Japan Post Holdings Co., Ltd. · TSE:6178

Japan Post — Investor Presentation (May 2026)

93 slides from Japan Post's investor presentation, May 26, 2026

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,2026 JAPAN POST HOLDINGS （Security Code
Slide 4: Key points of JP Plan 2028
Key points of JP Plan 2028 ◼ ON May 15, 2026, we announced a new Medium-term Management Plan, “JP Plan 2028,” covering the three-year period from FY2026. ◼ We aim to simultaneously ensure the sustainability of universal service and achieve growth in new business areas and other fields. Key points of
Slide 5: Positioning and Key Strategies of the New Medium-term Management Plan
Excerpt from “JP Plan 2028” Positioning and Key Strategies of the New Medium-term Management Plan Ⅰ ▶ Given the current situation in which the postal service and post office network, which is the foundation supporting our three platforms, face term Management Plan Review of the Previous Medium- chal
Slide 6: Consolidation of Collection and Delivery Bases
① Materialization of shifting management resources to growth areas Excerpt from “JP Plan 2028” Structural Reform of the Postal and Domestic Logistics Business Streamline Operations Through Consolidation of Collection and Delivery Bases Ⅰ ▶ Streamline operations by consolidating bases and other measu
Slide 7: Optimize Deployment of Personnel by Improving Productivity
Excerpt from “JP Plan 2028” ① Materialization of shifting management resources to growth areas Structural Reform of the Postal and Domestic Logistics Business Optimize Deployment of Personnel by Improving Productivity Ⅰ ▶ Strategically optimize the deployment of personnel by improving productivity a
Slide 8: Review of Postal Services for Sustainable Provision
Excerpt from “JP Plan 2028” ① Materialization of shifting management resources to growth areas Structural Reform of the Postal and Domestic Logistics Business Review of Postal Services to Ensure Their Sustainable Provision in the Future ▶ The mail volume is declining at an accelerated pace due to ad
Slide 9: Real Estate Business: Numerical Targets for FY2028 and Beyond
Excerpt from “JP Plan 2028” ➀ Materialization of shifting management resources to growth areas Establishment of the Real Estate Business as a New Pillar of Revenue Numerical Targets for FY2028 and Beyond Ⅰ ▶ While carefully assessing the management environment such as rising construction costs, we w
Slide 10: Development in Conjunction with Post Office Reorganization
Excerpt from “JP Plan 2028” ① Materialization of shifting management resources to growth areas Establishment of the Real Estate Business as a New Pillar of Revenue Development in Conjunction with Post Office Reorganization (Specific Case Studies) Ⅰ ①: Nihonbashi Post Office ②:Reorganization of colle
Slide 11: Transformation into a Comprehensive Logistics Company
Excerpt from “JP Plan 2028” ① Materialization of shifting management resources to growth areas Transformation into a Comprehensive Logistics Company Strengthening B-to-B Logistics in Japan and Overseas Ⅰ ▶ In addition to last-mile delivery, we are strengthening B-to-B logistics in Japan and overseas
Slide 12: Cash Allocation Excluding the Two Financial Subsidiaries
Excerpt from “JP Plan 2028” ② Proactive information disclosure in light of market feedback Cash Allocation Excluding the Two Financial Subsidiaries (FY2026–FY2028) Ⅰ ▶ In addition to operating cash flow from business activities, dividends from equity holdings, and proceeds from past share sales, we
Slide 13: Shareholder Return Policy
Excerpt from “JP Plan 2028” ② Proactive information disclosure in light of market feedback Shareholder Return Policy Ⅰ ▶ Taking into account factors including projected profits and financial soundness, we aim for a cumulative total shareholder return ratio of 50% term Management Plan Review of the P
Slide 14: Strengthening Governance
Excerpt from “JP Plan 2028” ➂ Strengthening governance Ⅰ ▶ We will fundamentally strengthen governance by establishing a new organization that accurately understands the actual situation at each post term Management Plan Review of the Previous Medium- office and provides support for the permeation o
Slide 15: Management Targets
Excerpt from “JP Plan 2028” Management Targets Ⅰ ▶ We aim for ROE (based on shareholders’ equity) exceeding 7% if postal charge revisions are implemented. term Management Plan Review of the Previous Medium- ▶ We aim for a cumulative total shareholder return ratio of 50% or more over the three years
Slide 16: Appendix Contents
