Japan Post Holdings Co., Ltd. · TSE:6178
Japan Post — Investor Presentation (May 2024)
120 slides from Japan Post's investor presentation, May 16, 2024
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 May 16, 2024 JAPAN POST HOLDINGS Security C
Slide 2: Contents
Contents Executive Summary plus JP Vision2025 Appendix for Large Meeting 1
Slide 3: Executive Summary
Executive Summary FP JAPAN POST HOLDINGS /
Slide 4: Overview of JP Vision 2025+: The Basic Policy
Overview of JP Vision 2025+: The Basic Policy Under JP Vision 2025, we have prioritized regaining the trust of our customers as we worked to improve our corporate structure and strengthen our governance. We have promoted collaboration, etc. with Yamato Group and Rakuten Group, but income continued t
Slide 5: Overview of JP Vision 2025+: Three Pillars
Overview of JP Vision 2025+: Three Pillars Strengthen Profitability Accelerate further growth through aggressive investment of resources Strengthen profitability and promote efficiency Enthusiastic promotion of shifting resources to the logistics sector Promote the five pillars of initiatives such a
Slide 6: Overview of JP Vision 2025+: Major Targets
Overview of JP Vision 2025+: Major Targets ROE decreased in FY2023, partly due to the sale of Japan Post Bank shares and sluggish performance in the postal and logistics segments. Nevertheless, we aim to exceed our cost of equity of about 5% as soon as possible, first striving for an ROE of 4% or
Slide 7: Shareholder return policy
Shareholder return policy Continue share repurchases of substantial quantities and expand debt financing to improve capital efficiency. Continue a stable annual dividend of ¥50 per share as well, and keep an interim and year-end dividend to help reduce cost of equity by encouraging a stable shar
Slide 8: JP Vision2025
JP Vision2025 FP JAPAN POST HOLDINGS /
Slide 9: May 15, 2024
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. May 15, 2024
Slide 10: Japan Post Group Management Philosophy
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 will provide customer-oriented services, support the lives of customers in lo
Slide 11: Approach to JP Vision 2025+
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Plus Approach to JP Vision 2025+ ⌘ In the Japan Post Group Medium-term Management Plan “JP Vision 2025,” we set out initiatives to “regain customers’ trust of the Japan Post Group” and “achieve new growth
Slide 12: I. Main points of JP Vision 2025+
Plus I. Main points of JP Vision 2025+
Slide 13: Measures under JP Vision 2025 to date
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Measures under JP Vision 2025 to date In JP Vision 2025 announced in 2021, we set out a “Co-creation Platform” to support customers and local communities as a vision and have worked to achieve this visi
Slide 14: Changes in external environment and issues we face
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Changes in external environment after the formulation of JP Vision 2025 and issues we face Since the formulation of JP Vision 2025, the external environment has been changing drastically, rapidly and co
Slide 15: Basic policy of JP Vision 2025+
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Plus Basic policy of JP Vision 2025+ Before conducting the review, we clarify items to be changed or unchanged in the management of the Group. Our vision, “Co-creation Platform” to support customers a
Slide 16: Three pillars of our initiatives
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Three pillars of our initiatives As pillars to achieve the target after the review, we set out the following three items and focus our efforts on achievement: (1) Strengthen profitability, (2) Improve E
Slide 17: (1) Strengthen profitability
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable (1) Strengthen profitability Taking into account issues and growth opportunities for each segment, we fundamentally review the details of initiatives to strengthen profitability. We will actively inject
Slide 18: (2) Improve EX by investing in human resources
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable (2) Improve EX by investing in human resources Aiming to increase corporate value through responding to changes in the external environment, such as worker shortages due to declines in the labor populat
Slide 19: (3) Improve UX by promoting DX, etc.
