JAPAN POST BANK : Investors Meeting FY2025

About this update from Japan Post Bank Co., Ltd.

IR Presentation ～Toward Non-Linear Growth～ May 20, 2026 President & CEO, Representative Executive Officer Member of the Board of Directors Takayuki Kasama 01 Executive Summary P.3 02 New Medium-term Management Plan (Extract) 03 Earnings and Dividends Forecasts for FY2026 04 Results for FY2025, etc. P.8 P.35 P.39 Copyright© JAPAN POST BANK All Rights Reserved. Copyright© JAPAN POST BANK All Rights Reserved. 2 05 Appendix P.54 President’s Message—Japan Post Bank Has Entered a New Stage The five-year period of the previous Medium-term Management Plan (FY2021 through FY2025) has ended. Over this five-year period, our business environment has changed dramatically. In particular, there have been changes in population trends and social structure, as well as the remarkable progress in the digitalization of society, such as the shift to cashless payment and the emergence of generative AI. In the financial and economic environment, we are facing a major paradigm shift, as the United States and others have turned from raising interest rates to control inflation to lowering them, while in Japan the era of positive interest rates has arrived, and interest rates are rising. Under this environment, we boosted the capabilities of all employees to achieve our highest earnings since listing for three consecutive fiscal years , and we believe that we have made substantial progress on increasing our corporate value, including our market cap breaking above ¥10 trillion at one point during FY2025. Additional successes included the Yucho Bankbook App growing to become one of the largest among Japanese banks (16.62 million accounts at the end of FY2025), and the restructuring of the yen interest rate portfolio. In addition, we made significant progress on the privatization process with two global offerings, building momentum for further growth in our business going forward. In this way, we have now entered a new stage of working toward non-linear growth . Meanwhile, the Bank’s operating environment continues to change, and we must also continue to evolve . As we look to continue providing all of our customers with distinctive Japan Post Bank value going forward, we have had countless internal discussions about who we want to be. We have formulated the following two medium- to long-term vision statements , which describe who we want to be in 15 years’ time (2040). “Japan’s leading comprehensive financial platform,” meeting customers’ diverse needs and accompanying them through life “A leading global market player” aiming to increase the value of customers’ assets and realize a sustainable society through investment in Japan and overseas The new Medium-term Management Plan (FY2026–FY2028) is positioned as the first step toward realizing this Medium- to Long-term Vision. Through the promotion of our business strategy, we aim to achieve non-linear growth that breaks from our previous trend, with net income of ¥1 trillion or higher and ROE of around 10% in the final fiscal year. We will remain committed to our purpose, “We aim for the happiness of our customers and employees, and to contribute to the development of societies and local communities,” as we strive to meet the expectations of all stakeholders, including shareholders and customers, by balancing the resolution of social issues through our business with the pursuit of economic value, and by pursuing the sustainable enhancement of corporate value. We invite you to look forward to the next stage that we endeavor to create. President & CEO, Representative Executive Officer Member of the Board of Directors Accelerating Growth in Net Income and ROE We aim for net income of over ¥1 trillion and ROE of approx. 10% in the final year of the new Medium-term Management Plan (FY2028). Pursue further increase in ROE over the medium - to long - term *1 > Approx. 10% Approx. 9% Main scenario Scenario with domestic interest rate remaining at the current level Domestic and overseas interest rates follow implied forward rates *2 as of the reference date (March 31, 2026) Credit spread *3 and exchange rates remain at the average levels of FY2025 Domestic interest rate remain flat at the level as of March 31, 2026 Overseas interest rates, credit spread, and exchange rate assumptions are the same as for the main scenario Over 1trillion 5.3% 525.5billion 3.8% 355.0billion FY2021 FY2025 FY2028 Previous Medium-term Management Plan New Medium-term Management Plan *1. A similar level is expected for ROE on an equity capital basis *2. Theoretically calculated projected future interest rates based on the market interest rate (yield curve) *3. An interest rate that is added to the base interest rate for government bonds and other securities in accordance with the debt repayment capacity of the issuer Capital Strategy for Optimal Balance of Shareholder Returns, Financial Soundness, and Growth Investment While ensuring financial soundness, we aim to increase corporate value by maximizing the cycle of growing profit through growth investments and making returns to shareholders. Regarding shareholder returns, we implement progressive dividends through profit growth, with a dividend payout ratio of approx. 50%, and consider share repurchases on an ongoing basis. ▩ Direction of capital policy ▩ Basic policy on shareholder returns, etc. Shareholder returns Pursue optimal balance Financial soundness Ensure sufficient financial soundness, considering factors such as environmental changes and the Bank’s portfolio characteristics Growth investments Make investments (including inorganic) for further profit growth, taking factors such as capital efficiency into consideration Ensure financial soundness and secure capital needed for growth investments, while aiming to further enhance shareholder returns Strive to further enhance shareholder returns based on progressive dividends, considering the optimal balance of shareholder returns, financial soundness, and growth investment. Dividends Implement progressive dividends through profit growth, with a dividend payout ratio of approx. 50%. Based on the status of the Bank's investment portfolio, the current policy is to pay dividends once a year, at the end of the fiscal year. Share repurchases Consider share repurchases on an ongoing basis, based on market conditions, opportunities for growth investment, and the Japan Post Group's policy for holding shares in the Bank. Continue to implement a shareholder benefit program to show gratitude to shareholders for their ongoing support, and to encourage more people to hold shares in the Bank. Moreover, we will introduce a new long-term shareholder benefit program since FY2027. Set target range for CET1 ratio in normal times at 11~13% Net Income (¥bn) Dividends per share (¥) 414.3 58 FY2024 (Actual) 525.5 FY2025 (Actual) 660.0 93 74 FY2026 (Forecast) progressive dividends FY2028 Overview of Four Business Strategies for Achieving Two New Missions Realizing the Medium- to Long-term Vision New Medium-term Management Plan Missions and Business Strategies Mission 1: We provide diverse financial services to support the era of 100-year lifespans for customers throughout Japan via post offices, apps, and other channels, together with our partner companies. Digital Payment Business Strategy Provide “beneficial rewards” through points ecosystem and digitalize Japan Post Bank’s daily usage, mainly through the Yucho Bankbook App Pursue lifetime value (LTV) * and enhanced customer experience Consulting Business Strategy Provide new financial products and services to meet diverse customer needs through collaboration with partner companies Build a system that responds seamlessly to any customer through customer-centric digital marketing and advertising Provide new payment services using tokenized deposits Regional and Corporate Solutions Business Strategy Enhance regional private equity investment in Japan through Enhancement of customer and deposit base through post offices and related channels needs through three enhanced channels: physical, digital, and remote Market Operations and Asset Management Business Strategy GP business centered on Japan Post Bank Capital Partners Co., Ltd. Strengthen relationship management with regional financial institutions