Thank you for waiting. We would like to start the meeting of KDDI financial results of the fiscal year ended March 2025, followed by the questions and answer session. Thank you for joining us out of your busy schedules. I'm your emcee today, Miyakawa from IR Department. This meeting is broadcast live on the internet with Japanese and English simultaneous translation. Please be advised that the meeting will be later made available on our IR website for on-demand distribution. Let me introduce today's attendees. Matsuda, President and CEO, Representative Director. Kuwahara, Executive Vice President, Executive Director, Business Solution Sector. Saishoji, Managing Executive Officer, CFO, Executive Director, Corporate Sector. Takezawa, Managing Executive Officer and Executive Director, Personal Business Sector . Aketa, Executive Officer, Executive Director, Corporate Management.
Seven items uploaded on our IR website, three related business results, four related to the TSE disclosure. Please read the disclaimer in each document about what's listed in the material or performance, including what will be shared during the Q&A and subscription targets. First, President Matsuda will present a summary of the business results, followed by the Q&A session. Mr. Matsuda, please.
Thank you for joining our business results meeting out of your very busy schedules. We appreciate your attention. Before Q&A session, let me share with you main points for the fiscal results. Since Mr. Takahashi, former President, has given me the baton, this is the first time that I present the full year results. First, allow me to communicate KDDI's aspiration and our commitment to growth. I'd like to be brief. Under the current mid-term management strategy, also the connection to KDDI VISION 2030.
We would like to evolve the current strategy, we want to realize KDDI VISION 2030. The key here is 5G data-driven AI integration. With this, accelerate transformation. Towards this next growth, we would like to make the following two commitments. First, enhancing the power to connect, shown on the bottom. We will establish underlying communication network as KDDI's strong competitive foundation, on top of that, on communication, digital data, and AI, we would like to create new values. Regarding new values, we will enhance the portfolio by applying them to each business domain. We want to strengthen portfolio, applying these to each orbit. We would like to upgrade the power to connect new stage. First, enhancing the power to connect. I'm pretty sure you're familiar with this. We have been really particular about the quality of communications. We were ranked the world's number one connected experience by Opensignal.
The 5G base stations are over 50 ,000 substations are sub-6 and millimeter wave base stations, we have the highest number here. 5G +, we already start visualizing this 5G. When the sub-6 and mmW ave is used in a very easy-to-see manner, the customers can see where they are connected. Regarding the au 5G Fast Lane, which we announced as a new value in communication. Even during congestion, with this technology, we provide more comfortable connection. Relatively, the more resources are allocated to these customers, the quality of communication. We maintain KDDI's superiority in the communication quality. Here, in addition, KDDI will accelerate the communication capabilities with Starlink Direct. This is connecting the unconnected wherever you see the sky, not only to au, but to customers of all carriers. We have dedicated SIM offering this service. This is a value we can deliver immediately.
We would like to make this as one of the differentiating factor. UQ mobile and users from other carriers are applying for this service. More than 80 million units are compatible with this. We can see this coming in June. From customers, they have expectations. They have trust because we have communication quality. We want to be particular about this quality of communication. This is something we want to do, and we want to refine. This is a pledge we make. On top of that, multi-brand strategy, we would like to enhance them further. Connecting more and always with au is the foundation common to multi-brands. These are brands with au. Au offers services that are reliable and stress-free, and we would like to pursue them. Communication values are giving. Here in UQ mobile, we deliver simple and affordable values to everyone.
To broaden the entrance with this UQ, we would like customers to acknowledge these values. povo is dedicated for online. There will be different kinds of customers with toppings as you like. You can enjoy them, and we would like to build these brands. Redesigning such brands. AI comes on top of this. We have data. How best we can integrate AI with data, that's the key. On the bottom, you can see that KDDI, we are seeing the generation of various kinds of data, both online and offline, digital and the physical area. We have touch points. By connecting them with AI, we call this hyper-personalization. By combining them to see, on left-hand side, to right-hand side, to be customers. With this common platform, we would like to deliver these to life support for each and every customer on the left-hand side, right-hand side.
