This chart compares Japan Post Bank initiatives with the Sustainability Reporting Guidelines (GRI Standards) of the Global Reporting Initiative (GRI).
| Disclosure | Content of Indicators (excerpt) | References |
|---|---|---|
| General Disclosures | ||
| 2‑1 | Organizational details | Profile |
| 2‑2 | Entities included in the organization’s sustainability reporting | Main Affiliated Companies |
| 2‑3 | Reporting period, frequency and contact point | Sustainability Report （Contact point for questions regarding the report） Public RelationsDepartment, Corporate administration Division 2-3-1 Otemachi, Chiyoda-ku, Tokyo 100-8793, Japan |
| 2‑4 | Restatements of information | |
| 2‑5 | External assurance | Third-party Assessment |
| 2‑6 | Activities, value chain and other business relationships | About JAPAN POST BANK |
| 2‑7 | Employees | ESG Data - Society Employee Management
|
| 2‑8 | Workers who are not employees | |
| 2‑9 | Governance structure and composition | Corporate Governance System |
| Corporate Governance Report | ||
| 2‑10 | Nomination and selection of the highest governance body | Criteria for Nomination of Director Candidates |
| Corporate Governance System | ||
| JAPAN POST BANK Co., Ltd. Independent Director Appointment Standards | ||
| Corporate Governance Report | ||
| 2‑11 | Chair of the highest governance body | Corporate Governance Report |
| Corporate Governance System | ||
| 2‑12 | Role of the highest governance body in overseeing the management of impacts | Sustainability Approach and Promotion Framework |
| Corporate Governance Report | ||
| Stakeholder Engagement | ||
| Basic Policy on Corporate Governance | ||
| Corporate Governance System | ||
| 2‑13 | Delegation of responsibility for managing impacts | Sustainability Approach and Promotion Framework |
| Corporate Governance System | ||
| 2‑14 | Role of the highest governance body in sustainability reporting | Sustainability Approach and Promotion Framework |
| 2‑15 | Conflicts of interest | Corporate Governance Report |
| Basic Policy on Corporate Governance | ||
| Conflicts of Interest Management Policy | ||
| 2‑16 | Communication of critical concerns | Risk Management |
| Compliance System | ||
| 2‑17 | Collective knowledge of the highest governance body | Basic Stance on Corporate Governance Evaluation of Effectiveness of the Bank’s Board of Directors |
| Stakeholder Engagement | ||
| Sustainability Approach and Promotion Framework | ||
| 2‑18 | Evaluation of the performance of the highest governance body | Basic Stance on Corporate Governance Evaluation of Effectiveness of the Bank’s Board of Directors |
| 2‑19 | Remuneration policies | Corporate Governance System |
| 2‑20 | Process to determine remuneration | Corporate Governance System |
| Policy for Determining the Details of Individual Compensation for Directors and Executive Officers | ||
| 2‑21 | Annual total compensation ratio | |
| 2‑22 | Statement on sustainable development strategy | Message from the President |
| Annual Report Message from the President |
||
| 2‑23 | Policy commitments | JAPAN POST BANK Human Rights Policy |
| 2‑24 | Embedding policy commitments | Respect for Human Rights |
| 2‑25 | Processes to remediate negative impacts | Respect for Human Rights |
| 2‑26 | Mechanisms for seeking advice and raising concerns | Customer Protection |
| 2‑27 | Compliance with laws and regulations | ESG Data - Corporate Governance
|
| 2‑28 | Membership associations | External Assessments and Endorsement of Initiatives |
| 2‑29 | Approach to stakeholder engagement | Stakeholder Engagement |
| 【Annex】Stakeholder Engagement（Japan Post Holdings） | ||
| 2‑30 | Collective bargaining agreements | |
| 3‑1 | Process to determine material topics | JAPAN POST BANK Priority Issues |
| 3‑2 | List of material topics | JAPAN POST BANK Priority Issues |
| 3‑3 | Management of material topics | JAPAN POST BANK Priority Issues |
| Economic | ||
| 201‑1 | Direct economic value generated and distributed | Quarterly Results |
| 201‑2 | Financial implications and other risks and opportunities due to climate change | Complying with the TCFD Recommendations |
| 201‑3 | Defined benefit plan obligations and other retirement plans | Quarterly Results |
| 201‑4 | Financial assistance received from government | |
| 202‑1 | Ratios of standard entry level wage by gender compared to local minimum wage | |
| 202‑2 | Proportion of senior management hired from the local community | |
| 203‑1 | Infrastructure investments and services supported | Vitalization of Regional Economies |
| ESG Investment and Financing | ||
| 203‑2 | Significant indirect economic impacts | Provision of High-quality, Customer-oriented Financial Services |
| 204‑1 | Proportion of spending on local suppliers | |
| 205‑1 | Operations assessed for risks related to corruption | |
| 205‑2 | Communication and training about anti-corruption policies and procedures | Compliance System |
| Initiatives to Prevent Corruption | ||
| 205‑3 | Confirmed incidents of corruption and actions taken | ESG Data - Corporate Governance
|
| 206‑1 | Legal actions for anti-competitive behavior, anti-trust, and monopoly practices | |
| 207‑1 | Approach to tax | Tax Initiatives |
| 207‑2 | Tax governance, control, and risk management | Tax Initiatives |
| 207‑3 | Stakeholder engagement and management of concerns related to tax | |
| 207-4 | Country-by-country reporting | |
| Environmental | ||
| 301‑1 | Materials used by weight or volume | |
| 301‑2 | Recycled input materials used | |
| 301‑3 | Reclaimed products and their packaging materials | |