and others Provide settlement solutions to regional companies and promote sales through workplace channels Improve return on risk by building an optimal investment portfolio of yen interest rate assets and risk assets. Leverage Japan Post Bank Asset Management Co., Ltd. to engage in a new asset management business. Deepen alliances with new partners, such as outside asset management companies. Mission 2: As one of Japan’s largest institutional investors, we maximize performance and develop a distinctive asset management business . * Profit and value contributed to a company by a customer over their lifetime Inorganic growth and management resources While responding to internal and external changes such as lifestyles, forge alliances with partner companies, including in other business categories Human capital management and corporate culture reforms Maximize corporate value through enhanced specialization strategic employee placement, autonomous career development, etc. Promote corporate culture reforms through a cycle that incorporates employee and customer feedback into management Enhance the management base Pursue productivity increase based on technologies such as AI, population trends, etc. Strengthen risk management for areas such as compliance and cybersecurity, and enhance corporate governance Copyright© JAPAN POST BANK All Rights Reserved. │ 6 01 Executive Summary P.3 02 New Medium-term Management Plan (Extract) 03 Earnings and Dividends Forecasts for FY2026 04 Results for FY2025, etc. P.8 P.35 P.39 05 Appendix P.54 Copyright© JAPAN POST BANK All Rights Reserved. Copyright© JAPAN POST BANK All Rights Reserved. 7 Please refer to the full version of the new Medium-term Management Plan (FY2026 through FY2028) below. ( https://www.jp-bank.japanpost.jp/en/ir/press/2026/pdf/pr26051507.pdf ) New Medium-term Management Plan (FY2026 through FY2028) —Strategies and Targets Medium- to Long-term Vision (15 years in the future) Mission ① “Japan’s leading comprehensive financial platform,” meeting customers’ diverse needs and accompanying them through life ② “A leading global market player” aiming to increase the value of customers’ assets and realize a sustainable society through investment in Japan and overseas Growth Strategy ( KPIs for End of FY2028 ) ① We provide diverse financial services to support the era of 100-year lifespans for customers throughout Japan via post offices, apps, and other channels, together with our partner companies. ② As one of Japan’s largest institutional investors, we maximize performance and develop a distinctive asset management business. Business Strategies and Supporting Management Base, Underpinned by a Customer and Deposit Base Centered on Post Offices and Related Channels Digital Payment Business Strategy Consulting Business Strategy Regional and Corporate Solutions Business Strategy KPI Number of accounts registered for the Yucho Bankbook App : 25mn Enhancement of customer and deposit base KPI Number of users of long-term asset-building system *2 Market Operations and Asset Management Business Strategy : 1.1mn KPI Investments executed through subsidiary General Partner *1 . : Approx. 60 deals executed, totaling approx. ¥60.0bn KPI Net interest income, etc. *3 : Over ¥2.3tn Forge Alliances with Partner Companies, Promote Human Capital Management and Corporate Culture Reforms, and Improve the Management Base Financial Targets (As of FY2028) Sustainability Management (Engaging in Four Material Issues Linked with Business Strategies to Resolve Social Issues) Consider optimal balance of shareholder returns, financial soundness, and growth investment . Implement progressive dividends through profit growth, with a dividend payout ratio of approx. 50% . Currently, set at pays dividends annually at year-end. Share repurchases to be considered on an ongoing basis, based on market conditions, etc. Capital Policy ： Over ¥1tn ： Approx. 10 % ： Approx. 40% ： 11~13 % Net income ROE (based on shareholders’ equity) OHR CET1 ratio *4 (target for normal times) *1. General Partner: Fund management entity responsible for selecting projects, making investment decisions, etc. *2. Sum of customers using NISA, iDeCo, and the National Pension Fund (includes overlap in customers between systems) *3. Consolidated, management accounting basis . *4. Based on the fully phased-in final Basel III framework, excluding unrealized gains on available-for-sale securities. Targets for FY2026–FY2028. Recognition of Environmental Changes and Medium- to Long-term Vision Overview of the Medium- to Long-term Vision (15 Years in the Future) We aim to become “Japan’s leading comprehensive financial platform” and “a leading global market player” by utilizing the Bank’s unique strengths based on its customer and deposit base through post offices and related channels, and deepening our alliances with partner companies. Pension, Insurance and trust services, etc. Diverse investment products Restructure the yen interest rate Invest in risk portfolio assets with an awareness of risk-adjusted return Diverse service provision channels Customer and deposit base through post offices and related channels (Approx. 120 million accounts) Roll out asset management business Lifestyle-related services TEIGAKU deposits/time deposits Build robust risk management systems Provide equity capital to local communities Meet all customers’ needs by expanding our lineup with new products and services and diversifying service provision channels Contribute to economic growth in Japan and overseas through various initiatives based on Japan’s leading market operation capabilities Accelerating Growth in Net Income and ROE We aim for net income of over ¥1 trillion and ROE of approx. 10% in the final year of the new Medium-term Management Plan (FY2028). Pursue further increase in ROE over the medium - to long - term *1 > Approx. 10% Approx. 9% Main scenario Scenario with domestic interest rate remaining at the current level Domestic and overseas interest rates follow implied forward rates *2 as of the reference date (March 31, 2026) Credit spread *3 and exchange rates remain at the average levels of FY2025 Domestic interest rate remain flat at the level as of March 31, 2026 Overseas interest rates, credit spread, and exchange rate assumptions are the same as for the main scenario Over 1trillion 5.3% 525.5billion 3.8% 355.0billion FY2021 FY2025 FY2028 Previous Medium-term Management Plan New Medium-term Management Plan *1. A similar level is expected for ROE on an equity capital basis *2. Theoretically calculated projected future interest rates based on the market interest rate (yield curve) *3. An interest rate that is added to the base interest rate for government bonds and other securities in accordance with the debt repayment capacity of the issuer Profit Roadmap We aim to expand profit, with the main growth driver being an increase in net interest income, etc. through rebuilding of the yen interest rate portfolio and improvement of risk/return on risk assets. (billion yen) Over 200.0 Over 10.0 Net fees and Approx. (100.0) Net ordinary income Over 1,400.0 Over 600.0 Risk assets commissions G&A expenses Increase in use of various kinds of money transfer Increase in balance of Asset management products, etc. Increase in revenue on PE and real estate Increase in revenue from foreign bond investment trusts, etc. (Factors are explained on the next slide) Net ordinary income 759.1 Net income 525.5 FY2025 (Actual) yen interest rate portfolio Increase in interest income on JGBs Increase in profit on short-term assets due to rise in short-term yen interest rate, etc. Net income Over 1,000.0 FY2028 (Forecast) Targeted Cost Control We aim to control the increase in general and administrative (G&A) expenses to around the level of inflation by using AI and other technologies to increase productivity, while aggressively making investments in growth fields, including human capital. We also aim to dramatically increase efficiency vs. the final fiscal year of the previous Medium-term Management Plan, with an OHR* target of around 40% through cost control and profit growth, . OHR ▩ G&A expenses (¥bn) ▩ OHR (Approx. +3%/year) Approx. 1,050.0 946.4 Control overall G&A expenses to around the level of Japanese inflation (+3%/year), while making aggressive investments in systems and human capital to increase productivity +100.0 55.5% Approx. 