Worth reading
31Immaterial
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Neutral
Direction inferred from the company’s description.Scale
—
Displayed only when the document provides numerical figures.Wording
Conditional
How definitive the wording is.Items stated in the management plan
Annual updateSales TargetNot disclosed → JAPAN POST HOLDINGS CO., LTD. Operating revenue 2,272 / Japan Post Co., Ltd. Operating revenue 27,630
Operating profit targetNot disclosed → JAPAN POST HOLDINGS CO., LTD. 1,483 / Japan Post Co., Ltd. ▲1,022
Net income targetNot disclosed → JAPAN POST HOLDINGS CO., LTD. 1,830 / Japan Post Co., Ltd. ▲876
Total investment planJAPAN POST HOLDINGS CO., LTD. ¥275 million / Japan Post Co., Ltd. ¥1,212 million / Item Capital expenditures
Key initiatives
01Enhancing the corporate value of the Japan Post Group
02Leveraging the post office network
03Strengthening governance, compliance and other functions
04Promoting Sustainability Management
05Strengthening Cybersecurity
06Preparing for the disposal of shares
07Establishing a crisis management framework
08Human Capital Management
09ESG Management
10Postal services
11Domestic logistics services
12Banking and insurance counter services, and other services
13Administrative services entrusted by local governments, and other services
14Real estate services, and other services
15International logistics services
16Other services that contribute to improving the convenience of local residents
Non-financial targetsIndicator name Employment rate of people with disabilities / Target value 2.7% / Timing July 2026
Risks identified by the company
Declining mail volumes due to the advance of digitalization and other factors
Intense competition with other companies in the parcel delivery business
Declining banking and insurance agency service fees due to decreases in the number of remittance and settlement transactions and the number of insurance policies in force
Higher costs due to increases in prices and labor costs
Population decline, an aging population and increasingly diverse customer needs
Administrative penalties and restrictions on vehicle use arising from deficiencies in roll-call procedures
Cyberterrorism risk
Crises including natural disasters and widespread infectious disease outbreaks
The logistics industry’s “2024 problem” and driver shortages
Compliance violations, scandals and their recurrence
| Item | Details |
|---|---|
| Plan name | Business Plan for Fiscal Year 2026 |
| Plan period | 1 April 2026 to 31 March 2027 |
| Progress against the plan | Annual update |
| Sales Target | Not disclosed → JAPAN POST HOLDINGS CO., LTD. Operating revenue 2,272 / Japan Post Co., Ltd. Operating revenue 27,630 |
| Operating profit target | Not disclosed → JAPAN POST HOLDINGS CO., LTD. 1,483 / Japan Post Co., Ltd. ▲1,022 |
| Net income target | Not disclosed → JAPAN POST HOLDINGS CO., LTD. 1,830 / Japan Post Co., Ltd. ▲876 |
| Total investment plan | JAPAN POST HOLDINGS CO., LTD. ¥275 million / Japan Post Co., Ltd. ¥1,212 million / Item Capital expenditures |
| Non-financial targets | Indicator name Employment rate of people with disabilities / Target value 2.7% / Timing July 2026 |
| Key initiatives | Enhancing the corporate value of the Japan Post Group, Leveraging the post office network, Strengthening governance, compliance and other functions, Promoting Sustainability Management, Strengthening Cybersecurity, Preparing for the disposal of shares, Establishing a crisis management framework, Human Capital Management, ESG Management, Postal services, Domestic logistics services, Banking and insurance counter services, and other services, Administrative services entrusted by local governments, and other services, Real estate services, and other services, International logistics services, Other services that contribute to improving the convenience of local residents |
| Risks identified | Declining mail volumes due to the advance of digitalization and other factors, Intense competition with other companies in the parcel delivery business, Declining banking and insurance agency service fees due to decreases in the number of remittance and settlement transactions and the number of insurance policies in force, Higher costs due to increases in prices and labor costs, Population decline, an aging population and increasingly diverse customer needs, Administrative penalties and restrictions on vehicle use arising from deficiencies in roll-call procedures, Cyberterrorism risk, Crises including natural disasters and widespread infectious disease outbreaks, The logistics industry’s “2024 problem” and driver shortages, Compliance violations, scandals and their recurrence |
| Publication date | 30 March 2026 |
Items this document does not state (14)
Operating profit margin targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceInvestment amount by sectorSegment targetPlan assumptionsResults under the previous planReason for revision or withdrawalSize of the Target MarketDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The disclosure states that the companies applied to the Minister for Internal Affairs and Communications for approval and received approval and a request on 30 March 2026. It does not state the reason for the approval itself.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.