Appendix Contents Financial Highlights for the Fiscal Year Ended March 31,2026 16 Our History 26 Outline of Japan Post Group 27 Sales of shares in Two Financial Subsidiaries and Use of Proceeds from the sales of Shares 28 Postal and Domestic Logistics Business 29 Real Estate Business 38 Post Office
Slide 17: Financial Highlights for FY ended March 31, 2026
Financial Highlights for the Fiscal Year Ended March 31,2026 （Summary of Consolidated Financial Results） ◼ Ordinary income was ¥11,440.5 billion, a decrease of ¥27.7 billion year-on-year. ◼ Net ordinary income was ¥1,074.9 billion, an increase of ¥260.3 billion year-on-year. ◼ Net income attributabl
Slide 18: Financial Highlights: Principal Subsidiaries
Financial Highlights for the Fiscal Year Ended March 31,2026 （the Principal Subsidiaries) ◼ Net income was ¥17.2 billion for Japan Post Co., ¥525.5 billion for Japan Post Bank, and ¥168.7 billion for Japan Post Insurance. ◼ Revenue and income both increased for Japan Post Co. and Japan Post Bank, wh
Slide 19: Financial Results Forecast for FY ending March 2027
Financial Results Forecast for the Fiscal Year Ending March 31,2027 ◼ Net income is forecast to increase by ¥5.4 billion year-on-year to ¥380.0 billion, with an anticipated increase in profit in the banking business segment due mainly to higher interest rates, despite an expected decrease in profit
Slide 20: Shareholder Returns for FY ending March 31, 2027
Shareholder Returns for the Fiscal Year Ending March 31,2027 ◼ An annual dividend of ¥60 per share is forecast, comprising an interim dividend of ¥30 per share and a year-end dividend of ¥30 per share. ◼ Share repurchases of up to ¥150.0 billion have been decided for the fiscal year ending March 31,
Slide 21: Analysis of Year-on-Year Change in Net Income
Financial Highlights for the Fiscal Year Ended March 31,2026 （Analysis of Year-on-Year Change in Net Income) Copyright© JAPAN POST HOLDINGS All Rights Reserved. 20
Slide 22: Trends in Net Ordinary Income
Financial Highlights for the Fiscal Year Ended March 31,2026 （Trends in Net Ordinary Income） (Billions of yen) 1,200.0 Japan Post Holdings (consolidated) 1,074.9 991.4 1,000.0 916.1 914.1 864.4 Japan Post Bank (consolidated) 830.6 814.5 ※ 2017 figures are non-consolidated. 795.2 800.0 759.1 668.3 65
Slide 23: Trends in Net Income (Loss)
Financial Highlights for the Fiscal Year Ended March 31,2026 （Trends in Net Income (Loss)） (Billions of yen) Japan Post Bank (consolidated) 600.0 ※ 2017 figures are non-consolidated. 525.5 501.6 479.4 483.7 460.6 431.0 418.2 414.3 Japan Post Holdings (consolidated) 400.0 370.5 374.5 352.7 355.0 356.
Slide 24: Supplementary Information by Segment
Financial Highlights for the Fiscal Year Ended March 31,2026 （Supplementary Information by Segment ）（Billions of Yen） For Fiscal Year Ended March For Fiscal Year Ended March Year-on-year change 31,2025 31,2026 Net operating income (loss) (38.3) (11.8) ＋ 26.5 Postal and Domestic Logistics Business O
Slide 25: Postal and Domestic Logistics Segment: Supplementary Information
Postal and Domestic Logistics Segment （Supplementary Information by segment） ➢ Percentage achievement of full-year results forecast (by segment) (Billions of yen) Postal and domestic International After revision in November Post office business Real estate logistics business logistics business 2025
Slide 26: Trends in Unit Prices of Parcels
Postal and Domestic Logistics Segment （Trends in Unit Prices of Parcels） ➢ Average Unit Prices of Yu-Pack, etc. [5-Year Trend] 【Yu-Pack】 (Yen) 【Yu-Packet】 (Yen) 【Yu-Mail】 (Yen) 646 638 640 67 181 624 178 66 175 173 173 65 65 65 609 2022 2023 2024 2025 2026 2022 2023 2024 2025 2026 2022 2023 2024 202
Slide 27: 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 28: 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. Government Holding ratio* 38.1％ JAPAN POST HOLDINGS Holding ratio* 100％ Holding ratio* 49.9％ Holding ratio* 49.8％ Postal
Slide 29: 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 30: Postal and Domestic Logistics: Postage Rates Revision
Postal and Domestic Logistics Business ー 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 FY2025 decreased by 6.5% YoY. ◼ The impact of the postage rate revision on opera
Slide 31: Trends in Volume, Unit Price and Income of Domestic Logistics
Postal and Domestic Logistics Business ー Trends in Volume, Unit Price, operating income and net operating income of Domestic Logistics Business ◼ In FY2025, the number of Yu-Pack parcels increased by 1.3% YoY, and the number of Yu-Packet parcels increased by 4.7% YoY. ◼ In our collaboration with Yam
