Japan Post Holdings Co., Ltd. · TSE:6178
Japan Post — H1 FY2025 Earnings Presentation
64 slides from Japan Post's earnings presentation, Nov 14, 2025
Slide 1: Material For Large Meeting
UNOFFICIAL TRANSLATION Although the Company pays close attention to provide English translation of the information disclosed in Japanese, the Japanese original prevails over its English translation in the case of any discrepancy. Material For Large Meeting November,2025 JAPAN POST HOLDINGS （Security
Slide 2: Contents
Contents 01 Executive Summary 2 02 Appendix 8 Copyright© JAPAN POST HOLDINGS All Rights Reserved. 1
Slide 3: Executive Summary
Executive Summary Copyright© JAPAN POST HOLDINGS All Rights Reserved. 2
Slide 4: Financial Highlights for the Six Months Ended September 30, 2025
Financial Highlights for the Six Months Ended September 30, 2025 (Summary of Consolidated Financial Results) ◼ Ordinary income was ¥5,682.4 billion, an increase of ¥170.4 billion year-on-year. ◼ Net ordinary income was ¥521.6 billion, an increase of ¥58.2 billion year-on-year. ◼ Net income attributa
Slide 5: Revision of financial results forecast
Financial Highlights for the Six Months Ended September 30, 2025 (Revision of financial results forecast) ◼ The life insurance business segment is expected to see an increase in investment income due to an upturn in the investment environment, together with a decrease in business expenses. ◼ The pos
Slide 6: Deepen the Co-creation Platform
Excerpt from “Key Initiatives of the Ⅱ． Growth Strategies Next Medium-term Management Plan (Outline)” (The full text is provided on pages 46-62) 3． The Group’s Long-term Vision Based on these Changes in Environment ▶ Given these changes in the environment, in addition to strengthening our three plat
Slide 7: Main Strategies During the Three Years of the Next Medium-term Management Plan
Excerpt from “Key Initiatives of the Ⅱ． Growth Strategies Next Medium-term Management Plan (Outline)” (The full text is provided on pages 46-62) 4． Main Strategies During the Three Years of the Next Medium-term Management Plan ① (Post Office Network) Ⅰ ▶ We will strive to deepen our co-creation plat
Slide 8: Capital Policy and Shareholder Return Policy
Excerpt from “Key Initiatives of the Ⅳ． Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement Next Medium-term Management Plan (Outline)” (The full text is provided on pages 46-62) 1． Capital Policy and Shareholder Return Policy to Contribute to Corporate Value En
Slide 9: Appendix
Appendix Contents Financial Highlights for the Six Months Ended September 30,2025 9 Our History 16 Outline of Japan Post Group 17 Sales of shares in Two Financial Subsidiaries and Use of Proceeds from the sales of Shares 18 Strengthen profitability Postal and Domestic Logistics Business 19 Strengthe
Slide 10: Summary of Financial Results (the Principal Subsidiaries)
Financial Highlights for the Six Months Ended September 30, 2025 (Summary of Financial Results(the Principal Subsidiaries)) ◼ Net loss was ¥9.2 billion for Japan Post Co., while net income was ¥240.3 billion for Japan Post Bank and ¥93.8 billion for Japan Post Insurance. ◼ Revenue and income both in
Slide 11: Analysis of Year-on-Year Change in Net Income
Financial Highlights for the Six Months Ended September 30, 2025 (Analysis of Year-on-Year Change in Net Income (Consolidated)) （Billions of yen） Net ordinary income ＋ 58.2 Net ordinary income from Other life insurance net ordinary Net ordinary business income Net operating income from ＋ 16.9 (48.0)
Slide 12: Trends in Net Ordinary Income (Loss)
Financial Highlights for the Six Months Ended September 30, 2025 (Trends in Net Ordinary Income (Loss)) (Billions of yen) 600.0 547.6 521.6 500.0 463.3 400.0 354.0 325.6 335.2 321.4 294.5 300.0 253.8 220.1 183.8 183.8 200.0 166.8 99.3 100.0 34.8 34.7 34.5 (22.9) (8.5) 0.0 (65.1) (100.0) 2021 2022 20
Slide 13: Trends in Net Income (Loss)
Financial Highlights for the Six Months Ended September 30, 2025 (Trends in Net Income (Loss)) (Billions of yen) 300.0 265.1 250.0 235.3 240.3 222.8 205.9 200.0 182.1 158.6 139.4 142.5 150.0 120.2 93.8 100.0 80.5 62.8 48.2 50.4 50.0 26.3 0.0 6.4 (9.2) (21.0) (50.0) (68.3) (100.0) 2021 2022 2023 2024
Slide 14: Supplementary Information by Segment
Financial Highlights for the Six Months Ended September 30, 2025 （Supplementary Information by Segment ） （Billions of Yen） For the six months ended Sept. 30, For the six months ended Sept. Year-on-year change 2024 30, 2025 Net operating income (loss) (94.7) (25.5) + 69.2 Postal and Domestic Logistic
