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ESG Data(Governance)
Compiled on this page are ESG-related data from the Japan Post Group.
Governance Data
Composition (Organization・Directors)
1.Organization Layout
The Company has adopted a "company with three committees structure" from the following points of view.
- 1.To separate the especially vital decision-making and supervision, such as the formulation of basic management policy, from the business execution based on such decisions, thereby increasing the flexibility in management and establishing the management supervision structure of the Group governed by the Board of Directors.
- 2.To fully utilize external views on the management of the Company and ensure the transparency and fairness of decision-making on the management through enabling the exercise of functions of the Board of Directors comprised mainly of Independent Directors and the three committees, namely the Nomination Committee, the Compensation Committee and the Audit Committee.
- 3.To realize a corporate governance structure that can appropriately fulfill its accountability to all stakeholders.
2.Committee composition [As of July 1, 2023]
Nomination Committee | Chair | OKAMOTO Tsuyoshi |
---|---|---|
Member | SHINDO Kosei | |
Member | MASUDA Hiroya | |
Compensation Committee | Chair | KOEZUKA Miharu |
Member | OEDA Hiroshi | |
Member | MASUDA Hiroya | |
Audit Committee | Chair | SATAKE Akira |
Member | KAIAMI Makoto | |
Member | SUWA Takako | |
Member | ITO Yayoi |
3.Attendance status at Board of Directors' meetings and Committee meetings (Data of FY2022)
Board of Directors | Nomination Committee | Compensation Committee | Audit Committee | ||
---|---|---|---|---|---|
MASUDA Hiroya | Director and Representative Executive Officer, President & CEO | 12/12times (100%) |
2/2times (100%) |
4/4times (100%) |
|
IKEDA Norito | Director | 12/12times (100%) |
|||
KINUGAWA Kazuhide | Director | 12/12times (100%) |
|||
SENDA Tetsuya | Director | 12/12times (100%) |
|||
ISHIHARA Kunio | Outside Director | 12/12times (100%) |
2/2times (100%) |
4/4times (100%) |
|
Charles Ditmars Lake II | Outside Director | 12/12times (100%) |
|||
HIRONO Michiko | Outside Director | 6/11times (54.5%) |
5/13times (38.5%) |
||
OKAMOTO Tsuyoshi | Outside Director | 12/12times (100%) |
2/2times (100%) |
4/4times (100%) |
|
KOEZUKA Miharu | Outside Director | 12/12times (100%) |
5/5times (100%) |
||
AKIYAMA Sakie | Outside Director | 11/12times (91.7%) |
|||
KAIAMI Makoto | Outside Director | 12/12times (100%) |
20/20times (100%) |
||
SATAKE Akira | Outside Director | 12/12times (100%) |
20/20times (100%) |
||
SUWA Takako | Outside Director | 10/10times (100%) |
2/2times (100%) |
- Attendance status, if inaugurated in the middle of the year, describes the attendance status after inauguration
4.Composition of officers (Japan Post Holdings)
Board of Directors・Status of Meetings and Attendance of each committeesAs of March 31 of Each Fiscal Year
Item | Breakdown | FY2018 | FY2019 | FY2020 | FY2021 | FY2022 |
---|---|---|---|---|---|---|
Member of Director (Number) | Total | 15 | 11 | 13 | 13 | 12 |
Inside | 6 | 2 | 4 | 4 | 4 | |
Outside | 9 | 9 | 9 | 9 | 8 | |
Male | 12 | 8 | 10 | 10 | 9 | |
Female | 3 | 3 | 3 | 3 | 3 | |
Foreign Director | 1 | 1 | 1 | 1 | 1 | |
Meetings of Board of Directors | Times | 12 | 17 | 14 | 15 | 12 |
Attendance rate of Board of Directors | Average | 97% | 99% | 99% | 98% | 96% |
Member of Nomination Committee (Number) | Total | 3 | 3 | 4 | 4 | 3 |
Inside | 1 | 0 | 1 | 1 | 1 | |
Outside | 2 | 3 | 3 | 3 | 2 | |
Male | 3 | 3 | 3 | 4 | 3 | |
Female | 0 | 0 | 0 | 0 | 0 | |
Meetings of Nomination Committee | Times | 3 | 4 | 2 | 4 | 2 |
Attendance rate of Nomination Committee | Average | 100% | 100% | 100% | 100% | 100% |
Member of Compensation Committee (Number) | Total | 3 | 3 | 3 | 3 | 3 |
Inside | 1 | 0 | 1 | 1 | 1 | |
Outside | 2 | 3 | 2 | 2 | 2 | |
Male | 3 | 3 | 3 | 3 | 3 | |
Female | 0 | 0 | 0 | 0 | 0 | |
Meetings of Compensation Committee | Times | 3 | 8 | 6 | 5 | 4 |
Attendance rate of Compensation Committee | Average | 100% | 100% | 100% | 100% | 100% |
Member of Audit Committee (Number) | Total | 5 | 5 | 3 | 3 | 3 |
Inside | 1 | 1 | 0 | 0 | 0 | |
Outside | 4 | 4 | 3 | 3 | 3 | |
Male | 3 | 3 | 2 | 2 | 2 | |
Female | 2 | 2 | 1 | 1 | 1 | |
Meetings of Audit Committee | Times | 20 | 28 | 20 | 20 | 20 |
Attendance rate of Audit Committee | Average | 99% | 99% | 100% | 100% | 87% |
Executive Officers (Number) *Excluding those who also serve as Directors |
Total | 28 | 33 | 30 | 31 | 25 |
Male | 26 | 31 | 27 | 29 | 25 | |
Female | 2 | 1 | 3 | 2 | 0 |
Compensation
1. Compensation System for Directors and Executive Officers
With regard to compensation of the Directors and Executive Officers of Japan Post Holdings Co., Ltd., the Compensation Committee has set a "Policy to Determine Content of Compensation for Individual Directors and Executive Officers," and the amount of compensation is determined in accordance with this policy.