For corporate customers, transformation of the operating model for each company, for each industry. Those are solutions we would like to offer. For individuals, we are envisioning AI market. We launched au Smart Pass in the early phase of smartphones, allowing users to take applications without any cap from select apps. With AI, touch points for customers. With AI, we wanted to deliver such places. Providers who come up with those AI services and our customers, we want to connect them and build. We would like to create win-win relations. To make AI something familiar, the RCS messaging service has been introduced concerning this AI chatbot. In the near future, we would like to release them. You can see that to make AI something familiar, easier to use, we believe that's part of our mission.
For corporate customers, KDDI has contacts with about 400,000 corporate customers. We have accumulated a wealth of knowledge about them. Utilizing this knowledge, we will contribute to transforming our customers' operating models by each client, each customer. Retail, logistics, BPO, you can see those. In addition to them, WAKON-CROSS , under this brand, we would like to launch them. To support them, AI infrastructure. In Osaka Sakai AI Data Center from Sharp, we signed an acquisition contract for the Sharp Sakai plant land and buildings. The construction started already. We are making preparation for full-fledged operation. On top of our GPU, our model, including ELYZA, were built, offering them to customers.
We thought that was one of the pillars, this time, as we already made announcement, customers who are familiar with Google Gemini or Google Cloud, on top of our GPU, Google Cloud Gemini can be used. That environment will be prepared. Data is retained in Japan, so-called sovereign AI provision is now enabled. The Satellite Growth Strategy. X-axis shows timeline. We will advance the Satellite Growth Strategy this year and also next year. Starting next year for the next mid-term management strategy, we would like to create new values that's shown in the schematic view to realize the business growth of each orbit. In particular, the cutting-edge technology and the new business creation, they will be directly supervised by the President, me. I will be extensively involved in advancing them towards the next mid-term period.
To succeed in these challenges, we aspire to be a company that inspires passionate challenges to encouraging each employee to have a sense of challenge from within. It has to be passionate, inspire passionate challenges.
Next, I will explain the financial results for FY March 2025. Consolidated results for FY March 2025 showed increased sales and profits. On the left, operating revenue was JPY 5 . 918 trillion, up 2.8% year-on-year. In the middle, operating income was JPY 1 . 1187 trillion, up 16.3% year-on-year. On the right, profit for the year was JPY 685.7 billion, up 7.5% year-on-year. The final year of the mid-term plan, we are making progress steadily. Next are the factors for change in consolidated operating income. From the left group, MVNO and Rakuten roaming revenue were down by JPY 13.2 billion year-on-year. Multi-brand communications ARPU revenues up by JPY 6 billion. Financial business and energy business combined up by JPY 17.7 billion. Equity method investment income of Lawson up by JPY 19.4 billion, DX and business services segment up by JPY 15.4 billion.
With others, such as increase in technology costs. On the far left, you see the temporary impact. This is the temporary impact as a provision for Myanmar telecommunication. Even excluding that impact, it was up by JPY 38.1 billion. Next, review of FY March 2025. We balanced growth of major businesses and shareholder returns. We also conducted flexible share buybacks of JPY 400 billion. Next, in FY March 2026. The forecast for this year, we will continue promoting Satellite Growth Strategy and aim for revenue and profit increase. On the left, operating revenue forecast is JPY 6.33 trillion, up by 7% year-on-year. In the center, operating income, JPY 1.178 trillion, up 5.3% year-on-year. On the right, profit for the year, JPY 748 billion, up 9.1% year-on-year. Next is operating income key points in FY March 2026.