40% We expect to lower OHR through profit growth, despite increased G&A expenses FY2025 (Actual) FY2028 (Forecast) FY2025 (Actual) FY2028 (Forecast) * Overhead ratio: Includes gains (losses) from money held in trust, etc. IT Investment Plan We are planning IT investment totaling approx. ¥500 bn* during the new plan, with aggressive investment in new technology including AI. We seek to realize system infrastructure for both flexibility and scalability to handle management environment changes, etc., develop human resources to support digital technology promotion, including IT and AI, and maintain and enhance governance, etc. IT investment for stable and sustainable business operations Steady renewal of core systems, etc., nationwide ATM deployment and maintenance, etc. Strategic IT investment, including use of new technologies such as AI Digital Payment Business Strategy Consulting Business Strategy Add and enhance diverse functions to the Yucho ⚫ Build infrastructure for providing high-level personalized Bankbook App experiences for customers through services such as Establish infrastructure for better digital marketing “Yucho AI Concierge” (provisional name) Roll out “Yucho DCJPY” tokenized deposits Enhancement of customer and Regional and Corporate Solutions deposit base Market Operations and Asset Management Business Strategy Business Strategy Introduce management system utilizing AI, etc. for ⚫ Add functions for building an optimal investment promoting co-creation business with regional financial portfolio in response to environmental changes institutions, etc. Promote Human Capital Management and Corporate Culture Reforms, and Improve the Management Base Promote operational efficiency such as by leveraging AI in customer service, taking into account future changes in the operating environment, including population trends Accelerate and enhance countermeasures leveraging AI, etc. in response to increasing speed and sophistication of cyberattacks and proliferation of fraudulent account usage Introduce various surveys for improving employee well-being and AI-based systems that support dialogue with managers, etc. Strategic IT investment plan of approx. ¥125 bn (including investment in AI) (¥bn) Approx. 1.4 times 90 125 （ 25% ） FY23–25 (Actual) FY26–28 (New Medium-term Management Plan) Stable IT investment plan of approx. ¥375 bn (¥bn) Approx. 1.2 times 315 375 （ 75% ） * Cash flow basis for capital investment + expenses FY23–25 (Actual) FY26–28 (New Medium-term Management Plan) Capital Management Policy and Capital Allocation In consideration of the market environment and characteristics of the investment portfolio, the target range for the CET1 ratio *1 under the new Medium-term Management Plan was set at 11-13% *2 in normal times. Ensure financial soundness while making effective use of capital. Capital management policy (CET1 ratio *1 perspective) Capital allocation (outlook for CET1 ratio) Aggressive growth investment Conduct additional shareholder returns such as share repurchases Examine resuming interim dividend and conducting special dividend, etc. Dividends Conduct timely investment and inorganic investments carefully giving consideration to capital efficiency, etc. Growth investment, etc. 13% CET1 ratio 11% Continue progressive dividends Examine additional shareholder returns such as share repurchases Growth investment and capital control within range Control risk weighted assets Continue stable dividends* * Examine additional shareholder returns such as share repurchases based on outlook for future capital surplus March 31, 2026 (Actual) 9.85% Net income Risk weighted assets improvement Improve risk weighted assets by investment in JGBs and increase in the investment efficiency (risk-adjusted return) of risk assets Additional shareholder returns, etc. March 31, 2029 (Forecast) 11 ～ 13% Capital accumulation (Transitional measures basis: 11.03%) *1. Based on the fully phased-in final Basel III framework, excluding unrealized gains on available-for-sale securities. Although the Bank is a domestic bank (required to maintain a capital adequacy ratio of 4% or more), due to the size of its overseas credit exposure and other factors, the Bank internally manages its CET1 ratio with the aim of maintaining the same level of capital management as large domestic financial institutions. The Bank monitors its CET1 ratio (Basel III finalization, on a transitional basis) and its capital adequacy ratio (domestic standards). *2. Given its relatively high proportion of investments in marketable securities compared with other banks, and in light of current market conditions, the Bank has set a target range. Overview of Four Business Strategies for Achieving Two New Missions Realizing the Medium- to Long-term Vision New Medium-term Management Plan Missions and Business Strategies Mission 1: We provide diverse financial services to support the era of 100-year lifespans for customers throughout Japan via post offices, apps, and other channels, together with our partner companies. Digital Payment Business Strategy Provide “beneficial rewards” through points ecosystem and digitalize Japan Post Bank’s daily usage, mainly through the Yucho Bankbook App Pursue lifetime value (LTV) * and enhanced customer experience Consulting Business Strategy Provide new financial products and services to meet diverse customer needs through collaboration with partner companies Build a system that responds seamlessly to any customer through customer-centric digital marketing and advertising Provide new payment services using tokenized deposits Regional and Corporate Solutions Business Strategy Enhance regional private equity investment in Japan through Enhancement of customer and deposit base through post offices and related channels needs through three enhanced channels: physical, digital, and remote Market Operations and Asset Management Business Strategy GP business centered on Japan Post Bank Capital Partners Co., Ltd. Strengthen relationship management with regional financial institutions and others Provide settlement solutions to regional companies and promote sales through workplace channels Improve return on risk by building an optimal investment portfolio of yen interest rate assets and risk assets. Leverage Japan Post Bank Asset Management Co., Ltd. to engage in a new asset management business. Deepen alliances with new partners, such as outside asset management companies. Mission 2: As one of Japan’s largest institutional investors, we maximize performance and develop a distinctive asset management business . * Profit and value contributed to a company by a customer over their lifetime Inorganic growth and management resources While responding to internal and external changes such as lifestyles, forge alliances with partner companies, including in other business categories Human capital management and corporate culture reforms Maximize corporate value through enhanced specialization strategic employee placement, autonomous career development, etc. Promote corporate culture reforms through a cycle that incorporates employee and customer feedback into management Enhance the management base Pursue productivity increase based on technologies such as AI, population trends, etc. Strengthen risk management for areas such as compliance and cybersecurity, and enhance corporate governance Copyright© JAPAN POST BANK All Rights Reserved. │ 15 Digital Payment Business Strategy (Yucho Bankbook App Evolution and Providing Value to Customers) Add “beneficial” functions to the Yucho Bankbook App, and encourage customers’ daily use of our services to strengthen the customer and deposit base. Improve customer experience and LTV through customer-centric marketing based on financial transaction data, etc. collected mainly through the app. Yucho Bankbook App Introducing customers to a world of “beneficial rewards” by using their bank account usually through the app Link with points ecosystem Become a digital platform used by 25mn customers for daily payments, etc. Reward program based on usage Expansion in number of registered accounts × Expansion of MAU * Enhancement of financial functions (asset management, etc.) (further strengthening customer base) Increase customer LTV Approx. 