#1JP JAPAN POST GROUP Materials for Large Meeting July 7, 2023#2Contents FY2022 Results and FY2023 Forecast Progress of Medium-term Management Plan Capital Policy Management Strategy of Japan Post Co., Ltd. Appendix JP JAPAN POST GROUP JP JAPAN POST HOLDINGS HOLDINGS 2 7 20 25 ------------ 40 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 1#3JP JAPAN POST GROUP JP JAPAN POST HOLDINGS HOLDINGS FY2022 Results and FY2023 Forecast Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 2#4FY2022 Results and FY2023 Forecast JP JAPAN POST HOLDINGS HOLDINGS Key Points Group consolidated net income for the fiscal year ended March 31, 2023 was ¥431.0 billion, exceeding the full-year forecast of ¥400.0 billion. Group consolidated net income for the fiscal year ending March 31, 2024 is forecast at ¥240.0 billion, down ¥191.0 billion year on year. ➤ Decrease in net income will be attributable partly to a ¥97.0 billion decrease due to lower equity interests in Japan Post Bank. ➤ Currently, the number of parcels such as Yu-Pack items handled increased 1.1% year on year (cumulative total as of May 31), and Japan Post Insurance's sales activity is on a growth trend compared to the previous fiscal year. We aim to achieve results targets by improving and strengthening the Group's core businesses, promoting the real estate business, etc. amid the severe business climate, with expenses expected to climb due to rising personnel expenses and increases in the price of goods. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 3#5FY2022 Results JP JAPAN POST HOLDINGS HOLDINGS Group consolidated net income was ¥431.0 billion, exceeding the forecast albeit a year-on-year decline. Although Japan Post Co.'s post office business posted higher net income year on year, its postal and domestic logistics business posted lower net income year on year, mainly due to the struggling parcel segment caused by intensified competition with other companies. As a result, Japan Post Co.'s performance was almost in line with the forecast. Trends in net income for the past 3 fiscal years Comparison with forecasts and year-on-year changes Consolidated net income 418.2 501.6 93.2 (Billions of yen) 431.0 Results forecast for the fiscal year ended Mar. 31, 2023 Results for the fiscal year ended Mar. 31, 2023 Year-on-year change Japan Post Co. 53.4 Consolidated 62.1 net income ¥400.0 bil. ¥431.0 bil. \(70.6) bil. Japan Post Co. ¥60.0 bil. ¥62.1 bil. Japan Post Bank 355.0 280.1 325.0 Postal and domestic logistics* ¥55.0 bil. ¥32.8 bil. \(31.1) bil. \(69.3) bil. Post office* ¥35.0 bil. ¥49.3 bil. +\24.7 bil. Japan Post Insurance 166.1 158.0 Int'l logistics* ¥5.0 bil. ¥10.7 bil. ¥(18.0) bil. 97.6 Adjustments* (81.4) (53.7) Japan Post Bank ¥320.0 bil. ¥325.0 bil. \(30.0) bil. (104.6) Group consolidated net income and the combined figures of each subsidiary do not correspond because of consolidation accounting procedures, etc. Japan Post Insurance ¥97.0 bil. (Initial plan: ¥71.0 bil.) ¥97.6 bil. \(60.4) bil. ROE Years ended 4.4% 2021 2022 2023 March 31, JP JAPAN POST GROUP (shareholders' equity basis) Notes: * Figures less than ¥0.1 billion are rounded down. The figures of Japan Post Holdings (consolidated) and the combined figures of each subsidiary do not correspond because of other consolidated accounting procedures, etc. * The amounts of net income attributable to Japan Post Holdings, net income attributable to Japan Post Co., net income attributable to Japan Post Bank and net income attributable to Japan Post Insurance have been used for net income of Japan Post Holdings (consolidated), Japan Post Co. (consolidated), Japan Post Bank (consolidated) and Japan Post Insurance (consolidated), respectively. The figures of each business under Japan Post Co. are net operating income, and the combined figures of each business do not correspond to net income of Japan Post Co. Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 4#6FY2023 Forecast (1) JP JAPAN POST HOLDINGS HOLDINGS The business environment surrounding the Group is expected to become even more challenging than in the previous fiscal year due to rising personnel expenses and prices. Japan Post Co.'s postal and domestic logistics business will offset a decline in mail volume with an increase in parcel volume, but net income is expected to decline year on year due to higher expenses. Japan Post Bank is expected to post a year-on-year increase in net income as a result of gains on sales associated with risk adjustment operations. Japan Post Insurance is expected to see a year-on-year decline in net income due to a decrease in policies in force. Forecast Group consolidated net income income Net operating Japan Post Co. Net income Postal and domestic logistics Post office Int'l logistics Japan Post Bank Net income Japan Post Insurance Net income JP JAPAN POST GROUP ¥240.0 billion Decrease [(191.0) bil. (44.3)%] ¥7.0 billion Decrease [(55.1) bil. (88.7)%] ¥(33.0) billion [\(65.8) bil. (-)%] ¥43.0 billion [\(6.3) bil. (12.8)%] ¥12.0 billion [+¥1.2 bil. +11.2%] ¥335.0 billion Increase [+¥9.9 bil. +3.1%] ¥72.0 billion Decrease [(25.6) bil. (26.2)%] ➤ A decrease of ¥97.0 billion in net income is expected due to a decrease in the shareholding ratio of Japan Post Bank shares (89% →60%). Although we expect an increase in income from Yu- Pack and other parcels and an increase in income from the real estate business, net income is expected to decrease due to factors such as a continued decline in the volume of mail handled as a result of the progress of digitalization, and an increase in personnel and other expenses mainly due to rising prices, investment to address the issues of aging facilities and equipment, and growth-oriented investment. ➤ Net income is expected to increase mainly due to gains on sales of shares and other assets associated with risk adjustment operations and an increase in net fees and commissions. Net income is expected to decrease due to a decrease in policies in force, etc. * Figures and percentages in brackets [ ] are comparisons with the previous fiscal year's results. Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 5#7FY2023 Forecast (2) Net Income Forecast and Increase, Decrease JP JAPAN POST HOLDINGS HOLDINGS FY2022 Net Income Japan Post Co. 431.0 (55.1) Japan Post Bank +9.9 Japan Post Insurance (25.6) Lower equity interests in Japan Post Bank (97.0) JP JAPAN POST GROUP Other Adjustments (23.2) (Billions of yen) FY2023 Net Income (Forecast) 240.0 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 6#8JP JAPAN POST GROUP JP JAPAN POST HOLDINGS HOLDINGS Progress of Medium-term Management Plan Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 7#9Progress of Medium-term Management Plan JP JAPAN POST HOLDINGS HOLDINGS Key Points Cooperation with companies, etc. outside the Group in order to achieve Co-creation platform : Capital and business alliance with the Rakuten Group, collaboration with Sagawa Express, Aflac, etc., and new collaboration with the Yamato Group. ■ DX promotion: Plan to release a Group platform app and Group common IDs ■ Improving and strengthening the Group's core businesses, promotion of the real estate business Postal and domestic logistics: As the volume of mail items continues to decline as a result of digitalization, we will work to increase parcel income by strengthening our collaborations with other companies, such as the Yamato Group, expanding our B-to-B business, and appropriately reflecting service costs in our prices. Real estate: Hiroshima JP Building and Kuramae JP Terrace were completed in FY2022. In FY2023, we will complete large-scale projects, Azabudai Hills Mori JP Tower, Gotanda JP Building and JP Tower Osaka, and also promote the use of well- located real estate such as Kojimachi Post Office. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 8#10Initiatives and Progress of Medium-term Management Plan JP JAPAN POST HOLDINGS HOLDINGS In the past 2 years, we steadily implemented cooperation with companies, etc. outside the Group, promoted DX, improved and strengthened the Group's core businesses, and created new businesses in order to achieve a co- creation platform. FY2021 FY2022 FY2023 Cooperation with companies, etc. outside the Group . • • DX promotion Collaboration with Rakuten Group Collaboration with Sagawa Express Strategic alliance based on capital relationship with Aflac Establishment of JP Digital Co., Ltd. • Implementation of trial delivery using drones and delivery robots Improving and strengthening the Group's core businesses, promotion of the real estate business, etc. JP JAPAN POST GROUP • Establishment of the Japan Post Insurance's new sales system →> • Began operations under new system from April 2022 Establishment of JP Rakuten Logistics, Inc. • Launch of support for application for issuance of Individual Number Card • Launch of a demonstration project for the realization of "post office of the future" • Launch of new medical rider, Motto- Sono-hi-kara Plus Reorganization of logistics business → Established JP LOGISTICS GROUP Co., Ltd. in April 2023 Completion of Hiroshima JP Building, etc. • • Strengthening of cooperation with companies outside the Group, such as the Yamato Group, to contribute to earnings and to explore new business opportunities Expansion of services that can be provided over the Internet • Further promotion of efficiency improvement • Increase parcel income • Increase customer-oriented sales • activities for financial products Revision of Hajime no Kampo (educational endowment insurance (H24)) • Completion of large-scale projects (JP Tower Osaka, etc.) Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 9#11Initiatives for FY2023 Cooperation with companies, etc. outside the Group ■ Expand earnings from core businesses through collaboration JP JAPAN POST HOLDINGS HOLDINGS ■Identification of new businesses that will become future pillars of management Expand the role of post offices and improve profitability through collaboration with local governments, etc. DX promotion ■ Service expansion and streamlining of front-line and back-office operations through DX measures and system reforms (containment of personnel expenses) Improving and strengthening the Group's core businesses, creating new businesses Postal and domestic logistics Strengthen cooperation with other companies, leveraging our last-one- mile delivery network Expand B-to-B business Appropriate pricing that reflects service costs Post office to increase parcel income Activate customer-oriented sales activities for financial products International logistics Strengthen and expand logistics business in Asia JP JAPAN POST GROUP Japan Post Bank Deepen market operations and risk management Expand digital services, etc. Promote new corporate business (Σ (sigma) business) Japan Post Insurance Initiatives to build the foundation for sales Business model reform Real estate Develop Group-owned real estate Investment in non-Group real estate Reinforce a system to improve leasing sales capabilities Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 10#12Cooperation with Companies Outside the Group, etc. JP JAPAN POST HOLDINGS HOLDINGS We aim to create a "Co-creation Platform" that supports customers and local communities by providing integrated services within the Group, leveraging our post office network, the Group's greatest strength, while seeking partnership with a diverse range of companies, etc. outside the Group, which we have never had. ■ Admin work contracts with. local governments (1) Issuing certifications (2) Admin work other than (1) (3) Contracted counter services, etc. Selling bus coupons and other products to customers Issuing senior citizen bus/train passes to customers Handling of procedures for local governments (4) Electronic certificate-related admin services for Individual Number Card Local co-creation initiatives Dispatching junior and mid-level Group employees to regional ventures, etc. Recipient entities (actual) Ishinomaki City, Miyagi Pref. Makigumi, Inc. and Ishinomaki Farm (general incorporated association) Owase City, Mie Pref. Next Commons Lab (general incorporated association) JP JAPAN POST GROUP ■ Collaboration and business alliances with companies outside the Group ■Capital and business alliance with Rakuten Group Establishment of JP Rakuten Logistics aiming to handle more parcels Handling of Rakuten Card with the design that features Japan Post Bank ■Business alliance with Sagawa Express Nationwide roll-out of small delivery parcel (Yu-Packet) transportation/delivery Delivery of Post Office Catalog products by Hikyaku Cool Express service Collaboration with Yamato Group Unification of transportation/delivery of postal delivery products Alleviating the "2024 Problem" and contributing to environmental issues Cooperation with regional financial institutions Establishment of ATM areas at post offices for regional financial institutions Accepting and handling banking procedures at post offices Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 11#13Status of Capital and Business Alliance with Rakuten Group * JP JAPAN POST HOLDINGS HOLDINGS In March 2021, Japan Post Holdings provided Rakuten with approx. ¥150.0 billion in funding. The two agreed on operational partnerships in various areas, including logistics, mobile, and DX. In particular, in the logistics field, JP Rakuten Logistics, Inc. was established to handle Rakuten Market's growing parcels and to promote logistics DX. In financial, retail and other various fields, we consider and implement measures for increasing corporate value through partnerships. Category Logistics DX Financial service Retailing Mobile Other Measures and initiatives With the establishment of JP Rakuten Logistics (July 2021), secure Rakuten Market's growing parcels and accelerate logistics DX Established JP Digital Co., Ltd. (July 2021), headed by CDO lida from Rakuten Group, and institute operational reforms to create post office of the future Sales of NFT* art, such as original images used to make stamps (from October 2022) Started offering Rakuten Cards (with Japan Post Bank design) (from December 2021) Provided information regarding Rakuten pet insurance (pilot test) (July to September 2022) Discussion and consideration regarding cooperation in the insurance field Opened e-commerce shop for Japan Post Trading Service on Rakuten Market (from March 2022) Catalog sales of Rakuten Market products through post offices (April to June 2022) Rakuten Mobile reception at post offices (from June 2021) Three-party collaboration with Hokkaido (from March 2022) Rakuten Market + JP Showroom (February 2022) Synergy Shortening delivery lead times and improving logistics cost efficiency by creating collaborative logistics sites (promoting logistics DX) Improving convenience by promoting DX in the Japan Post Group Improving customer satisfaction through cooperations in the cashless payment field and insurance products and services Creating new sales opportunities by leveraging mutual strengths of e- commerce and brick-and-mortar shops Expansion and enrichment of the Rakuten Ecosystem (economic sphere)* through mutual supplementation between brick-and-mortar post offices and Rakuten s digital technology Increasing corporate value and contributing to the community through partnerships in diverse fields Non-Fungible Token (NFT): Digital data linked to non-falsifiable ownership certificates, including transaction history data. * Rakuten Ecosystem (economic sphere): Rakuten's vision of a system in which all services used in one's life can be provided by Rakuten and via a Rakuten ID. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 12#14Status of DX Promotion JP JAPAN POST HOLDINGS HOLDINGS In FY2023, we prepare a shared platform for Group-wide measures, etc., with the goal of expanding and enriching services and improving efficiency through the use of digital technology. Postal and JAPAN JAPAN Group-wide Post Office logistics domestic BANK POST POST INSURANCE FY2023 FY2024 FY2025 Multi-stage function expansion/enrichment Oct. 2023 Release planned Multi-stage coordination expansion Release planned Group platform app Group-wide common IDs Jul. 2023 Group customer management platform Expansion of cashless payment Tablet deployment Expansion and enrichment of digital services Operation reforms Promotion of P-DX-focused initiatives Enrichment of online services Creation of co-creation platform Business model reforms Enrichment of online services JP JAPAN POST GROUP Integration and aggregation of data consented to by customers based on Group-wide common IDs (Data to be used will be expanded in stages as system preparation makes progress, etc.) Jun. 2023 Release End of Sep. 2023 Expansion of usage of cashless payment Available in all post offices Expansion of deployment of tablets Expansion of use of digital ticket issuing systems, self- checkout machines at postal counters, etc. Expansion of financial contact centers Use of telematics, Al, etc., to improve efficiency of pickup, delivery and transport operations, etc. ▲ Feb. 2024 Overhauling of current systems infrastructure Introduction of new devices (smartphones) for use by employees working in the field P-DX consideration and development Gradual expansion of functions of Yucho Bankbook App, etc. Multi-stage release Multi-stage promotion of app-based advertising/collaboration with partner companies Optimized proposals through online accompaniment (expanded in stages) Expansion of range of procedures that can be handled online Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 13#15Improving and Strengthening the Groups Core Businesses Postal and Domestic Logistics Business Increase parcel income through JP JAPAN POST HOLDINGS HOLDINGS Cooperation with other companies, leveraging our last-one-mile delivery network ■ Expansion of B-to-B business Appropriate pricing that reflects service costs Measures to appropriately reflect service costs in our prices Postal rates We are deliberating revisions to postal rates, based on the income/expenses balance by business classification of FY2022. Parcel freight rates On October 1, 2023, we will raise our Yu-Pack basic shipping charge by an average of 10% with the aim of achieving sustainable growth. Cooperation with other companies Share use of logistics services and networks with other companies, and implement other initiatives T * 2 Expansion of B-to-B business Build efficient and speedy comprehensive distribution system and reorganize business to make it possible to offer higher quality services Customer home TOLL บ โป EP JAPAN POST POST Express (to-C delivery) បកក Logistics Forwarding Forwarding Customer home Yamato Transport Sagawa Express Customer home Overseas Logistics Japan Express (to-B delivery) IP JP ロジスティクス ADGISTICS *1 Hikyaku Yu-Packet Express was launched in November 2021 and Hikyaku Global Post was launched in February 2022. *2 On June 19, 2023, we concluded a basic agreement with Yamato HD and Yamato Transport to promote sustainable postal services. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 14#16Promotion of Real Estate Business JP JAPAN POST HOLDINGS HOLDINGS In FY2022, we completed construction of Hiroshima JP Building (August 2022) and Kuramae JP Terrace (March 2023). Net operating income fell by ¥6.8 billion year on year due to the recording of expenses related to construction completion, the tenant changeover in existing buildings, etc. In FY2023, we will promote the development of real estate owned by the Group to secure stable earnings, taking into consideration real estate market conditions, as in the previous fiscal year. We also predict an increase in net operating income due to a temporary rise in operating income resulting from real estate sales. Properties developed/under development FY2022 FY2023 (Planned) Property name Total floor area Property name Total floor area Hiroshima JP Building (Aug.) Approx. 44,200 m² Kuramae JP Terrace (Mar.) Approx. 99,700 m² Azabudai Hills Mori JP Tower (Jul.) (formerly Japan Post Tokyo Regional Office, Azabu Post Office) Property name Gotanda JP Building (Dec.) (formerly U-Port) Total floor area Approx. 461,700 m²* * A district Operating income (Billions of yen) Net operating income (Billions of yen) 30.0 JP Tower Osaka (Mar.) (formerly Osaka Central Post Office) Approx. 69,000 m² * KITTE OSAKA is planned to go into operation in July 2024 Year-end Asset Value (Billions of yen) Approx. 227,000 m² 120.0 100.0 80.0 60.0 39.9 39.2 40.0 20.0 1,400.0 25.0 98.0 1,200.0 90.0 20.0 17.0 1,000.0 15.0 15.0 800.0 645.6 589.1 600.0 10.0 8.5 5.0 1.7 400.0 200.0 1,000.0 900.0 0.0 0.0 0.0 FY2021 Result FY2022 Result FY2023 FY2025 FY2027 FY2021 FY2022 Result Result FY2023 FY2025 FY2027 FY2021 Result FY2022 FY2023 FY2025 FY2027 Result JP JAPAN POST GROUP For rent For sale Development of Group-owned real estate Investment in non-Group real estate Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 15#17Promotion of Real Estate Business Major Properties Developed/under Development (Development Schedule) JP JAPAN POST HOLDINGS HOLDINGS Before FY2022 FY2023 FY2024 Hiroshima JP Building Kuramae JP Terrace Azabudai Hills Mori JP Tower JP JAPAN POST GROUP Gotanda JP Building FY2025 FY2026 and beyond : Construction started ✰: Construction completed JP Tower Osaka (KITTE OSAKA*) * KITTE OSAKA is planned to go into operation in July 2024 Hiroshima JP Building Kuramae JP Terrace Nishiki 3 Chome No.25 Street Project (in front of Sakae Station) Kojimachi Post Office (roughly spring of 2027) Conceptual image of Azabudai Hills Mori JP Tower Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 16#18Working Toward Carbon Neutrality JP JAPAN POST HOLDINGS HOLDINGS The Medium-term Management Plan JP Vision 2025 sets the ESG target of building a sustainable society, by providing lifelong support in an era where anyone can live to 100, and contributing to the development and revitalization of regional communities all over Japan, and clearly states that the Group will promote sustainability management. In terms of greenhouse gas (GHG) emissions reduction, we are working to achieve carbon neutrality by 2050, with a mid- term target of a 46% reduction in GHG emissions in FY 2030 (compared to FY2019). GHG emissions 46% reduction by FY2030 (compared to FY2019) (Notes 1, 2) Aiming to achieve carbon neutrality by 2050 (Note 2) Trends in GHG emissions(Note) (10 thousand t-CO2) 180 164 150 150 120 880 90 90 60 30 0 FY2019 FY2020 Working toward carbon neutrality Key initiatives for FY2021 to FY2025 Collection and delivery vehicles, etc. (approx. 20% of current emissions) ✓ Expand introduction of EVs, etc. No. of EV motorcycles No. of EV four- wheel vehicles End of FY2022 3,350 9,300 During Plan period 13,500 28,000 114 (30)% (compared to FY2019) Mid-term target (46)% (compared to FY2019) ☐ Electricity used at facilities (approx. 80% of current emissions) ✓ Promotion of energy conservation (switch to LEDs, etc.) ✓ Switching electricity use in phases to those with lower carbon emission coefficients (higher renewable energy rate), while taking into account market conditions such as renewable energy supply and costs. O Further promote efforts toward FY2030, aiming for a 46% reduction in GHG emissions. FY2021 Target Carbon neutrality FY2030 FY2050 Rever F EV Notes: 1. Scope 1 and Scope 2 results for Japan Post Holdings, Japan Post Co., Japan Post Bank, Japan Post Insurance, Japan Post Transport, and Toll, which account for the majority of the Group s emissions 2. Reduction results include the sale of the accommodation business and Toll s global express business. 3. FY2022 results will be announced on the Company's website. https://www.japanpost.jp/en/sustainability/library/data/ JP JAPAN POST GROUP Post Office Maruyama Post Office (Minamiboso EV vehicles City, Chiba Prefecture) Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 17#19Human Capital Management Initiatives JP JAPAN POST HOLDINGS HOLDINGS The Group Human Resources Policy was formulated to realize a human resources strategy linked to the management strategy and to implement human capital management in the Japan Post Group, aiming to clarify the direction of personnel policies toward building an ideal organization and achieve the management philosophy and Medium-term Management Plan. While reviewing personnel systems and developing measures based on this policy and supporting employee growth and challenges, we will realize workplaces in which all employees, especially front-line employees, feel pride and satisfaction and contribute to sustainable improvement of corporate value, customer happiness, and regional development. Overall Group Human Resources Policy [Our goals] Higher sense of pride and satisfaction in our job We bring employees higher sense of pride and satisfaction (engagement) and improve employee happiness and productivity. Main indicators and targets Periodic quantitative assessment of employee pride and satisfaction [Environment] Enhancing capabilities Emphasize challenges and desire to grow, and foster a sense of rewards for making efforts through self-directed career development and acquisition of skills necessary for DX promotion, etc. Main indicators and targets Head office (all employees), regional offices (eligible employees) DX training participation rate: 100% (FY2025) *Excluding head office-affiliated organizations, etc. Achievements Head office* participation rate: 95.3% (FY2022) [Foundations] Accepting the differences in each other Achievements To be disclosed in the following fiscal year on [Environment] Demonstrating strengths Encourage employees to demonstrate their own strengths and creativity by fostering a sense that they are the right personnel working in the right place and by transforming the organization into an open and comfortable one. Main indicators and targets Average number of annual leave days taken: 18 days or more Establishment of new indicators for assigning the right person in the right place Achievements Average of 18.9 days (FY2022) To be disclosed in the following fiscal year on A sense of security is ensured and innovation is encouraged when employees are healthy, and individual differences, abilities and diverse work styles are recognized and respected. Main indicators and targets Maternity leave acquisition rate at 100% for both men and women Average number of days of male maternity leave: 1 month or more Disabled person employment ratio: 2.5% (FY2024) Ratio of female managers at head office: 30% (FY2030) Achievements Women: 100%, Men: 76.7% (FY2022) Average number of days: 30.5 days (FY2022) 2.42% (as of June 2022) 15.2% (FY2022) JP JAPAN POST GROUP Copyright © JAPAN POST GROUP. All Rights Reserved. 18#20Capital Policy JP JAPAN POST HOLDINGS HOLDINGS JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 19#21Capital Policy Key Points ■ Sale of Japan Post Bank shares: JP JAPAN POST HOLDINGS HOLDINGS A portion of shares in Japan Post Bank was sold in March 2023, securing approximately ¥1.2 trillion of income. We will use these funds to invest in growth areas, as well as for share repurchases. ■ Growth Investment We will consider investing in growth areas, such as parcels, real estate, and DX. ■ Share repurchases We repurchased a total of ¥200.0 billion of shares in FY2022. We will repurchase ¥300.0 billion of shares in FY2023 and consider further share repurchases after these repurchases are completed. ■ Dividend Maintain an annual dividend of ¥50 per share during the JP Vision 2025 period. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 20#22Capital Policy Sale of Shares in Two Financial Subsidiaries HOLDINGS JP JAPAN POST HOLDINGS Policy to dispose of shares so that the Company's equity interests in the two financial subsidiaries will be 50% or less during the period of this Medium-term Management Plan Partial sale of Japan Post Bank shares in March 2023, securing proceeds of ¥1.2 trillion Proceeds from the sale will be used for investment in growth and share repurchases. Japan Post Bank FY2015 Japan Post HD s Japan post Insurance holding ratio 89% Japan Post HD S holding ratio 89% JP JAPAN POST GROUP FY2019 Second sale 64.5% FY2021 FY2022 FY2025 Proceeds from sale of Japan Post Bank shares: approx. ¥1,200.0 bil. Second sale *1 60.6% 50% or less Growth investment Share repurchase *1 Ratio to the total number of shares issued (excluding treasury shares) (as of March 31, 2023) The holding ratio was 61.5% as of May 31, 2023, due to Japan Post Bank s repurchases of shares by April 2023. Share repurchase Equity disposal trust 49.9% *2 *2 Ratio to the total number of shares issued (excluding treasury shares) (as of March 31, 2022) The holding ratio was 49.8% as of March 31, 2023, due to Japan Post Insurance s repurchases of shares in FY2022. approx. ¥415.0 bil. approx. ¥350.0 bil. Growth investment Share repurchase Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 21#23Growth Investment JP JAPAN POST HOLDINGS HOLDINGS Through our Medium-term Management Plan, we have declared our intent to engage in investment that contributes to the growth of the Group. Total of approx. ¥430.0 billion in strategic IT investment, such as the promotion of P-DX in the postal and domestic logistics business Total of approx. ¥500.0 billion in real estate investment Total of approx. ¥550.0 billion to ¥1 trillion in new businesses, including M&As So far, investment has been allocated to improving the efficiency of collection, transport and delivery operations, the expansion of the real estate business, and investment in startup companies, etc. The Group will allocate some of the funds generated through the sale of Japan Post Bank shares in March 2023 to investment in growth fields, including M&As. We will consider investing in domestic logistics businesses and domestic real estate businesses with a high level of affinity with our existing businesses, and in equipment, etc., used in the digitalization of the logistics and other fields. IT investment JP JAPAN POST GROUP P-DX Conceptual image of Group growth-oriented investment M&A Domestic logistics, domestic real estate, etc. Expansion of real estate business Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 22#24Capital Policy Shareholder Return Policy JP JAPAN POST HOLDINGS HOLDINGS Policy to maintain an annual dividend of ¥50 per share during the JP Vision 2025 period Policy to conduct flexible share repurchases to improve capital efficiency We plan to execute a total of ¥300.0 billion of share repurchases this fiscal year. We consider continuing active shareholder returns also in the future while taking into consideration our investment balance and financial soundness. 483.7 Net income (Billions of yen) Dividend per share (Yen) 418.2 501.6 50 50 50 50 *1 431.0 240.0 50 50 (Billions of yen) 350.0 300.0 200.0 202.2 202.2 183.1 173.0 162.7 FY2019 FY2020 FY2021 FY2022 FY2023 ■Dividend ■Share repurchase Total number of shares issued (year-end, in million shares, excluding treasury shares) 4,044 4,044 3,663 3,461 3,184 *2 Dividend payout ratio 41.8% 48.3% 37.9% 41.4% 69.2% *2 Total dividend ratio 41.8% 48.3% 106.3% 86.5% 192.8%*2 *1 Includes share repurchases worth ¥4.5 billion executed in April 2022 *2 Value estimated based on an assumed share price of ¥1,084 (VWAP average during the period from April 1 to 14, 2023) and an assumed repurchase volume of 280 million shares JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 23#25Capital Policy Track Record of Share Repurchases JP JAPAN POST HOLDINGS HOLDINGS Since listed in 2015, we repurchased approximately 1,039 million shares, worth approximately ¥1,381.0 billion, and cancelled most of these shares. The total number of shares issued as of March 31, 2023 was 3.46 billion. This is a decrease of approximately 23% from the initial listing of the stock. Total number of shares issued (excluding treasury shares) Track record of share repurchases (Million shares) 4,500 FY2015 Decrease of approx. 23% 3,461 FY2017 FY2015 FY2022 Net income 425.9 431.0 (Billions of yen) EPS (Yen) 97.26 120.82 JP JAPAN POST GROUP * FY2021 383 million shares (¥730,965 million) 73 million shares (¥100,000 million) 386 million shares (¥350,000 million) FY2022 197 million shares (¥200,000 million) Total 1,039 million shares (¥1,380,965 million) * Includes shares repurchased in April 2022, for ¥4.5 billion Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 24#26JP JAPAN POST HOLDINGS HOLDINGS Management Strategy of Japan Post Co., Ltd. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 25#27Management Philosophy JP JAPAN POST GROUP JP JAPAN POST HOLDINGS HOLDINGS Japan Post Co., Ltd. will fully utilize its resources that include its post office and delivery networks covering every corner of the country to provide safe, reliable and fast services tailored to the needs of each community while contributing to the realization of a society with an abundance of human contact by supporting people s lifestyles throughout their entire lives. Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 26#28Company-wide Strategies JP JAPAN POST HOLDINGS HOLDINGS Japan Post Co. s core competence is its physical network We focus on three areas in order to make maximal use of this physical network JP JAPAN POST GROUP DX promotion Cooperation with other companies 2 ESG management 3 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 27#29Postal and Domestic Logistics Business Strategies JP JAPAN POST HOLDINGS HOLDINGS JP JAPAN POST GROUP Our strength: Transportation and Delivery Network F M Number of post offices: DIF Approx. 24,000 Approx. Number of public mailboxes: 180,000 Number of motorcycles/scooters: Number of Approx. 80,000 Approx. sites delivered to: 31 million per day Strengthening of cooperation with other companies DX promotion BA Highly efficient and value-added Logistics Platform Operator Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 28#30Postal and Domestic Logistics Business Strategies (Strengthening of Cooperation with Other Companies) Collaboration with Yamato Group Booklet parcels (mail-bin) Yamato Transport will be discontinuing its Kuroneko DM- Bin service and, instead, deliveries will be performed in the form of the Kuroneko Yu-Mail service using Japan Post Co.'s delivery network. The new service will start in February 2024. Service will end on January 31, 2024 Kuroneko DM-Bin 800 million items were shipped in X FY2022 JP JAPAN POST HOLDINGS HOLDINGS Small, lightweight parcels Yamato Transport will be discontinuing its Nekopos service and, instead, deliveries will be performed in the form of the Kuroneko Yu-Packet service using Japan Post Co.'s delivery network. The new service will start in October 2023. Service will end in stages, starting in October 2023 410 million items were shipped in * FY2022 Nekopos service New Service Start in February 2024 Kuroneko Yu-Mail service* ( Tentatively named) 3.11 billion items of Yu-Mail were shipped in FY2022 JP JAPAN POST GROUP New Service Start in October 2023 Kuroneko Yu-Packet* ( Tentatively named) 0.43 billion items of Yu-Packet were shipped in FY2022 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 29#31Postal and Domestic Logistics Business Strategies (Strengthening of Cooperation with Other Companies) Collaboration with Sagawa Express Collaborations JP JAPAN POST HOLDINGS HOLDINGS Small parcel transportation Parcels received by Sagawa Express are delivered via the Japan Post Co. s Yu-Packet delivery network International package shipping Parcels received by Sagawa Express are delivered via the Japan Post Co. s EMS delivery network Refrigerated deliveries Frozen food from post office catalogs are delivered via Sagawa Express Hikyaku Cool Express Joint trunk line transportation We have begun operating sharing trucks for transportation between sites in some areas JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 30#32Postal and Domestic Logistics Business Strategies (Strengthening of Cooperation with Other Companies) Cooperation with the Rakuten Group JP JAPAN POST HOLDINGS HOLDINGS In addition to securing parcel business for the growing Rakuten Market, we will also promote the creation of a new transportation network, etc. Measures for sending parcels directly to delivering post offices Ordinary route JP Rakuten warehouse Regional distribution Regional distribution post office (collection side) post office (delivery side) Delivering Customer post office New route O Shortens delivery times Reduces personnel expenses and transportation costs for regional distribution post offices JP Rakuten warehouse Direct sending JP JAPAN POST GROUP Delivering post office Customer Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 31#33Postal and Domestic Logistics Business Strategies (Strengthening of Cooperation with Other Companies) Cooperation with EC operators • JP JAPAN POST HOLDINGS HOLDINGS We cooperate with major e-commerce operators to efficiently leverage our transportation and delivery networks, including mailboxes, and develop products that provide customers with greater shipping and receiving convenience. ゆうパケットボ mercari 500 大型サイズが増えました ゆうゆうメルカリ便 ゆうパック120-170サイズ対応開始 サラバッグ Bimarcort EXPUMSON RE レターパック・国際郵便 等 SLETTERACK-INTERNATIONAL MAIL The "Yu-Packet Post" service, which allows packages to be sent easily via public mailboxes, is currently being provided for Mercari, Rakuten Rakuma, YAHUOKU!, and PayPay Flea Market Started providing 120 to 170 sizes of Yu-Pack for Yu-yu Mercari Bin JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reser321.