We will aim for income growth in Personal and Business Services segment. The major factors of increase are listed on the right side. Increase in mobile revenues through value-added enhancement, including communications, growth of finance, energy, and Lawson. DX growth centered on growth areas, as well as the result of technological restructuring. The main factors of decrease were decrease in Rakuten roaming revenue and return to partners in order to create a virtuous economic cycle. Starting FY March 2026, we have a new definition of mobile revenues in Personal Services segment. With the recent service revision, various values, including Ponta Pass, have been incorporated into the plans. Accordingly, we have changed to mobile revenues, which includes added value that has become inseparable from communications revenue. Mobile revenues increased to JPY 1.8501 trillion in FY March 2025, and is expected to grow further in FY March 2026.
On the right side, we will redesign our multi-brand strategy in accordance with values provided and develop attractive plans for each brand that meet customers' needs. In addition to improving churn rates of au, we aim for the balance transition between au and UQ mobile. Ponta Pass is one of the values. Net increase in Ponta Pass since the release in October has been strong at 210,000 members, and collaboration with Lawson has been a success. Number of users redeeming benefits reaching a total of 25 million. This year marks the 50th anniversary of Lawson's founding. With a firm focus on Lawson, we promise to support its next stage of growth through further collaboration with telecommunications and the use of technology. In financial business, we aim to expand our customer base. Operating income for FY March 2025 was JPY 40.6 billion, an increase of over 20%.
We grew mainly through Jibun Bank and credit card business using the au Money Activity Plan on the right as a lever, where the number of subscribers exceeded 1.5 million. Next is Business Services segment. We aim to achieve double-digit sales growth in FY March 2026, led by the growth area. High profit margin IoT services and data centers will realize a combined revenue increase of approximately JPY 50 billion. New revenue base such as securities, facilities, Starlink, drones, are receiving strong inquiries thanks to robust digital demand with total increase in revenue of JPY 90 billion. Revenue in the base area will also increase through mobile value enhancement. By capturing these demands steadily, we aim to achieve our target of higher profits for FY March 2026. Next is shareholder returns. In addition to EPS growth, KDDI is also committed to dividend payout ratio and continued dividend increase.
In line with sustained profit growth, DPS has steadily increased. We aim for DPS of FY March 2026 to be JPY 80, up 10.3%, and 24 consecutive DPS growth. In addition, we resolve to cancel treasury shares over 5% of total number of issued shares. The company also resolved to acquire treasury stock totaling JPY 400 billion as an upper limit, and to make a tender offer for its own shares up to a total amount of JPY 350 billion. Based on what I have explained so far, let me talk about the EPS, which is an important target in our current midterm management strategy. FY March 2026 is the final year of the current midterm plan, and we have an unwavering determination to continue our target of achieving 50% EPS growth vis-a-vis FY March 2019 under a new management structure.
By achieving both business growth and shareholder returns, we aim for EPS of JPY 194.38 through 50% growth. These efforts will also result in improved capital efficiency, and we aim for ROE to be in the 14% range for FY March 2026, excluding the financial business. Finally, today's summary. We will create value by focusing once again on the power of communications and further evolving and enhancing the power to connect. On top of this, we will focus on value creation through digital data and AI as the next growth driver. We will also promote efforts to achieve the EPS target, the key goal of the current midterm management strategy. Thank you very much for your attention. We will now take your questions.
President Matsuda, thank you. Now we would like to entertain questions from you. If you have a question, first give us your affiliation and your name. To give many of you an opportunity to inquire, allow us to limit the number of questions to two per person. If you have two questions, wait for the answer to your first question and then raise the second question. If you have a question, please raise your hand. SMBC Nikko Securities, Kikuchi-san.
SMBC Nikko Securities, Kikuchi, thank you. Your presentation, I think it was pretty impressive. EPS, the income, the growth, and also the return to shareholders, share buyback, and payout ratio dividend. Everything has already been known, actually. Something new. It's rather difficult for us to seek something new from this presentation. What are your goals? What are your targets, specifically? Perhaps you might have covered everything, but something symbolic.
