Slide 1: Fiscal Year Ending March 2026 H1 Financial Results
Fiscal Year Ending March 2026 H1 Financial Results (April – September 2025) November 6, 2025 KDDI Corporation Hiromichi Matsuda President, Representative Director, CEO
Slide 2: Expo 2025 Osaka, Kansai, Japan
2 Expo 2025 Osaka, Kansai, Japan “Future City” pavilion welcomed Expo 2025 Osaka, Kansai, Japan official character, 1.9 million visitors in 184 days MYAKU-MYAKU Inspiring children to learn and shape the future ©Expo 2025
Slide 3: Index
3 Index 1. Consolidated Results: FY26-03 H1 2. Progress in Mobile Structural Transformation 3. Towards Achieving the Full-Year Targets 4. Initiatives for the Next Growth Appendix
Slide 4: 1. Consolidated Results: FY26-03 H1
1. Consolidated Results: FY26-03 H1
Slide 5: Consolidated Financial Results
5 Consolidated Financial Results Revenue and income increased. In line with achieving the EPS target Operating revenue Operating income Profit for the period* (Unit : billions of yen) (Unit : billions of yen) (Unit : billions of yen) YOY +3.8% YOY +0.7% YOY +7.6% 2,855.7 2,963.2 573.1 577.2 377.7 35
Slide 6: Topics
6 Topics Price revision effects become evident. Q2 performance show QOQ growth Quarterly Operating revenue Quarterly営業利益 Operating income Quarterly profit for the period* (Unit : billions of yen) (Unit : billions of yen) (Unit : billions of yen) QOQ +6.3% QOQ +11.8% QOQ +20.7% 1,436.3 1,526.8 304.6
Slide 7: Consolidated Operating Income -Factors for Change-
7 Consolidated Operating Income -Factors for Change- Each business grows while offsetting impact of prior year's promotional expenses (Unit : billions of yen) Impact of prior year's promotional DX Technological expenses (Business Services structural reform (31.2) Finance*2 segment) Energy Of which,
Slide 8: Key Points for H2 Consolidated Income
8 Key Points for H2 Consolidated Income Mobile and focus areas notably grow, aiming to achieve the full-year targets － Changes in H2 Consolidated Operating Income － Technological (Unit: billions of yen) Key points for H2 structural reform + approx. + approx. Mobile is accelerating growth. By enhan
Slide 9: 2. Progress in Mobile Structural Transformation
2. Progress in Mobile Structural Transformation
Slide 10: Power to Connect Creates Virtuous Cycle
10 Power to Connect Creates Virtuous Cycle Our committed 5G investments and partnership are beginning to bear fruit, generating a virtuous cycle of value delivery ② Value of “Connected Experience” ③ Introduction of new price plans au Starlink Direct Virtuous cycle of connecting with au 5G Fast Lane
Slide 11: Structural Transformation Focused on LTV
11 Structural Transformation Focused on LTV Promote transformation towards more long-term foundational structure, while insuring ID competitiveness “Connecting with customer’s present, customer’s future” Sales / ARPU Towards lean and mean operational base Price plan Service Service No.1 ARPU growth
Slide 12: Enhancing the Power to Connect
Value creation 12 ARPU growth × Churn rate reduction Enhancing the Power to Connect Build a top-tier network in the industry through No.1 communication quality and area coverage Opensignal社ユーザー体感調査 Opensignal’s user experience analysis au Starlink au 海外放題 Direct*4 Following World No.1 Rated, au achi
Slide 13: Penetration of “Connected Experience” Values
Value creation 13 ARPU growth × Churn rate reduction Penetration of “Connected Experience” Values The numbers of customers who enjoy sense of secured when connected steadily grow au 5G Fast Lane*1 au Unlimited Data Overseas*2 Users steadily increased and Users significantly increased exceeded 0.8 mi
Slide 14: Engagement Improvement
Value creation 14 ARPU growth × Churn rate reduction Engagement Improvement Offers benefits and peace of mind for everyday life through KDDI’s unique value creation Ponta Pass Earthquake Preparedness Support*3 RCS （Message service） More Benefits New service of Secure and reliable with Lawson Collabo
Slide 15: Realization of Transformation Effect
15 Realization of Transformation Effect Initiatives succeed. Mobile ARPU, which contributes to LTV, has grown and improving trend in churn rate Mobile ARPU Smartphone churn rate (Unit : yen) Steady growth in FY26-03. Improved QOQ Growth to accelerate in Q2 Shrink in YOY growth spread 4,460 4,360 4,3
Slide 16: Lean and Mean Operational Base
16 Lean and Mean Operational Base Progress in brand migration improvement and initiatives for longer contract duration Brand migration UQ mobile in the longer contract trend UQ mobile-to-au migrations surpassed Home Set Discount rate and handset bundle rate au-to-UQ mobile migrations in September im
Slide 17: Growth of Mobile Revenue
17 Growth of Mobile Revenue （Personal Services segment basis） Growth accelerated in FY26-03 H1 and expect further growth in H2 Accelerate growth of mobile revenue* Churn rate reduction and ARPU (Unit : billions of yen) growth driven by structural transformation progress Growth 1,956.6 1,972.7 accele
Slide 18: 3. Towards Achieving the Full-Year Targets
3. Towards Achieving the Full-Year Targets
Slide 19: Focus Areas
19 Focus Areas Promote initiatives aimed at growth in Finance and DX towards the FY26-03 targets － Changes in H2 Consolidated Operating Income － (Unit: billions of yen) Technological structural reform Energy and Lawson are progressing smoothly + approx. + approx. Others Focus areas*2 13.0 55.0 I
