GRI Index

In editing Integrated Report and our CSR website, we referred "GRI Standards"

Specific standard disclosures for the financial services sector

Standard disclosure

^*Core indicators are identified with an asterisk

Disclosures No.	Requirements	Page references
GRI Standards	Requirements	Web	2020 Integrated report page
■ Organizational profile
102–1^*	Name of the organization.	Company Information	117
102–2^*	A description of the organization's activities. Primary brands, products, and services, including an explanation of any products or services that are banned in certain markets.	Business Domain Company Information	19–20 117
102–3^*	Location of the organization's headquarters.	Company Information	117
102–4^*	Number of countries where the organization operates, and the names of countries where it has significant operations and/or that are relevant to the topics covered in the report.	–
102–5^*	Nature of ownership and legal form.	Company Information	117
102–6^*	Markets served, including: geographic locations where products and services are offered; Sectors served; Types of customers and beneficiaries.	–
102–7^*	Scale of the organization, including: total number of employees; Total number of operations; Net sales (for private sector organizations) or net revenues (for public sector organizations); Total capitalization (for private sector organizations) broken down in terms of debt and equity; quantity of products or services provided.	Company Information	99–117
102–8^*	Total number of employees by employment contract (permanent and temporary), by gender. Total number of employees by employment contract (permanent and temporary), by region. Total number of employees by employment type (full–time and part–time), by gender. Whether a significant portion of the organization's activities are performed by workers who are not employees. If applicable, a description of the nature and scale of work performed by workers who are not employees. Any significant variations in the numbers reported in Disclosures 102–8–a, 102–8–b, and 102–8–c (such as seasonal variations in the tourism or agricultural industries). An explanation of how the data have been compiled, including any assumptions made.	Human resources system
102–9^*	A description of the organization's supply chain, including its main elements as they relate to the organization's activities, primary brands, products, and services.	Stakeholder Communication	94–97
102–10^*	Significant changes to the organization's size, structure, ownership, or supply chain, including: Changes in the location of, or changes in, operations, including facility openings, closings, and expansions; Changes in the share capital structure and other capital formation, maintenance, and alteration operations (for private sector organizations); Changes in the location of suppliers, the structure of the supply chain, or relationships with suppliers, including selection and termination.	Matters regarding MHFG's shares
102–11^*	a.Whether and how the organization applies the Precautionary Principle or approach.	Environmental Policies and Targets Responsible financing and investment Equator Principles Reducing Environmental Burden International Agreements	57-58 114
102–12^*	A list of externally–developed economic, environmental and social charters, principles, or other initiatives to which the organization subscribes, or which it endorses.	International Agreements
102–13^*	A list of the main memberships of industry or other associations, and national or international advocacy organizations.	International Agreements
■ Strategy
102–14^*	A statement from the most senior decision-maker of the organization (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organization and its strategy for addressing sustainability.	Message from the Group CEO	5–12
102–15	A description of key impacts, risks, and opportunities.	Key Sustainability Areas Annual Results Organizational Framework Top Risks	53–66 87–88
■ Ethics and integrity
102–16^*	A description of the organization's values, principles, standards, and norms of behavior.	Mizuho's Corporate Identity and The Mizuho Code of Conduct	14 89
102–17	A description of internal and external mechanisms for: seeking advice about ethical and lawful behavior, and organizational integrity; Reporting concerns about unethical or unlawful behavior, and organizational integrity.	Compliance	90
■ Governance
102–18^*	Governance structure of the organization, including committees of the highest governance body. Committees responsible for decision–making on economic, environmental, and social topics.	Corporate Governance Structure Organizational Framework	69–78
102–19	Process for delegating authority for economic, environmental, and social topics from the highest governance body to senior executives and other employees.	Organizational Framework	53-54
102–20	Whether the organization has appointed an executive–level position or positions with responsibility for economic, environmental, and social topics. Whether post holders report directly to the highest governance body.	Organizational Framework	54