For instance, if you look at NTT, SoftBank, [Miyakawa-san] on AI, it's easy to see. We don't really know whether they can actually pull it off, but that's what they say. Mr. Takahashi, former President, now Chairman, do something symbolic in Lawson. In a few years' time, whether Mr. Takahashi was right or not, I think it will be evaluated as a result. Matsuda-san, something symbolic in a good way, something that you leave as a legacy. What are you going to build?
Probably main brand au, strengthen au, or maybe not au, but something called KDDI X. That could happen. Communication to differentiate from the UQ. That's about the Fast Lane, and I think that's great. DX , you have been talking about this for a while, but looks like there's some lack of results. Revenues, JPY 3 trillion. Operating income, JPY 500 billion is the perhaps target. It can be numbers, something symbolic. You can talk about something symbolic. It can be something about the structure. Please share those with us today, because I would like to just take that as a souvenir.
Thank you for your question. You are right. If you look at the business results today, former President Mr. Takahashi, he built the foundation, and that has led to what I shared with you in my presentation. On several occasions, they had the chance to speak. This foundation, which has already been established, how we can grow them further? That's my responsibility, my role, as I understand. When I shared with you, I talked about I want to commit to two things. From customers, they would probably acknowledge that they want the good communication quality, and then to C2B business, what kind of business do we want to grow, in what manner? We have data and AI. Integration of data and AI, I think that's what people generally say, but you mentioned Lawson already.
On top of communication, something that is just ordinary thing, but data, AI layer, additional layer perhaps can be inserted, can we grow further with that in various kinds of domains? I think it corresponds to each domain under the Satellite Growth. With generic or general foundation, strengthening it further as a platform, that's something that needs to be done. For each and every orbit, how much growth can we envisage? I don't have the exact numbers to share with you at the moment, but what's the next mid-term strategy? We have to formulate them, of course. Conceptually, we have objective strength. How to capitalize on that communication, and on top of that, using data and work with AI. AI foundation, we have been preemptive, and we have been well-prepared. That's the structure I hope you will understand. Thank you. Second question.
One of the bases about the connection, you have good superiority, but regarding the Opensignal, DOCOMO, SoftBank, they want to be ranked number one next time. I don't really think this is the gap that cannot be filled. In the next year, if they win over KDDI, your foundation might be lost. Also satellite, in three years' time, all the three players will be probably offering the service. In addition to connection, what will be the next target? To date it might be difficult, but perhaps on the next occasion you could share that with us. The power to connect. As the next step, as the next target, is there anything that you can already see? Please share that with us. That's my second question. Thank you.
About our competitive edge. First, concerning the network part, each company has been really competing with one another, and that's how it should be. Regarding a competitive edge or superiority, one, this is about time or time to market. When can we deliver this to customers? This is the fast mover, the superiority. 5G base stations, we have many base stations, 5G area, sub-6 area, SA, standalone, we have been establishing them, and then we are in the midst of competition. With intense competition, we would like to do that competition and deliver to the society at large. Next concerns technology. This time, three communication values have been incorporated into the plans. There are lots of new technology. We just don't, not let technology be technology, but in a case we have plans in such strong ranges, how best we can incorporate technology into those things.
We believe that's another axis of competitive edge. Speed, time, timing-wise, we don't want to be beaten. We believe that's part of the pillars in terms of competition. We want to do better. Thank you.
Thank you.
Thank you, Kikuchi-san. Next question, please. Nomura Securities, Masuno-san, please.
Yes. Hello. Masuno from Nomura Securities. I have two questions. First, about the midterm plan and the current position. Starting with the midterm management strategy. Looking at your company, your feature is you are rather low-key, but you're always steady and you always realize your promise and have been increasing your profit and sales for 20 terms in a row. Corporate culture is reliable. We can depend on KDDI. My image is the communications revenue upon the PaaS content, maybe JPY 10+ billion on profit and financial JPY 10+ billion and corporate IoT data center, JPY 10+ billion on profit and energy, JPY 10+ billion . That's one, two JPY 50 billion in total, and AI and the technological advancement and cost reduction, possibly JPY 10 billion. That is JPY 60 billion a year. That's a 5% increase in profit margin a year.
