Risk Management

Basic Stance

We place a high priority on risk management and are taking steps to refine our sophisticated framework for risk management, including the identification and control of the risks associated with our operational activities.
Our basic policy is to appropriately manage risks in view of our management strategies and risk characteristics and most effectively utilize our capital. By doing so, we are able to increase enterprise value while maintaining sound finances and appropriate operations.

Risk Categories and Definitions

We define our risks and classify them into the following categories, and manage these risks based on the unique characteristics of each type of risk.

Risk Management System

The Bank has identified certain risk categories outlined in the table below. At JAPAN POST BANK, in managing risks, Front Office and Back Office divisions act as risk owners. To ensure effective management of each risk category, we have established dedicated departments responsible for managing individual risk categories. In addition, to ensure the effectiveness of integrated risk management across the entire organization, we have established a Risk Management Department that oversees all risk categories in an integrated manner. This department operates independently from other business units.
We have established special advisory committees to the Executive Committee to handle risk management responsibilities:the Risk Management Committee and the ALM Committee.These advisory committees submit risk management reports based on risk characteristics and hold discussions about risk management policies and systems.
Meanwhile, officers in charge of the Risk Management sections also report on such matters as the status of risk management to the Board of Directors, the Audit Committee and the Risk Committee on a periodic and as-needed basis.
Prior to launching new products, services, or businesses, we assess potential risks and select appropriate methods to measure risks.

Risk Management System (As of July 1, 2025)

Integrated Risk Management

We broadly classify and define risks into five categories and manage risk by using both quantitative and qualitative approaches.
In our quantitative approach, we have introduced integrated risk management that quantifies and controls risk. Specifically, we establish in advance a total amount of equity capital that is available to take on risk, or risk capital. Risk capital is then allocated to each business (allocation of risk capital) in accordance with the type of expected risk and nature of the business activities. To quantify market risk and credit risk and control risk exposure, we use value at risk (“VaR”) techniques. VaR is a statistical method used to compute the maximum expected loss based on assets and liabilities held at given probabilities and for given periods of time.
In addition, we perform stress tests based on multiple stress scenarios that assume deterioration in macroeconomic conditions to assess the impact on our financial condition and capital adequacy ratio, for the purpose of verifying the appropriateness of business plans from the forward-looking standpoint of business sustainability.

Performing Stress Tests

In our qualitative approach, which is used in conjunction with the quantitative methodology, we assess the nature of the risks. For instance, for operational risk we have established a plan, do, check, action (“PDCA”) cycle that recognizes, evaluates, manages, and mitigates risk across our business activities.
Subject to the total amount of allocated capital approved by the Board of Directors, the allocation of risk capital is determined by the president and Representative Executive officer following discussions in the ALM Committee and the Executive Committee.

Risk Appetite Framework

The Bank introduced a Risk Appetite Framework (RAF)^*1 to ensure stable and medium to long-term profitability while maintaining financial soundness. Based on the RAF, risk appetite policies and indicators as well as top risks are discussed in conjunction with the formulation of management plans.
In addition, the Executive Committee and the Board of Directors receive quarterly reports on the status of control of top risks and evaluate the effectiveness of the risk management process by the RAF.

*1:

A business management framework used as common language between banks pertaining to all aspects of risk-taking policies, including the capital distribution and profit maximization of risk appetites (the type and total quantity of risks a company should willingly take on to fulfil its business plans after taking into account the unique aspects of the company’s own business model).

Risk Appetite Framework Management Process

Role of the Supervision and Execution Side

Selection of Top Risks

Within the RAF framework, Japan Post Bank selects the top risks that we recognize as potentially having a particularly significant impact on our business, performance, and financial position. These risks are selected following deliberation by the Board of Directors and Executive Committee and in consideration of their degree of impact and probability.
Moreover, we reflect the actions we take against the selected risks in our management plans and take additional action as necessary following regular checks of the control status.

Top risks and measures