16.60mn users (As of March 31, 2026) Link with lifestyle-related services Addition of various other useful functions through customer-centric advertising and marketing, etc. KPI Number of accounts registered for the Yucho Bankbook App: 25mn (As of March 31, 2029) (In addition to the above KPIs, we also manage MAU* 2 internally and monitor usage trends) （Million accounts） 10.40 16.62 25.00 ATM A complementary channel to the Yucho Bankbook App. As an important cash point, we will enhance their functionality and secure a certain level of revenue. FY2023 FY2025 FY2028 * Monthly active users: Number of users who used the app at least once in a month Digital Payment Business Strategy (Alliances with Various Partner Companies) Provide services that are “safe, secure, easy-to-use” and “beneficial” – including the roll-out of Yucho DCJPY tokenized deposits* 1 – through alliances with various partner companies. Increase customer convenience and promote daily use of bank account and of parter company services. *1 Utilization of block chain and other technologies for bank deposits to enable digital handling of deposits ▩ Roll out Yucho DCJPY tokenized deposits *3 In operation since April 2026 ▩ Link with NTT DOCOMO INC.’s “d POINT” *2 *2 Planned to launch from 2027 Yucho DCJPY platform Automate and streamline fund transfers and payments for many customers Accumulate use cases through alliances with various partner companies. Create new financial services for the near future. Enable payments linked to NFTs Main strengths of tokenized deposits Apply to purpose-specified deposits, etc. Yucho DCJPY Link with security token transactions (securities trading, etc.) Handling of tokenized deposits using block chain technology Japan Post Bank deposit accounts Instant settlement, price stability, safety, and smart contracts, etc. Transactions through Japan Post Bank Salary payment, etc. d card GOLD U Japan Post Bank design *3 (for younger customers) Point allocation according to transaction, etc. Further transactions at the Bank Docomo economic zone Promote link between d ACCOUNT and Japan Post Bank account YuYu point allocation can also be selected. *4 Planned to launch from September 2026 ▩ Link with “Receipt Challenge” service of Kurashiru, Inc. *4 *5 Kurashiru, Inc. transfers the equivalent number of in-app points calculated on purchase history to the user’s JPB account as cash. Cashback from Kurashiru, Inc. to customers’ account *5 Photograph the purchase receipt of eligible products and upload through the Yucho Bankbook App Customers experience a sense of “benefit” through this service Consulting Business Strategy (Financial Consulting for Every Stage in Life) Meet customers’ many and diverse financial needs in an era of 100-year lifespans, and expand the lineup of products and services through alliances with partner companies. Provide services to customers of all ages nationwide through three channels: physical, digital, and remote. Younger Prime age Older Maximizing customer LTV by supporting asset formation, capturing funding needs, etc. + Estate planning for the next generation Japan Post Bank account as "my first bank account" Products and services (Children’s NISA) Asset management products (Retail customers: Mainly savings-type products (NISA, iDeCo, etc.)) Asset management products (Mass-affluent and above: Broad range of products including fund wraps and variable annuities) (Systematic redemption and payout services) (Systematic redemption and payout services) Comprehensive financial platform Trust services (intermediation) *, various insurance products, services to enable smooth transfer of deposits Examine further alliances with securities companies, etc. (for customers seeking asset management through stocks and bonds, etc.) Housing loans (Flat 35 related products, etc.) Balance under management ～19歳 20歳 30歳 40歳 50歳 60歳 70歳 80歳～ Up to 18 years 30 years 40 years 50 years 60 years 70 years 80 years and up P Directly operated branches provide comprehensive financial consulting, including highly specialized products. Post offices provide “financial concierge” services, making optimal customer referrals to directly operated branches and remote channels. Strengthen organization, including increase in specialist personnel. Simultaneously improve customer convenience and employee productivity. Enable purchasing of and consultation on basic asset management products at all post offices nationwide. Remote channel Introduce AI Concierge (provisional name), creating an environment that enables easy consultation on asset management, etc. at any time. In addition to improvements in UI/UX, improve customer experience (CX) through enhancement of after-sales follow-up services, etc. Digital channel Delivery channel * Subject to prior notification regarding new business Consulting Business Strategy (New Products and Services and Digital Channel Enhancement) Enhance the product lineup to strengthen response to individual customer needs according to lifestyle and life stage. Introduce Yucho AI Concierge (provisional name) for various consultations on money easily via smartphone, etc. Enhance CX with easy, convenient consulting. ▩ Introduction of new products and services ▩ Improvement of CX through Yucho AI Concierge (provisional name) I want to invest Expand lineup of investment trusts Examine alliances with securities firms, etc. (stocks, bonds, etc.) Approach Yucho Bankbook App, mass media, etc. I want to prepare for old age National Pension Fund *1 New iDeCo plan (elimination of management fees, enhancement of product lineup) Insurance products Inform customers who do not want in-person consultation using QR code pamphlets, etc. I want to start estate planning “Yucho AI Concierge” (provisional name) (A chat-based AI service in the digital channel) Enables various consultations on money , including asset formation, as well as introduction to services other than banking Uses transaction data inside the Bank to provide personalized proposals Insurance products Testamentary trust, estate settlement services (intermediation) *1 Services to enable smooth transfer of deposits to heirs Stimulate need, propose products Mutual Post offices Directly operated branches KPI Number of users of long-term asset-building system *2 ： (Million accounts) 1.10 0.77 0.92 *3 FY2023 FY2025 FY2028 1.1 mn (As of March 31, 2029) referral • Remote Sharing customer experience center Highly personalized CX through continuous use After-sales follow-up, continuous use *1. Subject to prior notification regarding new business *2. Sum of customers using NISA, iDeCo, and the National Pension Fund (includes overlap in customers between systems) *3. Preliminary report basis Consulting Business Strategy (Post Office Role as “Financial Concierge”) Post offices throughout Japan provide main banking services, such as deposits and transfers, as well as professional functions as a “financial concierge,” introducing specialist financial consulting services of Japan Post Bank according to customers’ needs. Simultaneously enhance customer convenience and increase frontline productivity. Post Office Provision of Japan Post Bank Services *1, ２ from the Customers’ Perspective Remote center Customers seeking remote service for basic products such as investment trusts Digital channel (apps, ATMs, etc.) (Anytime, anywhere) Japan Post Bank directly operated branches Customers seeking over-the-counter consulting on particularly specialized Japan Post Bank products and services such as trust services and fund wraps At local post office ① Provides main banking services such as deposits and transfers ② Refers customers to Japan Post Bank’s specialist financial consulting services *1. Post office also provide third-party services *2. Some post offices also handle investment trusts Market Operations and Asset Management Business Strategy (Pursuit of Optimal Investment Portfolio) Focus mainly on restructuring the yen interest rate portfolio in a new era of positive interest rates, while improving investment efficiency (risk-adjusted return) of risk assets. Realize revenue expansion and stability through optimization of overall portfolio in response to environmental changes. Pursuit of optimal investment portfolio with best mix of yen interest rate assets and risk assets (conceptual image of asset mix) Improve investment efficiency of risk assets During the new Medium-term Management Plan, we have reached maturity in term of volume.