I believe that the Japan Post Group has been consistently integrating sustainability into its management over many years and organizing its materiality through an orthodox process. While the issues have been clearly identified, it is not yet entirely clear how they are linked to the realization of the Group's management philosophy and Medium-term Management Plan, what goals the Japan Post Group aims to achieve, and what kind of change it seeks to bring about in society. It is important to present these directions in a way that is understandable to both employees and investors through materiality.
The essence of materiality lies in presenting it at approximately 80% completion and allowing it to grow and take shape through dialogue and practice. In this process, it is essential to conduct thorough internal discussion. What is required is the kind of sharing and dialogue that enables each of the Group's 300,000 employees to understand how they personally contribute to realizing the materiality.
KPIs are also critical to the effective operation of materiality. Adopting an impact-oriented mindset that is conscious of the changes brought about in society and striving to capture the magnitude of change over the medium to long term, will lead to a better understanding of future risks and opportunities.

There is now a shift underway from the phase of of scenario planning through backcasting and disclosure to the implementation phase. Investors place great importance on the disclosure of an integrated growth strategy that combines financial and non-financial information. It is important to present in an integrated manner how the long-term vision of the Medium-term Management Plan, materiality, and key strategies are linked to the overall growth strategy. At the same time, it is not easy for employees to take ownership of materiality, and disclosure must also be tailored to the intended audience.
In recent years, there has been a growing focus on the impact of corporate activities on societal changes driven by AI and digitalization. There is also a growing trend toward incorporating human capital into corporate strategy as a growth resource with financial implications. It is also important to design KPIs as growth drivers, not merely management metrics.

As depopulation progresses, the maintenance of the foundations of daily life in local communities has become a pressing challenge. The Japan Post Group, with its nationwide network of locations, serves as social infrastructure that supports local communities through universal services — a source of value that sets it apart from other companies. Enhancing the well-being of people through the functions of postal, banking, and insurance services is of great importance, and it is essential that materiality incorporate both a social infrastructure perspective and a measurable well-being dimension, with these factors assessed quantitatively.
The same applies to employees. Measuring subjective well-being and analyzing its underlying factors will contribute to improving employee well-being. In a time of significant social and institutional change, it is important to flexibly revisit conventional assumptions and put in place a framework that fosters continuous challenge.