Slide 15: Percentage Achievement of Forecast and Net Operating Income by Segment
Financial Highlights for the Six Months Ended September 30, 2025 (Supplementary Information by Segment) ➢ Percentage achievement of full-year results forecast (by segment) (Billions of yen) Postal and domestic International Post office business Real estate business Announced in May 2025 logistics bu
Slide 16: Trends in Unit Prices of Parcels
Financial Highlights for the Six Months Ended September 30, 2025 (Supplementary Information: Postal and Domestic Logistics Segment（ Trends in Unit Prices of Parcels ）) ■ Average Unit Prices of Yu-Pack, etc. (Yen) [5-Year Trend] 【Yu-Pack】 (Yen) 【Yu-Packet】 (Yen) 【Yu-Mail】 (Yen) 643 68 636 182 180 628
Slide 17: Our History
Our History ◼ Modern Postal Service was established in 1871. The 150 th Anniversary of the foundation of the Japan Post Group was in 2021. ◼ The Japan Post Group was privatized and established in 2007. We were listed on the First Section (currently Prime Market) of the Tokyo Stock Exchange in 2015*.
Slide 18: Outline of Japan Post Group
Outline of Japan Post Group ◼ We are providing integrated services within the Group, such as Postal and Domestics Logistics Business, Banking Business and Life Insurance Business. ◼ Our goal to reduce equity interests in the two financial subsidiaries to 50% or less by FY2025 materialized in March 2
Slide 19: Sales of Shares in Two Financial Subsidiaries and Use of Proceeds
Sales of shares in Two Financial Subsidiaries and Use of Proceeds from the sales of Shares ◼ Based on the JP Vision 2025+ policy to reduce equity interests in the two financial subsidiaries to 50% or less by FY2025, the third sale of Japan Post Bank shares was conducted in March 2025. (Holding ratio
Slide 20: Administrative Disposition for General Motor Truck Transportation Business
Strengthen Profitability Postal and Domestic Logistics Business ― Administrative disposition for general motor truck transportation business ◼ On June 25, 2025, Japan Post received a revocation of its license for its general motor truck transportation business due to deficiencies with roll call oper
Slide 21: Postage Rates Revision, Trend in Operating Income of Postal Services
Strengthen Profitability Postal and Domestic Logistics Business ― Postage Rates Revision, Trend in operating income of postal services ◼ Revised postage rates in October 2024 to maintain stable postal services. ◼ Volume of mail items handled in FY2024 decreased by 7.5% YoY. ◼ The impact of the posta
Slide 22: Trends in Volume, Unit Price, and Income of Domestic Logistics
Strengthen Profitability Postal and Domestic Logistics Business ― Trends in Volume, Unit Price, and Income of Domestic Logistics Business ◼ In FY2024, the number of Yu-Pack parcels increased by 2.1% YoY, and the number of Yu-Packet parcels increased by 16.1% YoY. ◼ In our collaboration with Yamato G
Slide 23: Improving Sending/Receiving Convenience, Strengthening Corporate Sales
Strengthen Profitability Postal and Domestic Logistics Business ー Improving sending/receiving convenience, strengthening corporate sales organizations ◼ We engaged in increasing the convenience in sending and receiving parcels to ensure our parcel products are chosen by customers and announced the l
Slide 24: Collaboration with External Group Companies in Logistics Business
Strengthen Profitability Postal and Domestic Logistics Business ― Collaboration with External Group Companies in Logistics Business ◼ Established JP Rakuten Logistics, Inc. in July 2021. We developed an efficient and convenient logistics DX platform and aim to open the platform for other business op
Slide 25: Investment for Increased Capacity in Logistics Business
Strengthen Profitability Postal and Domestic Logistics Business ー Investment for increased capacity in our logistics business ◼ Consider a network of facilities that can ensure sufficient capacity for the increased volume of parcel products handled. ◼ To achieve efficient business operations centere
Slide 26: Strategic IT Investment
Strengthen Profitability Postal and Domestic Logistics Business ー Strategic IT investment ◼ In addition to reviewing post office delivery routes and areas based on data acquired using telematics, we will promote measures to improve productivity, such as using AI to automatically create delivery rout
Slide 27: Execution of Management Buyout of Tonami Holdings