#34• Postal and Domestic Logistics Business Strategies (DX Promotion) JP JAPAN POST HOLDINGS HOLDINGS To build a more efficient and more highly value-added transportation and delivery network, we are promoting P-DX (postal and domestic logistics business reforms aimed at creating data- driven operation services). In February 2023, we opened Ichikawa-minami Post Office, a pioneering post office capable of the full-scale practical application of DX Automated guided vehicles (AGVs) New sorter Data linkage of transportation information Driver JP JAPAN POST GROUP 59 PP B Post Officer Application of DX to outside operations in the forms of: Telematics, which makes it possible to visualize delivery status, and Automatic routing systems, which create delivery routes automatically nant linkage of transportation information and loading information *** Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 33#35• Postal and Domestic Logistics Business Strategies (Reasonable Billing) JP JAPAN POST HOLDINGS HOLDINGS We are scheduled to implement and are considering revisions of our fees and shipping charges in order to continue to live up to our societal mission and provide high quality service. Revision of Yu-Pack Revision of fees for Considering shipping charges October 2023 special handling, etc. revision of postage rates October 2023 ゆうパック JP POST JP JAPAN POST GROUP 書的 A&A ¥10L 11859 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 34#36• Postal and Domestic Logistics Business Strategies (Expansion of B-to-B Business) P JAPAN POST HOLDINGS HOLDINGS We have strengthened connections to our transportation and delivery networks, which is one of the strengths of Japan Post Co., and provide customers with high quality service through our comprehensive distribution system. EP JAPAN POST POST ឃ TOLL 沼 咼 怂 ឃ 口 Express (to-C delivery) Logistics Forwarding Forwarding Logistics JP JAPAN POST GROUP Overseas Japan Express (to-B delivery) JJP JP ロジスティクス LOGISTICS Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 35#37International Logistics Business Strategies JP JAPAN POST HOLDINGS HOLDINGS In the rapidly growing Asia region, we have selected high priority countries and business categories and are carrying out selection and concentration. Priority countries JP JAPAN POST GROUP Singapore China India Indonesia Vietnam Priority business categories Retailing and consumer goods Government and defense ✓ Industry ☑Automobile Healthcare Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 36#38Post Office Business Strategies JP JAPAN POST GROUP Our strengths ப JP JAPAN POST HOLDINGS HOLDINGS Nationwide network of 24,000 post offices in all municipalities, accessible by all residents Integrated sites providing deposit, insurance, and postal services 150 years of history of living in harmony with and rooted in the community Strengthening of cooperation with other companies ✓ DX promotion Familiar and Trusted Consultation Partner supporting the age of the 100-year life Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 37#395+ Post Office Business Strategies (Strengthening of Cooperation with Other Companies) JP JAPAN POST HOLDINGS HOLDINGS 様 JP ゆうちょ銀行 BANK 総合口座通帳 投資信託 ますますわかるbook YSSINE ラインアップ 東日本銀行 共同窓口 かんぽ生命の学 Provision of Japan Post Bank, Japan Post Insurance, and asset management products L Post Offices IF Brick-and-mortar locations that serve as community sites 15 Cooperation with local financial institutions 日光市行政事務取扱局 AL ANAL 終活紹介サービス Admin work contracts with local governments RINGSELLMA STUSHMOCHTAZELET CANETA, MASSETATR HUNSHALBRETLAP3276-90 Provision of End-of-life Planning Services, Mimamori (Watch Over) Service, etc. マイヤル JP JAPAN POST GROUP JR 江見駅 新委員 0120-65-3741 9:00-20:00 Unified post office and station office operation Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 38#40Post Office Business Strategies (DX Promotion) • ● JP JAPAN POST HOLDINGS HOLDINGS We will continue to digitalize our post office operations, making them more efficient and increasing the amount of time employees can spend working with customers and the local community. We will thoroughly raise the amount of customer experience value we offer by providing highly value-added services that fuse physical and digital technologies. 受付 Financial Services Contact Center 便局: 100年時代の歩き方 SELEN クイズです ANTONI SAU USTROUBLEACHDE ライフイベント BRA B かかる費用 住宅民膏用 セカンドライブに BARA かかる費用 请入資用 介護 the 病気・ケガ VAP Consulting app JP JAPAN POST GROUP 7564- ARIOUS 000 谶号礼 -発芽级 | 押してください。 MAYE www.26 交換する CORFRE NEW SONG Digital ticket dispenser EP 郵便局 人生100年時代 の歩き方 セルフレジ お金の色分け NO-HOESTEVERE シミュレーション一覧 キャッシュフロー お客さま インタビュー マルワンザ セルフレジの使い方 T-BSPRYS Self-checkout Cashless payment machine Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 39#41Appendix JP JAPAN POST HOLDINGS HOLDINGS JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 40#42Top Management of the Japan Post Group JP JAPAN POST HOLDINGS HOLDINGS MASUDA Hiroya Director and Representative Executive Officer, President & CEO, Group CEO JP JAPAN POST HOLDINGS HOLDINGS JP JAPAN POST BANK BANK IKEDA Norito Director and Representative Executive Officer, 1995 Governor of Iwate Prefecture 2001 2007 Minister for Internal Affairs and Communications, Minister of State for Decentralization Reform 2003 2009 Advisor of Nomura Research Institute, Ltd. 2008 Visiting Professor of Graduate School of Public Policy at the University of Tokyo 2012 2020 Director and Representative Executive Officer, President & CEO of the Company Director of Japan Post Co., Ltd. Director of Japan Post Bank Co., Ltd. Director of Japan Post Insurance Co., Ltd. JP JAPAN POST POST 2011 2013 SENDA Tetsuya President & CEO (Representative Executive Officer) Executive Officer of Japan Post Insurance Co., Ltd. Managing Executive Officer of Japan Post Insurance Co., Ltd. 2016 Senior Managing Executive Officer of Japan Post Insurance Co., Ltd. 2017 Senior Managing Executive Officer of the Company President & CEO Representative Director of The Bank of Yokohama, Ltd. President of The Ashikaga Bank, Ltd. (Representative Director) Special Advisor of A.T. Kearney President and Representative Director of the Organization to Support Revitalization of Businesses Affected by the Great East Japan Earthquake 2016 Director, Representative Executive Officer, President & CEO of Japan Post Bank Co., Ltd. Director of the Company JP JAPAN POST INSURANCE MERANCE TANIGAKI Kunio Director, Representative Executive Officer, 2013 2016 President & CEO Senior Managing Executive Officer of the Company Executive Officer and Executive Vice President of Japan Post Insurance Co., Ltd. 2017 Executive Officer and Executive Vice President of Japan Post Co., Ltd. 2019 Representative Executive Officer and Executive Vice President of Japan Post Insurance Co., Ltd. 2019 2020 Director, Representative Executive Officer, President & CEO of Japan Post Insurance Co., Ltd. 2021 Director of the Company 2023 President & CEO (Representative Executive Officer) of Japan Post Co., Ltd. JP JAPAN POST GROUP Senior Managing Executive Officer of the Company Executive Officer and Executive Vice President of Japan Post Bank Co., Ltd. 2023 Director, Representative Executive Officer, President & CEO of Japan Post Insurance Co., Ltd. Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 41#43Structure of the Japan Post Group JP JAPAN POST HOLDINGS HOLDINGS Japan Post Co., Japan Post Bank, and Japan Post Insurance are the main business entities of the Japan Post Group, which is engaged in the core businesses of the postal and domestic logistics business, post office business, international logistics business, banking business, and life insurance business. In addition, we have established strategic subsidiaries and are working to achieve new growth for the Group by driving DX promotion, real estate business expansion and new businesses under JP Vision 2025. UP JAPAN POST HOLDINGS HOLDINGS Representative Executive Officer, President & CEO MASUDA Hiroya (held key positions including Minister for Internal Affairs and Communications) JP JAPAN POST POST Postal and domestic logistics business Post office business JP JAPAN POST BANK BANE Banking business President & CEO (Representative Executive Officer) SENDA Tetsuya (from the former Ministry of Posts & Telecommunications) Managing director TOLL Alan Beecham International logistics business Representative Executive Officer, President & CEO IKEDA Norito (from The Bank of Yokohama, Ltd.) Representative Executive Officer, President & CEO JP JAPAN POST INSURANCE TANIGAKI Kunio (from the former Ministry of Posts & Telecommunications) Life insurance business President & Representative Director JP BATHYAMASHIRO Yasuhiko (from Mitsui Fudosan Co., Ltd.) ESTATE Real estate business JJP JP デジタル DIGITAL DX promotion JP 日本郵政キャピタル CAPITAL Representative Director and CEO IIDA Yasuhisa (from Rakuten Group, Inc.) JP ゆうせいチャレンジド JP 日本郵政コーポレートサービス CHALLENGED SERVICE JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 42#44Governance - Director Composition and Skill Matrix JP JAPAN POST HOLDINGS HOLDINGS As a company with a nominating committee, management execution and supervision are clearly separated to accelerate decision-making and strengthen corporate governance. The Board of Directors is highly independent and diverse, with a majority made up of outside directors and five female directors. Outside Directors: 10/15 directors (66.7%) Female Directors: 5/15 directors (33.3%) Name Key skill and experience Business Position/Significant concurrent positions, etc. Corporate management Legal/ Compliance Financial affairs/ Accounting Human resources/ Labor management IT/DX/ Technology knowledge (finance, insurance, etc.) Community contribution/ Public policy Directors Outside Directors MASUDA | Hiroya IIZUKA Atsushi IKEDA Norito SENDA Tetsuya TANIGAKI Kunio OKAMOTO | Tsuyoshi KOEZUKA Miharu AKIYAMA Sakie ΚΑΙΑΜΙ Makoto SATAKE Akira SUWA Takako ITO Yayoi OEDA Hiroshi KIMURA Miyoko SHINDO Kosei Director, Representative Executive Officer, President & CEO of Japan Post Holdings Director, Representative Executive Officer, Executive Vice President of Japan Post Holdings Director, Representative Executive Officer, President & CEO of Japan Post Bank President & CEO (Representative Executive Officer) of Japan Post Co. Director, Representative Executive Officer, President & CEO of Japan Post Insurance Honorary Advisor of Tokyo Gas Co., Ltd., etc. Outside Director of Nankai Electric Railway Co., Ltd., Outside Director of SEKISUI CHEMICAL CO., LTD. Founder of Saki Corporation Attorney Chairperson of the Audit Committee of Japan Post Holdings Representative Director of Daiya Seiki Co., LTD. Outside Director of KANADEN CORPORATION, Outside Director of SUMIKEN MITSUI ROAD CO.,LTD. Special Advisor of Nisshin Seifun Group Inc., etc. | Director and Managing Executive Officer, General Manager of R&D Division of KING JIM CO., LTD. Representative Director and Chairman of NIPPON STEEL CORPORATION (*) The above table does not indicate all of the skills and experience of each Director. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 43#45Shareholder Composition Number of shares issued 4,500 Γ 383 495 383 456 456 495 495 89.0% 4,005 80.5% 80.5% 732 1,484 1,484 1,484 3,768 JP JAPAN POST HOLDINGS HOLDINGS (Million shares) 3,658 Government General Shareholders Tresury stock Cancellation of treasury stock 56 105 110 32 99 197 4.6% 4.9% 35.2% 2,456 2,407 2,370 2,302 24.2% 2,205 3,622 3,622 31.1% 56.9% 56.9% 2,560 2,560 60.6% 2,283 Individuals and others Foreign institutions and individuals Financial institutions 33.3% 33.3% 34.3% 34.3% 34.3% 1,256 1,256 1,256 1,256 1,256 Financial instrument firms Other companies ΙΡΟ '15/12 '17/3 '17/9 '21/3 '21/6 '21/12 '22/3 '22/6 '22/9 123/3 JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 44#46Medium-term Management Plan "JP Vision 2025". Vision of the Japan Post Group (1) Vision of the Japan Post Group - P JAPAN POST HOLDINGS HOLDINGS ■The Japan Post Group aims to become a "Co-creation Platform" to support customers and local communities. ■We will implement the following initiatives to achieve this goal: (1) Fusion of the real-world post office network and digital technologies ("digital post offices") through the promotion of digital transformation (2) Achieving new growth for our Group by enhancing and strengthening our core business (the postal and domestic logistics business, banking business, and life insurance business), including universal services. We will also transform our business portfolio through the expansion of our real estate business and the promotion of new businesses, etc. to achieve this goal. Create new value through the fusion of our network of physical post offices and digital technologies ("digital post offices") T MX Network of physical post offices Digital post offices Grow by improving and strengthening our core businesses and converting our business portfolio Core New (businesses ✗ businesses A "Co-creation Platform" to support customers and local communities We will leverage our network of post offices, the Group's greatest strength, to provide integrated services of the Group while seeking partnership with a diverse range of companies, etc. outside the Group, which we have never had. Such efforts will help local customers enjoy safe, secure, comfortable, and prosperous lives. Companies outside the Group JP JAPAN POST GROUP Π ATM ige BALI Companies outside the Group Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 45#47Medium-term Management Plan "JP Vision 2025” - Vision of the Japan Post Group (2) Vision of the Japan Post Group - P JAPAN POST HOLDINGS HOLDINGS Challenges we face to become the "Co-creation Platform" to support customers and local communities, and our Group's strengths Changes in social environmental surrounding the Group Continuing low birth rate and aging population Increasing need for responding to ultra- aging society → Rising social concerns over the increase in elderly single-person households, etc. · Concerns over the sustainability of social infrastructure Further digitalization → Increasing use of services that can be fully used via smartphones → Penetration of cashless transactions → Emergence of digital divide issues Identify challenges that we should tackle to grow Japan Post Co. - Utilizing motorcycle mobility for the last one mile of logistics Service and operational reforms with maximum use of data we possess Japan Post Bank Enhancing safe and secure services and business reform through the promotion of DX - Boosting the flow of funds into local communities; strengthen community relations functions Japan Post Insurance - Transitioning to a new sales style Providing insurance services satisfying diverse protection needs of customers in all age groups Japan Post Holdings Strengthening coordination within the Group - Proactively forming partnership - with companies, etc. outside the Group Growth strategies to provide new value JP Vision 2025 Regaining customers' trust Aiming for new growth Value Creation A "Co-creation Platform" to support customers and local communities Customers Providing lifelong support in an age of 100-year life Providing high quality customer-oriented services Supporting local communities across Japan Local Contributing to regional communities development and revitalization Shareholders Enhancing shareholder returns Managing progress with the timetable Employees Creating friendly workplaces for employees Environment Creating a sustainable society Group's Strengths Nationwide network of post offices Delivery network and finance network Vast customer base Trust in post offices and deep understanding of local communities Extensive customer data JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 46#48Japan Post Group: Trends in Net Ordinary Income and Net Income of Major Companies JP JAPAN POST HOLDINGS HOLDINGS Japan Post Co.'s net income declined due to a severe competitive environment in the parcel field and an increase in personnel and other expenses. Japan Post Bank's net income is on a rise due to earnings contributions from strategic investment areas and an increase in net fees and commissions. Despite the trend of lower net income, Japan Post Insurance expects a turnaround during the Medium-term Management Plan period as it moves forward with the transition to a new and strengthened sales structure. Ordinary Income 1,000 914.1 864.4 (Billions of Yen) 991.4 600 880.0 483.7 418.2 Net Income (Billions of Yen) 657.4 620.0 400 355.0 501.6 431.0 325.0 490.8 455.5 470.0 273.4 280.1 500 379.1 394.2 ☐ 420.0 350.0 335.0 240.0 356.1 286.6 345.7 166.1 200 150.6 158.0 97.6 140.0 72.0 91.0 117.5 93.2 168.1 143.5 87.1 62.1 7.0 149.1 22.0 79.4 15.0 53.4 120/3 '21/3 '22/3 123/3 '24/3(E) '26/3 (Mid Term) '20/3 '21/3 122/3 123/3 '24/3(E) '26/3 (Mid Term) Japan Post Group Japan Post Bank Japan Post Co. Japan Post Insurance Japan Post Group Japan Post Bank Japan Post Co. Japan Post Insurance Notes: 1. Figures less than ¥0.1 billion are rounded down. The figures of Japan Post Holdings (consolidated) and the combined figures of each subsidiary do not correspond because of other consolidated accounting procedures, etc. 2. The amounts of net income attributable to Japan Post Holdings, net income attributable to Japan Post Co., net income attributable to Japan Post Bank and net income attributable to Japan Post Insurance have been used for net income of Japan Post Holdings (consolidated), Japan Post Co. (consolidated), Japan Post Bank (consolidated) and Japan Post Insurance (consolidated), respectively. 3. Net income of Japan Post Holding for the fiscal year ending March 31, 2024 is calculated based on its ratios of shareholders' equity in Japan Post Bank and Japan Post Insurance (Japan Post Bank: approximately 60%, Japan Post Insurance: approximately 49%), etc. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 47#49Postal and Domestic Logistics Business - Volume Trends Trend in volume of mail items handled (Million items) (100 million items) 1,500 JP JAPAN POST HOLDINGS HOLDINGS Trend in and forecast of volume of Yu-Pack items handled 170 1,360 164 1,200 160 1,091 1,100 152 974 989 980 149 900 150 497 144 428 420 426 600 140 130 300 547 594 568 554 120 0 2020 2021 2022 2023 2020 2021 2022 2023 (years ended March 31) 2024 (Forecast) 2026 ■ Yu-Pack Yu-Packet (Medium-term Management Plan) (years ended/ending March 31) * For the years ending March 31, 2024 (Forecast) and 2026 (Medium-term Management Plan), Yu-Pack items handled include Yu-Packet items. The decreasing trend is expected to accelerate as digitalization advances Yu-Pack volume is forecast to grow JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 48#50Postal and Domestic Logistics Business Trends in Income, Net Income, and Unit Price (Billions of Yen) 2,034.5 Income per mail item/parcel ■Parcel Mail 1,988.2 1,930.2 - 1,368. 1,303. 1,277.0 (Billions of Yen) JP JAPAN POST HOLDINGS HOLDINGS Net income per mail item/parcel ■Parcel Mail 139.7 131.0 37.6 24.0 103.1 - 7.8 102.1 107.0 95.3 666.4 685.1 653.2 (Year ended March 31) (Year ended March 31) 2020 2021 2022 2020 2021 2022 (Yen) 800 Yu-Pack unit price* (Yen) 300 Yu-Packet unit price 185 700 671 200 188 178 181 651 646 638 600 500 Year ended March 31, 2020 2021 100 0 Year ended March 31, 2022 2023 2020 2021 2022 2023 * Yu-Pack does not include Yu-Packet. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 49#51Track Record of Postal Rate Revisions P JAPAN POST HOLDINGS HOLDINGS Implementation January 1994 Outline Revision of rates for first-class mail (letters), second-class mail (postcards), etc. * First-class: standard mail (¥62 →→ ¥80), second-class: standard postcards (¥41 → ¥50) Review of discount rates (second-class advertising postcards) April 2012 April 2014 Revision of rates for first-class mail (letters), second-class mail (postcards), etc. * First-class: standard mail (¥80 → ¥82), second-class: standard postcards (¥50 → ¥52) June 2016 June 2017 November 2018 Consumption tax change Review of discount rates (advertising mails, mail classes, special mail sent within the same postal area, etc.) Partial revision of international mail rates Revision of rates for second-class mail (postcards) (excluding New Year's postcards) * Second-class: standard postcards (excluding New Year's postcards) (\52 → ¥62) Revision of rates for nonstandard mail * Revision of New Year's postcard postage rates Second-class: New Year's postcards (¥52 →¥62) October 2019 April 2022 October 2022 October 2023 (planned) * Revision of rates for first-class mail (letters), second-class mail (postcards), etc. First-class: standard mail (¥82 → ¥84), second-class: standard postcards (¥62 → ¥63) Revision of rates for special mail within the same postal area, etc. Revision of discount rates for non-urgent mail such as advertising and bulk mail, etc. Revision of fees for some special handling services such as registered mail JP JAPAN POST GROUP Consumption tax change Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 50#52Real Estate Business - Major Projects under Development (Toranomon-Azabudai, Gotanda and Osaka) Azabudai Hills Mori JP Tower Gotanda JP Building JP JAPAN POST HOLDINGS HOLDINGS JP Tower Osaka (KITTE OSAKA) Location Umeda, Kita-ku, Osaka City, Osaka Location Part of Toranomon, Azabudai and Roppongi areas of Minato-ku, Tokyo Location Gotanda, Shinagawa-ku, Tokyo Access Access Approx. 6 min. walk from Kamiyacho Station of Tokyo Metro Hibiya Line Access Site area Approx. 24,100 m² Site area 1 min. walk from Osaki-Hirokoji Station of Tokyu Ikegami Line Approx. 6,700 m² Scheduled to be connected directly to JR Osaka Station Site area Approx. 12,920 m² Total floor area Approx. 227,000 m² (planned) Total floor area Approx. 461,770 m² (planned) Total floor area Approx. 69,000 m² (planned) Uses Uses Residences, offices, shops, hotel, international school, central plaza, cultural facilities, etc. Uses Scale 64 floors above the ground level, 5 floors below, etc. Scale Offices, hotel, multi-purpose halls, commercial facilities, etc. 20 floors above the ground level and 3 floors below Offices, commercial facilities, hotel, theater Scale Project owner Toranomon-Azabudai District Urban Redevelopment Association (Association members: Mori Building Co., Ltd., Japan Post Co., Ltd.) Project Project owners Japan Post Real Estate Co., Ltd. owner 39 floors above the ground level and 3 floors below, and 2-story roof-top structure Japan Post Co., Ltd. West Japan Railway Company Osaka Terminal Building Co., Ltd. JTB Corp. Construction completion March 2024 Construction completion July 2023 (planned) JP JAPAN POST GROUP Construction completion December 2023 (planned) (planned) * KITTE OSAKA is planned to go into operation in July 2024 Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 51#53Real Estate Business Properties in Operation JP JAPAN POST HOLDINGS HOLDINGS Total floor Succeeded Classification Property name Location Site area (m²) area Asset type assets (m²) JP Tower (KITTE) Chiyoda-ku 11,600 Iidabashi Grand Bloom ✓ Chiyoda-ku Sapporo Mitsui JP Building ✓ Sapporo-shi 11,000 5,520 212,000 Offices and commercial facilities 124,000 Offices and commercial facilities JP Tower Nagoya (KITTE NAGOYA) Nagoya-shi 12,000 Large complexes KITTE HAKATA ✓ Fukuoka-shi 5,000 68,190 Offices and commercial facilities 180,000 Offices and commercial facilities 64,300 Commercial facilities JR JP Hakata Building Fukuoka-shi Hiroshima JP Building ✓ Hiroshima-shi 3,350 4,200 Kuramae JP Terrace Taito-ku 14,400 Azabudai Hills Mori JP tower Mita Building ✓ Minato-ku 24,100 ✓ Minato-ku 690 Omiya JP Building Hulic JP Akasaka Building Office building Minami-aoyama 227 Building *At present only the land with leasehold interest has been acquired. Nishigotanda 1-chome Building Logistics warehouse Logisite Kumiyama Grace Bear Urayasu JP noie Koishikawa Tomisaka JP noie Kiba JP noie Waseda JP noie Shimotakaido JP noie Hatanodai JP noie Honhaneda JP noie Nerima Nakamura-minami JP noie Mejiro JP noie Funabashi-natsumi JP noie Mita Rental housing JP noie Suita Tarumi JP noie Asagaya Saitama-shi 6,100 Minato-ku 960 7,970 Offices 44,000 Offices and commercial facilities 44,200 Offices, stores and parking space 99,700 Offices, facility for the elderly, etc. 461,770 Offices, residences, stores, etc. 4,400 Offices and residences 45,700 Offices Joint project (major) Urban redevelopment Joint project (minor) Joint project (major) Run solely by Japan Post Joint project (minor) Run solely by Japan Post Run solely by Japan Post Urban redevelopment Run solely by Japan Post Run solely by Japan Post Joint project (minor) Minato-ku 120 790 Offices and stores Shinagawa-ku Kumiyama-cho, Kuze-gun, Kyoto 390 1,470 Offices and stores 12,930 22,380 Logistics facilities Urayasu-shi Bunkyo-ku 2,820 5,280 Residences 380 1,980 Residences Koto-ku 1,930 6,430 Residences Shinjuku-ku 730 3,380 Residences and stores Setagaya-ku 780 2,990 Residences ✓ Shinagawa-ku 560 970 Residences ✓ Ota-ku 1,230 1,420 Residences ✓ Nerima-ku 1,160 1,900 Residences Toshima-ku 1,580 2,070 Residences ✓ Funabashi-shi 5,480 4,420 Residences Minato-ku 270 1,740 Residences ✓ Suita-shi 2,680 5,180 Residences Suginami-ku 780 2,170 Residences and stores JP noie Ebisu Nishi (adjoined with co-ba ebisu) ✓ Shibuya-ku 1,890 5,700 Residences and shared offices JP noie Nerima Asahigaoka ✓ Nerima-ku 1,160 1,980 Residences and daycare center Solely acquired property Jointly invested Solely acquired property Solely acquired property Solely acquired property Solely acquired property Solely acquired property Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Solely acquired property Run solely by Japan Post Run solely by Japan Post 2007/1 2013/1 2019/8 2019/9 2019/11 2020/1 Project type Construction completion (year/month) 2012/5 2014/6 2014/8 2015/11 2016/4 2016/4 2022/8 2023/3 2023/6 1993/3 2014/8 2020/11 Solely acquired property 1997/5 2021/6 2021/2 1990/10 2014/3 2015/2 2015/5 2016/1 2017/3 2017/12 2018/6 2019/3 (adjoined with Benesse Nerima Ekoda Nursery School) JP noie Hiroo The Residence ✓ Shibuya-ku 1,870 2,320 Residences JP noie Monzennakacho Sonare Hamadayama Daycare center/ facility for the elderly Land with leasehold interest JP noie Kameido JP noie Kinshicho Geoent Otsuka JP noie Kichijoji-honcho Benesse Itabashi 3 Chome Nursery School Nichii Kids Kami-ikebukuro Nursery School Guranda Mejiro Nibankan (adjoined with Benesse Mejiro Nursery School) Cocofump Myorenji Nijiiro Nursery School Kitasuna Guranda Tokiwadai Nibankan Plaisant Luxe Minami Aoyama Nippori Tachikawa Nishikicho JP JAPAN POST GROUP Koto-ku 970 3,820 Residences Koto-ku 230 1,530 Residences Run solely by Japan Post Solely acquired property Solely acquired property 2020/3 2020/4 2021/7 Sumida-ku 410 2,470 Residences Toshima-ku 400 1,160 Residences Musashino-shi 410 1,510 Residences > > > > > > Itabashi-ku 750 460 Daycare center Toshima-ku 1,010 500 Daycare center Toshima-ku 2,450 3,120 Facility for the elderly and daycare center Run solely by Japan Post Yokohama-shi 2,130 3,280 Facility for the elderly Koto-ku 770 Itabashi-ku 1,590 Suginami-ku 1,600 Minato-ku 1,690 440 Daycare center 3,050 Facility for the elderly 3,320 Facility for the elderly 3,500 Facility for the elderly Run solely by Japan Post Run solely by Japan Post Run solely by Japan Post Solely acquired property Solely acquired property Solely acquired property Run solely by Japan Post Run solely by Japan Post 2022/12 2018/1 2019/1 2019/2 2019/11 2020/2 2021/7 2021/12 2020/2 Solely acquired property 2019/9 Solely acquired property 2022/5 Solely acquired Taito-ku 1,130 Land with leasehold interest Tachikawa-shi 4,850 Land with leasehold interest property (land) Solely acquired property (land) Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 52#54Real Estate Business Projects under Development or Those Earmarked for Potential Development JP JAPAN POST HOLDINGS HOLDINGS Property name Succeeded assets Total floor area Location Site area (m²) Asset type Project type (m²) development* Projects under Shimomeguro 5 Chome Project Gotanda JP Building JP Tower Osaka (KITTE OSAKA) Fukuoka Izumi Dormitory Osaka Doshin company housing Nishiki 3 Chome No.25 Street Project (in front of Sakae Station) Meguro-ku 2,000 8,900 Facility for the elderly and stores Run solely by Japan Post Shinagawa-ku 6,700 69,000 Offices, hotel, commercial facilities, event hall, etc. Run solely by Japan Post ✓ Osaka-shi 12,900 227,000 Offices, commercial facilities, hotel and theater Joint project (major) ✓ Fukuoka-shi 2,790 4,120 Nursing home Run solely by Japan Post Osaka-shi 740 3,480 Residences Run solely by Japan Post Nagoya-shi 4,870 109,680 Offices, hotel, cinema complex, commercial facilities, etc. Joint project (minor) Construction completion (year) 2023 (planned) 2023 (planned) 2023 (planned) 2024 (planned) 2024 (planned) 2026 (planned) *1 Projects for which construction has started *2 Started construction Name Location Site area (m²) Access/minutes to walk Current status earmarked for potential development Projects for which decision on development has been made and those (Tokyo 23 Wards) Kojimachi Post Office Kudan Post Office Nihonbashi Post Office Kyobashi Post Office