102–21	Processes for consultation between stakeholders and the highest governance body on economic, environmental, and social topics. If consultation is delegated, describe to whom it is delegated and how the resulting feedback is provided to the highest governance body.	Organizational Framework Process for identifying key sustainability areas	54
102–22	Composition of the highest governance body and its committees by: executive or non–executive; Independence; Tenure on the governance body; Number of each individual's other significant positions and commitments, and the nature of the commitments; gender; Membership of under–represented social groups; Competencies relating to economic, environmental, and social topics; Stakeholder representation.	Corporate Governance Structure	69–78
102–23	Whether the chair of the highest governance body is also an executive officer in the organization. If the chair is also an executive officer, describe his or her function within the organization's management and the reasons for this arrangement.	Corporate Governance System	69–78
102–24	Nomination and selection processes for the highest governance body and its committees. Criteria used for nominating and selecting highest governance body members, including whether and how: stakeholders (including shareholders) are involved; Diversity is considered; Independence is considered; Expertise and experience relating to economic, environmental, and social topics are considered.	Corporate Governance System	69–78
102–25	Processes for the highest governance body to ensure conflicts of interest are avoided and managed. Whether conflicts of interest are disclosed to stakeholders, including, as a minimum: Cross–board membership; Cross–shareholding with suppliers and other stakeholders; Existence of controlling shareholder; Related party disclosures.	Corporate Governance Structure	69–78
102–26	Highest governance body's and senior executives' roles in the development, approval, and updating of the organization's purpose, value or mission statements, strategies, policies, and goals related to economic, environmental, and social topics.	Corporate Governance Structure Organizational Framework	69–78
102–27	Measures taken to develop and enhance the highest governance body's collective knowledge of economic, environmental, and social topics.	Corporate Governance Structure Our Approach Key Sustainability Areas	69–78
102–28	Processes for evaluating the highest governance body's performance with respect to governance of economic, environmental, and social topics. Whether such evaluation is independent or not, and its frequency. Whether such evaluation is a self–assessment. Actions taken in response to evaluation of the highest governance body's performance with respect to governance of economic, environmental, and social topics, including, as a minimum, changes in membership and organizational practice.	Corporate Governance Structure Our Approach Sustainability KPI and targets Annual Results	69–78
102–29	Highest governance body's role in identifying and managing economic, environmental, and social topics and their impacts, risks, and opportunities – including its role in the implementation of due diligence processes. Whether stakeholder consultation is used to support the highest governance body's identification and management of economic, environmental, and social topics and their impacts, risks, and opportunities.	Organizational Framework Key Sustainability Areas	53-55 65
102–30	Highest governance body's role in reviewing the effectiveness of the organization's risk management processes for economic, environmental, and social topics.	Organizational Framework
102–31	Frequency of the highest governance body's review of economic, environmental, and social topics and their impacts, risks, and opportunities.	Organizational Framework
102–32	The highest committee or position that formally reviews and approves the organization's sustainability report and ensures that all material topics are covered.	Our Approach Organizational Framework
102–33	Process for communicating critical concerns to the highest governance body.	Risk Management Structure Organizational Framework	85–88
102–34	Total number and nature of critical concerns that were communicated to the highest governance body. Mechanism(s) used to address and resolve critical concerns.	Corporate Governance System Corporate Governance Report（PDF／967KB）	69–78
102–35	Remuneration policies for the highest governance body and senior executives for the following types of remuneration: Fixed pay and variable pay, including performance-based pay, equity-based pay, bonuses, and deferred or vested shares; Sign–on bonuses or recruitment incentive payments; Termination payments; Clawbacks; Retirement benefits, including the difference between benefit schemes and contribution rates for the highest governance body, senior executives, and all other employees. How performance criteria in the remuneration policies relate to the highest governance body's and senior executives' objectives for economic, environmental, and social topics.	Governance Aspect Corporate Governance Structure Compensation Policy（PDF／269KB） Corporate Governance Report（PDF／967KB）	69–78
