Thank you. Let me share with you the business results for the fiscal year ended in March 2024. The presentation, the deck tends to be a little longer than usual. Today, as you can see, I'd like to focus on these four points today. First, on consolidated results. Highlights of the consolidated results for the fiscal year March 2024. Revenues increased, while the income decreased in the consolidated results. There was a temporary impact from lease receivables, provision for Myanmar telecom business, and impairment and provision for removal of low utilization telecom equipment. Other than this, the progress was on track. The left shows the revenues, JPY 5 . 754 trillion, up 1.5% year-on-year. The center shows the operating income, which was JPY 961.6 billion. Without the temporary impact, it was JPY 1 .0 806 trillion.
The right shows the net income attributable to the owners of the parent, which was JPY 637.9 billion. Next, let me explain about the factors for change for the consolidated operating income. ARPU revenues for multi-brand communications rebounded and were up JPY 5 billion. Growth areas. There are three growth areas. The first area is DX. The result was JPY 20.4 billion. Financial result business was JPY 14.2 billion. Energy business was JPY 16 billion, growing steadily. Including a decrease in roaming revenue and an impact from accounting treatment of financial business, the substantive operating income was JPY 1 .0 80.6 billion, and we were able to achieve the forecast made at the beginning of the term. With provisions for Myanmar telecom business and other temporary impact, which was JPY -119 billion, the operating income was JPY 961.6 billion for the fiscal year ended March 2024.
Next concerns the topics for the FY 2024. The left, communications ARPU revenues, as I said, rebounded year-on-year. In focus areas, namely DX, finance, and energy businesses, as you have seen, we achieved double-digit income growth year-on-year. Moving to the right, 5G base stations. We completed 5G rollout, opening 94,000 stations, the highest in the industry. Towards sustainable growth, we are making a steady progress, focusing on those major business lines. The review of the progress of the mid-term strategy announced in May 2022. The left shows the target, looking back the two-year progress until FY 2024. While there were telecom price reductions and fuel market impact, key measures enjoyed steady progress. Moving to the bottom. For financial policy, the progress towards the target has been well for all the measures.
On EPS progress, which is one of the important targets in the mid-term management strategy. In addition to the key measures already described, we've been promoting businesses to raise EPS towards the target of 1.5 x increase by the FY 2025 versus FY 2019. As shown on the right, we have been steadily working to achieve sustainable growth and return to our shareholders. As the graph shows, however, we are behind in the progress due to unexpected factors. I'm pretty sure you're familiar with these unexpected factors, unfortunately. On our part, about 1.5 x increase of EPS, our initial target, we were adhering to this target. By extending the period for the mid-term management strategy by one year, we'll update the strategy and continue to aim achieving 1.5 x increase in EPS by FY 2026.
To help you understand our strategy, let me share with you our efforts looking at 2030. We crafted KDDI VISION 2030, refining our core business, telecommunications, evolving power to connect. Communications are integrated in every scene of the society. They are simply indispensable. Going forward, AI will be integrated to create new values of the next era. By evolving the power to connect by AI, we aim to create new values and solve these issues. Towards the era of integrated AI, we will promote digital twins with our partners, creating new values. We can process our customers' physical activities as data and simulate them with digital and AI, and can give feedback. By so doing, we can make the physical society better, and that's related to our management policy.
First, let me explain building infrastructure for AI era as our digital initiatives create added values by AI and data. First, on generative AI platform development. You can see the largest scale computing infrastructure necessary for AI development. That requires enormous computation. On the platform, utilizing expert technology held by startups and others, we'll build generative AI models. Moving to the right, the application platform for AI utilization that requires low latency for allocating computing resources in our 5G MEC will develop comfortable AI utilization environment. Next concerns computing infrastructure supporting AI. The left shows building of data centers that can support large volume computation for LLM development, while utilizing JPY 10.2 billion grants from the METI with CapEx of about JPY 100 billion in the mid to long term, we'll integrate GPU and other computation resources.
We'll invite startups and our partners to use them and accelerate co-creation of businesses and services using generative AI. Moving to the right, by utilizing eight telecom centers we have nationwide, we contribute to comfortable AI services. Next is about DX expansion with AI. The computation infrastructure and environment we build will be fully utilized in house, refining networks, enhancing customer response, and operational efficiency. Next, as physical initiatives, let me share with you our strategy of convenience stores and AI. Retail business, including Lawson, are expected to respond to diversifying customer needs and to labor shortage. To accelerate the growth, AI and DX utilization is essential. The right shows Lawson's performance, which has been really brisk, as I heard, we believe that their growth can be accelerated further with AI and DX.