Strengthen Profitability Postal and Domestic Logistics Business ー Execution of Management (MBO) of Tonami Holdings ◼ A management buyout (MBO) of Tonami Holdings was conducted jointly with the founding family of Tonami Holdings. ◼ Starting from the Hokuriku region, the company operates transport and
Slide 28: Capital/Business Alliance with LOGISTEED Holdings
Postal and Domestic Logistics Business ― Acquisition of shares and capital/business alliance with LOGISTEED HD by Japan Post Co., Ltd. ◼ Japan Post Co., Ltd. has signed a capital and business alliance agreement with LOGISTEED HD and its core subsidiary and to acquire 19.9% of LOGISTEED HD shares. ◼
Slide 29: Real Estate Business: Trends in Operating Income and Net Operating Income
Strengthen Profitability Real Estate Business ― Trends in Operating Income and Net Operating Income ◼ In light of major changes in the business environment, such as soaring construction costs, we steadily continue promoting the development of Group-owned real estate and the acquisition of non-Group-
Slide 30: Real Estate Business: Main Properties under Development
Strengthen Profitability Real Estate Business - Main Properties under Development Major properties under development (construction started) ⚫ The Landmark Nagoya Sakae (non-Group-owned real estate) ⚫ MJR Kagoshima Chuo Station Front The Residence （Former Kagoshima Office, Kyushu Regional Branch） Loc
Slide 31: Main Properties Earmarked for Potential Development
Strengthen Profitability Real Estate Business － Main Properties Earmarked for Potential Development ⚫ Nationwide ⚫ Tokyo 23 Wards Name Location Site area (㎡) Current status Name Location Site area (㎡) Current status Former Tennoji Esashi Company Housing Osaka-shi 600 Already demolished Kojimachi Pos
Slide 32: Main Real Estate in Operation
Strengthen Profitability Real Estate Business － Main real estate in operation ◼ Development (construction) of the large-scale properties undertaken under JP Vision 2025 was completed by FY2023. ◼ Office tenant leasing has been completed for the Hiroshima JP Building (construction completed in August
Slide 33: Turned Japan Post Properties into a Subsidiary
Strengthen Profitability Real Estate Business ― Turned Japan Post Properties into a subsidiary ◼ Japan Post Real Estate acquired a 51% interest in Yusen Real Estate (current Japan Post Properties) from NYK on August 2, 2021 in order to strengthen building management/operational functions. ◼ Recently
Slide 34: Properties for Lease
Strengthen Profitability Real Estate Business – Properties for lease Succeeded Site area Total floor area Construction Classification Property name Location (m2) Asset type Project type assets (m2) completion JP Tower (KITTE) Chiyoda-ku 11,600 212,000 Offices and commercial facilities Joint project
Slide 35: Properties for Lease
Strengthen Profitability Real Estate Business – Properties for lease Succeeded Site area Total floor area Construction Classification Property name Location (m2) Asset type Project type assets (m2) completion Grace Bear Urayasu Urayasu-shi 2,820 5,280 Residences Solely acquired property Oct 1990 COR
Slide 36: Properties for Lease (Owned by Japan Post Properties)
Strengthen Profitability Real Estate Business – Properties for lease(owned by Japan Post Properties) Succeeded Total floor area Construction Classification Property name Location Site area (m2) (m2) Asset type Project type completion assets JP Kayabacho Building Chuo-ku 550 4,270 Offices Jun 1974 Of
Slide 37: Post Office Business: Trends in Operating Income and Net Operating Income
Strengthen Profitability Post Office Business – Trends in Operating Income and Net Operating Income, etc. Trends in operating income and net operating income of post office business * Overview of commissions for business consignment (Billions of yen) (Billions of yen) ⚫ Banking commissions = basic f
Slide 38: Review of Subsidies and Contributions Supporting Post Office Network
[Reference] Review of Subsidies and Contributions Supporting the Maintenance of the Post Office Network ◼ The Organization for Postal Savings, Postal Life Insurance and Post Office Network changed the calculation method for the proportionate share of expenses indispensable for maintaining the post o
Slide 39: Enhancing Profitability, Value and Appeal of Post Offices
Strengthen Profitability Post Office Business ― Enhancing Profitability, the Value and Appeal of Post Offices, and Service Quality ◼ By enhancing profitability, as well as the value, appeal, and service quality of post offices, we will build a system that allows us to grow into a business of choice