102–36	Process for determining remuneration. Whether remuneration consultants are involved in determining remuneration and whether they are independent of management. Any other relationships that the remuneration consultants have with the organization.	Governance Aspect Corporate Governance Structure Compensation Policy（PDF／269KB） Corporate Governance Report（PDF／967KB）	69–78
102–37	How stakeholders' views are sought and taken into account regarding remuneration. If applicable, the results of votes on remuneration policies and proposals.	Governance Aspect Corporate Governance Structure Compensation Policy（PDF／269KB） Corporate Governance Report（PDF／967KB）	69–78
102–38	Ratio of the annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.	Governance Aspect Compensation Policy（PDF／269KB）	69–78
102–39	Ratio of the percentage increase in annual total compensation for the organization’s highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.	Governance Aspect Compensation Policy（PDF／269KB）	69–78
■ Stakeholder engagement
102–40^*	A list of stakeholder groups engaged by the organization.	Stakeholder Communication	94–97
102–41^*	Percentage of total employees covered by collective bargaining agreements.	Human Rights	117
102–42^*	The basis for identifying and selecting stakeholders with whom to engage.	Stakeholder Communication	94–97
102–43^*	The organization's approach to stakeholder engagement, including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process.	Our Approach Stakeholder Communication Human Rights	94–97
102–44^*	Key topics and concerns that have been raised through stakeholder engagement, including: how the organization has responded to those key topics and concerns, including through its reporting; The stakeholder groups that raised each of the key topics and concerns.	Stakeholder Dialogue Our Approach Annual Results	94–97
■ Reporting practice
102–45^*	A list of all entities included in the organization's consolidated financial statements or equivalent documents. Whether any entity included in the organization's consolidated financial statements or equivalent documents is not covered by the report.	Business Domain Company Information Sustainability scope and guidelines	Appendix 127–131
102–46^*	An explanation of the process for defining the report content and the topic Boundaries. An explanation of how the organization has implemented the Reporting Principles for defining report content.	Sustainability scope and guidelines Our Approach Annual Results	13 53–66
102–47^*	A list of the material topics identified in the process for defining report content.	Our Approach Annual Results	53–66
102–48^*	The effect of any restatements of information given in previous reports, and the reasons for such restatements.	–
102–49^*	Significant changes from previous reporting periods in the list of material topics and topic Boundaries.	–
102–50^*	Reporting period for the information provided.	Period of Data Computation and Scope	13
102–51^*	If applicable, the date of the most recent previous report.	–
102–52^*	Reporting cycle.	–
102–53^*	The contact point for questions regarding the report or its contents.	Company Information	117
102–54^*	The claim made by the organization, if it has prepared a report in accordance with the GRI Standards, either: ‘This report has been prepared in accordance with the GRI Standards: Core option’; ‘This report has been prepared in accordance with the GRI Standards: Comprehensive option’.	Sustainability scope and guidelines	13
102–55^*	The GRI content index, which specifies each of the GRI Standards used and lists all disclosures included in the report. For each disclosure, the content index shall include: the number of the disclosure (for disclosures covered by the GRI Standards); The page number(s) or URL(s) where the information can be found, either within the report or in other published materials; If applicable, and where permitted, the reason(s) for omission when a required disclosure cannot be made.	GRI Index Sustainability scope and guidelines	13
102–56^*	A description of the organization's policy and current practice with regard to seeking external assurance for the report. If the report has been externally assured: A reference to the external assurance report, statements, or opinions. If not included in the assurance report accompanying the sustainability report, a description of what has and what has not been assured and on what basis, including the assurance standards used, the level of assurance obtained, and any limitations of the assurance process; The relationship between the organization and the assurance provider; Whether and how the highest governance body or senior executives are involved in seeking external assurance for the organization's sustainability report.	Disclosure subject to Equator Principles III
■ Management approach
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; The organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Organizational Framework Key Sustainability Areas Annual Results	13 53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Key Sustainability Areas	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; The results of the evaluation of the management approach; Any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Annual Results Stakeholder Communication ESG Data ESG Evaluation and Awards Disclosure subject to Equator Principles III	53–66 94–97

