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JAPAN POST BANK CSR Report 2018

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JAPAN POST BANK CSR Report 2018 JAPAN POST BANK Co., Ltd. CSR Report 2018 Management Philosophy JAPAN POST BANK aims to become “the most accessible and trustworthy bank in Japan,” guided by the needs and expectations of our customers. “Trust” “Innovation” We comply with laws, regulations, We work sincerely to improve our P03 To Our Stakeholders and other standards of behavior management and business and value trusted relationships operations in response to requests with customers, markets, from customers and changes in the P06 Corporate Profile shareholders, and employees and consistently serve as a responsible business environment. corporate citizen. P07 CSR at JAPAN POST BANK “Efficiency” “Expertise” (Corporate Social Responsibility) We pursue improvements in speed We continually strive to strengthen P09 Dialogue with Society and efficiency of our management our expertise for the aim of services and business operations in order to meeting the expectations of our P11 Strengthening Our Business Foundation provide customer-oriented financial customers. instruments and services. • Corporate Governance • Compliance • Risk Management CSR Report Editorial Policy P18 Customers & Markets JAPAN POST BANK issues this report for the purpose of communicating to its customers, shareholders, P23 Regional Communities employees and other stakeholders, and also deepening their understanding of its ideas and activities P27 Employees (Diversity Management) relating to CSR (corporate social responsibility) that it conducts with the goal of becoming “the most accessible and trustworthy bank in Japan.” JAPAN POST BANK referenced the SDGs (Sustainable P35 Environment Development Goals) and GRI Standards when deciding the report content, and created the report while promoting understanding within the Bank. P38 Financial Highlights (Non-Consolidated) Period Covered: April 2017–March 2018 (Some parts include information from April 2018 onwards) Organization Covered: In principle, JAPAN POST BANK. P40 Third-Party Assessment Referenced Guidelines: ■ GRI Sustainability Reporting Standards 2016 (Referencing GRI 302 (Energy), 305 (Emissions), 401 (Employment), 404 (Training and Education), 405 (Diversity and Equal Opportunity), 103 (Management Approach)) ■ Environmental Reporting Guidelines 2012 published by the Ministry of the Environment of Japan 01 JAPAN POST BANK Co., Ltd. CSR Report 2018 Contents Management Philosophy JAPAN POST BANK aims to become “the most accessible and trustworthy bank in Japan,” guided by the needs and expectations of our customers. “Trust” “Innovation” We comply with laws, regulations, We work sincerely to improve our P03 To Our Stakeholders and other standards of behavior management and business and value trusted relationships operations in response to requests with customers, markets, from customers and changes in the P06 Corporate Profile shareholders, and employees and consistently serve as a responsible business environment. corporate citizen. P07 CSR at JAPAN POST BANK “Efficiency” “Expertise” (Corporate Social Responsibility) We pursue improvements in speed We continually strive to strengthen P09 Dialogue with Society and efficiency of our management our expertise for the aim of services and business operations in order to meeting the expectations of our P11 Strengthening Our Business Foundation provide customer-oriented financial customers. instruments and services. • Corporate Governance • Compliance • Risk Management CSR Report Editorial Policy P18 Customers & Markets JAPAN POST BANK issues this report for the purpose of communicating to its customers, shareholders, P23 Regional Communities employees and other stakeholders, and also deepening their understanding of its ideas and activities P27 Employees (Diversity Management) relating to CSR (corporate social responsibility) that it conducts with the goal of becoming “the most accessible and trustworthy bank in Japan.” JAPAN POST BANK referenced the SDGs (Sustainable P35 Environment Development Goals) and GRI Standards when deciding the report content, and created the report while promoting understanding within the Bank. P38 Financial Highlights (Non-Consolidated) Period Covered: April 2017–March 2018 (Some parts include information from April 2018 onwards) Organization Covered: In principle, JAPAN POST BANK. P40 Third-Party Assessment Referenced Guidelines: ■ GRI Sustainability Reporting Standards 2016 (Referencing GRI 302 (Energy), 305 (Emissions), 401 (Employment), 404 (Training and Education), 405 (Diversity and Equal Opportunity), 103 (Management Approach)) ■ Environmental Reporting Guidelines 2012 published by the Ministry of the Environment of Japan 02 JAPAN POST BANK Co., Ltd. CSR Report 2018 To Our Stakeholders To Our