And if you do share buyback, 3% reduction in the number of shares. If you do that, 8% EPS growth. And how many years you can repeat that will be the key. It's an accumulation of the cycle. That is the base result if you execute this. My question is, this kind of bottom-up initiative, can you realize all this? Or are there any new ideas in the next medium-term plan period? This steady accumulation of the measures and your next move, if you could share with us anything. Thank you.
Thank you very much. Our steady steps towards the next stage, we have to do that, and that is why we are saying a virtuous economic cycle and reinvestment.
As you rightly said, this year's building blocks, we have to build all these measures. EPS, we need operating income, JPY 60 billion growth is needed in operating income. We need to break this down and execute the measures. Each and every measure will grow. There are ones that will continuously grow and other additional measures, and that is why we showed you the timeline. In the past, we plowed the seeds, and they are now growing and harvesting the finance and Lawson energy and business segments, business services segment. These have been growing. They all have more room for growth. It is not just a linear growth. We hope the growth area will grow with the combination of AI, and grow faster in the next medium-term plan period. Of course, we have to think this hard in the next one year.
It is not that we have any magic wand. AI can change all the operating components, so we want to utilize and leverage AI to grow all these. Thank you. Towards summer to fall, I think we can exchange views on your next medium-term plan. I look forward to the next opportunity. Next question.
The price revision this time. I have been watching you for a long time, but the existing users' price has changed, and this is the first time in the existing 30 years. You are adding new services. It is not the revenue, it is the service upgrade. And there is a risk that this may cause opposition, but Ponta Pass and Starlink, and these benefits are included in JPY 300, three coins. I think this is convincing. Of course, we never know until we try, but the consumers, the users, I think, will understand this to a certain extent.
My question is, will it change the entire user base? This will have quite a big impact on the sales and profit, but to what extent? How much is incorporated in this year's plan? Year one, it is not full 12 months, but what kind of sales and income impact are you anticipating? It is difficult to say this in front of customers, I know, but how much positive, plus impact are you thinking of?
Thank you for the question. The service revision this time, it is not just a revision per se, but the structure for this year is mobile revenue, JPY 30 billion. Financial and energy, Lawson, JPY 20 billion level, business services segment, IoT, growth area, growth inclusive, JPY 40 billion, the technological advancement, JPY 20 billion. Total JPY 110 billion block. This is the kind of growth we want to achieve.
On the other hand, as shown on the right side earlier, Rakuten roaming revenue decreases, the return to our partners, one-off temporary headquarter relocation, these one-off events. All inclusive, JPY 60 billion. JPY +60 billion will be realized. This is the first round. Going forward, we will do further investment and further value creation. Mobile revenue, JPY 30 billion is our forecast. This time with the service revision, since last year, we've been discussing heavily internally, as you rightly said, how can this value be convincing and persuasive? Safe and secure, for free, out of reception range or overseas or a congested area. If it's a value that can offer a safe and secure sense of comfort, we think it will be accepted. That is how we set this level. Thank you very much.
Masuno-san, thank you. Do we have a question? Please raise your hand. Okasan Securities, Okumura-san, please.
Thank you. Okasan Securities, Okumura is my name. Thank you. About leverage. What are you thinking about leverage? Your competitors are making investment, have been made a decision with leverage. Net leverage ratio, what's the cap or how would you like to maintain them? If there are no changes, please share with us the background. That's my first question.
Thank you for your question. Regarding this issue, net debt- to -EBITDA 1.5x, excluding financial business. As KDDI, using financial leverage w e would like to allocate more resources for growth towards the next midterm management strategy. We would like to do this exercise. For instance, 1.5 x to 2x. That means that there will be some additional JPY 1 trillion, and we would like to use that for investment without fail. Anything else?
