Investors Meeting FY2025

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

Copyright© JAPAN POST BANK All Rights Reserved.

Copyright© JAPAN POST BANK All Rights Reserved.

2

05 Appendix

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%

3.8%

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

▩ 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

Strive to further enhance shareholder returns based on progressive dividends, considering the optimal balance of shareholder returns, financial soundness, and growth investment.

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

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

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 andRelated Channels

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

: 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

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.

： 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)

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%

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

(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

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

Strategic IT investment, including use of new technologies such as AI

Digital Payment Business StrategyConsulting 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 ManagementBusiness StrategyBusiness 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.

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.

• 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

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.

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 asinvestment trusts

Digital channel (apps, ATMs, etc.)

(Anytime, anywhere)

Japan Post Bank directly operated branches

Customers seeking over-the-counter consulting on particularly specialized JapanPost 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

    ¥42tn

    (non-consolidated): Total assets ¥226tn (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

  ¥112tn

  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

  ¥92tn

• 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.

  ¥54tn

2,300.0

B/S

• Risk assets rebalanced according to market environment

  P/L

  Other

  ¥37tn

• 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

¥60tn

• 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

  ¥40tn

*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

Subsidiary GPs

Sole GPs*3 Joint GPs*4

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

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

(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.

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

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 increasethrough 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.

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 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

Ensure access to quality financial services

Co-create value with local communities

Investments and loans for a sustainable environment

and society

Consulting Business Strategy

Materiality

* Credit for ESG bonds, renewable energy sector, etc.

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.

▩ Yen interest rate ▩ Credit spread (US)

（bp）

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）

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

F2Y0220020 F2Y0220121 F2Y0220222 F2Y0220323 F2Y0220424 F2Y0220525 F2Y0220266 F2Y0220277 F2Y0220288

ROE (％)

年度 年度 年度 年度 年度 年度 年度 年度 年度

02 New Medium-term Management Plan (Extract)

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

We aim to achieve record high profits since listing for the fourth consecutive fiscal year

Earnings Forecasts (Consolidated)

(billion yen)

(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

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)

Increase Dividends in line with Profit Growth

660.0

(Forecast)

Dividends Forecasts

Net Income

355.0

50

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.

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

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

CommissionsContributions

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.

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

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

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 ]

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)