Messages from Outside Directors
September 2025
KDDI places great importance on corporate governance to achieve sustainable growth and corporate value improvement over the medium to long term. In this interview, we asked outside directors about the discussions held at the Board of Directors meetings and efforts to strengthen the management base.
- Discussions Regarding the AI Era at the Board of Directors MeetingsJump to the applicable section
- Initiatives for a Human Resources FirstJump to the applicable section
- Expectations for the Risk Management CommitteeJump to the applicable section
- Expectations for the New PresidentJump to the applicable section
- Role in KDDI's Future GrowthJump to the applicable section
Discussions Regarding the AI Era at the Board of Directors Meetings
What kind of discussions are taking place at the board of directors meetings with regard to the AI era?
- Tsutomu Tannowa
- In an era where the use of AI determines a company's competitiveness, companies are struggling to find specific ways to utilize it. In response to this situation, KDDI sees an opportunity to contribute by providing solutions that "create new value with AI and digital data."
- Makoto Ando
- Rapid technological innovation is occurring at a pace that requires a review of the definition of core businesses (5G) in the Satellite Growth Strategy within the Mid-Term Management Strategy period. KDDI's flexible and agile corporate management is evident in its rapid evolution to a new strategy that places generative AI and data utilization, which are the epicenter of technological innovation, alongside 5G communications as core businesses.
- Kyoko Okumiya
- With the evolution of generative AI, AI has become a top priority in the business world. At KDDI, in addition to its use in internal operations, it is also indispensable to growth strategies for businesses linked to data centers. On the other hand, AI consumes large amounts of electricity and has been pointed out as having various drawbacks, such as the potential to infringe on individual rights.
- Makoto Ando
- In addition to building the big data infrastructure necessary for the evolution of AI, reducing traffic volume and power consumption, reducing latency, and strengthening authentication and security, new issues are emerging, such as raising awareness of information literacy, including filtering fake information. While rushing to strengthen the system, it is necessary to take a holistic view of the penetration of AI.
- Tsutomu Tannowa
- There are many issues that need to be addressed, such as the high power consumption of AI data centers and the risk of AI providing incorrect information, but measures are also being considered to improve the energy efficiency of AI data centers.
- Junko Okawa
- The Watt-Bit concept can be said to be one of those schemes that overcomes such issues. Companies need to change their actions in line with rapid social changes, and this naturally leads to both positive and negative results. At this time when companies are required to have socially responsible governance, we are confident that our company, which advocates sustainability management, will be able to move in line with social changes, face firmly both our successes and failures, and build a better future.
Initiatives for a Human Resources First
With the advent of the AI era, it will be necessary to secure human resources who can act spontaneously, aiming to deepen their expertise and abilities and create results in collaboration with partners. Please tell us about the challenges and future initiatives you expect for a company that puts human resources first.
- Junko Okawa
- KDDI respects the individuals who work there and allows them to demonstrate their abilities. As a result of efforts to create an environment for this purpose and raise employees' awareness, new services and technologies have been developed. I look forward to seeing further evolution without stopping.
- Tsutomu Tannowa
- KDDI responds to each age group with detailed measures, from young employees to experienced employees. The company maintains a low turnover rate compared to other companies by balancing regular and experienced recruitments and implementing workstyle reforms. Going forward, the company faces the challenge of securing a wider range of human resources in light of the declining birthrate.
- Kyoko Okumiya
- The KDDI Group Mission Statement states: "the KDDI Group values and cares about the material and emotional well-being of all its employees." In line with this statement, the company has set KPIs for personnel evaluation methods, workstyle reforms, and DE&I. Although these KPI figures have been improving year by year, I believe there is still room for improvement. It is necessary to continue analyzing issues and exploring solutions.
- Makoto Ando
- Training experts in the fields of AI and DX, in addition to telecommunications, is a source of competitiveness, but as these fields become increasingly specialized, it will be necessary to provide a variety of learning opportunities. Meanwhile, I feel that internal training based on the Group philosophy is becoming increasingly important for common, cross-functional enhancement of human capabilities.
- Junko Okawa
- The logic that human resources, as intangible assets, generate future value in accounting terms has yet to be established. I hope that the company will firmly visualize the capabilities of its employees, further encourage their motivation, and establish a solid position as a company that puts human resources first.
Expectations for the Risk Management Committee
Please tell us your expectations for the Risk Management Committee, which was newly established in fiscal 2025.