Slide 32: Enhanced Service Level and Cross-border E-commerce
Postal and Domestic Logistics Business ー Initiatives for Enhanced Service Level and Cross-border E-commerce ◼ Improve the convenience of Yu-Packet by speeding up deliveries between certain areas. ◼ Enhance solutions and reinforce organizational capabilities to steadily capture demand from the cross-
Slide 33: Collaboration with External Group Companies in Logistics
Postal and Domestic Logistics Business ー Collaboration with External Group Companies in Logistics Business ◼ Established JP Rakuten Logistics, Inc. in July 2021. We developed an efficient and convenient logistics foundation and aim to open the platform for other business operators to use in the futu
Slide 34: Management Buyout of Tonami Holdings
Postal and Domestic Logistics Business ー Execution of Management Buyout (MBO) of Tonami Holdings ◼ ¥163.9 billion of operating income, ¥7.5 billion of net operating income, and ¥14.2 billion of net income were recorded as the results for the fiscal year ended March 31, 2026, after Tonami joined the
Slide 35: Capital/Business Alliance with LOGISTEED
Postal and Domestic Logistics Business ー 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 36: Productivity Enhancement and Investment for Increased Capacity
Postal and Domestic Logistics Business ー Productivity Enhancement and Investment for increased capacity in our logistics business ◼ Establish a network of facilities that can ensure sufficient capacity for the increased volume of parcel products handled. ◼ Reinforce the transportation and delivery n
Slide 37: Improving Productivity and Strategic IT Investment
Postal and Domestic Logistics Business ー Improving productivity・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 routes
Slide 38: Strengthening Governance
Postal and Domestic Logistics Business ー Strengthening Governance ◼ 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 operations and is no longer permitted to use vehicles of 1 ton or more (trucks,
Slide 39: Real Estate Business: Trends in Profit and Loss
Real Estate Business ― Trends in Profit and Loss, etc. during the Medium-term Management Plan period (2021 to 2025） ◼ We positioned the previous Medium-term Management Plan period as a period to build a stable and solid income base by accumulating real estate for rental business. ◼ Net operating inc
Slide 40: Major Large-Scale Development Projects to Date
Real Estate Business ー Major Large-Scale Development Projects to Date (Developed Using Group-Owned Real Estate) JP Tower (KITTE) JP Tower Nagoya(KITTE NAGOYA) Hiroshima JP Building Azabudai Hills Mori JP Tower JP Tower Osaka (KITTE OSAKA) L o c a t i o n：Chiyoda-ku L o c a t i o n：Nagoya-shi L o c a
Slide 41: Major Development and Acquisition Projects in FY2025
Real Estate Business ― Major Development and Acquisition Projects in FY2025 Major Properties Under Development ⚫ Osaka Sakurajima ⚫ Former Shirokane ⚫ The Landmark Nagoya Sakae Company Housing Resort Project Image provided by： ▲ Office sky lobby Sakurajima Kaihatsu LLC Completed Transportation Direc
Slide 42: Portfolio of Properties in Operation
Real Estate Business ー Portfolio of Properties in Operation Owned by the Japan Post Group [As of March 31, 2026] 】 By asset By area By building age Comprehensive portfolio mainly consisting of Portfolio mainly consisting of properties in three major city Portfolio with many relatively-new properties
Slide 43: Business Promotion Structure for the Real Estate Segment
Real Estate Business ー Business Promotion Structure for the Real Estate Business Segment [As of March 31, 2026] 】 ◼ The Group’s Real Estate Business segment structure and the role of each company is as follows. ◼ Through a business management framework in which Japan Post Holdings, Japan Post, and J
Slide 44: Post Office Business: Trends in Operating Income
Post Office Business ー 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 fees + sales and administr
Slide 45: Growth of Financial Business and Points of Contact
Post Office Business ー Growth of the Financial Business / Enhancement of Points of Contact for Customers ◼ We will enhance points of contact for customers through the synergies from physical, digital, remote approaches, by utilizing digital channels such as apps and remote channels that enable consu
Slide 46: Structural Reform of Post Office Business: Flexible Counter Hours
Post Office Business ― Structural Reform of Post Office Business ・ Establishment of a Flexible Operation System Through Flexible Counter Operating Hours ◼ Even as local circumstances are becoming more diverse due to population decline and depopulation, and the number of post office counter staff is