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable (3) Improve UX by promoting DX, etc. By promoting Group DX based on Yu ID*1, we seamlessly integrate “physical” and “digital” services and utilize data owned by the Group to improve user experience (UX)
Slide 20: Japan Post Group Value creation
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Promote sustainability management Leveraging the Japan Post Group’s strengths, we aim for growth as the Group based on each business strategy. We also seek greater sustainability of society and the Grou
Slide 21: Investment for growth
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Investment for growth We will formulate a detailed investment plan by adding “investment for increased capacity in our logistics business” and “investment in human resources” to investment for growth of
Slide 22: Continuous efforts to strengthen Group governance, etc.
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Continuous efforts to strengthen Group governance, etc. The Group has worked to commit to customer-oriented business operations and strengthening the governance of the Group. Through executing a PDCA cy
Slide 23: JP Vision 2025+ Major targets
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Plus JP Vision 2025+ Major targets The Group will review major targets for FY2025 for the Group and strive to achieve those targets. Financial Targets Non-financial Targets ROE (based on shareholders’ e
Slide 24: Major targets: ROE target to improve PBR
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Plus JP Vision 2025+ Major targets ―ROE target to improve PBR― We recognize that the Company's cost of equity is approx. 5%. Our aim is to improve ROE that declined due to a decrease in the shareholdi
Slide 25: II. JP Vision 2025+
Plus II. JP Vision 2025+
Slide 26: 1. Efforts on growth strategies by the Japan Post Group
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (1) Postal and domestic logistics business (2) Post office business (3) International logistics business (4) Banking business (5) Life insurance business (6) Real estate business (7) New businesses
Slide 27: Major targets by segment (FY2025)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Major targets by segment ( F Y 2 0 2 5 ) The Group sets major targets by segment and strives to achieve them*1. Operating profit margin ROE Segments Net operating income Net income Postal and domestic 3
Slide 28: (1) Postal and domestic logistics business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (1) Postal and domestic logistics business Overall picture of the growth strategies of the postal and domestic logistics business Strengthen profitability Realize efficient operation and build a resilient tran
Slide 29: Overall picture of growth strategies of postal and domestic logistics
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the postal and domestic logistics business We will increase NPS® through improving products and services and strengthen sales structures to increase parcel vo
Slide 30: Strengthen profitability
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Strengthen profitability We will strive to expand operating income from the logistics field, our competitive domain, by strengthening sales structure and sales capabilities and through collaborations wi
Slide 31: Main initiatives
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Realize efficient operation and build a resilient transport/delivery network We realize highly productive operations that achieve both customer convenience and higher operational efficiency by promoting
Slide 32: (2) Post office business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (2) Post office business Overall picture of the growth strategies of the post office business Flexible staff placement at post office counters, strengthen knowledge and skills of all employees, and foster sales
Slide 33: Vision and purpose initiatives
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the post office business We will enhance profitability, as well as value, appeal and service quality of post office and build a system that allows the post of
Slide 34: Flexible staff placement at post office counters
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Flexible staff placement at post office counters, strengthen knowledge and skills of all employees, and foster sales specialists We place staff flexibly in keeping with local circumstances, etc., and cr
Slide 35: Consider and implement measures for enhancing value and appeal
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Consider and implement measures for enhancing value and appeal To support each and every one of our customers in the “100-year life era,” we will enhance products and services that support daily lives o
Slide 36: Operation reforms of post office counters
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Operation reforms of post office counters We promote digitalization of physical channel and service provision at remote channel and digital channel to improve efficiency of operations, while increasing
Slide 37: (3) International logistics business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (3) International logistics business Overall picture of the growth strategies of the international logistics business FY2023 (result) FY2025 Profitability Operating profit margin 2.1% 2.0% indicator (EBIT) (9.5 bi