Slide 20: Finance
20 Finance Promote initiatives in the banking and credit card business to build a foundation for sustainable growth Operating income Strengthen collaboration with telecom and partners Shift to a strategy that places greater emphasis on the loan-to-deposit ratio amid changes Increase the number of ac
Slide 21: Business Services Segment
21 Business Services Segment Accelerate growth in H2 including the turnaround of factors that caused profit decrease in H1 H1 results Key points of H2 Mobile / IoT / DC progress steadily. Complete turnaround and Operating income Challenges in BPO business and accelerate growth trend. SI related busi
Slide 22: Turnaround in BPO Business
22 Turnaround in BPO Business Clarify the growth strategy. Complete initiatives and aim to achieve full-year revenue and profit growth Growth strategy in BPO business Revenue and profit turnaround in Sep. 2025 （Altius Link） Orders and backlog improved Defend market share in existing services - Ope
Slide 23: Growth Drivers for H2
23 Growth Drivers for H2 Accelerate growth through stable growth of core services and expansion of orders for new products Stable growth of core services Expansion of orders for new products Strong-performing mobile and IoT drive growth Facilities, Starlink, and Drones contribute to the growth Mobil
Slide 24: 4. Initiatives for the Next Growth
4. Initiatives for the Next Growth
Slide 25: Towards the Next Growth
25 Towards the Next Growth Aiming for sustainable growth in the AI era and enhancement of corporate value Approach of the Next Mid-Term Management Strategy Key Theme 1 Key Theme 2 Transform into next-generation infrastructure Return-based capital allocation for the AI era Further expand value-ad
Slide 26: Network Enhancement
Next-generation 26 infrastructure Network Enhancement Progress in initiatives to build network supporting huge traffic Respond to huge traffic demand of the AI era Practical application of millimeter wave communication Create a seamless coverage area by overlaying millimeter wave on Sub6 Demonstrate
Slide 27: Data Center Expansion
Next-generation 27 infrastructure Data Center Expansion Further expand our main site in London capturing rapidly growing demand driven by AI utilization Expertise and strengths gained at Telehouse Expansion towards the AI era Build the sixth facility in London at a total cost of approx. ¥60 billion
Slide 28: AI Data Center
Next-generation 28 infrastructure AI Data Center Quickly establish a secure large-scale AI infrastructure by leveraging Telehouse expertise Quick establishment of infrastructure to support AI services - Offer a sovereign AI development environment - Establish a distributed computing infrastructure t
Slide 29: AI Service
29 AI Service Value-added Protect content copyrights and deploy reliable AI services Strategic partnership with Google Cloud Collaboration with various partners Full-scale deployment of reliable AI services that benefit both customers and content providers Customer Content provider Service provider
Slide 30: Real x Technology
30 Real x Technology Value-added Collaborate with Lawson to create new values that connect with customer’s future Strengthen physical touchpoint Leveraging technology Strengthening Lawson store functions New shopping experience at employee-exclusive to closely tied to the community “Real×Tech LAWSON
Slide 31: Creation of the Next Virtuous Cycle
31 Creation of the Next Virtuous Cycle Strengthening efficient investments and partner collaborations to create a virtuous cycle in the AI era High-quality NW Provide Valuable Compensation High-value-added Services to Customers services reflecting the Value Growth Return Investment in next generatio
Slide 32: MWC Barcelona 2026
32 MWC Barcelona 2026 Exhibiting at MWC Barcelona for the 3rd consecutive year in March next year Globally showcasing the forefront of the continuously evolving Life Transformation Note) The specific details of the exhibition will be announced soon
Slide 33: Summary
33 Summary Progress in mobile structural transformation and initiatives for the AI era that supports the next growth Revenue and income increased. In line with achieving EPS target Structural transformation focused on LTV succeed in mobile. By enhancing value through service revisions, aim for o
Slide 34: Appendix
Appendix
Slide 35: FY26-03 H1 Profit for the period – Factors for Change
35 FY26-03 H1 Profit for the period – Factors for Change (Unit: billions of yen) Others Myanmar Foreign +5.7 377.7 Operating Interest paid-in capital exchange gain income expenses reduction +8.3 +4.1 (6.2) 351.2 +14.6 FY25-03 H1 +26.5 FY26-03 H1 Note) Profit for the period attributable to owners of
Slide 36: FY26-03 H1 FCF - Factors for Change -
36 FY26-03 H1 FCF - Factors for Change - Investment, (Unit：billions of yen) etc. Others (73.7) 303.9 +417.9 CAPEX EBITDA (62.8) +0.6 +21.9 FY25-03 H1 +366.7 FY26-03 H1 Note) Calculated excluding au Financial Holdings from the consolidated figures
Slide 37: Statement of Financial Position
Statement of Financial Position 37 (as of the end of September 2025) (Unit : billions of yen) (Unit : billions of yen) Cash and cash equivalents Property, plant and Interest-bearing debt 726.4 Borrowings for equipment 3,253.8 financial business Intangible assets Securities 615.1 1,801.0 Rights-of-us
Slide 38: 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