Slide 47: Structural Reform of Post Office Business / Lifestyle Support Services
Post Office Business ー Structural Reform of Pot Office Business / Lifestyle Support Services ◼ Strengthen initiatives conducive to building continual relationships with local governments, such as administrative work contracts from local governments, and promote partnerships and business alliances wi
Slide 48: Structural Reform of Post Office Business / Lifestyle Support Services
Post Office Business ー Structural Reform of Pot Office Business / Lifestyle Support Services ◼ We will provide a unified experience to customers through the integrated operation of the End-of-life Planning Service, Mimamori (Watch Over) Service, and Mimamori (Watch Over) Service for Vacant Homes, ai
Slide 49: Review of Subsidies and Contributions for 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 50: 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 51: International Logistics Business: Trends in Net Operating Income
International Logistics Business ー Trends in Net Operating Income (EBIT) ◼ 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. ◼ In the global logistics business, we will promot
Slide 52: Aflac Inc.
Aflac Inc. ◼ Equity method income of ¥41.6 billion was recorded for the fiscal year ended March 31, 2026. Approx. ¥52.0 billion* is forecast for the fiscal year ending March 31, 2027. ◼ Due to Aflac Inc.’s repurchase of its own shares, our shareholding ratio in Aflac Inc. exceeded the 10% upper limi
Slide 53: Sustainability
Sustainability ◼ Under the Medium-term Management Plan “JP Vision 2025+,” we targeted a 46% reduction in greenhouse gas (GHG) emissions by FY2030 (compared to FY2019), aiming to achieve carbon neutrality by 2050. ⇒ GHG emissions for FY2024 were down 24.2% compared to FY2019. ◼ Under the current Medi
Slide 54: Transition of Significant Management Indicators (Five Years)
[Reference] Transition of Significant Management Indicators (for five years) FY2021 FY2022 FY2023 FY2024 FY2025 ● Transition of Significant Management Indicators (Consolidated) Total Income （Millions of Yen） 11,264,774 11,138,570 11,982,152 11,468,368 11,440,586 Income before income taxes （Millions
Slide 55: JP Plan 2028
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. JP Plan 2028 Achievement of Sustainable Development and Growth of Japa
Slide 56: Management Philosophy / Index
Management Philosophy ／ Index Japan Post Group Management Philosophy Ⅰ term Management Plan Review of the Previous Medium- 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 possibl
Slide 57: Review of JP Vision 2025+: Progress in Achieving Numerical Targets
Ⅰ. Review of the Previous Medium-term Management Plan 1. Review of JP Vision 2025+: Progress in Achieving Numerical Targets ▶ Thanks to the improvement in the investment environment for the financial businesses and other factors, we achieved the targets for ROE Ⅰ (based on shareholders’ equity), con
Slide 58: Review of JP Vision 2025+: Achievements and Challenges
Ⅰ. Review of the Previous Medium-term Management Plan 1. Review of JP Vision 2025+: Achievements and Challenges Non-financial targets Ⅰ term Management Plan Review of the Previous Medium- Target FY2025 Results Ratio of Target FY2025 Results Employee women in engagement At least the score in the 3.39
Slide 59: Analysis of the External Environment
Ⅱ．Overview of the New Medium-term Management Plan 1. Analysis of the External Environment Ⅰ ▶ Due to factors including the declining population in Japan and the rapid progress of digitalization, the Group’s business environment is term Management Plan Review of the Previous Medium- expected to under
Slide 60: Long-term Vision: Deepen the Co-creation Platform
Ⅱ．Overview of the New Medium-term Management Plan 2. Long-term Vision Ⅰ ▶ Given long-term environmental changes (megatrends), in addition to dividing our co-creation platform into three functions and deepening term Management Plan Review of the Previous Medium- them, we aim to create greater appeal
Slide 61: Positioning and Key Strategies of the New Plan
Ⅱ．Overview of the New Medium-term Management Plan 3. Positioning and Key Strategies of the New Medium-term Management Plan Ⅰ ▶ Given the current situation in which the postal service and post office network, which is the foundation supporting our three platforms, face term Management Plan Review of
Slide 62: Management Targets