Economic

Disclosures No.	Disclosures No.	Page references
GRI Standards	Disclosures No.	Web	2020 Integrated report page
■ Economic performance
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; The organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Organizational Framework Key Sustainability Areas Annual Results	53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Key Sustainability Areas	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; The results of the evaluation of the management approach; Any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Stakeholder Communication	53–66 94–97
201–1	Direct economic value generated and distributed (EVG&D) on an accruals basis, including the basic components for the organization’s global operations as listed below. If data are presented on a cash basis, report the justification for this decision in addition to reporting the following basic components: Direct economic value generated: revenues; Economic value distributed: operating costs, employee wages and benefits, payments to providers of capital, payments to government by country, and community investments; Economic value retained: ‘direct economic value generated’ less ‘economic value distributed’. Where significant, report EVG&D separately at country, regional, or market levels, and the criteria used for defining significance.	Financial Information Corporate Governance Report（PDF／967KB）	23–28 99–104
201–2	Risks and opportunities posed by climate change that have the potential to generate substantive changes in operations, revenue, or expenditure, including: a description of the risk or opportunity and its classification as either physical, regulatory, or other; a description of the impact associated with the risk or opportunity; the financial implications of the risk or opportunity before action is taken; the methods used to manage the risk or opportunity; the costs of actions taken to manage the risk or opportunity.	Key Sustainability Areas Environmental Policies and Targets Addressing Climate Change (Initiatives based on TCFD Recommendations) Addressing Climate Change Promoting a Recycling–based Society Environmental business initiatives Disclosure subject to Equator Principles III	53–66
201–3	If the plan's liabilities are met by the organization's general resources, the estimated value of those liabilities. If a separate fund exists to pay the plan's pension liabilities: the extent to which the scheme's liabilities are estimated to be covered by the assets that have been set aside to meet them; the basis on which that estimate has been arrived at; when that estimate was made. If a fund set up to pay the plan's pension liabilities is not fully covered, explain the strategy, if any, adopted by the employer to work towards full coverage, and the timescale, if any, by which the employer hopes to achieve full coverage. Percentage of salary contributed by employee or employer. Level of participation in retirement plans, such as participation in mandatory or voluntary schemes, regional, or country–based schemes, or those with financial impact.	–
201–4	Total monetary value of financial assistance received by the organization from any government during the reporting period, including: tax relief and tax credits; subsidies; investment grants, research and development grants, and other relevant types of grant; awards; royalty holidays; financial assistance from Export Credit Agencies (ECAs); financial incentives; other financial benefits received or receivable from any government for any operation. The information in 201–4–a by country. Whether, and the extent to which, any government is present in the shareholding structure.	–
■ Indirect economic impacts
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Organizational Framework Key sustainability areas Environment Communication	53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key sustainability areas Stakeholder Communication	53–66 94–97
203–1	Extent of development of significant infrastructure investments and services supported. Current or expected impacts on communities and local economies, including positive and negative impacts where relevant. Whether these investments and services are commercial, in–kind, or pro bono engagements.	Corporate Governance Report（PDF／967KB） Social Contributions Communication Revitalizing regional economies	53–66 69–78
203–2	Examples of significant identified indirect economic impacts of the organization, including positive and negative impacts. Significance of the indirect economic impacts in the context of external benchmarks and stakeholder priorities, such as national and international standards, protocols, and policy agendas.	Addressing Climate Change (Initiatives based on TCFD Recommendations) Addressing climate change Environmental business initiatives	63–66
■ Anti–corruption
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Our Approach Sustainability scope and guidelines Organizational Framework	53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Compliance Customer Protection	89–91
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Compliance Customer Protection	89–91
205–1	Total number and percentage of operations assessed for risks related to corruption. Significant risks related to corruption identified through the risk assessment.	–
205–2	Total number and percentage of governance body members that the organization's anti–corruption policies and procedures have been communicated to, broken down by region. Total number and percentage of employees that the organization’s anti–corruption policies and procedures have been communicated to, broken down by employee category and region. Total number and percentage of business partners that the organization’s anti–corruption policies and procedures have been communicated to, broken down by type of business partner and region. Describe if the organization's anti–corruption policies and procedures have been communicated to any other persons or organizations. Total number and percentage of governance body members that have received training on anti–corruption, broken down by region. Total number and percentage of employees that have received training on anti–corruption, broken down by employee category and region.	Corporate Governance Structure	69–78
205–3	Total number and nature of confirmed incidents of corruption. Total number of confirmed incidents in which employees were dismissed or disciplined for corruption. Total number of confirmed incidents when contracts with business partners were terminated or not renewed due to violations related to corruption. Public legal cases regarding corruption brought against the organization or its employees during the reporting period and the outcomes of such cases.	–