* (*Mar. 31, 2026 balance: ¥109.0 trillion) Going forward, promote investments to improve risk/return. Further improve investment efficiency. Identify market cycles for each asset class and make selective, targeted investments Control overall portfolio risk based Foreign securities Credit PE Real estate, etc. Risk asset portfolio Yen interest rate portfolio JGBs Promote building of robust yen interest rate portfolio Build a laddered portfolio in the medium-to long term by shifting funds from due from banks, etc. into JGBs. 10 years and over Over 7–10 years Over 5–7 years Over 3–5 years Over 1–3 years Up to 1 year Image 10 years and over Over 7–10 years Over 5–7 years Over 3–5 years Over 1–3 years Up to 1 year Earnings accumulate in a layered manner, rising steadily over subsequent years. In periods when yen interest rates decline again, the negative impact on carry income is mitigated. on risk profile Due from banks, etc. Deposits with the Bank of Japan, which make up the majority of due from banks, etc., also secure earnings when the policy interest rate is raised. Market Operations and Asset Management Business Strategy (ALM Policy) Remain aware of the risk balance between the asset (investment) side and the liabilities (procurement) side, and promote stable ALM to support the Bank’s market operations. JGBs *1 ¥42 tn (non-consolidated): Total assets ¥226 tn (Mar. 31, 2026) > B/S Promote investment shift from due from banks, etc. to JGBs, remaining mindful of interest rate risk. P/L Revenue expansion due to increase in yields on new investments Highly sticky deposits Ordinary deposits ¥112 tn We have approximately 120 million accounts, comparable to the entire population of Japan, and most of these are deposits from individual customers B/S Foreign securities *2 ¥92 tn Promote strategies for expanding usage of our services through our four business strategies, and secure further stickiness of deposits KPI (¥bn) Net interest income, etc.* 3 : over ¥ 2,300bn (FY2028) 1,536.3 1,267.8 Due from banks, etc. ¥54 tn 2,300.0 B/S Risk assets rebalanced according to market environment P/L Other ¥37 tn Work to improve risk-adjusted return (foreign currency funding costs are expected to decrease if domestic short-term interest rate increases and overseas short-term interest rates decrease). P/L Other Fixed-term deposits ¥60 tn Set interest rates giving consideration to market trends and various impacts (deposit interest rates lag increases in market interest rates) FY2023 FY2025 FY2028 Other/net assets ¥40 tn *1 Includes JGBs in money held in trust. *2 Includes real estate funds, direct lending funds and infrastructure debt funds in money held in trust *3 Consolidated, management accounting basis Market Operations and Asset Management Business Strategy (Strategic Move into the Asset Management Business) Move strategically into a distinctive asset management business centered on Japan Post Bank Asset Management Co., Ltd. (JPAM), newly established through the merger of JP Asset Management Co., Ltd. and Japan Post Investment Corporation. Based on the Bank’s investment record in alternative assets and so forth, structure attractive products for various institutional investors including financial institutions. In addition, provide products aligned with diverse individual investor needs to new customer segments, including young customers and affluent customers. ▩ Basic policy of asset management business by JPAM ▩ JPAM’s business strategy JPAM’s management philosophy: Motivated by our customers’ trust, Sharing management scale Leveraging the benefits of our world-class asset management scale, we will share with our investors the relationships that Japan Post Bank has built with outstanding asset managers Perspective as an asset by Japan Post Bank as an asset owner, we will provide Drawing on the asset management capabilities cultivated owner reliable products aligned with the customer’s perspective Provision of new asset management opportunities Using the asset management expertise accumulated in each asset class by Japan Post Bank, we will provide new asset management opportunities that were not available as options for investors previously we will deliver valuable global investment opportunities. New Medium-term Management Plan For institutional investors Expand customer base for PE funds that developed their business at Japan Post Investment Corporation Operation and sales of investment trusts comprising alternative assets, etc. As necessary, examine undertaking management of funds according to the needs of various financial institutions and business alliances with other asset management companies, etc. Next Medium-term Management Plan and beyond Roll out a wide range of products, including traditional assets as well Develop and provide products aligned to the needs of institutional investors Develop a distinctive asset management business that leverages JPAM’s unique characteristics. Acquire stable fee income through expansion and sustainable growth of medium- to long-term AUM.* * Assets under management: The total amount of assets received from investors for management. Develop additional balanced investments sold by JP Asset Management Co., Ltd. For individual investors Utilizing the Japan Post Group network, design and sell investment trusts to meet a wide range of customer needs Examine further enhancement of sales channels Examine strengthening product lineup, including investment trusts comprising alternative assets, etc. Pursue attractive product development picking up on customers’ latent needs Market Operations and Asset Management Business Strategy (Development of Inorganic Strategy “ α ”) Through business and capital alliances with primarily overseas asset management companies, among other measures, aim to secure an economic return that contributes to increasing profitability, and to achieve human resource development and growth of JPAM (expansion of fee income, etc.) by strengthening relationships. Good relationships Japan Post Bank Receive economic returns through investment, etc. Human resource development opportunities for training and experience, mainly for young and middle-tier employees Increase the collection of fee income from JPAM Commission asset management Human resource development opportunities, etc. Business and capital alliance, etc. Economic return (dividend income, etc.) Investee Business scale growth, including expansion of AUM through increase in assets Strengthen access to Japanese market JPAM Further expansion of customer base and AUM, as well as contribution to asset formation of a wide range of customers including both institutional and individual investors Further increase in fee income Regional and Corporate Solutions Business Strategy (Enhancement of Regional PE Investment) Build a regional PE investment foundation to promote the sustainable development of both local communities and the Japan Post Bank Group. Steadily accumulate an investment track record to enhance credibility and presence as a general partner (GP) * １ . Along with strengthening the capabilities of the core company, Japan Post Bank Capital Partners Co., Ltd. (JPCP) *2, strengthen collaboration with partner fund management companies. *1. General Partner: Fund management entity responsible for selecting projects, making investment decisions, etc. *2. GP managing subsidiary 100% invested by the Bank ▩ Enhance regional PE investments ▩ Build a foundation for regional PE investment, including JPCP New Medium-term Management Plan Building a PE investment Next Medium-term Management Plan and beyond foundation, centered on JPCP Strengthen JPCP and expand investments with partner companies Build credibility and presence as a GP by accumulating an investment track record and successful cases As investment scale expands, the rollout of regional investment bases will accelerate, enabling more tailored regional co-creation. Investment promotion system Wide variety of local companies Other regional PEs, etc. Complementarity with subsidiary GPs Subsidiary GPs Sole GPs *3 Joint GPs *4 Flagship fund operation Leverage partner company expertise KPI Contribute through equity to regional co-creation established by regional financial institutions and local companies Investments executed through subsidiary General Partner : Approx. 