Japan Post Holdings Co., Ltd. · TSE:6178
Japan Post — Investor Presentation (June 2025)
50 slides from Japan Post's investor presentation, June 2025
Slide 1: Material For Small 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 Small Meeting June, 2025 JAPAN POST HOLDINGS Security Cod
Slide 2: Contents
Contents Executive Summary 2 Appendix 8 1
Slide 3: Executive Summary
Executive Summary FP JAPAN POST HOLDINGS /
Slide 4: Financial Highlights for FY2024 and Financial Results Forecast for FY2025
Financial Highlights for FY2024 and Financial Results Forecast for FY2025 In FY2024, consolidated net income attributable to Japan Post Holdings was ¥370.5 billion a increase of ¥101.8 billion (+37.9%) year-on year, well above the initial forecast, due to increased profits from the two financial s
Slide 5: JP Vision 2025+ — Major Targets
Plus JP Vision 2025+ — Major Targets In FY2024, consolidated net income attributable to Japan Post Holdings was ¥370.5 billion, well above the initial forecast. In FY2025, we aim to achieve an ROE of 4.6% and consolidated net income attributable to Japan Post Holdings of ¥380.0 billion, exceedin
Slide 6: Shareholder Return
Shareholder Return We plan to pay an annual dividend of ¥50 per share consisting of an interim and year-end dividend – twice-a-year dividend – also this fiscal year, in accordance with the Medium-term Management Plan. In FY2024, we implemented share repurchases totaling ¥350.0 billion. For FY202
Slide 7: Overview of Capital Strategy
Overview of Capital Strategy In line with the policy of reducing the Company’s equity interests in the two financial subsidiaries to 50% or less, we conducted a third partial sale of Japan Post Bank shares in March 2025. We plan to use the procured proceeds of approx. ¥600.0 billion to increase ca
Slide 8: Transfer of Capital (Increase in Capital Surplus due to Reduction of Capital Stock)
Transfer of Capital (Increase in Capital Surplus due to Reduction of Capital Stock) As part of the policy for initiatives to improve PBR announced in November 2023, we have set the initiative of improving capital efficiency through flexible share repurchases to improve ROE, and conducted share rep
Slide 9: Appendix
Appendix Contents Financial Highlights for FY2024 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 Strengthen profitability Real Estate Busi
Slide 10: Financial Highlights for FY2024 (Summary of Consolidated Financial Results)
Financial Highlights for FY2024 (Summary of Consolidated Financial Results) Ordinary income was ¥11,468.3 billion, a decrease of ¥513.7 billion year-on-year. Net ordinary income was ¥814.5 billion, an increase of ¥146.2 billion year-on-year. Net income attributable to Japan Post Holdings was ¥
Slide 11: Analysis of Year-on-Year Change in Net Income (Consolidated)
Financial Highlights for FY2024 (Analysis of Year-on-Year Change in Net Income (Consolidated)) (Billions of yen) Net ordinary income 146.2 Other Extraordinary Net income gains and losses attributable to net Income taxes, non-controlling ordinary etc. interests Net ordinary income Net ordinary income
Slide 12: Supplementary Information by Segment
Financial Highlights for FY2024 Supplementary Information by Segment Billions of Yen Compared to FY2023 FY2024 the previous fiscal year Net operating income and loss (68.8) (38.3) 30.4 Postal and Domestic Logistics Business Ordinary income 1,980.5 2,088.4 107.9 Net ordinary income and loss (65.1) (3
Slide 13: Supplementary Information by Segment: Forecast Achievement and Trends
Financial Highlights for FY2024 (Supplementary Information by Segment) Percentage achievement of full-year results forecast FY2024 (by segment) (Billions of yen) Postal and domestic International Post office business Real estate business Announced in May 2024 logistics business logistics business
Slide 14: Summary of Financial Results (the Principal Subsidiaries)
Financial Highlights for FY2024 (Summary of Financial Results(the Principal Subsidiaries)) Net income (loss) was ¥(4.2) billion for Japan Post Co., ¥414.3 billion for Japan Post Bank, and ¥123.4 billion for Japan Post Insurance. Revenue increased but income decreased for Japan Post Co. Revenue d
Slide 15: Trends in Net Ordinary Income (Loss)
Financial Highlights for FY2024 (Trends in Net Ordinary Income (Loss)) (Billions of yen) 991.4 1,000.0 966.2 916.1 914.1 864.4 Japan Post Holdings (consolidated) 830.6 814.5 795.2 800.0 668.3 Japan Post Bank (consolidated) 657.6 584.5 600.0 Japan Post Bank (non-consolidated) 499.6 490.8 496.0 481.9
Slide 16: Trends in Net Income (Loss)
Financial Highlights for FY2024 (Trends in Net Income (Loss)) (Billions of yen) 600.0 501.6 479.4 483.7 Japan Post Bank (consolidated) 460.6 425.9 418.2 431.0 414.3 400.0 352.7 355.0 356.1 325.0 312.2 325.0 273.4 280.1 268.6 370.5 266.1 Japan Post Holdings (consolidated) Japan Post Bank (non-consoli
Slide 17: Our History
Our History Modern Postal Service was established in 1871. The 150th 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: Postal and Domestic Logistics: Postage Rates Revision and Operating Income Trend
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 21: Postal and Domestic Logistics: Trends in Volume, Unit Price, and Income
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 22: Increasing Convenience in Parcels and Strengthening Corporate Sales
Strengthen Profitability Postal and Domestic Logistics Business ― Increasing the Convenience in Sending and Receiving Parcels and Strengthening Corporate Sales Organizations We engaged in increasing the convenience in sending and receiving parcels to ensure our parcel products are chosen by custom
Slide 23: Collaboration with Rakuten Group (JP Rakuten Logistics)
Strengthen Profitability Postal and Domestic Logistics Business ― Collaboration with Rakuten Group (JP Rakuten Logistics, Inc.) 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 operat
Slide 24: Collaboration with Sagawa Express and Seino Group
Strengthen Profitability Postal and Domestic Logistics Business ― Collaboration with Sagawa Express and Seino Group In September 2021, we concluded a Basic Agreement on Collaboration with Sagawa Express. In addition to the initiatives initially implemented, we are also building up collaboration in
Slide 25: Investment for Growth of Japan Post
Strengthen Profitability Postal and Domestic Logistics Business ― Investment for Growth of Japan Post Japan Post Holdings received approximately ¥600.0 billion in proceeds through the third partial sale of Japan Post Bank shares in March 2025. By using the proceeds from the sale to underwrite a
Slide 26: Investment for Increased Capacity in Logistics Business
Strengthen Profitability Postal and Domestic Logistics Business ― 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 27: Strategic IT Investment
Strengthen Profitability Postal and Domestic Logistics Business ― 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 28: Overview of Tonami Holdings Co., Ltd.