Environmental

Disclosures No.	Requirements	Page references
GRI Standards	Requirements	Web	2020 Integrated report page
■ Materials
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Reducing Environmental Burden Environmental business initiatives Stakeholder Communication	53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Environmental Policies and Targets Stakeholder Communication Green Finance	53–66 94–97
301–1	Total weight or volume of materials that are used to produce and package the organization's primary products and services during the reporting period, by: non–renewable materials used; renewable materials used.	Green Finance Addressing Climate Change
301–2	Percentage of recycled input materials used to manufacture the organization's primary products and services.	Green Finance Promoting a Recycling–based Society
301–3	Percentage of reclaimed products and their packaging materials for each product category. How the data for this disclosure have been collected.	Green Finance
■ Energy
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Reducing Environmental Burden Environmental business initiatives Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Environmental Policies and Targets Stakeholder Communication Green Finance	53–66 94–97
302–1	Total fuel consumption within the organization from non-renewable sources, in joules or multiples, and including fuel types used. Total fuel consumption within the organization from renewable sources, in joules or multiples, and including fuel types used. In joules, watt–hours or multiples, the total: electricity consumption heating consumption cooling consumption steam consumption In joules, watt–hours or multiples, the total: electricity sold heating sold cooling sold steam sold Total energy consumption within the organization, in joules or multiples. Standards, methodologies, assumptions, and/or calculation tools used. Source of the conversion factors used.	Reducing the Environmental Burden
302–2	Energy consumption outside of the organization, in joules or multiples. Standards, methodologies, assumptions, and/or calculation tools used. Source of the conversion factors used.	Reducing the Environmental Burden
302–3	Energy intensity ratio for the organization. Organization–specific metric (the denominator) chosen to calculate the ratio. Types of energy included in the intensity ratio; whether fuel, electricity, heating, cooling, steam, or all. Whether the ratio uses energy consumption within the organization, outside of it, or both.	Reducing the Environmental Burden
302–4	Amount of reductions in energy consumption achieved as a direct result of conservation and efficiency initiatives, in joules or multiples. Types of energy included in the reductions; whether fuel, electricity, heating, cooling, steam, or all. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it. Standards, methodologies, assumptions, and/or calculation tools used.	Reducing the Environmental Burden
302–5	Reductions in energy requirements of sold products and services achieved during the reporting period, in joules or multiples. Basis for calculating reductions in energy consumption, such as base year or baseline, including the rationale for choosing it. Standards, methodologies, assumptions, and/or calculation tools used.	Reducing the Environmental Burden
■ Biodiversity
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Reducing Environmental Burden Environmental business initiatives Biodiversity Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Environmental Policies and Targets Stakeholder Communication Reducing the Environmental Burden	53–66 94–97
304–1	For each operational site owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas, the following information: Geographic location; Subsurface and underground land that may be owned, leased, or managed by the organization; Position in relation to the protected area (in the area, adjacent to, or containing portions of the protected area) or the high biodiversity value area outside protected areas; Type of operation (office, manufacturing or production, or extractive); Size of operational site in km2 (or another unit, if appropriate); Biodiversity value characterized by the attribute of the protected area or area of high biodiversity value outside the protected area (terrestrial, freshwater, or maritime ecosystem); Biodiversity value characterized by listing of protected status (such as IUCN Protected Area Management Categories, Ramsar Convention, national legislation).	–
304–2	Nature of significant direct and indirect impacts on biodiversity with reference to one or more of the following: Construction or use of manufacturing plants, mines, and transport infrastructure; Pollution (introduction of substances that do not naturally occur in the habitat from point and non-point sources); Introduction of invasive species, pests, and pathogens; Reduction of species; Habitat conversion; Changes in ecological processes outside the natural range of variation (such as salinity or changes in groundwater level). Significant direct and indirect positive and negative impacts with reference to the following: Species affected; Extent of areas impacted; Duration of impacts; Reversibility or irreversibility of the impacts.	Environmental Policies and Targets Biodiversity