Shiba Post Office Takanawa Post Office Shirokane company housing Akasaka Post Office Gaienmae Post Office Chiyoda-ku Chiyoda-ku 1,910 JR Ichigaya Stn. 7 min. In-use 1,380 Kudanshita Stn., Tozai Line 1 min. In-use Chuo-ku 2,990 Nihombashi Stn., Toei Asakusa Line 3 min. In-use Chuo-ku 2,540 Higashi-ginza Stn., Hibiya Line 2 min. In-use Minato-ku 2,110 Minato-ku 3,960 Minato-ku 5,330 Minato-ku 2,700 Minato-ku 500 Meguro Minami company housing Setagaya Nakamachi company housing Nakano Station North Entrance Project Meguro-ku 1,030 Setagaya-ku 2,120 Onarimon Stn., Toei Mita Line Sengakuji Stn., Toei Asakusa Line Shirokane-takanawa Stn., Namboku Line Aoyama-itchome Stn., Ginza Line Gaiemmae Stn., Ginza Line Nishi-koyama Stn., Tokyu Meguro Line Todoroki Stn., Tokyu Ōimachi Line 3 min. In-use 3 min. In-use 5 min. Already moved-out 1 min. 2 min. In-use In-use 13 min. Already moved-out 9 min. Already moved-out Nakano-ku 23,450 JR Nakano Stn. 1 min. Nakano Post Office Nakano-ku 6,580 JR Nakano Stn. 3 min. In-use MIELPARQUE TOKYO Nationwide Minato-ku 7,550 Shiba-Koen Stn., Toei Subway Mita Line 2 min. No longer in operation Former Hokkaido Training Institute Yokohama Central Post Office Sapporo-shi 14,900 Yokohama-shi 6,450 Sapporo City Subway Horohirahashi Stn. JR Yokohama Stn. 27 min. Already moved-out 1 min. In-use Lot of former Hiranuma-bashi Sales Office Yokohama-shi 1,210 Hiranuma-bashi Stn. Sotetsu Line 2 min. Nagoya Municipal Subway Ikeshita Stn., Higashiyama Takami Dormitory Nagoya-shi 2,100 7 min. Already moved-out Already moved-out Line Kyoto Central Post Office MIELPARQUE KYOTO Kobe lot MIELPARQUE MATSUYAMA Fukuoka Central Post Office Nagasaki Central Post Office Kagoshima Office, Kyushu Regional Office JP JAPAN POST GROUP Kyoto-shi 7,520 JR Kyoto Stn. 1 min. In-use Kyoto-shi 2,250 JR Kyoto Stn. 2 min. Kobe-shi 2,520 Nishi-Motomachi Stn., Kobe Kosoku Line 5 min. No longer in operation In-use Matsuyama-shi 6,000 Iyo Railway Dogo-Onsen Stn. 5 min. No longer in operation Fukuoka-shi 4,750 Fukuoka City Subway Tenjin Stn. 5 min. In-use Nagasaki-shi 3,010 JR Nagasaki Stn. 8 min. In-use Kagoshima-shi 5,080 JR Kagoshima-chuo Stn. 3 min. In-use Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 53#55Universal Service Provided at Post Offices JP JAPAN POST HOLDINGS HOLDINGS Universal service provided at post offices Universal service means that postal services, simple savings, remittance, and settlement of debts and credits, and life insurance services that can be used easily should be integrally made available at post offices in a user-oriented and convenient manner, and should continue to be available nationwide and fairly in the future. Japan Post Holdings and Japan Post Co. are obliged to maintain the post office network to ensure this (Article 7-2 of the Postal Service Privatization Act and Article 5 of the Act on Japan Post Holdings Co., Ltd.). Postal counter operations Acceptance of mails Delivery of mails Sale of postal stamps, etc. Banking counter operations Acceptance of ordinary deposits Acceptance of fixed amount and fixed-time savings Money orders, payments and transfers Standards for establishment of post offices (summary) Insurance counter operations Endowment insurance solicitation Whole life insurance solicitation Acceptance of claims for payment of maturity and survival benefits for each of the above policies In principle, one or more post offices must be established in each municipality (including special wards). In addition to the above, post offices must be established in accordance with the following standards. ▸ The facility must be established in such a way that it can respond appropriately to the demands of local residents. ▸ The facility must be located in a location that is easily accessible to local residents, taking into account traffic, geography, and other circumstances. ▸ In depopulated areas, the level of the post office network that existed at the time of the enforcement of the Act for Partial Revision of the Postal Service Privatization Act, etc. (Act No. 30 of 2012) must be maintained. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 54#56Regulations Pertaining to the Postal Act JP JAPAN POST HOLDINGS HOLDINGS Regulations pertaining to the postal charges Postal charges (Article 3 of the Postal Act) Charges related to postal services shall compensate for reasonable costs incurred under the efficient management of postal services and shall include a reasonable profit. Notification or approval of rates (Article 67, Paragraphs 1, 3 and 5 of the Postal Act) Type Major postal items First-class mail Sealed letter Notification/approval Notification (there is a limit* on the rate for standard mail weighing 25g or less) Notification (lower than the minimum fee for standard mail) Second-class Postcard mail Magazines, Third-class mail Approval newspapers Fourth-class mail Correspondence courses, etc. Approval * The amount specified in the applicable Ordinance of Ministry of Internal Affairs and Communications, taking into consideration the importance of the role that light-weight letter delivery services play in the lives of citizens, the capacity of citizens for postal charges, prices, and other circumstances → Currently ¥84 Note: The entire cost is compensated by the entire postage income, not by the cost of individual services. Order to change rates (Article 71 of the Postal Act) The Minister for Internal Affairs and Communications may order a change in the rates if found necessary. Acceptance Delivery Universal service level in postal services [Installation of mailboxes (post boxes) as a simple and convenient way to send out mail at any time] [Article 70, Paragraph 3, Item 2 of the Postal Act and Article 32, Paragraph 2 of the Regulation for Enforcement of the Postal Act (Approval Criteria for Postal Service Management Regulations)] •Maintain the number of mailboxes (approx. 180,000) at the time the Japan Post Act came into effect (April 1, 2003) •Must be installed in each city, town, village, etc. • Installation must be in a location that is accessible to the public at all times, such as on a public road, or in a location that is easily visible to the public in a facility such as a train station or a retail store. [Establishment of post office] [Article 6 of the Act on Japan Post Co., Ltd. and Article 4, Paragraphs 1 to 3 of the Regulation for Enforcement of the Act on Japan Post Co., Ltd.] ⚫Japan Post Co., Ltd. must establish post offices with the aim of being used throughout the country. [5 days a week delivery, with one delivery per day in principle] [Article 70, Paragraph 3, Item 3 of the Postal Act and Article 32, Paragraph 3, Item 1 of the Regulation for Enforcement of the Postal Act] ⚫Deliver mail at least once a day during the five-day period from Monday to Friday, excluding holidays and January 2. [In principle, delivery within four days (from the date of submission)] [Article 70, Paragraph 3, Item 4 of the Postal Act and Article 32, Paragraph 5 of the Regulation for Enforcement of the Postal Act] • Make delivery within 4 days, except in the case of delivery from the following areas ►Remote islands without transportation available for mail delivery at least once a day (limited to islands without roads connecting to the mainland, etc.): within 15 days ►Remote islands other than above: within 6 days [Door-to-door (destination) delivery throughout Japan] [Article 70, Paragraph 3, Item 3 of the Postal Act and Article 32, Paragraph 3, Item 2 of the Regulation for Enforcement of the Postal Act] ⚫ Deliver mail to their destinations, except for destinations in difficult-to- reach areas* where delivery by ordinary means is not possible. * Areas separately designated by Japan Post Co., Ltd., such as mountain lodges in winter JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 55#57JP JAPAN POST HOLDINGS HOLDINGS For inquiries about this document, please contact: IR Office, Corporate Planning Department, Japan Post Holdings Co., Ltd. Email: [email protected] <Disclaimer> This document contains forward-looking statements, including forecasts and targets, for the Japan Post Group and its group companies as of the date of this conference, and they are based primarily on judgments reached by Japan Post Holdings Co., Ltd. (the Company) based on information available at the time of the conference, forecasts, and assumptions made at the time of the conference. Therefore, please be aware that actual results may vary depending upon various factors, such as the impact of the spread of COVID-19, geopolitical risks, economic conditions and trends, and changes in laws and regulations. This document does not constitute an offer to sell or a solicitation of an offer to buy any stock or other securities of the Company or any of its subsidiaries, or an offer to sell securities in the U.S. or to U.S. citizens. The Companys securities have not been and are not planned to be registered under the U.S. Securities Act of 1933 (the Securities Act ). Securities may not be offered or sold in the United States except by registration or an exemption from registration under the Securities Act. When securities are offered or sold in the United States, an English language prospectus prepared in accordance with the U.S. Securities Act is used. A prospectus containing detailed information about the issuer and its management, as well as its financial statements, may be obtained from the issuer or seller of such securities. JP JAPAN POST GROUP Copyright © 2023 JAPAN POST GROUP. All Rights Reserved. 56