Slide 38: Initiatives by each business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the international logistics business Through the growth of the Global Logistics business focused on Asia and improvement in profitability of the Global Forwar
Slide 39: (4) Banking business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (4) Banking business Overall picture of the growth strategies of the banking business Retail business innovations Market business enhancement Full-scale launch of the Σ Business (a corporate business for cre
Slide 40: Overall picture of the growth strategies of the banking business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the banking business Based on appropriate allocation of management resources, we promote growth strategies differentiated from those of other banks, leveragin
Slide 41: Retail Business Innovations (Digital Services Strategy)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Retail Business Innovations(Digital Services Strategy) Maintain and cultivate the customer base by further expanding the number of users of the Yucho Bankbook App through an aggressive approach that als
Slide 42: Retail Business Innovations (Asset-Building Support Business)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Retail Business Innovations(Asset-Building Support Business ) Shift from sales centered on face-to-face interactions to sales via digital and remote transaction channels linked with teller channel in re
Slide 43: Market Business Enhancement
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Market Business Enhancement Pursue an optimal investment portfolio that combines the yen interest rate portfolio with risk assets, while strengthening risk management Seize the reversal of the trend in
Slide 44: Full-scale Launch of the Σ business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Full-scale Launch of the Σ business (a corporate business for creating futures for societies and local communities through investment) Realize a "co-creation platform" for social and regional developmen
Slide 45: (5) Life insurance business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (5) Life insurance business Overall picture of the growth strategies of the life insurance business Retain and expand customer base based on connections across life stages/generations Achieving greater depth a
Slide 46: Overall picture of growth strategies of the life insurance business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the life insurance business While thoroughly implementing customer-oriented business operations, we aim to retain and expand customer base based on connection
Slide 47: Retain and expand customer base across life stages/generations
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Retain and expand customer base based on connections across life stages/generations We maintain connections with customers as “a trusted partner easy to consult with” and continue providing assurance ac
Slide 48: Achieving greater depth and evolution of asset management (Innovation 3.0)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Achieving greater depth and evolution of asset management (Innovation 3.0) Under the ERM *1 framework, we aim to secure stable asset management earnings and improve asset management earnings based on AL
Slide 49: Diversify sources of revenue / Create new opportunities for growth
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Diversify sources of revenue / Create new opportunities for growth We have implemented capital and business alliances with MITSUI & CO., LTD. and a strategic partnership with KKR and Global Atlantic (GA
Slide 50: (6) Real estate business
1. Efforts on growth strategies by the Japan Post Group Growth strategies by segment (6) Real estate business Overall picture of the growth strategies of the real estate business Major real estate under development Real estate development projects coordinated with the reorganization of bases t
Slide 51: Overall picture of the growth strategies of the real estate business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of the real estate business In light of major changes in the business environment, we steadily continue promoting the development of Group- owned real estate and
Slide 52: Major real estate under development
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Major real estate under development Through the development of Group-owned real estate and selective acquisition of non-Group-owned real estate in light of major changes in the business environment, we
Slide 53: Real estate development projects coordinated with base reorganization
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Real estate development projects coordinated with the reorganization of bases to streamline postal/logistics operations Through relocation and consolidation of operational functions of post offices that
Slide 54: Establishment of Real estate business segment and target
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Establishment of Real estate business segment and target With the establishment of Real estate business segment, we strengthen management and operational systems, thereby building a platform to support
Slide 55: (7) New businesses
1. Efforts on growth strategies by the Japan Post Group (7) New businesses Overall picture of the growth strategies of new businesses
Slide 56: Overall picture of the growth strategies of new businesses