304–3	Size and location of all habitat areas protected or restored, and whether the success of the restoration measure was or is approved by independent external professionals. Whether partnerships exist with third parties to protect or restore habitat areas distinct from where the organization has overseen and implemented restoration or protection measures. Status of each area based on its condition at the close of the reporting period. Standards, methodologies, and assumptions used.	Environmental Policies and Targets Biodiversity
304–4	Total number of IUCN Red List species and national conservation list species with habitats in areas affected by the operations of the organization, by level of extinction risk: Critically endangered Endangered Vulnerable Near threatened Least concern	–
■ Emissions
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Reducing Environmental Burden Environmental business initiatives Biodiversity Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets	53–66
103–3	A n explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Environmental Policies and Targets Stakeholder Communication Green Finance	53–66 94–97
305–1	Gross direct (Scope 1) GHG emissions in metric tons of CO2 equivalent. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. Biogenic CO2 emissions in metric tons of CO2 equivalent. Base year for the calculation, if applicable, including: the rationale for choosing it; emissions in the base year; the context for any significant changes in emissions that triggered recalculations of base year emissions. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. Consolidation approach for emissions; whether equity share, financial control, or operational control. Standards, methodologies, assumptions, and/or calculation tools used.	Mizuho's CO2 emissions (Tons of CO2)	105
305–2	Gross location-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent. If applicable, gross market-based energy indirect (Scope 2) GHG emissions in metric tons of CO2 equivalent. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. Base year for the calculation, if applicable, including: the rationale for choosing it; emissions in the base year; the context for any significant changes in emissions that triggered recalculations of base year emissions. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. Consolidation approach for emissions; whether equity share, financial control, or operational control. Standards, methodologies, assumptions, and/or calculation tools used.	Mizuho's CO2 emissions (Tons of CO2)	105
305–3	Gross other indirect (Scope 3) GHG emissions in metric tons of CO2 equivalent. If available, the gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. Biogenic CO2 emissions in metric tons of CO2 equivalent. Other indirect (Scope 3) GHG emissions categories and activities included in the calculation. Base year for the calculation, if applicable, including: the rationale for choosing it; emissions in the base year; the context for any significant changes in emissions that triggered recalculations of base year emissions. Source of the emission factors and the global warming potential (GWP) rates used, or a reference to the GWP source. Standards, methodologies, assumptions, and/or calculation tools used.	Mizuho's CO2 emissions (Tons of CO2) CDP Climate Change 2020 (PDF/552KB) CDP Climate Change 2021 (PDF/382KB) CDP Climate Change 2022 (PDF/825KB) CDP Climate Change 2023 (PDF/958KB)	105
305–4	GHG emissions intensity ratio for the organization. Organization-specific metric (the denominator) chosen to calculate the ratio. Types of GHG emissions included in the intensity ratio; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3). Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all.	Mizuho's CO2 emissions (Tons of CO2)
305–5	GHG emissions reduced as a direct result of reduction initiatives, in metric tons of CO2 equivalent. Gases included in the calculation; whether CO2, CH4, N2O, HFCs, PFCs, SF6, NF3, or all. Base year or baseline, including the rationale for choosing it. Scopes in which reductions took place; whether direct (Scope 1), energy indirect (Scope 2), and/or other indirect (Scope 3). Standards, methodologies, assumptions, and/or calculation tools used.	Mizuho's CO2 emissions (Tons of CO2)
305–6	Production, imports, and exports of ODS in metric tons of CFC–11 (trichlorofluoromethane) equivalent. Substances included in the calculation. Source of the emission factors used. Standards, methodologies, assumptions, and/or calculation tools used.	–
305–7	Significant air emissions, in kilograms or multiples, for each of the following: NOX SOX Persistent organic pollutants (POP) Volatile organic compounds (VOC) Hazardous air pollutants (HAP) Particulate matter (PM) Other standard categories of air emissions identified in relevant regulations Source of the emission factors used. Standards, methodologies, assumptions, and/or calculation tools used.	–
■ Environmental compliance
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Reducing Environmental Burden Environmental business initiatives Biodiversity Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key sustainability areas Environmental Policies and Targets Stakeholder Communication Green Finance	53–66 94–97
307–1	Significant fines and non–monetary sanctions for non-compliance with environmental laws and/or regulations in terms of: total monetary value of significant fines; total number of non–monetary sanctions; cases brought through dispute resolution mechanisms. If the organization has not identified any non–compliance with environmental laws and/or regulations, a brief statement of this fact is sufficient.	–