Compensation System
- 1.When serving concurrently as a Director and Executive Officer, compensation shall be paid as an executive officer.
- 2.Directors of Japan Post Holdings shall be paid a fixed amount of compensation according to their duty, based on the scope and size of their responsibility for management.
- 3.Executive Officers of Japan Post Holdings shall be paid basic compensation according to their duty (fixed amount compensation) and performance-based stock compensation, as a mechanism that functions as a sound incentive to promote sustainable growth.
In addition, Directors or Executive Officers of Japan Post Holdings who simultaneously serve as a Director, Auditor, Executive, or Executive Officer of a Japan Post Group company shall be paid compensation by the company where that Director or Executive Officer mainly executes business.
Indicators of Performance-based Compensation, the Reason for Selecting Those Indicators, and the Method for Deciding the Amount of Performance-based Compensation
Regarding the performance-based stock compensation for Executive Officers, points are calculated by multiplying the total number of basic points based on the duties of a specific Executive Officer and his or her individual evaluation points based on execution of his or her responsibilities by a coefficient that changes based on company performance each fiscal year (such as the achievement status of management plans). Individual evaluations are determined by individually evaluating the results and status of initiatives in the business that the individual Executive Officer is responsible for.
Indicators related to company performance are set in several different categories to enable a comprehensive evaluation of the degree of achievement of management. Specific indicators adopted as suitable for the business format and content of Japan Post Holdings are consolidated net income attributable to Japan Post Holdings and consolidated ordinary income ratio as financial indicators, and progress of the medium-term management plan JP Vision 2025 and occurrence of serious administrative incidents and misconduct in the Group and operation of compliance systems as non-financial indicators.
In addition, we have a malus system that provides for the reduction or cancellation of the number of points used to calculate the number of shares to be granted to any Executive Officer eligible for payment in the event they commit serious misconduct or a violation.
We have no policy for determining the payment ratio of performance-based compensation and other forms of compensation.
Indicators related to company performance | Goal | Performance in the fiscal year ended March 31, 2023 |
---|---|---|
Consolidated net income attributable to Japan Post Holdings | At least ¥400,000 million | ¥431,066 million |
Consolidated ordinary income ratio | At least 6.560% | 5.903% |
Progress and implementation of the medium-term management plan JP Vision 2025 | Steady implementation of measures including a "co-creation platform", DX, enhancing governance, and ESG management | |
Occurrence of serious administrative incidents and misconduct in the Group and operation of compliance systems | Enhancement of compliance systems, including the establishment of a system for understanding and making a coordinated response to misconduct incidents in the Group and encouraging the use of the whistleblowing system |
Total amount of compensation for each executive category, total amount by type of compensation, and number of Executive Officers
Classification | Total amount of compensation (Millions of yen) |
Total amount by type of compensation (Millions of yen) |
Number of persons | ||
---|---|---|---|---|---|
Fixed compensation | Performance-based stock compensation, etc. | Non-monetary compensation, etc. | |||
Directors (excluding Outside Directors) | - | - | - | - | - |
Executive Officers | 571 | 529 | 42 | - | 26 |
Outside Directors | 104 | 104 | - | - | 10 |
- No compensation as a director is paid to those who concurrently serve as a Director and Executive Officer.
- Three Directors serve concurrently as Directors and Executive Officers of major consolidated subsidiaries, but they have not been paid compensation as Directors of Japan Post Holdings for the period that they belonged to a major consolidated subsidiary and only executed business of a major consolidated subsidiary. The total amount of compensation received by those three Directors from major consolidated subsidiaries is ¥117 million.
- 26 Executive Officers serve concurrently as Directors or Executive Officers of major consolidated subsidiaries, five of whom have not been paid as Executive Officers of Japan Post Holdings for the period in which they belonged to a major consolidated subsidiary and executed business of a major consolidated subsidiary.
The total amount of compensation received by those five Directors from major consolidated subsidiaries is ¥154 million. - Performance-based stock compensation shows the amount recorded as expenses in the current fiscal year. In principle, at the end of each fiscal year, the Company books the amount expected to be incurred in the relevant fiscal year as an expense as a reserve, and reverses the relevant reserve at the time of retirement (when benefits are paid), etc.
- The Company grants stock-based compensation to Executive Officers as non-monetary compensation, etc., under this system. The stock-based compensation is included in the performance-based compensation, etc.
- There are no retirement benefits or bonuses for Directors.
Data on corruption activities
Japan Post Group | FY2019 | FY2020 | FY2021 | FY2022 |
---|---|---|---|---|
Number of acts of bribery and other corruption | 0 | 1 | 1 | 0 |
Amount of fines related to bribery and other corruption (in yen) | 0 | 0 | 0 | 0 |
Number of conflicts of interest *1 | 0 | 0 | 0 | 0 |
Number of insider trading incidents *2 | 0 | 0 | 0 | 0 |
- The number of cases in which the interests of customers were found to have been unfairly harmed by transactions that may cause a conflict of interest, in which a Group company was subject to administrative sanctions
- The number of cases in which criminal penalties or administrative sanctions were imposed due to violations of insider trading regulations relating to Group company business operations
- (Coverage) Japan Post Holdings Co., Ltd., Japan Post Co., Ltd., Japan Post Bank Co., Ltd., and Japan Post Insurance Co., Ltd.
Data on political contributions
Political contributions(in yen)
FY2018 | FY2019 | FY2020 | FY2021 | FY2022 | |
---|---|---|---|---|---|
Japan Post Holdings | 0 | 0 | 0 | 0 | 0 |