Lawson envisions, and they already made an announcement, for short-term realization of Real x Tech Convenience stores, shown on the left, and for mid to long term, Lawson Town initiatives, as shown on the right. In the center of the new smart city, convenience stores requiring new DX is placed, and a great, excellent new Lawson Town should be created. In addition to Real x Tech, expanding to various values outside stores is consistent with the direction of digital twins. In areas of real, digital, and green, three companies cooperate to realize the world Lawson envisions, supporting the sustainable society together with Mitsubishi Corporation and Lawson. Let me elaborate new value co-creation. Together with Mitsubishi Corporation, we want to do these three things. At the risk of repeating, Real x Tech Convenience utilizing AI and DX, left-hand side. By utilizing DX, we want to accelerate Lawson's growth even more.
Secondly, creation of new added values with convenience stores as a starting point. I will come back to this later. Number 3, further expansion of Ponta economic zone. We would like to keep working on this. Next page, please. First concerns realization of Real x Tech Convenience towards frictionless convenience stores utilizing AI and DX. Look at the left, please. By speedily linking Lawson's small trade area data with location information and customer data KDDI have, we'll realize DX by utilizing AI. Moving to the right. For customers, we intend to offer frictionless payment and optimal recommendations. To store staff by reducing their workload, we aim to realize more resources for customer responses. Through these, we will contribute to sales expansion and profitability improvement by store. This is a major indicator, and on this, we want to share the same vector together with Lawson, and to make a contribution.
We will create new added values with Real x Tech Convenience stores as a starting point. The bottom shows physical contact points, such as au shops, and digital contact points like au Smart Pass and au PAY. In addition, there are 14,600 Lawson stores nationwide and remote customer services, which is a wide expansion of new contact points. With these as multi contact points, we can enhance functions and values with our partners. As you can see on the top left-hand side, communications, added value-added services, and 14,600 locations, remote customer services. If they are established, not just limited to smartphone contracts, receiving drugs, drug taking, and advice for finance and quick commerce. This is utilizing platform service using the location, 14,600 as the base station. Each drone bases, they can be utilized.
Crime prevention, disaster prevention, and green energy bases, if you can utilize them as such. With the initiatives to be further away from the conventional convenience stores, we can offer new services using those store locations. Number three, further expansion of the Ponta economic zone. With the equity contribution as an opportunity, we will strengthen our relations with Loyalty Marketing, Inc. In strengthening relations, including the equity contribution, together with Mitsubishi Corporation and other partners, we'll be working to expand the Ponta economic zone. Moving to the right, we will have au Smart Pass Premium subscription-based membership. We will rebrand au Smart Pass Premium as Ponta Pass, enhancing services and aim to increase the members from current 15 million to 20 million members. We want to see this expansion. Far, we were the only one who sold the au Smart Pass.
At Lawson, if Lawson can sell them, then up to 20 million members, we want to expand the services, so the further expansion of Ponta economic zone. Business synergies from these three initiatives, in addition to Lawson's organic growth, by realizing Real x Tech Convenience, we will promote sales increase and high efficiency, thus accelerating the further growth of Lawson. In addition, by utilizing stores as multi-contact points and expanding economic zone by Ponta Pass and others, KDDI will work on maximizing synergies by revenues from added values, DX growth, and boosting retention and increasing cost efficiency. Maximizing synergies is what we intend to realize. We have a strong passion to do so. As a model to work on these initiatives, we're planning to open a Lawson store in a new office building, as we will move to our new office in Takanawa Gateway next year.
We have a plan to open two stores. In the stores to realize Real x Tech Convenience, we will be collaborating with Takanawa Gateway City, creating various values. The plan is ongoing. Co-creating the world Lawson envisions is very valuable, and we believe we can realize sustainable growth, which both of us aspire to achieve. To realize physical and digital initiatives described so far, we will promote optimization of balance between investment and cost levels with a mid to long-term view, as shown at the top, so that we can make advanced technology investment actively to build a digital infrastructure. We'll improve core technology efficiency, such as infrastructure sharing and reviewing low utilization of equipment, as shown in the middle, thus controlling CapEx and OpEx levels.