Social

Disclosures No.	Requirements	Page references
GRI Standards	Requirements	Web	2020 Integrated report page
■ Training and education
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Achieving diversity, equity and inclusion Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach HR Vision Achieving diversity, equity and inclusion	53–66 49–52
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Achieving diversity, equity and inclusion Stakeholder Communication	49–52 94–97
404–1	Average hours of training that the organization’s employees have undertaken during the reporting period, by: gender; employee category.	Employees	49–50
404–2	Type and scope of programs implemented and assistance provided to upgrade employee skills. Transition assistance programs provided to facilitate continued employability and the management of career endings resulting from retirement or termination of employment.	Achieving diversity, equity and inclusion Talent development	49–52
404–3	Percentage of total employees by gender and by employee category who received a regular performance and career development review during the reporting period.	Achieving diversity, equity and inclusion Talent development	49–52
■ Diversity and equal opportunity
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Achieving diversity, equity and inclusion Stakeholder Communication	13 53–66 49–52 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach HR Vision Achieving diversity, equity and inclusion	53–66 49–52
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Key Sustainability Areas Achieving diversity, equity and inclusion Stakeholder Communication Employees	53–66 49–52 94–97
405–1	Percentage of individuals within the organization's governance bodies in each of the following diversity categories: Gender; Age group: under 30 years old, 30–50 years old, over 50 years old; Other indicators of diversity where relevant (such as minority or vulnerable groups). Percentage of employees per employee category in each of the following diversity categories: Gender; Age group: under 30 years old, 30–50 years old, over 50 years old; Other indicators of diversity where relevant (such as minority or vulnerable groups).	Achieving diversity, equity and inclusion Employees	49–52
405–2	Ratio of the basic salary and remuneration of women to men for each employee category, by significant locations of operation. The definition used for ‘significant locations of operation’.	–
■ Human rights assessment
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization’s involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Achieving diversity, equity and inclusion Stakeholder Communication Promotion of our Human Rights Policy	13 53–66 49–52 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach HR Vision Achieving diversity, equity and inclusion Promotion of our Human Rights Policy	53–66 49–52
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Achieving diversity, equity and inclusion Stakeholder Communication Promotion of our Human Rights Policy	49–52 94–97
412–1	Total number and percentage of operations that have been subject to human rights reviews or human rights impact assessments, by country.	–
412–2	Total number of hours in the reporting period devoted to training on human rights policies or procedures concerning aspects of human rights that are relevant to operations. Percentage of employees trained during the reporting period in human rights policies or procedures concerning aspects of human rights that are relevant to operations.	Human Rights Promotion of our Human Rights Policy
412–3	Total number and percentage of significant investment agreements and contracts that include human rights clauses or that underwent human rights screening. The definition used for ‘significant investment agreements’.	Equator Principles	55
■ Local communities
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas Environmental Policies and Targets Social Contributions Stakeholder Communication	13 53–66 94–97
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Our Approach Organizational Framework Environmental Policies and Targets Social Contributions	53–66
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas Environmental Policies and Targets Social Contributions Stakeholder Communication Reducing the Environmental Burden	53–66 94–97
413–1	Percentage of operations with implemented local community engagement, impact assessments, and/or development programs, including the use of: social impact assessments, including gender impact assessments, based on participatory processes; environmental impact assessments and ongoing monitoring; public disclosure of results of environmental and social impact assessments; local community development programs based on local communities’ needs; stakeholder engagement plans based on stakeholder mapping; broad based local community consultation committees and processes that include vulnerable groups; works councils, occupational health and safety committees and other worker representation bodies to deal with impacts; formal local community grievance processes.	Environmental Policies and Targets Social Contributions Biodiversity Grievance Mechanism and Stakeholder Dialogues	53–66
413–2	Operations with significant actual and potential negative impacts on local communities, including: the location of the operations; the significant actual and potential negative impacts of operations.	–
■ Public policy
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Sustainability scope and guidelines Our Approach Organizational Framework Key Sustainability Areas	13 53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Compliance	89–91
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Organizational Framework Key Sustainability Areas	53–66
415–1	Total monetary value of financial and in–kind political contributions made directly and indirectly by the organization by country and recipient/beneficiary. If applicable, how the monetary value of in–kind contributions was estimated.	Value of political contributions ¹ Other major expenditure that could have an impact on policies ²
■ Customer privacy
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Our Approach Sustainability scope and guidelines Organizational Framework	13 53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Privacy Policy Grievance ³	91
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Privacy Policy	91
418–1	Total number of substantiated complaints received concerning breaches of customer privacy, categorized by: complaints received from outside parties and substantiated by the organization; complaints from regulatory bodies. Total number of identified leaks, thefts, or losses of customer data. If the organization has not identified any substantiated complaints, a brief statement of this fact is sufficient.	Privacy Policy
■ Socioeconomic compliance
103–1	An explanation of why the topic is material. The Boundary for the material topic, which includes a description of: where the impacts occur; the organization's involvement with the impacts. For example, whether the organization has caused or contributed to the impacts, or is directly linked to the impacts through its business relationships. Any specific limitation regarding the topic Boundary.	Our Approach Sustainability scope and guidelines Organizational Framework	13 53–66
103–2	An explanation of how the organization manages the topic. A statement of the purpose of the management approach. A description of the following, if the management approach includes that component: Policies Commitments Goals and targets Responsibilities Resources Grievance mechanisms Specific actions, such as processes, projects, programs and initiatives	Compliance	89–91
103–3	An explanation of how the organization evaluates the management approach, including: the mechanisms for evaluating the effectiveness of the management approach; the results of the evaluation of the management approach; any related adjustments to the management approach.	Compliance	89–91
419–1	Significant fines and non–monetary sanctions for non–compliance with laws and/or regulations in the social and economic area in terms of: total monetary value of significant fines; total number of non–monetary sanctions; cases brought through dispute resolution mechanisms. If the organization has not identified any non–compliance with laws and/or regulations, a brief statement of this fact is sufficient. The context against which significant fines and non–monetary sanctions were incurred.	Violations ⁴