Slide 40: Collaboration with Local Governments and Companies Outside the Group
Strengthen Profitability Post Office Business ― Collaboration with Local Governments, Companies Outside the Group, and Others ◼ Strengthen initiatives conducive to building continual relationships with local governments, such as administrative work contracts from local governments, and promote partn
Slide 41: Universal Service Providing at Post Offices
[Reference] Universal Service Providing at Post Offices Universal service providing at post offices Standards for establishment of post offices (summary) Postal services, simple savings, remittance, and settlement of debts ⚫ In principle, one or more post offices must be established in each and cred
Slide 42: International Logistics: Trends in Net Operating Income (EBIT) and Margin
Strengthen Profitability International Logistics Business ― Trends in Net Operating Income (EBIT) and Operating Profit Margin ◼ Sold unprofitable global express business in August 2021 and focused on sustainably expanding the scale of income and improving the profitability of forwarding and logistic
Slide 43: Aflac Inc. to Become an Equity-Method Affiliate
Aflac Inc. to Become an Equity-Method Affiliate ◼ In March 2024, Aflac Incorporated became an equity-method affiliate of Japan Post Holdings. ◼ The equity in earnings of affiliates, which was expected to be ¥48.0 billion based on past income levels and other factors, came to ¥65.9 billion in FY2024,
Slide 44: Sustainability, etc.
Sustainability , etc. ◼ Under the Medium-term Management Plan “JP Vision 2025+”, we target a 46% reduction in greenhouse gas (GHG) emissions by FY2030 (compared to FY2019), aiming to achieve carbon neutrality by 2050. ⇒ GHG emissions for FY2024 are estimated to be down 24.2% compared to FY2019. ◼ We
Slide 45: Investment for Growth
Investment for Growth ◼ In FY2024, although there are some initiatives where plans for investment in logistics capacity enhancement and real estate investment have been altered, necessary investments have been made while keeping other costs under control. ◼ In addition to the below, we invested in T
Slide 46: Transition of Significant Management Indicators (Five Years)
[Reference] Transition of Significant Management Indicators (for five years) FY2020 FY2021 FY2022 FY2023 FY2024 ● Transition of Significant Management Indicators (Consolidated) Total Income （Millions of Yen） 11,720,403 11,264,774 11,138,570 11,982,152 11,468,368 Income before income taxes （Millions
Slide 47: Key Initiatives of the Next Medium-term Management Plan (Outline)
UNOFFICIAL TRANSLATION Although the Company pays close attention to provide English translation of the information disclosed in Japanese, the Japanese original prevails over its English translation in the case of any discrepancy. Key Initiatives of the Next Medium-term Management Plan (Outline)
Slide 48: Management Philosophy / Index
Management Philosophy ／ Index Ⅰ Strengthening Compliance and Group Governance Japan Post Group Management Philosophy Stressing the security and confidence of Japan Post Group network, the Group, as a private corporation, is demonstrating creativity and efficiency to the greatest extent possible, and
Slide 49: Main Initiatives to Strengthen Compliance and Governance
Ⅰ．Strengthening Compliance and Group Governance 1．Main Initiatives to Strengthen Compliance and Governance Ⅰ ▶ Incidents of misconduct, such as unperformed roll calls, have occurred within the Group, resulting in a loss of trust from our Strengthening Compliance and Group Governance customers and ot
Slide 50: Long-term Changes in the External Environment: Megatrends
Ⅱ． Growth Strategies 1． Long-term Changes in the External Environment ①（ Megatrends ） Ⅰ ▶ The Group’s business environment is expected to undergo dramatic changes over the next 10 to 15 years due to factors such as the Strengthening Compliance and Group Governance declining population in Japan. ▶ Th
Slide 51: Long-term Changes in the External Environment: Impact on the Group
Ⅱ． Growth Strategies 2． Long-term Changes in the External Environment ②（ Impact of Changes on the Japan Post Group ） Ⅰ ▶ It is essential to consider future strategies based on the impact of environmental changes over the next 10 to 15 years on the Group. Strengthening Compliance and Group Governance
Slide 52: The Group's Long-term Vision Based on Environment Changes