Ⅱ．Overview of the New Medium-term Management Plan 4. Management Targets Ⅰ ▶ We aim for ROE (based on shareholders’ equity) exceeding 7% if postal charge revisions are implemented. term Management Plan Review of the Previous Medium- ▶ We aim for a cumulative total shareholder return ratio of 50% or m
Slide 63: Consolidation of Collection and Delivery Bases
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 1. Structural Reform of the Postal and Domestic Logistics Business ① Streamline Operations Through Consolidation of Collection and Delivery Bases Ⅰ ▶ St
Slide 64: Optimize Deployment of Personnel by Improving Productivity
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 1. Structural Reform of the Postal and Domestic Logistics Business ② Optimize Deployment of Personnel by Improving Productivity Ⅰ ▶ Strategically optimi
Slide 65: Review of Postal Services for Sustainable Provision
Business Structural Strengthening the Ⅲ．Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 1. Structural Reform of the Postal and Domestic Logistics Business ③ Review of Postal Services to Ensure Their Sustainable Provision in the Future ▶ The
Slide 66: Flexible Counter Operating Hours
Business Structural Strengthening the Ⅲ．Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 2. Structural Reform of Post Office Business ① Establishment of a Flexible Operation System Through Flexible Counter Operating Hours Ⅰ ▶ Even as local ci
Slide 67: Development of Lifestyle Support Services
Business Structural Strengthening the Ⅲ．Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 2. Structural Reform of Post Office Business ② Development of Lifestyle Support Services Ⅰ ▶ We will fulfill our role as a lifestyle support hub for loca
Slide 68: Products and Services
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 3. Profit Expansion in the Financial Business ① Enhancement of Products and Services to Address Needs Ⅰ ▶ By expanding the product lineup for young to m
Slide 69: Enhancement of Points of Contact for Customers
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 3. Profit Expansion in the Financial Business ② Enhancement of Points of Contact for Customers Ⅰ ▶ We will enhance points of contact for customers throu
Slide 70: Real Estate Business: Future Vision and Business Strategies
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 4. Establishment of the Real Estate Business as a New Pillar of Revenue ① Future Vision and Business Strategies in the Medium-term Management Plan Ⅰ ▶ B
Slide 71: Real Estate Business: Numerical Targets for FY2028 and Beyond
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 4. Establishment of the Real Estate Business as a New Pillar of Revenue ② Numerical Targets for FY2028 and Beyond Ⅰ ▶ While carefully assessing the mana
Slide 72: Major Properties Under Development or for Potential Development
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 4. Establishment of the Real Estate Business as a New Pillar of Revenue ③ Major Properties Under Development or Those for Potential Development Ⅰ ▶ Whil
Slide 73: Development in Conjunction with Post Office Reorganization
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 4. Establishment of the Real Estate Business as a New Pillar of Revenue ④ Development in Conjunction with Post Office Reorganization (Specific Case Stud
Slide 74: Strengthening B-to-B Logistics in Japan and Overseas
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 5. Transformation into a Comprehensive Logistics Company ① Strengthening B-to-B Logistics in Japan and Overseas Ⅰ ▶ In addition to last-mile delivery, w
Slide 75: Expansion of Revenues from Yu-Pack, Yu-Packet
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 5. Transformation into a Comprehensive Logistics Company ② Expansion of Revenues from Yu-Pack, Yu-Packet Ⅰ ▶ Although overall growth in Japan’s parcel d
Slide 76: Promoting Initiatives for Group DX Measures
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 6. Strengthening the Management Base ① Promoting Initiatives for Group DX Measures ▶ We will promote DX initiatives in all situations to enhance the cus
Slide 77: Deepening Human Capital Management
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 6. Strengthening the Management Base ② Deepening Human Capital Management Ⅰ ▶ During the period of the new Medium-term Management Plan, we will promote
Slide 78: Initiatives Related to Top Management Priorities (Materialities)
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 6. Strengthening the Management Base ③ Promotion of Initiatives Related to the Top Management Priorities (Materialities) Ⅰ ▶ We aim to achieve our manag