Among those, one of the most effective initiatives is infrastructure sharing. These are already mentioned by SoftBank. We established 5G JAPAN Corporation with SoftBank and have been working together to share antennas, radios, and transmission lines that have been developed by each company. We will further accelerate these efforts, aiming to build a cumulative total 100,000 base stations by FY 2030 and reduce CapEx by JPY 120 billion. Let me change the subject, let me explain the updated new satellite growth strategy. First is the telecommunications business for the AI era. The left, smartphones and IoT, which are the starting point of data, will become the source of competitiveness in the AI era. To first expand our base, we aim to increase the number of main subscriptions to over 82 million by the end of the fiscal year, ending March 2025.
On the right, we will provide value added via data-driven leveraging communications platform at customer contact points. This is our new satellite growth strategy. To strengthen our communications and value-added strategy, we have updated our previous strategy and formulated a new satellite growth strategy. Based on our core value of adding data-driven and generative AI to telecommunications, we have defined orbit one as a growth area that adds value when combined with telecommunications, and orbit two as a growth pillar towards the future. Is our core initiative. It is a growth strategy for the core personal segment. Going forward, it will be important to create value for customers to increase revenues and retention. The vertical axis, AI and data-driven, will provide communication customers with services that are more beneficial than ever before. Of course, convenience store is included.
The horizontal axis, we have also focused on expanding IDs by utilizing partner contacts such as Lawson. By promoting growth strategy, we will increase both communication and value-added ARPU revenues. On the right, we will focus on value-added creation to achieve sustainable growth in electricity and double-digit CAGR growth in value-added ARPU, such as settlement loans, product supports, and content, while leveraging synergies with Lawson. Let me introduce our efforts to create value-added products. On the left, the au Money Activity Plan has been well received by many customers, and there were over 700,000 contracts signed within seven months of launch. In addition, the churn rate improved by about 25%, and ARPU increased. Communications ARPU increased by about 10% when subscribers join the au Money Activity Plan, contributing to higher engagement and ARPU. By adding value-added service over service, we will aim at achieving such effects.
On the right, we will further strengthen the provision of such value-added services in cooperation with Lawson in the future, and enhance engagement in the future. Next is 5G. 5G communications, we will also utilize the new frequencies to increase the network competitiveness. On the left, Sub-6. We have opened 39,000 base stations, the largest in the industry. In addition, the Sub-6 area will be approximately doubled in the Tokyo metropolitan area due to the relaxation of satellite interference conditions in April. There were such relaxations. From April to the end of May, power control will be concluded. Sub-6 area is expanding drastically and will be doubling. In such a short period of time, such a large expansion of area was never seen in the past. This is one area that we are focusing.
On the right, Sub-6 data traffic is expected to increase by about 20% after the relaxation of satellite interference conditions. In addition, the slicing technology allows different networks to be used for different services, leading to improved quality of experience. The full-scale use of 5G will contribute to the improvement of communications and value-added ARPU. Orbit 1 of our new satellite growth strategy is to focus on DX, finance, and energy businesses. Each of these businesses is targeting double-digit CAGR growth. Orbit 2 LX has been redefined into five areas for future growth. This is the growth strategy for DX and corporate business. Like the personal business, we will build on our network infrastructure base to create AI and digital value-added growth areas, such as IoT and data centers. We also aim to expand IDs by strengthening our approach to the SME segment.
In order to promote this growth strategy, we have redefined our business segments, as you can see on the left. We will promote the telecommunications plus value-added model in two areas, the basic communications revenues and growth areas consisting of value-added revenues. We aim to achieve double-digit CAGR growth in revenues in growth areas centering on IoT-related services, data centers, and Digital BPO, which are our strengths. On the right, the business segment operating income, we aim to achieve double-digit CAGR growth and to achieve an operating income over 20% of our KDDI Group's consolidated operating income. There are three strengths in the growth area. On the left, for the number of IoT connections, including Soracom, this is targeted to exceed 100 million by FY 2030. We have recently established a specialized company in North America to further expand our connected business.
In the middle, the data center aims to capture demand in the AI era and achieve operating revenue of JPY 200 billion by FY 2030. On the right, Altius Link has announced its new Digital BPO platform service, Altius ONE. Based on Japan's largest data set of 500 million calls per year, Altius Link will develop problem-solving businesses through the use of AI and data. We have also launched a new business platform, which is WAKON-CROSS , to accelerate the creation of added value in the AI era for corporate customers. Based on the communications customer contact points we have developed so far, we will contribute to customer growth and problem-solving in each industry by providing the networks, data analysis, and industry-specific DX solutions required in the AI era. Next is the financial business.
