UNOFFICIAL TRANSLATION
Although the Company pays close attention to provide English translation of the information disclosed in Japanese, the Japanese original prevails over its English translation in the case of any discrepancy.
November 14, 2025 Company name: Japan Post Holdings Co., Ltd.
Representative: NEGISHI Kazuyuki
Director and Representative Executive Officer,
President & CEO
(Code number: 6178, Prime Market of the Tokyo Stock Exchange)
Contact: IR Office, Corporate Planning Division
(Phone: +81-3-3477-0206)
Notice Concerning the Formulation of Japan Post Group "Key Initiatives of the Next Medium-term Management Plan (Outline)"The Japan Post Group hereby announces the formulation of the "Key Initiatives of the Next Medium-term Management Plan (Outline)" as the basis for the next Medium-term Management Plan.
The key initiatives are presented in the attachment.
UNOFFICIAL TRANSLATION
Although the Company pays close attention to provide English translation of the information disclosed in Japanese, the Japanese original prevails over its English translation in the case of any discrepancy.
Key Initiatives of the Next Medium-term Management Plan (Outline)
November 14, 2025
Strengthening Compliance and Group Governance
Management Philosophy ／ IndexⅠ
Japan Post Group Management Philosophy
Stressing the security and confidence of Japan Post Group network, the Group, as a private corporation, is demonstrating
creativity and efficiency to the greatest extent possible, and will provide customer-oriented services, support the lives of
customers in local communities and aim for the happiness of customers and employees. The Group will also pursue managerial transparency on its own, observe rules and contribute to the development of society and the region.
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index
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Growth Strategies
Strengthening the Management Base
Strengthening Compliance and Group Governance | 3 | |
1．Strengthening Compliance and Group Governance | ･･･ | 3 |
Growth Strategies | 4 | |
1．Long-term Changes in the External Environment ①Megatrends | ･･･ | 4 |
2. Long-term Changes in the External Environment ②Impact |
of Changes on the Japan Post Group ･･･ 5
Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement
The Group's Long-term Vision Based on these Changes
in Environment ･･･ 6
Main Strategies During the Three Years of the Next Medium-term Management Plan ①Post Office Network ･･･ 7
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Main Strategies During the Three Years of the Next Medium-term Management Plan ②Banking and Life Insurance Businesses ･･･ 8
Promoting and Deepening Human Capital Management ･･･ 9
Enhancing CX/EX through Stronger Digital Infrastructure ･･･ 10
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Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement 11Ⅴ
Capital Policy and Shareholder Return Policy to Contribute to Corporate
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Appendix
Value Enhancement ･･･ 11
Appendix 12
Strengthening Compliance and Group Governance
1．Main Initiatives to Strengthen Compliance and GovernanceStrengthening Compliance and Group Governance
▶ Incidents of misconduct, such as unperformed roll calls, have occurred within the Group, resulting in a loss of trust from our Ⅰ customers and other stakeholders. We regard this situation very seriously. We are committed to strengthening compliance and governance as a top management priority, and we will mobilize the full resources of the Group to thoroughly prevent any
recurrence.
Ensure appropriate business operations based on laws, regulations, and other rules
(Ensure legal compliance and streamline business operations through an overall review of internal rules and regulations)
Establish a systems environment that fundamentally prevents legal, regulatory, or other violations
(See Appendix 1 for an illustration of digital roll calls and the Group customer management platform)
Initiatives to enhance environments and revise rules
aimed at ensuring legal, regulatory, and general compliance
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Develop human resources to thoroughly implement customer-oriented operations together with legal, regulatory, and general compliance
（Instill the JP Code of Conduct and hold training sessions, etc.）
Consider reforming the personnel system
to enhance mechanisms for evaluation, compensation, etc., and further promote personnel exchange within the Group
Promote reforms to internal communication (Collect feedback from post offices to grasp the actual situation and implement
problem-solving)
Enhance the management capabilities of management personnel
（Implement management discussions, etc. ）
Initiatives to reform the organizational culture, develop human resources, and instill awareness
Establish new organizational sections close to post office operations to accurately grasp the actual situation on the front lines and build a system for providing more detailed guidance and support
Strengthen systems in second-line-of-defense divisions (risk management, compliance, etc.)
(Improve risk detection utilizing IT and develop human resources for second-line-of-defense divisions.)
Organizational and structural reformsaimed at early detection and improvement
Growth Strategies
Strengthening the Management Base
Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement
Appendix
▶ We will return to the roots of our management philosophy and strive wholeheartedly to ensure that our customers can once again trust and feel secure in our post office services.
Growth Strategies
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Strengthening Compliance and Group Governance
▶ The Group's business environment is expected to undergo dramatic changes over the next 10 to 15 years due to factors such as the declining population in Japan.
▶ There are also issues specific to the Group, such as a predicted decrease in the volume of mail.
Growth Strategies
Strengthening the Management Base
Capital Policy and Shareholder Return Policy to Contribute to Corporate Value Enhancement
Appendix
Economic |
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Social |
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Technological |
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