Slide 79: Strengthening Governance Structure
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 6. Strengthening the Management Base ④ Strengthening Governance Structure Ⅰ ▶ We will fundamentally strengthen governance by establishing a new organiza
Slide 80: Capital Policy: Review of Cost of Shareholders' Equity
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 7. Capital Policy ① Rev ew of t e Co t of S re older ’ Equ t Recog ed t e Comp Ⅰ ▶ We have reconsidered the cost of shareholders’ equity announced in No
Slide 81: Shareholder Return Policy
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 7. Capital Policy ② Shareholder Return Policy Ⅰ ▶ Taking into account factors including projected profits and financial soundness, we aim for a cumulati
Slide 82: Cash Allocation Excluding the Two Financial Subsidiaries
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 7. Capital Policy ③ Cash Allocation Excluding the Two Financial Subsidiaries (FY2026–FY2028) Ⅰ ▶ In addition to operating cash flow from business activi
Slide 83: Investment Plans
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 7. Capital Policy ④ Investment Plans Ⅰ ▶ During the period of the new Medium-term Management Plan, we plan to invest ¥900.0 billion across all segments
Slide 84: Policy on Sale of Shares in the Two Financial Subsidiaries
Business Structural Strengthening the Ⅲ． Key Strategies under the New Medium-term Management Plan Reform Growth Area Management Base Capital Policy 7. Capital Policy ⑤ Policy on Sale of Shares in the Two Financial Subsidiaries Ⅰ ▶ As set out in the targets of the previous Medium-term Management Plan
Slide 85: Appendix
Review of the Previous Medium- Overview of the New Medium- Key Strategies under the New Medium- Ⅰ Ⅲ Ⅳ Ⅱ Appendix 84 term Management Plan term Management Plan term Management Plan Copyright © 2026 JAPAN POST GROUP. All Rights Reserved. Appendix
Slide 86: Further Commercial Development of Group-owned Real Estate
Ⅳ. Appendix Appendix 1 Further Commercial Development of Group-owned Real Estate (Promotion of CRE Strategy) ▶ We will strongly promote the commercial development of the Group-owned real estate (post offices, company housing, etc.) to realize its Ⅰ potential. term Management Plan Review of the Previ
Slide 87: List of Properties Under Development or for Potential Development
Ⅳ. Appendix Appendix 2 List of Properties Under Development or Those for Potential Development Properties under development Ⅰ term Management Plan Review of the Previous Medium- Group-owned real Total floor area Scheduled construction Name Location Site area (m2) Principal use Level estate (m2) comp
Slide 88: Fair Value of Real Estate for Rental Business
Ⅳ. Appendix Appendix 3 Fair Value of Real Estate for Rental Business owned by Japan Post Group JP Tower Nagoya Azabudai Hills Mori JP JP Tower Osaka Ⅰ JP Tower (KITTE) (KITTE NAGOYA) Hiroshima JP Building Tower (KITTE OSAKA) term Management Plan Review of the Previous Medium- Construction Constructi
Slide 89: Provision of Group-wide Integrated Services Using Yu ID
Ⅳ. Appendix Appendix 4 Provision of Group-wide Integrated Services Using Yu ID Ⅰ ▶ We will provide support and other services tailored to life events on a Group-wide basis by staying close to customers’ lives with Yu ID as the term Management Plan Review of the Previous Medium- core. ▶ We will also
Slide 90: One-stop Service for Procedures Using Yu ID
Ⅳ. Appendix Appendix 5 One-stop Service for Procedures Using Yu ID Ⅰ ▶ We are aiming to improve the customer experience by providing a one-stop service for address changes and other procedures that currently term Management Plan Review of the Previous Medium- require multiple steps for each business
Slide 91: Consolidated Balance Sheet Excluding the Two Financial Subsidiaries
Ⅳ. Appendix Appendix 6 Consolidated Balance Sheet (Excluding the Two Financial Subsidiaries from Consolidation) Ⅰ ▶ The consolidated balance sheet assuming Japan Post Bank and Japan Post Insurance (including their subsidiaries) are excluded from term Management Plan Review of the Previous Medium- co
Slide 92: Capital Profitability of Each Segment
Ⅳ. Appendix Appendix 7 Capital Profitability of Each Segment (Excluding Financial Segments) Ⅰ ▶ Improving the capital efficiency of each segment is important for enhancing the Group’s overall ROE. term Management Plan Review of the Previous Medium- ▶ Taking into account primarily the business charac
Slide 93: For inquiries about this document
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 2026) on 6ix