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall picture of the growth strategies of new businesses Based on a cross-organizational system, we will consider creating new businesses aimed at solving social issues. Based on our “Co-creation Pl
Slide 57: 2. Further solidifying the management base of the Japan Post Group
2. Further solidifying the management base of the Japan Post Group (1) Improve EX by investing in human resources (2) Improve UX by promoting DX, etc. (3) Sustainability management
Slide 58: Promote the Group Human Resources Policy and human capital management
(1) Improve EX by investing in human resources Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Promote the Group Human Resources Policy and human capital management We formulated the Group Human Resources Policy in May 2023, which sets out the basic
Slide 59: Key initiatives and major KPIs
(1) Improve EX by investing in human resources Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Key initiatives and major KPIs Among the key initiatives, we at the Japan Post Group particularly focus on “flexible staff placement,” “securing diverse hu
Slide 60: Initiatives (Human resource portfolio)
(1) Improve EX by investing in human resources Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Initiatives (Human resource portfolio) To realize optimal employee placement linked to business strategies, we will rebuild a human resource portfolio of t
Slide 61: Initiatives (Development, Evaluation and treatment)
(1) Improve EX by investing in human resources Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Initiatives (Development, Evaluation and treatment) Linking “development” based on autonomous career formation with “evaluation and treatment,” we enhance
Slide 62: Initiatives (Diversity)
(1) Improve EX by investing in human resources Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Initiatives (Diversity (realize DE&I and true diversity, etc.)) To improve employees’ “pride and fulfillment,” it is essential to realize a workplace where
Slide 63: Overall Picture of Group DX promotion
(2) Improve UX by promoting DX, etc. Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Overall Picture of Group DX promotion Based on improvement in customer experience value and employee convenience, we promote DX for the Group in a cross-organization
Slide 64: Initiatives to improve customer experience value
(2) Improve UX by promoting DX, etc. Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Initiatives to improve customer experience value Through Post Office App, digitalized post office counters and Financial Services Contact Center all based on Yu ID,
Slide 65: Initiatives to improve employee convenience
(2) Improve UX by promoting DX, etc. Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Initiatives to improve employee convenience We digitalize counter operations for customers and backyard operations in a continuous and thorough manner to reduce the
Slide 66: Key initiatives and KPIs
(2) Improve UX by promoting DX, etc. Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Key initiatives and KPIs Among the key initiatives, we particularly focus on the provision of values to customers based on Yu ID, aiming to improve UX. Target Item 1
Slide 67: Addressing environmental and social issues leveraging Japan Post Group strengths
(3) Sustainability management Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Addressing environmental and social issues by leveraging the strength of the Japan Post Group To address environmental and social issues, we work to fulfill the role of the
Slide 68: Addressing material issues relating to sustainability in each business
(3) Sustainability management Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Addressing material issues relating to sustainability (materiality) in each business Each of our businesses will proceed with its initiatives to address material issues rel
Slide 69: Sustainable investment
(3) Sustainability management Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Sustainable investment When managing funds, we will give due consideration to the public and social nature of funds and actively contribute to the revitalization of the com
Slide 70: 3. Capital strategy and investment plans
3. Capital strategy and investment plans of the Japan Post Group (1) Capital strategy (2) Investment plans
Slide 71: Disposal of our equity interests in the two financial subsidiaries
(1) Capital strategy Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Disposal of our equity interests in the two financial subsidiaries We aim to lower the holding ratio of our equity interests in the two financial subsidiaries to 50% or less by FY20
Slide 72: Shareholder return policy
(1) Capital strategy Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Shareholder return policy 200 5,500 4,500 150 3,500 100 2,500 1,500 50 6,000 500 0 -500 4,000 2021 2022 2023 2024 2025 2,000 0
Slide 73: Investment plans
(2) Investment plans Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Investment plans Major investment plans up to FY2025 are as follows: Segment Investment Amount Measures P-DX measures (18.0 billion yen), Operational reforms (17.0 billion yen), Pos
Slide 74: Appendix
Appendix • Life insurance business Introduction of Adjusted Profit • Real estate business Major development projects that have been completed (five large-scale properties, etc.) Projects under development or those earmarked for potential development • Sustainability management Enhancement of well-be