60 deals executed, totaling approx. ¥ 60.0bn (FY2028) LP investment (Japan Post Bank) Apr. 2026, Sigma Regional Business Succession Fund Ⅱ,ILP established, LP investment of ¥30bn from the Bank JPCP Partner companies 12 53 5.3 2024年度 FY2024 60 Number of investments 60.0 24 191 19.1 2025年度 2028年度 FY2025 FY2028 Investment amount (Billion yen) 3. Funds operated solely by JPCP *4. Funds jointly operated by partner companies and JPCP Strengthening the capabilities of JPCP Establish flagship funds at sole GPs and build an investment track record of existing funds through collaboration with partner companies Promote the development and acquisition of professional talent , including secondment of the Bank’s personnel. Create diverse talent development programs, including middle office and back office personnel. Copyright© JAPAN POST BANK All Rights Reserved. │ 25 Human Capital Management (Increasing Corporate Value through Employees’ Challenges and Increased Expertise) Realize corporate value increase from the HR strategy approach through recruiting, placement, development and provision of autonomous career development opportunities, etc., linked to the four business strategies. Maximize employee job satisfaction and performance by increasing the well-being of individual employees, who have diverse backgrounds having been through the privatization process. Expansion of human capital to increase corporate value Coordinated recruitment, placement, and development to promote the four business strategies Support self-directed career formation compatible with business strategy 13,240 Gradual decrease in employee numbers Specialist employees (Apr. 2026) Bolster Specialist employees (Apr. 2029) Significantly strengthen mid-career recruitment centered on specialists, in addition to new graduate recruitment, mainly through diversification of recruitment methods and enhancement of recruitment branding Allocate optimal human resources for business strategy through human resource portfolio management Introduce multitrack human resource system for human resources who have high-level expertise Forecast employee numbers Provide high-level, specialist knowledge and experience based on business strategy Increase engagement through the creation of comfortable, rewarding workplaces by revising human resource and pay systems, and increasing the management capabilities of management personnel Self-realization of career Promote use of Career Challenge System and in-house internships, etc. Self-learning for career development Enhance selective training, recommend diverse learning content based on interests and inclinations, etc. Self-directed career planning Enhance age-specific career training and experiential career learning content (utilize highly experienced, attentive senior career advisors, etc.) Prepare an environment where talent with diverse backgrounds can participate by enhancing career support for empowering women and sharing internal knowledge, etc. KPI Employee engagement score*: 52.0 (FY2028) * Score based on survey results provided by Link and Motivation Inc. The average score among companies using the same survey is 50 (deviation value). Corporate Culture Reforms Plan a new Japan Post Bank Integrate customer and employee feedback to explore exciting new business opportunities with an entrepreneurial, in-house venture mindset Take up the challenge of business creation and development that leverages Japan Post Bank’s unique character, moving beyond existing boundaries (Strengthening the Cycle of Using Employee and Customer Feedback in Management) As part of a cycle for directly using customer and employee feedback in management, further strengthen the employee-participation Stakeholder Engagement Committee -ECHO-, launched in 2024, by expanding the participation of employees in frontline organizations, such as branches and Operation Support Centers. Foster a corporate culture in which all employees work together to increase corporate value. Reassess our existing business based on customer insights. Brushing up our business with "customer-oriented" philosophy as the top priority. Create “time to think” for every employee by reducing labor for routine operations across the entire company Aim to improve productivity across the entire company by promoting the use of AI and other means President and Representative Executive Officer (leader) and management team Create a comfortable workplace Review Japan Post Bank’s current state Realize workplaces with job satisfaction Remove barriers between organizations and enhance communication Promote communication between various layers, including divisional round table meetings and company-wide town hall meetings Improving the Management Base (Operational Efficiency Gains Using AI and Other Technologies) Promote fundamental increase in operational efficiency through company-wide utilization of AI and other technologies, also considering environmental changes such as the advancement of technology and future population trends. ▩ Increasing operational efficiency using AI and other technologies ▩ Increasing operational efficiency in response to factors such as population trends Increase and improve efficiency of routine operations , such as drafting meeting minutes, searching documents, and brainstorming, using generative AI Increase and improve operational efficiency through specialized AI for individual fields such as market operations, anti-money laundering, and cybersecurity Strengthen and streamline support for post office operations Operation center efficiency increase through AI-OCR *1 , RPA *2 , and BPMS, *3 etc. AI Staff (provisional name) Guidance through procedures in line with customers’ wishes AI Concierge (provisional name) Handling consultations about customers’ asset formation and other matters AI Operator (provisional name) Automated response to call center inquiries Fundamental increase in efficiency of internal operations Current (Customer-facing services) Examine unprecedented gains in efficiency and improvements, also looking at deepening alliances with AI startup companies and others, including investment *1. Optical character recognition (OCR)—a technology that scans printed or handwritten text data and converts it into digital data—with improved handwritten character recognition capability using AI technology *2. Robotic process automation: A software robot technology for automating routine tasks such as document preparation and data entry. *3. Business process management system: Systems that systematically control the workflow and automatically manage processes, such as by automatically starting RPA or identifying tasks requiring human verification, etc. Population decline, increase in foreigners Change in internal and external environment Low birthrate, population aging Arrival of the great inheritance era Further population decline 15 years in the future Yucho Tetsuzuki App— Further functional enhancement, expansion of available languages, and other developments drive both customer convenience and increased operational efficiency Simplification of inheritance procedures— Relief of burden on both customers and employees through shortening of document dispatch processes, and use of AI for various relevant operations, such as reading family registers To ensure business sustainability, establish an internal project team to continue examining fundamental operational efficiency improvements and prioritization, as well as measures to secure talent Improving the Management Base (Strengthening of Risk Management Systems) Strengthen internal control systems in response to cross-selling *1 incidents, and strengthen risk management supporting core banking operations, such as cybersecurity and anti-money laundering measures. Increase focus on management system for market-related risks, aiming to respond to the newly entered asset management business, among others. In light of cross-selling incidents, strengthen support and monitoring for post offices (banking agency service locations) Collaborate with Japan Post and continue a PDCA cycle for comprehensive anti-crime measures to prevent reoccurrence of misconduct incidents Strengthen compliance