Japan Post — Investor Presentation (May 2026)

Slide 1: Material For Large Meeting

Slide 2: Contents

Slide 3: Executive Summary

Slide 4: Key points of JP Plan 2028

Slide 5: Positioning and Key Strategies of the New Medium-term Management Plan

Slide 6: Consolidation of Collection and Delivery Bases

Slide 7: Optimize Deployment of Personnel by Improving Productivity

Slide 8: Review of Postal Services for Sustainable Provision

Slide 9: Real Estate Business: Numerical Targets for FY2028 and Beyond

Slide 10: Development in Conjunction with Post Office Reorganization

Slide 11: Transformation into a Comprehensive Logistics Company

Slide 12: Cash Allocation Excluding the Two Financial Subsidiaries

Slide 13: Shareholder Return Policy

Slide 14: Strengthening Governance

Slide 15: Management Targets

Slide 16: Appendix Contents

Slide 17: Financial Highlights for FY ended March 31, 2026

Slide 18: Financial Highlights: Principal Subsidiaries

Slide 19: Financial Results Forecast for FY ending March 2027

Slide 20: Shareholder Returns for FY ending March 31, 2027

Slide 21: Analysis of Year-on-Year Change in Net Income

Slide 22: Trends in Net Ordinary Income

Slide 23: Trends in Net Income (Loss)