Slide 75: Introduction Main points Growth strategies
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable
Slide 76: Real estate business: Major completed development projects
Appendix Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Real estate business Major development projects that have been completed (five large-scale properties, etc.) We promoted projects to develop Group-owned real estate, such as former post office
Slide 77: Properties under development or earmarked for potential development
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Real estate business Properties under development or those earmarked for potential development (construction started) (As of April 30, 2024) Succeeded Construction Name Location Site area ( ) Total floor
Slide 78: Enhancement of well-being that Japan Post Group pursues
Appendix Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Enhancement of well-being that Japan Post Group pursues “Well-being” is “a state of complete physical, mental and social well-being” (from the preamble of the Constitution of the World Health O
Slide 79: Specific methods of reducing GHG emissions
Appendix Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable Specific methods of reducing GHG emissions To achieve the greenhouse gas emission reduction target* of the Group, we actively promote the adoption of EVs, a shift to LEDs and the switch to rene
Slide 80: III. Timetable for JP Vision 2025+
Plus III. Timetable for JP Vision 2025+
Slide 81: Growth strategies – Postal and logistics business (1/3)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Postal and logistics business (1/3) Strengthen profitability Increase convenience in sending and receiving parcels Improve service of Yu-Pack Develop/improve products and services f
Slide 82: Growth strategies – Postal and logistics business (2/3)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Postal and logistics business (2/3) Realize efficient operation Promote P-DX Delivery information system Build a trial environment, design, Trial Prepare for business operation, sys
Slide 83: Growth strategies – Postal and logistics business (3/3)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Postal and logistics business (3/3) Build a resilient transport/delivery network Enhance processing capacity of our bases Reorganize locations of sorting/transport bases Reorganize
Slide 84: Growth strategies – Post office business (1/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Post office business (1/2) Flexible staff placement at post office counters Make operating hours more flexible Coordination among related parties Preparation for implementation Impl
Slide 85: Growth strategies – Post office business (2/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Post office business (2/2) Operation reforms of post office counters Financial Services Contact Center Increase the number of post offices offering the service Increase the number o
Slide 86: Growth strategies – International logistics business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – International logistics business Sustainably expand the scale of earnings and realize increased profitability Growth of logistics business New establishment/expansion of warehouses
Slide 87: Growth strategies – Banking business (1/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Banking business (1/2) Retail business innovations Digital services strategy Development to augmenting the Yucho Bankbook App Functional Development to augmenting the Yucho Function
Slide 88: Growth strategies – Banking business (2/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Banking business (2/2) Market business enhancement Promote a shift in investments from due from banks, etc. to Japanese government bonds restructure the yen interest rate portfolio
Slide 89: Growth strategies – Life insurance business (1/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Life insurance business (1/2) Retain and expand customer base based on connections across life stages/generations Expand product line-up to meet the diverse customer needs * 10/2024
Slide 90: Growth strategies – Life insurance business (2/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Life insurance business (2/2) Achieve greater depth and evolution of asset management Improve asset management earnings Expand and develop new businesses Embark on a new stage of su
Slide 91: Growth strategies – Real estate business
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 1. Growth strategies – Real estate business Development of Group-owned real estate Acquisition of non-Group-owned real estate
Slide 92: Improve EX by investing in human resources (1/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 2. Further solidifying the management base _Improve EX by investing in human resources (1/2) Human resource portfolio Mitigate personnel transfers (fluidity) April 2025 personnel transfers April 2026 pers
Slide 93: Improve EX by investing in human resources (2/2)
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 2. Further solidifying the management base _Improve EX by investing in human resources (2/2) Evaluation and treatment System where those who work hard are truly rewarded Consider a scheme where employees
Slide 94: Improve UX by promoting DX, etc.