Strengthen Profitability Postal and Domestic Logistics Business ― Overview of Tonami Holdings Co., Ltd. Starting from the Hokuriku region, the company operates transport and logistics businesses, with strengths in medium- and large-sized long-haul transportation Has a strong nationwide network o
Slide 29: Execution of Management Buyout (MBO) of Tonami Holdings
Strengthen Profitability Postal and Domestic Logistics Business ― Execution of Management Buyout (MBO) of Tonami Holdings A management buyout (MBO) of Tonami Holdings was conducted jointly with the founding family of Tonami Holdings. The tender offer conducted between February 27 and April 10, 2
Slide 30: 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 31: 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 Locat
Slide 32: Real Estate Business: Main Properties Earmarked for Potential Development
Strengthen Profitability Real Estate Business Main Properties Earmarked for Potential Development Name Location Site area ( ) Current status Name Location Site area ( ) Current status Nationwide Tokyo 23 Wards Already Former Hokkaido Training Institute Sapporo-shi 14,900 Kojimachi Post Office Chiyod
Slide 33: Real Estate Business: 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 2
Slide 34: Real Estate Business: Properties in Operation
Strengthen Profitability Real Estate Business – Properties in Operation Construction Succeeded Site area Total floor area Classification Property name Location Asset type Project type completion assets (m2) (m2) (year/month) JP Tower (KITTE) ✔ Chiyoda-ku 11,600 212,000 Offices and commercial facilit
Slide 35: Real Estate Business: Properties in Operation
Strengthen Profitability Real Estate Business – Properties in Operation Succeeded Site area Construction Total floor area Classification Property name Location Asset type Project type completion assets (m2) (m2) (year/month) Grace Bear Urayasu Urayasu-shi 2,820 5,280 Residences Solely acquired prope
Slide 36: 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 fe
Slide 37: Review of Subsidies and Contributions Supporting the 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 38: Post Office Business: Enhancing Profitability, Value and Service Quality
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 39: Post Office Business: Collaboration with Local Governments and Outside Companies
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 40: 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 41: International Logistics: Net Operating Income (EBIT) and Margin Trends
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 42: Aflac Inc. to Become an Equity-Method Affiliate
Aflac Inc. to Become an Equity-Method Affiliate In March 2024, Aflac Incorporated will become 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 FY
Slide 43: Improve UX by promoting DX
Improve UX by promoting DX Offer Group-wide value to customers through the Post Office App, etc., to improve customer experience value. Launched the post office point service “Yu-Yu Point” in November 2024. Post Office App Point Service The Post Office App was released in October 2023 as the G
Slide 44: Sustainability: Improve EX by Investing in Human Resources
Sustainability Improve EX by Investing in Human Resources We have improved employee base salary for the third consecutive year with the aim of contributing to the creation of a virtuous economic cycle, in addition to retaining employees and improving their motivation. In FY2025, this will be equiv
Slide 45: Sustainability: Initiatives to Reduce GHG Emissions
Sustainability ― Initiatives to Reduce GHG Emissions 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 2
Slide 46: Sustainability Others
Sustainability Others We revised the executive remuneration system to further enhance consciousness and contributions towards steadily achieving the Company’s performance targets and enhancing medium-to-long term corporate value. Under JP Vision 2025, we expect to reduce the workforce by an amou
Slide 47: 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 48: Transition of Significant Management Indicators (for five years)
[Reference1] 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 of Y
Slide 49: Comparison of Postal Businesses in Major Countries
[Reference 2] Comparison of Postal Businesses in Major Countries Japan United States United Kingdom France Germany Italy IDS Post Office Postal (former Royal Mail) Japan Post Group USPS (retail post office Le groupe La Poste DHL Group Poste Italiane Group Business 1 (postal and logistics company) co
Slide 50: 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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