- Junko Okawa
- In this complex and rapidly changing era, predicting, assessing, and managing risks from a broad perspective, as well as responding flexibly and quickly, are essential elements of business management today. It is necessary to manage risks while paying attention to public opinion and stakeholder demands. The new system will enable risks to be consolidated and deliberated in a unified manner, and I have high expectations for its effectiveness.
- Kyoko Okumiya
- KDDI has established a manual for responding to potential risks such as communication failures and large-scale disasters, and conducts training exercises. In light of the recent expansion and complexity of global political and economic risks, it is necessary to constantly monitor events that are not directly related to business operations and prepare for risks. The establishment of the Risk Management Committee is based on these circumstances.
- Makoto Ando
- I believe it is a good system to have specialized subcommittees promptly examine risks of varying scale, frequency, and characteristics, such as natural disasters, changes in social conditions, technological advances, and internal governance, and then have the Risk Management Committee review them from a holistic perspective.
- Tsutomu Tannowa
- The quality of activities will vary depending on how the risk owners, who are key members, identify and control risks. We will keep an eye on their future activities.
Expectations for the New President
Please tell us your expectations for the new president, Mr. Matsuda, who took office in April.
- Tsutomu Tannowa
- The new president expressed his thoughts clearly and concisely using easy-to-understand words such as "A company that inspires passionate challenges," "well-preparedness," and "first-mover advantage." I hope that he will utilize his deep understanding of technology and knowledge of new business development in his management.
- Kyoko Okumiya
- As the head of the KDDI Group, I would like him to embody the KDDI Group Philosophy. Also, as a young leader, I expect him to flexibly and boldly build management strategies for our envisioned future society, and an internal structure that leads to "A company that inspires passionate challenges."
- Junko Okawa
- Now that telecommunications have become an indispensable part of people's lives, this industry is required to take further offensive and defensive measures. The president's vision of "A company that inspires passionate challenges" will surely lead to telecommunications that create a new future and provide greater security and stability. I expect that the employees who grow by following the example of their leader, who is making dreams come true, will make KDDI even more attractive.
- Makoto Ando
- At KDDI, which prides itself on its communication technology and advocates "the power to connect," I expect the president to be very reliable, with a desire to pursue new technologies, a willingness to take on challenges, and, above all, confidence based on his wealth of experience. It is very difficult to balance businesses that need to show continuous results with technological development that requires steady efforts, including Deep Tech, but I believe that KDDI can make further leaps forward by taking on this challenge. Understanding the essence of technology also leads to the discovery of usage scenarios from the users' perspective and issues that need to be resolved. It seems that backcasting thinking naturally comes into play in many of president Matsuda's success stories, which began with his aspirations. Although his areas of responsibility are wide-ranging, I hope he will continue to pursue his dreams.
Role in KDDI's Future Growth
Considering KDDI's challenges and expectations for future growth, please tell us about the role you would like to play in the future.
- Makoto Ando
- I had imagined that KDDI's role as a telecommunications company would grow substantially in line with the increasing importance of communications. Yet, this past year, I witnessed how the spread of digital technology has expanded the influence of the telecommunications industry to encompass all kinds of activities, including finance, transportation, economics, and energy.
- Kyoko Okumiya
- KDDI's core telecommunications business supports social infrastructure, and all of its businesses in the satellite growth areas are deeply involved in solving social issues. After receiving thorough explanations from the executive team regarding technical issues and the competitive environment, and sharing my understanding of these matters, I would like to consider and express my opinions on measures that will enable KDDI to grow further and contribute to society as an outside director.
- Tsutomu Tannowa
- The company is expanding its business across a wide range of fields based on communications. As an outside director, I would like to support the company's challenges in new business areas that are not bound by conventional ideas.
- Makoto Ando
- KDDI's business is becoming increasingly responsible and high expectations are placed on it. When making major decisions, I will keep in mind the KDDI Group Philosophy of "go back to the basic principles" and "do the right thing as a human being," and from an independent standpoint, I will seek and propose ways to maximize KDDI's social and international contributions.
- Junko Okawa
- The starting point is to take the users' perspective and think carefully about what they really want. Now that telecommunications have evolved, we will not only respond to needs, but also create new markets with cutting-edge technology and services. This will lead to new happiness for people. I will do my best to contribute to this endeavor.
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