| 302‑1 | Energy consumption within the organization | ESG Data - Environment Energy consumption data |
| 302‑2 | Energy consumption outside of the organization | ESG Data - Environment Energy consumption data |
| 302‑3 | Energy intensity | ESG Data - Environment Energy usage per unit |
| 302‑4 | Reduction of energy consumption | |
| 302‑5 | Reductions in energy requirements of products and services | |
| 303‑1 | Interactions with water as a shared resource | |
| 303‑2 | Management of water discharge-related impacts | |
| 303‑3 | Water withdrawal | |
| 303‑4 | Water discharge | |
| 303‑5 | Water consumption | ESG Data - Environment Water consumption (main facilities) |
| 304‑1 | Operational sites owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas | |
| 304‑2 | Significant impacts of activities, products and services on biodiversity | |
| 304‑3 | Habitats protected or restored | |
| 304‑4 | IUCN Red List species and national conservation list species with habitats in areas affected by operations | |
| 305‑1 | Direct (Scope 1) GHG emissions | ESG Data - Environment Greenhouse gas emissions |
| 305‑2 | Energy indirect (Scope 2) GHG emissions | ESG Data - Environment Greenhouse gas emissions |
| 305‑3 | Other indirect (Scope 3) GHG emissions | ESG Data - Environment Scope 3 (other greenhouse gas emissions) |
| Climate Change Initiatives Targets and Results for Reducing GHG Emissions |
||
| 305‑4 | GHG emissions intensity | ESG Data - Environment Greenhouse gas emissions |
| 305‑5 | Reduction of GHG emissions | Climate Change Initiatives |
ESG Data - Environment
|
||
| 305‑6 | Emissions of ozone-depleting substances (ODS) | |
| 305‑7 | Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | |
| 306‑1 | Waste generation and significant waste-related impacts | |
| 306‑2 | Management of significant waste-related impacts | |
| 306‑3 | Waste generated | ESG Data - Environment Waste (head office) |
| 306‑4 | Waste diverted from disposal | ESG Data - Environment Waste (head office) |
| 306‑5 | Waste directed to disposal | |
| 308‑1 | New suppliers that were screened using environmental criteria | |
| 308‑2 | Negative environmental impacts in the supply chain and actions taken | |
| Social | ||
| 401‑1 | New employee hires and employee turnover | ESG Data - Society Employee Management
|
| 401‑2 | Benefits provided to full-time employees that are not provided to temporary or part-time employees | |
| 401‑3 | Parental leave | ESG Data - Society Work-life Balance Management Child care leave/Family care leave |
| 402‑1 | Minimum notice periods regarding operational changes | |
| 403‑1 | Occupational health and safety management system | "Discover Abilities"（Three Pillars (2)） Health management initiatives |
| 403‑2 | Hazard identification, risk assessment, and incident investigation | |
| 403‑3 | Occupational health services | |
| 403‑4 | Worker participation, consultation, and communication on occupational health and safety | "Discover Abilities"（Three Pillars (2)） Health management initiatives |
| 403‑5 | Worker training on occupational health and safety | "Discover Abilities"（Three Pillars (2)） |
| 403‑6 | Promotion of worker health | "Discover Abilities"（Three Pillars (2)） |
| 403‑7 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | |
| 403‑8 | Workers covered by an occupational health and safety management system | "Discover Abilities"（Three Pillars (2)） |
| 403‑9 | Work-related injuries | |
| 403‑10 | Work-related ill health | |
| 404‑1 | Average hours of training per year per employee | ESG Data - Society Employee Management Other indexes |
| 404‑2 | Programs for upgrading employee skills and transition assistance programs | "Encourage Growth"（Three Pillars (1)） |
| 404‑3 | Percentage of employees receiving regular performance and career development reviews | |
| 405‑1 | Diversity of governance bodies and employees | ESG Data - Society Employee Management Number and percentage of women in Corporate officer |
| Corporate Governance System Features of JAPAN POST BANK Corporate Governance |
||
| 405‑2 | Ratio of basic salary and remuneration of women to men | |
| 406‑1 | Incidents of discrimination and corrective actions taken | |
| 407‑1 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | |
| 408‑1 | Operations and suppliers at significant risk for incidents of child labor | |
| 409‑1 | Operations and suppliers at significant risk for incidents of forced or compulsory labor | |
| 410‑1 | Security personnel trained in human rights policies or procedures | |
| 411‑1 | Incidents of violations involving rights of indigenous peoples | |
| 413‑1 | Operations with local community engagement, impact assessments, and development programs | Relationship with Regional Communities |
| 413‑2 | Operations with significant actual and potential negative impacts on local communities | Relationship with Regional Communities |
| 414‑1 | New suppliers that were screened using social criteria | |
| 414‑2 | Negative social impacts in the supply chain and actions taken | |
| 415‑1 | Political contributions | Initiatives to Prevent Corruption |
| 416‑1 | Assessment of the health and safety impacts of product and service categories | |
| 416‑2 | Incidents of non-compliance concerning the health and safety impacts of products and services | |
| 417‑1 | Requirements for product and service information and labeling | |
| 417‑2 | Incidents of non-compliance concerning product and service information and labeling | |
| 417‑3 | Incidents of non-compliance concerning marketing communications | |
| 418‑1 | Substantiated complaints concerning breaches of customer privacy and losses of customer data | |