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 2. Further solidifying the management base _Improve UX by promoting DX, etc. Group DX promotion Cross-organizational Group DX measures Expand functions of Post Office App and link with Yu ID Increase func
Slide 95: Sustainability management
Introduction Main points Growth strategies Solid base Capital and investment Appendix Timetable 2. Further solidifying the management base _Sustainability management Achieve carbon neutrality in 2050 Expand introduction of EVs for postal vans Expand EVs by continuing the switch from gasoline-fueled
Slide 96: Appendix for Large Meeting
Appendix for Large Meeting May 16, 2024 95
Slide 97: Japan Post Holdings: Financial Highlights
Japan Post Holdings: Financial Highlights Results of Operations for the Fiscal Year Ended March 31, 2024 (Billions of yen) Japan Post Holdings Japan Post Co. Japan Post Bank Japan Post Insurance (Consolidated) (Consolidated) (Consolidated) (Consolidated) Ordinary income 11,982.1 3,331.4 2,651.7 6,
Slide 98: Consolidated Financial Results Forecast for FY ending March 2025
Japan Post Holdings: Consolidated Financial Results Forecast for the Fiscal Year Ending March 31, 2025 Net income is forecast to rise by ¥11.3 billion year-on-year to ¥280.0 billion due to the application of the equity method for Aflac Incorporated and an increase in income from Japan Post Bank.
Slide 99: Trends in Net Ordinary Income
Appendix Trends in Net Ordinary Income (Billions of yen) 1,200.0 1,115.8 991.4 1,000.0 966.2 916.1 914.1 864.4 830.6 795.2 800.0 Japan Post Bank (non-consolidated) 657.6 668.3 Japan Post Holdings (consolidated) 600.0 569.4 481.9 499.6 490.8 496.0 442.0 455.5 Japan Post Bank (consolidated) 492.6 379.
Slide 100: Trends in Net Ordinary Income (Loss)
Appendix Trends in Net Ordinary Income (Loss) (Billions of yen) 600.0 501.6 482.6 479.4 483.7 460.6 425.9 418.2 431.0 400.0 369.4 356.1 352.7 355.0 325.0 312.2 325.0 Japan Post Bank (consolidated) 266.1 273.4 280.1 Japan Post Holdings (consolidated) Japan Post Bank (non-consolidated) 268.6 200.0 150
Slide 101: Transition of Significant Management Indicators (five years)
[Appendix] Transition of Significant Management Indicators (for five years) FY2019 FY2020 FY2021 FY2022 FY2023 Transition of Significant Management Indicators (Consolidated) Total Income Millions of Yen 11,950,185 11,720,403 11,264,774 11,138,570 11,982,152 Income before income taxes Millions of Yen
Slide 102: Postal and Domestic Logistics: Trends in volume, unit price, income
Postal and Domestic Logistics Business ― Trends in volume, unit price, income and net operating income of domestic logistics business Due to a challenging competitive environment, volume of mail items handled in FY2022 remained flat → Aiming for an increase in volume through collaboration with com
Slide 103: Collaboration with Yamato Group: Nekopos and Kuroneko Yu-Packet
Postal and Domestic Logistics Business - Collaboration with Yamato Group Small lightweight parcels We concluded a basic agreement with Yamato Group to promote sustainable logistics services in June 2023 In small, lightweight parcels, Nekopos handled by Yamato Transport, will be delivered through
Slide 104: Collaboration with Yamato Group (Booklet Parcels)
Postal and Domestic Logistics Business - Collaboration with Yamato Group (Booklet Parcels (mail-bin)) In booklet parcels (mail-bin), the Kuroneko DM-Bin service handled by Yamato Transport will be delivered across the nation in the form of the Kuroneko Yu-Mail service using Japan Post Co.'s delive
Slide 105: Acquisition of parcels through JP Rakuten Logistics
Postal and Domestic Logistics Business - Acquisition of parcels through JP Rakuten Logistics stablished JP Rakuten Logistics, Inc. in July 2021. We developed an efficient and convenient logistics DX platform and aim to open the platform for other businesses to use in the future. The number of pa
Slide 106: Collaboration with Sagawa Express, Seino Group
Postal and Domestic Logistics Business - Collaboration with Sagawa Express, Seino Group In September 2021, we concluded a Basic Agreement on Collaboration with Sagawa Express. In addition to using the Japan Post delivery network to deliver packages received by Sagawa Express as Japan Post Yu-Packe
Slide 107: Considering the revision of postage rates
Postal and Domestic Logistics Business Considering the revision of postage rates Volume of mail items handled continues to decline due to the advance of digitalization Considering the revision of postage rates in light of the deteriorating profitability of postal services, a revision of postage