Thank you. Some supplementary information about financial business. au Financial loan-to-deposit ratio, LDR, that's exceeding 100%. Regarding this level, for your company, is it something normal? Or mortgage loan growth, is it something that needs to be curbed? Do you have to be concerned about this?
Thank you for your question. Concerning the ratio, we would like to lower this. The deposit part, we must increase the deposit more. Concerning this, in the past, centering on Jibun Bank, we came up with measures concerning deposits. In addition to those, group as a whole, how best we can increase deposits. We already launched the project. Using the whole of the group, we would like to acquire more deposits. Thank you. Second question.
Next term and beyond the shareholder return. If possible, could you talk about this? This time, there was a sales of shares by major shareholders, the total return was close to 100%, limiting what you can use for investment. Next term and beyond, what would be the balance concerning the investment to the extent possible?
Return, investment, we need to strike a good balance between the two. As I shared with you, concerning the cash allocation, one is utilizing the financial leverage. That's one. On the other hand, we would like to give returns to shareholders. For this, including CapEx and M&A and investment for future, I think you are talking about the balance there. Here, financial leverage, we would like to put that into the scope of what we can study.
Thank you for your detailed explanation. Thank you.
Thank you very much, Okumura-san. Next question, please. Daiwa Securities, Tokunaga-san, please.
Daiwa Securities, Tokunaga. I have two questions. First is competitive landscape. DOCOMO, first, did the high price zone raising with Lawson and SoftBank and Rakuten have not followed suit much. Your price revision, the current situation, is it more promising than when you developed your guidance? Never know until you look at the competitor's plan of the high price plan? With UQ, the competitive landscape will change completely. What is your view on the competition?
Thank you very much. The competitive environment, Personal Services segment, Takezawa-san will answer.
Yes, thank you very much. Takezawa from Personal Business Sector. Your question on the competition. We announced, and before that, DOCOMO made a move. SoftBank, as [Matsuda-san] said at the financial results briefing, agree in the general direction, as I understand, looking at the right timing. We made the announcement the other day. The new price plan reception has not started. Before that, our current plan is still being received and accepted. Right now, we do not have any traction yet on the competitive environment, nothing that I can share with you at this point in time. The purpose of our service revision, as Matsuda-san said, we want to set a virtuous cycle, positive cycle, and offer value to our customers. We have three in communications and two added value. Value Link was established this time.
First, we want to deliver this value to our customers, first and foremost, and that's when the competition starts. Thank you. I hope this answers your question.
Regarding UQ, I have a follow-up question. If Y!mobile does not revise, UQ and Y!mobile competition may change. What do you think about that? Thank you.
UQ. This time, we simplified into two. One, the stepwise plan is Toku-Toku Plan 2. The price we prepared this time, the gigabyte doubled this time, a big jump. With that, we also attached other values. Quantitatively, Subscription Plus. One who want to look at just individual ones or Netflix, I think 20% will come back and still JPY 200 economic benefit. SoftBank, I don't know what they will do, but this time, the plan we are proposing to our customers this time, I think, offers a certain amount of value and economic benefit. That is our current view. Thank you.
Thank you very much. My second question is the change on your KPI. This time, mobile revenues. Until now, mobile and added value were our viewpoint, but those are combined. Mobile revenues, this is not just communications, but also the product support and content, and financial is singled out. You changed your KPI. What is your purpose? For example, repair and compensation, product support, or content. You can add more added value and there's Ponta Pass. Could you elaborate on qualitative, quantitative reasons of the change, please?
Yes. Let me start. The service revision this time, the new price plan includes communications and added value. The barrier between the two is disappearing. How we evolve our plan is one key point. Ponta Pass and Subscription Plus. We want to stress the added value. On the other hand, Value Link Plan will increase its momentum. The related added value should be shown in one bulk, in one group, and that is the reason or the trigger for this change. Financials, because of the business nature, we think it's better shown separately. We divided that part.