Ⅱ． Growth Strategies 3． The Group’s Long-term Vision Based on these Changes in Environment ▶ Given these changes in the environment, in addition to strengthening our three platform functions, we will create greater appeal Ⅰ Strengthening Compliance and Group Governance and value as the Japan Post Gr
Slide 53: Main Strategies: Post Office Network
Ⅱ． Growth Strategies 4． Main Strategies During the Three Years of the Next Medium-term Management Plan ① (Post Office Network) Ⅰ ▶ We will strive to deepen our co-creation platform through the post office network, based on the main strategies presented below. Strengthening Compliance and Group Gover
Slide 54: Main Strategies: Banking and Insurance Businesses
Ⅱ． Growth Strategies 5． Main Strategies During the Three Years of the Next Medium-term Management Plan ② （ Banking and Insurance Businesses ） Ⅰ ▶ Our main strategies in the banking business and the life insurance business are presented below. Strengthening Compliance and Group Governance Banking Bus
Slide 55: Promoting and Deepening Human Capital Management
Ⅲ．Strengthening the Management Base 1． Promoting and Deepening Human Capital Management Ⅰ ▶ We will pursue human capital management to maximize employees’ potential by advancing business growth, organizational Strengthening Compliance and Group Governance revitalization, and support for individual w
Slide 56: Enhancing CX/EX through Stronger Digital Infrastructure
Ⅲ．Strengthening the Management Base 2．Enhancing CX/EX through Stronger Digital Infrastructure Ⅰ ▶ We are strengthening our digital infrastructure to achieve new advancements in customer experience (CX) and employee Strengthening Compliance and Group Governance experience (EX) in response to changes
Slide 57: Capital Policy and Shareholder Return Policy
Ⅳ． Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement 1． Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement Ⅰ ▶ We focus on swiftly achieving a return on equity (ROE) that exceeds the cost of shareholders’ equity by engagi
Slide 58: Digital Remote Roll Calls / Group Customer Management Platform
Ⅴ．Appendix Appendix 1 ）＊1 Digital Remote Roll Calls／ ＊2 The Construction of a Group Customer Management Platform Ⅰ ※1 Illustration of Digital Remote Roll Calls Strengthening Compliance and Group Governance • The introduction of digital remote roll calls will help to prevent any record omissions or t
Slide 59: Outlook for Japan's Population and Mail Volumes
Ⅴ．Appendix Appendix 2)＊1 Outlook for Japan’s Population ／ ＊2 Outlook for Mail Volumes Ⅰ ▶ Japan’s population is forecast to continue to decline. Likewise, the volume of mail peaked in FY2001 and has been decreasing Strengthening Compliance and Group Governance since. This declining trend is forecast
Slide 60: Leveraging M&A and Alliances to Strengthen B-to-B Logistics
Ⅴ．Appendix Appendix 3)Leveraging M&A and Business Alliances to Strengthen B-to-B Logistics ▶ In addition to last-mile delivery, we are strengthening B-to-B logistics in Japan and overseas. We aim to become a comprehensive Ⅰ Strengthening Compliance and Group Governance logistics company that can ope
Slide 61: Restructuring Collection and Delivery Bases
Ⅴ．Appendix Appendix 4 ) Restructuring Collection and Delivery Bases (Strengthening Last-mile Delivery) Ⅰ ▶ We will restructure collection and delivery bases in line with the decline in the volume of mail. Strengthening Compliance and Group Governance ▶ We will promote the real estate development of
Slide 62: Growth Strategy in the Real Estate Business
Ⅴ．Appendix Appendix 5 ) Growth Strategy in the Real Estate Business ▶ We will strongly promote the development business for our owned real estate in tandem with the reorganization of collection and Ⅰ Strengthening Compliance and Group Governance delivery bases, etc. ▶ We will strengthen our organiza
Slide 63: Improving the Productivity of the Post Office Network
Ⅴ．Appendix Appendix 6 ) Improving the Productivity of the Post Office Network ▶ Local circumstances are becoming more diverse due to population decline and depopulation, and it is also becoming more difficult Ⅰ Strengthening Compliance and Group Governance to secure employment due to a decrease in w
Slide 64: For inquiries about this document, please contact
For inquiries about this document, please contact: IR Office, Corporate Planning Department, Japan Post Holdings Co., Ltd. Email: irshitsu.ii@jp-holdings.jp <Disclaimer> This document contains forward-looking statements, including forecasts and targets, for the Japan Post Group and its group compani
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