Stakeholders Have more people say “JP Bank, of course” Norito Ikeda Director, President and Representative Executive Officer The Reason to Be JAPAN POST BANK and our Vision As of the fiscal year ended March 31, 2018, ten years have stakeholders to accurately grasp their expectations, and passed since JAPAN POST BANK became a “bank” boldly taking on the challenge of resolving new issues, through the privatization and spin-off from Japan Post in while also staying committed to the 140 years of tradition October 2007. We feel a strong sense of mission as a and customer trust we have accumulated since the found- social infrastructure with approximately 110,000 people ing of postal savings. involved in the Bank’s operations using the network of This direction we aim to take is reflected in the slogan approximately 24,000 post offices and with around 120 of the Medium-term Management Plan, “Have more million ordinary deposit accounts for customers. people say ‘JP Bank, of course.’” At the same time, we are During the development of the new Medium-term determined to work towards the sustainable growth of the Management Plan starting from the fiscal year ending company and make a leap forward through the Medi- March 31, 2019, we held company-wide discussions um-term Management Plan. regarding the reason to be and visions of JAPAN POST Based on a long-term perspective that looks ahead to BANK, while facing a period involving a significant trans- the next decade, we will continue to question ourselves formation for the entire financial industry, including regarding the unique value of JAPAN POST BANK, in order historically low interest rates, more stringent capital to establish the foundations necessary to thoroughly adequacy regulations, progress in technological innova- pursue this value, based on our desire to become a finan- tion, and the expectation of drastic changes in the eco- cial institution that is truly recognized throughout the nomic environment after the Tokyo Olympics. Based on country. these discussions, we reached the conclusion that we Achieving growth as a company, through this process cannot be a presence that truly moves forward together of self-questioning and pursuit of value, is the true nature with customers, if we do not provide value that is unique of the corporate social responsibility (CSR) that JAPAN to JAPAN POST BANK by responding flexibly to the chang- POST BANK should fulfill. ing business environment, listening more carefully to 03 JAPAN POST BANK Co., Ltd. CSR Report 2018 To Our Stakeholders “New Convenience” and “Peace of Mind” Living up to customer expectations is an important basis an enhancement of cashless payments and expansion of for a bank’s existence, and providing “new convenience” our ATM network. In addition, we believe that providing and “peace of mind” to individual customers is one of the value associated with “peace of mind” to customers is an directions we aim to take under the Medium-term Man- important role, and will also focus on supporting asset agement Plan. This includes our mission to pursue “new building, such as through the proposal of investment convenience,” through the addition of new technologies trusts based on long-term investments in coordination to improve convenience for customers within the financial with the post office network. We will live up to the expec- industry, where the wave of technological innovation tations of customers through measures such as enhancing involving other industries is on the rise, while using the our lineup of appropriate investment products, in accor- sense of security that we have nurtured in our customers dance with the needs and objectives, etc. of customers. since the postal savings era as a foundation for our busi- ness. As part of this mission, we will provide financial services that live up to this “new convenience,” including Funds Flow to Regional Communities as Part of Our Social Mission Another of the directions we aim to take under the Medi- Improving the profitability of entrusted funds, includ- um-term Management Plan is “funds flow to regional ing such investments in capital, and adopting more communities.” Having the funds we have been entrusted sophisticated investment management is also an import- with from across Japan flow to assist in the development ant mission as a financial institution. As part of these of local economies is viewed as a social mission of JAPAN efforts, we established Japan Post Investment Corpora- POST BANK. One of the characteristics of the regional tion, a joint undertaking with JAPAN POST INSURANCE vitalization funds that are currently being managed is Co., Ltd. The newly formed funds operated by this that they coordinate with regional financial institutions company primarily invest in business reorganization and primarily invest not only in loans
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