framework Bolster cybersecurity In light of increasing speed and sophistication of cyberattacks, enhance AI-based countermeasures and promote further readiness through various initiatives Strengthen AML, CFT, CPF *2 measures Expand use of AI and other technology to enhance and accelerate detection of fraudulent account use Strengthen effective deterrent function by increasing communication, including deeper discussion on risk recognition Promote active risk management to ensure both soundness and returns Strengthen management of market-related risks Other Strengthen framework for ensuring operational resilience Build life cycle management for products, services, and operations *1. A case in which post offices used undisclosed financial information on customers’ savings, without obtaining prior consent from the customers, and invited customers to the post office for the purpose of soliciting sales of insurance products as well as investment trusts, Japanese government bonds, etc. *2. Anti-money laundering, countering the financing of terrorism, counter proliferation financing The Bank is promoting sustainability management, aiming to resolve important social issues through its business operations. We have set four material issues (materiality) linked to our business strategies, and we will also focus on human capital management and corporate culture reforms, as well as improving the management base, as an essential foundation for achieving them. Materiality Issues Addressed through the Four Business Strategies Provide side-by-side, lifelong support in an era of 100-year lifespans Through collaboration with partner companies, we provide products and services tailored to the diverse needs of customers, offering side-by-side support for a fulfilling life that may span 100 years in a super-aging society. Ensure access to quality financial services Co-create value with local communities Investments and loans for a sustainable environment and society Digital Payment Business Strategy Consulting Business Strategy Through three physical, digital, and remote channels, we provide customers across Japan with “safe, secure, and convenient” + “beneficial” financial services, and strive to ensure financial access for all. Contraction of regional economies Number of accounts registered for the Yucho Bankbook App: 25.0mn Disconnection from financial access Number of long-term asset formation program users: 1.1mn Declining birthrate and aging society KPIs Business strategy Basic approach Social issues to be addressed Materiality To support vibrant local communities, we work with regional financial institutions and others to promote funds flow to regional communities and expand services. Regional and Corporate Solutions Business Strategy Environmental sustainability crisis As one of Japan’s largest institutional investors, we contribute to realizing a sustainable environment and society through our investment and lending activities, including the steady expansion of our sustainable finance track record. Market Operations and Asset Management Business Strategy Net interest income, etc.: : Over ¥2.3tn Sustainable finance*: Approx. ¥10tn * *As of March 31, 2031 Initiatives forming an essential foundation for engaging in materiality We will secure a foundation for providing safe and sustainable financial services through efforts to improve productivity using AI and other technologies, strengthen governance related to financial sales, and strengthen our countermeasures against cybersecurity threats and money laundering. Improvement of the management base We will contribute to improving the well-being of employees—and thereby customers and society—by increasing employees’ expertise through recruitment, placement, and development linked with business strategies, as well as the provision of opportunities for self-directed career formation, and by promoting corporate culture reforms to encourage a customer-centric approach. Human capital management and corporate culture reforms Financial service safety and reliability risks Increased social expectations for asset owners Investments executed through subsidiary General Partner: Approx. 60 deals executed, totaling approx. ¥60.0bn * Credit for ESG bonds, renewable energy sector, etc. Decline in working population (securing and deploying employees) Profit Plan Assumptions (Risk Factors) Domestic and foreign interest rates trending in line with implied forward rates using March 31, 2026 as the reference date. Credit spreads and foreign exchange rates trend at average values for FY2025. 3.5 （％） 1200 3.0 2.5 1000 2.0 800 1.5 600 1.0 0.5 400 0.0 200 ▲0.5 0 ▩ Yen interest rate ▩ Credit spread (US) （bp） JGB 10Y JPY OIS 3M polic y rate US HY spread US IG spread 19/3 20/3 21/3 22/3 23/3 24/3 25/3 26/3 27/3 28/3 29/3 19/3 20/3 21/3 22/3 23/3 24/3 25/3 26/3 27/3 28/3 29/3 （円 ） ▩ USD interest rate ▩ US DollerーYen Rate (USD/JPY) 6.0 5.0 4.0 3.0 2.0 1.0 0.0 （％） 170 160 150 140 130 120 110 100 （JPY） 5-ye ar UST US D OIS 3 M 19/3 20/3 21/3 22/3 23/3 24/3 25/3 26/3 27/3 28/3 29/3 19/3 20/3 21/3 22/3 23/3 24/3 25/3 26/3 27/3 28/3 29/3 Increase in earning power Aim for around 10% in FY2028 through promotion of the business strategy BS ROE Increase in PBR PBR ＝ ROE × PER * Increase in expected value Aim to realize sustainable growth and decrease Improve risk/return Shift from deposits to investment in JGBs Improve investment efficiency of risk assets Customer base enhancement Net assets (equity) Liabilities Assets Ensure deposit stickiness through the four business strategies PER in cost of shareholders’ equity Profit PL ● ● Appropriate capital control Sustainable profit growth through promotion of the four business strategies and acceleration of growth through human capital management and corporate culture reforms Contribute to realization of a sustainable environment and vibrant regional societies through reliable access to financial platform and financing Increase in expected growth rate Ensure financial soundness Achieve stable growth and enhancement of shareholder returns by reducing volatility of earnings Respond appropriately to operational risks (cyber-risks, money laundering, etc.) Reduce “gaps” compared to capital markets by enhancing IR activities Shareholder returns (progressive Reduce the cost of shareholders’ equity dividends, etc.) Growth investment (mindful of investment discipline) Income Expansion of net interest income through improvement of risk/return Expansion of net fees and commissions through diverse financial services Disciplined cost control under an inflationary environment A multi-method analysis using CAPM, earnings yield, and others confirmed cost of shareholders’ equity to be around 6–8% Continue striving to reduce the cost of shareholders’ equity by strengthening dialogue with capital markets after conducting a multifaceted analysis Reference: Cost of shareholders’ equity Expenses Increased productivity using AI, etc. * PBR ＝ ROE × PER ＝ ROE (Cost of shareholders’ equity – Expected earnings growth rate) Although the Bank’s PBR is rising compared with the previous Medium-term Management Plan, we recognize that further management improvements to increase corporate value are a major challenge. We aim to realize further growth and sustainable corporate value increase, while reducing the cost of shareholders’ capital through measures such as dialogue with capital markets and securing earning stability. shareholders’ equity ▩ Relationship between PBR and ROE ▩ Relationship between ROE (based on shareholders’ equity) and cost of 1.8 1.6 (％) Approx. 