Slide 108: Reinforcing the transportation and delivery network
Postal and Domestic Logistics Business ― Reinforcing the transportation and delivery network and improving productivity In addition to reviewing post office delivery areas and routes based on data acquired using telematics, we will promote measures to improve productivity, such as using AI to auto
Slide 109: Regulations pertaining to the Postal Act
Postal and Domestics Logistics Business ― Regulations pertaining to the Postal Act Universal service level in postal services Postal charges (Article 3 of the Postal Act) [Installation of mailboxes (post boxes) as a simple and convenient way to send out mail at any time] Charges related to postal se
Slide 110: Post office business – Trends in operating income
Post office business – Trends in operating income and net operating income Trends in operating income and net operating income of Overview of the subsidy program post office business Of the costs required to maintain the post office network, the costs* indispensable to securing Bn Bn a universal s
Slide 111: Post Office Business - Collaboration with companies outside the Group
Post Office Business - Collaboration with companies outside the Group Strengthen initiatives that contribute to building ongoing relationships with local government bodies, such as administrative work contracts from local governments, and promote collaboration and business alliances with companies
Slide 112: Universal Service Providing at Post Offices
Universal Service Providing at Post Offices Universal service providing at post offices Standards Postal services, simple savings, remittance, and settlement of In principle, one or more post offices must be established in debts and credits, and life insurance services that can be used easily each
Slide 113: International Logistics Business Trends in net operating income
International Logistics Business Trends in net operating income Sold unprofitable global express business in August 2021 and focused on sustainably expanding the scale of income and improving the profitability of forwarding and logistics. Trends in Net Operating Income(EBIT) From FY16 to FY22 346
Slide 114: Strengthen sales structure in Asia, update and expand functions
International Logistics Business Initiatives for expanding the scale of income and improve profitability Toll Holdings Limited possesses the management base and the required amount of assets to compete in international logistics, mainly in Australia and Singapore. To sustainably expand the scale
Slide 115: Real Estate Business ― Trends in operating income
Real Estate Business ― Trends in operating income and net operating income Operating income has been constantly increasing from the fiscal year ended March 31, 2013 onwards. Operating income and net operating income were recorded in FY2023 due to the sale of Azabudai Hills Mori JP Tower in the r
Slide 116: DX Promotion P-DX, Data-driven postal and logistics reform
DX Promotion P-DX, Data-driven postal and logistics business reform We promote postal and logistics business reforms utilizing digitalized sender data and the Group’s proprietary delivery ledger data to achieve data-driven operations. We are gradually implementing services in pursuit of easier s
Slide 117: DX Promotion ― Initiatives to improve customer experience value
DX Promotion ― Initiatives to improve customer experience value Offer Group-wide value to customers through the Post Office App, Financial Services Contact Center, etc., to improve customer experience value and provide new value that extends beyond the Group. Initially released in October 2023.
Slide 118: Aflac Inc. to Become an Equity-Method Affiliate
Aflac Inc. to Become an Equity-Method Affiliate In May 2024, Aflac Incorporated will become an equity-method affiliate of Japan Post Holdings. The equity in earnings of affiliates is expected to be 48 billions of yen per year, assuming current levels of income and other factors . Time line Equit
Slide 119: Capital Allocation and Investments―Transformation of Our Business Portfolio
Capital Allocation and Investments―Transformation of Our Business Portfolio (Plan to use the Proceeds) Partial sale of Japan Post Bank shares in March 2023, securing proceeds of ¥1.2 trillion. Plan to use the proceeds from the second sale of Japan Post Bank shares and the debts, etc. for shareho
Slide 120: 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
Japan Post Holdings — Investor Presentation (May 2024) on 6ix