On the left, our performance has been strong, mainly due to our membership base in the bank and credit card businesses, which are our strengths. We will continue to aim for double-digit CAGR growth in both revenue and operating income. On the right, this is the au Jibun Bank, which enjoys the support of the customers. We will continue to expand our customer base while maintaining a balance between deposits and loans. In the energy business, operating income for the fiscal year ended March 2024 was JPY 11.7 billion as a result of efforts to stabilize the business, and the number of au Denki contracts also is increasing. We aim to achieve double-digit growth in operating income by strengthening synergies with telecommunications and re-promoting the sales of au Denki. On the right-hand side, through our group companies, we will strive to both contribute to carbon neutrality and grow our business.
Orbit 2 Life transformation, LX area. We aim to scale our business by combining our assets with those of our customers. On the left, partnering with SpaceX is now in its third year, and the partnership has deepened. We will continue to expand the range of services we provide as an infrastructure that supports society. On the right, the LX sector also has synergies with Lawson. In the entertainment area, the electronic ticketing platform and Lawson's entertainment services will be joined to expand the number of events handled and create value through customer traffic. In addition, by combining KDDI's mobility-related services with Lawson's stores, we will contribute to improving the convenience of regional transportation and shopping. This is a summary of our business portfolio of our new satellite growth strategy.
In order to achieve sustainable growth, we will first expand the growth of each business through synergies from partnering with Lawson in addition to the growth of core and each orbit. Next, our initiatives to strengthen the management base. On the left, a new net zero target, including Scope 3, has been established to achieve carbon neutrality. We will move each initiative forward to achieve the KDDI Group's net zero target by FY 2040. On the right, our company will move its headquarters to a new office in Takanawa in FY 2025. We will create a culture of co-creating new ideas in a new environment and promote transformation into a human resources first company. Next is the cash allocation policy. We will strive to achieve both expansion of operating cash flow and shareholder returns through growth investments.
At the top, operating cash flow, excluding financial business, is targeted at JPY 3 trillion over the two years from the period ending March 2025 to March 2026. In the middle, we will allocate the generated operating cash flow to CapEx of JPY 1.3 trillion and strategic business investment of JPY 200 billion. At the bottom, shareholder returns, we will aim for sustainable dividend increase and achieve a dividend payout ratio of over 40%. In addition, we will conduct share buybacks in a flexible manner. This is a consolidated financial forecast for the fiscal year ending March 2025. On the left, operating revenue JPY 5.770 trillion, up 0.3% year-on-year. In the middle, operating income, JPY 1.110 trillion, up 15.4% year-on-year. On the right, profit for the year is targeted at JPY 690 billion, 8.2% increase year-on-year.
This is the consolidated financial highlights for FY 2025. We aim to increase income through an increase in communications ARPU revenue and double-digit growth in focus areas. The communications ARPU revenue, organic growth is expected to increase year-on-year by JPY 14 billion, and ARPU revenue is expected to decrease by JPY 14 billion because of an impact of a revision of access charge, but the impact on profits will be limited due to decreased costs. Organic JPY 14 billion and DX JPY 23 billion, finance energy JPY 10 billion, and Lawson consolidated impact. These are the basis for growth. For shareholder returns, DPS for FY 2025 increases by JPY 5 to JPY 145. We aim to achieve increase for 23 consecutive years. In addition, the company approved to cancel treasury shares over 5% of a number of shares issued and outstanding.
The company also resolved to acquire treasury stocks up to JPY 300 billion in total by the end of October, and of this amount, a tender offer of up to JPY 213.4 billion was also approved. Lastly, today's summary. Towards KDDI VISION 2030, promote digital twin and create new value using AI and data. In addition, we will promote optimization of balance between CapEx and OpEx levels through profit structure reform for technology. The company has now revised its mid-term management strategy, extending the period by one year and announce a new satellite growth strategy. EPS is targeted to increase 1.5 x in FY 2026 compared to FY 2019. In addition, we aim to achieve both an increase in operating cash flows through growth investments and shareholder returns, as well as sustainable growth for ARPU revenue and double-digit growth of operating income in focus areas.
For the fiscal year ending March 2025, we aim to increase consolidated operating income through increased communications ARPU revenues and double-digit growth in focus areas. For shareholder returns, the company resolved to achieve DPS growth for 23 consecutive years and to acquire up to JPY 300 billion of treasury stock, of which up to JPY 213.4 billion will be purchased through a tender offer. We will continue to promote our growth strategy. Thank you very much for your attention. I'm sorry for speaking so long. Thank you very much.