10% FY2022 FY2021 FY2024 FY2023 Y2025 F 10.0 1.4 PBR (times) 1.2 1.0 8.0 6.0 5.3 4.3 3.8 3.4 3.7 0.8 4.0 3.1 0.6 0.4 2.0 0.2 0.0 0 2 4 6 8 10 0.0 F 2 Y 0 2 2 0 0 20 F 2 Y 0 2 2 0 1 21 F 2 Y 0 2 2 0 2 22 F 2 Y 0 2 2 0 3 23 F 2 Y 0 2 2 0 4 24 F 2 Y 0 2 2 0 5 25 F 2 Y 0 2 2 02 6 6 F 2 Y 0 2 2 02 7 7 F 2 Y 0 2 2 02 8 8 ROE (％) 年度 年度 年度 年度 年度 年度 年度 年度 年度 01 Executive Summary P.3 02 New Medium-term Management Plan (Extract) P.8 03 Earnings and Dividends Forecasts for FY2026 04 Results for FY2025, etc. P.35 P.39 05 Appendix P.54 For more information on Financial Data, see Selected Financial Information For the Fiscal Year Ended March 31, 2026. ( https://www.jp-bank.japanpost.jp/en/ir/press/2026/pdf/pr26051506.pdf ) Forecasts FY2026 FY2025 Results Appendix (1) Earnings Forecasts (Consolidated) We aim to achieve record high profits since listing for the fourth consecutive fiscal year Earnings Forecasts (Consolidated) (billion yen) FY2025 (Actual) (A) FY2026 (Forecast) (B) Increase (Decrease) (B) – (A) *2 Net interest income, etc. *1 1,536.3 1,782.0 246.0 Net fees and commissions 167.5 170.0 2.0 General and administrative expenses 946.4 997.0 51.0 Net ordinary income 759.1 955.0 196.0 Net income attributable to owners of parent 525.5 660.0 134.0 FY2025 (Actual) (A) FY2026 (Forecast) (B) Increase (Decrease) (B) – (A) Dividend per JPY 74 share JPY 93 JPY 19 (billion yen) FY2025 (Actual) 340.0 Note: The addition of total changes to the FY2025 results does not equal the forecast for FY2026 due to rounding, other ordinary income/expenses and similar factors. (20.0) Credit assets *4 (100.0) Net ordinary income 759.1 Gains from sales of stocks, etc. (0.0) Private equity funds (PE), etc. *5 30.0 Others (foreign bonds, etc.) and com ons 2.0 Net fees Net ordinary income 955.0 missi 51.0 G&A e s xpense Net income 525.5 Yen interest rate Net income 660.0 portfolio *3 Increase in interest income from Bank of Japan deposit Increase in JGB interest income Increase in net interest income due to higher short-term yen interest rates, etc. Decrease in gains from operations for risk controls and other factors : Positive factors : Negative factors Net interest income, etc. 246.0 FY2026 (Forecast) *1 Net interest income, etc. = Interest income - Interest expenses (including gains (losses) on sales, etc.) *2 Figures are rounded. *3 Income from JGBs, etc., income related to yen interest rate risk-taking in risk assets, interest expenses on deposits, etc. *4 Income related to foreign bond investment trusts, in-house corporate bonds, real estate funds (debt), direct lending funds, etc. (excluding income related to yen interest rate risk-taking) *5 Income related to PE and real estate funds (equity) (excluding income related to yen interest rate risk-taking) DPS Forecast for FY2026 is JPY 93, increased by JPY 19 Increase Dividends in line with Profit Growth 660.0 (Forecast) Dividends Forecasts Net Income 355.0 50 FY2025 (Actual) FY2026 (Forecast) Dividend per share (DPS) JPY 74 JPY 93 (Annual JPY 74) (Annual JPY 93) Total dividend payment JPY 263.6bn JPY 331.3bn Dividend payout ratio 50.3% 50.1% 325.0 DPS 50 50 356.1 51 414.3 58 The highest profits since listing s ear 525.5 74 93 (Forecast) Aiming for an additional increase n (Ref.) Share Repurchases (released on Dec. 23, 2025) (consolidated, billion yen) DPS (yen) Continue JPY Raise Dividends in three consecutive y i dividends We repurchased our shares approx. JPY 30.0bn in total. Through ToSTNeT-3 Market purchases Shares acquired Approx. JPY 15.0bn Approx. JPY 15.0bn Rationale Aim to improve capital efficiency and enhance shareholder returns FY21 FY22 FY23 FY24 FY25 FY26 25/12～26/3 Period Dec. 24, 2025 Jan. 5, 2026~Mar. 4, 2026 Dividend 23/3～23/4 Following the Global Offering, repurchased our shares approx. JPY 150.0bn in total 25/3～25/5 Following the Global Offering, repurchased our shares approx. JPY 60.0bn in total Repurchased our shares approx. JPY 30.0bn in total * This is our first share repurchase that is not accompanied by a Global Offering payout 52.7％ 57.5％ 51.8％ 50.6％ 50.3％ 50.1% ratio Forecasts FY2026 FY2025 Results Appendix (3) Fees and Commissions / G&A (Consolidated) We aim to increase net fees and commissions steadily. While G&A will increase due to growth investments, inflation, etc., we aim to improve OHR Net fees and commissions for FY2026 are expected to increase mainly due to growth in remittances through Zengin Net. By maintaining disciplined cost control while actively making growth investments, we aim to improve OHR. Fees and Commissions G&A Expenses / OHR *1 Note: The addition of total changes to the FY25 results does not equal the forecast for FY26 due to rounding and similar factors. New Medium-term Management Plan Target (As of FY2028) OHR：Approx. 40% OHR 55.5% 51% or less 8.0 997.0 11.0 14.0 1.0 Others 16.0 Commissions Contributions on bank paid to the 946.4 1.0 Personnel expenses growth investments *3 Strategic services, etc. for Postal agency Organization System expenses *2 paid to JAPAN POST Co., Ltd. Savings, Postal Life insurance and Post Office Network (billion yen) (billion yen) 167.5 170.0 147.8 153.0 156.3 128.4 200 1,050 150 100 1,000 950 50 0 FY21 FY22 FY23 FY24 FY25 FY26 (Forecast) (Actual) 900 FY25 FY26 (Actual) (Forecast) *1 Basis including gains (losses) on money held in trust. *2 Excluding system expenses related to strategic growth investments. *3 Expenses related to growth investments under the New Medium-term Management Plan, such as business strategy execution and management base improvement. Two additional policy interest rate hikes by BOJ are expected in FY2026 Domestic and foreign interest rates are projected to trend in line with implied forward rates as of March 31, 2026. Foreign credit spreads and foreign exchange rates are expected to remain at the average levels of FY2025. Domestic and Foreign Interest Rates US IG and HY Spreads / US Dollar-Yen Rate Actual Assumption 2.36 Policy interest rate (%) 5.0 26 26 26 26 27 End Mar. End Jun. End Sep. End Dec. End Mar. .0 End Mar. 25 0.86 0.75 .5 10-year JGB JPY OIS * (3M) .5 .0 .5 .0 3.0 2 2 1 1 0 0 (%) 600 500 400 300 200 100 0 (bp) 317 295 US HY spread US IG spread 83 89 End Jun. End Sep. End Dec. 25 25 25 End Mar. 25 End Mar. End Jun. End Sep. End Dec. 25 25 25 26 End Jun. 26 End Sep. 26 End Dec. 26 End Mar. 27 200 (yen) 4.5 4.0 3.5 3.0 USD OIS (3M) 5-year UST 3.94 3.68 180 160 151 US dollar/yen 160 140 120 2.5 End Mar. 25 End Mar. End Jun. End Sep. End Dec. 25 25 25 26 End Jun. 26 End Sep. 26 End Dec. 26 End Mar. 27 100 End Mar. 25 End Mar. End Jun. End Sep. End Dec. 25 25 25 26 End Jun. 26 End Sep. 26 End Dec. 26 End Mar. 27 * OIS (Overnight Index Swap): Interest rate swaps referencing overnight interest rates FY2025 Results FY2026 Forecasts FY2025 Results Appendix Net income attributable to owners of parent for FY2025 exceeded the full-year forecast, reaching a new record high since listing for the third consecutive fiscal year Net income attributable to owners of parent for FY2025 exceeded the revised full-year forecast of JPY 500.0 bn, reaching a new record high since listing for the third consecutive fiscal year. Dividend per share was JPY 74, increasing by JPY 16 from FY2024 (by JPY 4 from the revised dividend forecast for FY2025). THE HIGHEST Results of Operations (Consolidated) Investment Assets (Non-consolidated) SINCE LISTING Net income attributable to owners of parent JPY 525.5bn [Achievement rate to revised forecast 105.1%] Net ordinary income JPY 759.1bn [Achievement rate to revised forecast 105.4%] Net interest income JPY 1,307.8bn [ YoY JPY +351.0bn ] Net fees & commissions JPY 167.5bn [ YoY JPY +11.2bn ] Investment assets JPY 223.0tn [YoY (7.1)tn] Securities JPY 145.3tn [YoY +1.8tn] JGBs JPY 41.4tn [YoY +1.0tn] Foreign securities, etc. JPY 88.2tn [YoY +0.8tn] More than 7 years to 10 years JPY 18.2tn [QoQ JPY +0.9tn] Net Unrealized Gains (Losses) on Financial Instruments Net other operating income (loss) G&A expenses (Exclude non-recurring losses) Non-recurring gains (losses) JPY (68.1)bn [ YoY JPY (0.6)bn ] JPY 945.9bn [ YoY JPY +30.2bn ] JPY 297.9bn [ YoY JPY (156.6)bn ] (Non-consolidated) Unrealized Gains (Losses) on Financial Instruments (Available-for-sale) (After taking into consideration gains (losses) from hedge accounting) JPY (1,233.3)bn [YoY (145.4)bn] Capital adequacy ratio CET1 ratio (estimate) * 14.93% 11.03% [YoY (0.14)％] [YoY (0.73)％] * Calculated on a finalized and transitional Basel Ⅲ basis (excluding unrealized gains on available-for-sale securities). The CET1 ratio on a finalized and fully implemented Basel Ⅲ basis (excluding unrealized gains on available-for-sale securities) was 9.85%. UP FY2025 Annual Dividend Dividend per share JPY 74 [Dividend payout ratio 50.3%] (DPS increased by JPY 16 from FY2024 (increased by JPY 4 from the revised dividend forecast for FY2025)) Capital Adequacy Ratio and CET1 Ratio (Consolidated) Attention : This is an excerpt of the original content. To continue reading it, access the original document here .

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