Slide 24: Supplementary Information by Segment

Slide 25: Postal and Domestic Logistics Segment: Supplementary Information

Slide 26: Trends in Unit Prices of Parcels

Slide 27: Our History

Slide 28: Outline of Japan Post Group

Slide 29: Sales of Shares in Two Financial Subsidiaries and Use of Proceeds

Slide 30: Postal and Domestic Logistics: Postage Rates Revision

Slide 31: Trends in Volume, Unit Price and Income of Domestic Logistics

Slide 32: Enhanced Service Level and Cross-border E-commerce

Slide 33: Collaboration with External Group Companies in Logistics

Slide 34: Management Buyout of Tonami Holdings

Slide 35: Capital/Business Alliance with LOGISTEED

Slide 36: Productivity Enhancement and Investment for Increased Capacity

Slide 37: Improving Productivity and Strategic IT Investment

Slide 38: Strengthening Governance

Slide 39: Real Estate Business: Trends in Profit and Loss

Slide 40: Major Large-Scale Development Projects to Date

Slide 41: Major Development and Acquisition Projects in FY2025

Slide 42: Portfolio of Properties in Operation

Slide 43: Business Promotion Structure for the Real Estate Segment

Slide 44: Post Office Business: Trends in Operating Income

Slide 45: Growth of Financial Business and Points of Contact

Slide 46: Structural Reform of Post Office Business: Flexible Counter Hours

Slide 47: Structural Reform of Post Office Business / Lifestyle Support Services

Slide 48: Structural Reform of Post Office Business / Lifestyle Support Services

Slide 49: Review of Subsidies and Contributions for Post Office Network

Slide 50: Universal Service Providing at Post Offices

Slide 51: International Logistics Business: Trends in Net Operating Income

Slide 52: Aflac Inc.

Slide 53: Sustainability

Slide 54: Transition of Significant Management Indicators (Five Years)

Slide 55: JP Plan 2028

Slide 56: Management Philosophy / Index

Slide 57: Review of JP Vision 2025+: Progress in Achieving Numerical Targets

Slide 58: Review of JP Vision 2025+: Achievements and Challenges

Slide 59: Analysis of the External Environment

Slide 60: Long-term Vision: Deepen the Co-creation Platform

Slide 61: Positioning and Key Strategies of the New Plan

Slide 62: Management Targets

Slide 63: Consolidation of Collection and Delivery Bases

Slide 64: Optimize Deployment of Personnel by Improving Productivity

Slide 65: Review of Postal Services for Sustainable Provision

Slide 66: Flexible Counter Operating Hours

Slide 67: Development of Lifestyle Support Services

Slide 68: Products and Services

Slide 69: Enhancement of Points of Contact for Customers

Slide 70: Real Estate Business: Future Vision and Business Strategies

Slide 71: Real Estate Business: Numerical Targets for FY2028 and Beyond

Slide 72: Major Properties Under Development or for Potential Development

Slide 73: Development in Conjunction with Post Office Reorganization

Slide 74: Strengthening B-to-B Logistics in Japan and Overseas

Slide 75: Expansion of Revenues from Yu-Pack, Yu-Packet

Slide 76: Promoting Initiatives for Group DX Measures

Slide 77: Deepening Human Capital Management

Slide 78: Initiatives Related to Top Management Priorities (Materialities)

Slide 79: Strengthening Governance Structure