Comm
Slide 31: Appendix
Appendix
Slide 32: Data Center Locations
32 Data Center Locations Global expansion under the "Telehouse" brand Expertise and strengths gained at Telehouse Share of business connections* Providing services to over 3,000 companies across 45+ global locations Locations close to 3rd in the world, 1st in telecom carriers urban areas North Ameri
Slide 33: Inappropriate Transactions - Toward Recovery of External Outflows
33 Inappropriate Transactions - Toward Recovery of External Outflows - As of the end of March As of August 7 (Progress) File for provisional attachment against Initiated civil litigation seeking damages Civil some agencies and promptly initiate against 4 agencies regarding externally outflowed Proce
Slide 34: IFRS Base / Adjusted Profit
34 IFRS Base / Adjusted Profit (Unit : billions of yen) Profit for the period attributable to Operating income owners of the parent FY26-03 Q1 FY27-03 Q1 YOY FY26-03 Q1 FY27-03 Q1 YOY IFRS base 259.5 314.2 +54.8 160.1 195.5 +35.4 (1) Exclusion of non- — — — — — — recurring gains and losses (2) Exclu
Slide 35: Adjusted Profit for the Period -Factors for Change-
35 Adjusted Profit for the Period -Factors for Change- (Unit: billions of yen) Adjusted Interest operating income expenses Others 193.4 +54.8 -4.5 159.1 -16.0 FY26-03 Q1 +34.3 FY27-03 Q1 Note) Adjusted profit for the period attributable to owners of the parent
Slide 36: Statement of Financial Position
Statement of Financial Position 36 (as of the end of June 2026) (Unit: billions of yen) (Unit: billions of yen) Cash and cash equivalents 569.0 Borrowings for Property, plant and equipment Interest-bearing debt 3,724.2 financial business Securities 731.6 Intangible assets 1,466.6 Rights-of-use asset
Slide 37: Disclaimer
Disclaimer 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 assumption