Thank you very much.
Tokunaga-san, thank you. We are running out of time, next question will be the final question and just one question, please. If you have a question, raise your hand. Morgan Stanley Securities. Tsusaka-san, please.
Morgan Stanley, Tsusaka. Thank you. About KDDI, how to earn. I would like to get your input. From the equity market, shareholders want certain things and what you actually implement, they are not always linked. Now, if you look at consumers, if you bring in them with various services in a good way to offer added values. In a bad way, it's just a bundle. The plans will be so limited because they will be bundled, and consumers will have to buy something they don't even need. Unless you increase the prices, the population is not actually increasing.
On the part of consumers, increasing revenues and profit, in consumers business will be rather difficult. That's how I look at it. On the other hand, unique to KDDI or unique to telecom operators, know-how, technological prowess, networks, solutions, or what customers want. If in the enterprise, if you could address those issues to solve those problems, that's one possible way. What would be the sound way to go for consumers? Imposing things in a bad way of describing things, this may not really be sustainable. This is how I look at this matter. As long as you can continue, but yes, of course, you can continue. In a longer term, to transform the society with certain solutions, though, if the management resources can be shifted to those areas and then try to make more money, I think somehow that would be healthier, sounder.
How do you look at this? If I could just say one more thing. On the part of investors, regarding investment in your company, stability is one. Many investors want stability. For instance, Lawson's acquisition, that happened, but later, people may appreciate this, but back then, they didn't want this because for retail, if they wanted to make an investment, they could have done that. That's not particularly something they are looking for in KDDI. That's a kind of a gap. I think we might see that kind of a gap in the future capital allocation. How to make money, how to grow your business for KDDI or for communications industry. What would be the optimal? What is your thinking? Please share that with us.
Thank you.
Near the outset of my presentation, I mentioned this. Combining existing things and making it in a bundle, that's not what we want to do. Once again, about the communication values, we shed light on that anew. In the communication history, 3G, 4G, 5G. For customers, what are the values? They have been discussed extensively, but 5G has been launched for four years, and then we are looking at the possible next generation, how to enter into the mature era. As a technology, there are various kinds of technology related to 5G, but how to communicate them to or deliver them to customers, there have been some gaps. By shedding light on communications, sort of changing the values, we are now talking about the values to the customers. That's what the Value Link Plan is all about.
Rather than combining existing things, once again, we want to sort of inculcate the power to connect and the other values. We need to continue this 5G-A or beyond 5G or 6G. What will be the values? We won't be able to see them. We were particular about them in coming up with this. At the outset, you're talking about bundling existing things and it's trying to increase. That's not what we wanted to do. We are proud to say that we created new values. In addition, about ICT solutions, I think it's about the [B2B] environment, about offering those solutions. Since we have many touch points, strong touch points with corporate customers. In the ICT, there must be some unexpected values, not just communications, but on top of that, including AI.
We would like to build them, deliver them to customers with a sense of speed, how best we can pull this off quickly. I think that's really about how we can make money. You mentioned Lawson towards the end. It's not that we wanted to do something retail. Lawson has certain things, including problems. They need to reduce labor. They have to do this, and that's an area where we can help them. Also, Lawson is deeply rooted in community in terms of how they deploy outlets, stores. There are certain things we can do there. For instance, in terms of AI processing, not centralizing AI processing, but distributed processing. When that happens, it's also true for our base stations. Location is important. Maybe we can find a good synergy. Inclusive of that, we have been looking at Lawson efforts. It's not just retail per se.
More broader perspective is what we have in terms of our efforts.
Thank you, Tsusaka-san. With that, since time has come, we would like to close financial results briefing of KDDI Corporation for the fiscal year ended March 2025. Thank you very much for your attendance.