Specific standard disclosures for the financial services sector

Disclosures No.	Requirements	Page references
Disclosures No.	Requirements	Web	2020 Integrated report page
■ Product portfolio
DMA	— FS1: Policies with specific environmental and social components applied to business lines. — FS2: Procedures for assessing and screening environmental and social risks in business lines. — FS3: Processes for monitoring clients' implementation of and compliance with environmental and social requirements included in agreements or transactions. — FS4: Process(es) for improving staff competency to implement the environmental and social policies and procedures as applied to business lines. — FS5: Interactions with clients/ investees/business partners regarding environmental and social risks and opportunities.	Our Approach Organizational Framework Stakeholder Communication	53–66 94–97
FS6	Percentage of the portfolio for business lines by specific region,size (e.g. micro/sme/large) and by sector.	Message from the Group CEO	11–20
FS7	Monetary value of products and services designed to deliver a specific social benefit for each business line broken down by purpose.	Consolidated Financial Results Addressing Social and Economic Issues	97–104
FS8	Monetary value of products and services designed to deliver aspecific environmental benefit for each business line broken down by purpose.	Consolidated Financial Results Environmental business initiatives	97–104
■ Audit
DMA	Management Approach — FS9:Coverage and frequency of audits to assess implementation of environmental and social policies and risk assessment procedures.	Organizational Framework
■ Active ownership
DMA	— FS12: Voting policy(ies) applied to environmental or social issues for shares over which the reporting organization holds the right to vote shares or advises on voting.	Our Approach
FS10	Percentage and number of companies held in the institution's portfolio with which the reporting organization has interacted on environmental or social issues.	–
FS11	Percentage of assets subject to positive and negative environmental or social screening.	–
■ Local communities
FS13	Access points in low-populated or economically disadvantaged areas by type.	Revitalizing regional economies
FS14	Initiatives to improve access to financial services for disadvantaged people.	Expand services that respond to a society with a declining birthrate and aging population

1: In FY2022, Mizuho made political donations amounting to 20 million yen per year. In Japan, it is mandatory for political organizations to release the status of income and spending of political funds. Therefore, the above–mentioned amount is disclosed in official gazettes and prefectural public notices.

2: Excluding the political donations mentioned above, major expenditures that could have an impact on policies came to 505 million yen in FY2022. Major components there in included UNEP FI, the Global Compact Network Japan, the Institute of International Finance, the Japanese Bankers Association, and the Japan Business Federation (Keidanren).

3: Number of grievances is not applicable.

4: Zero incidents in FY2019, three incidents in FY2020 (July 21, 2020: Loss of customer information at Mizuho Research Institute (Japanese text only); September 24, 2020: Notice of findings regarding the method for tallying shareholder voting forms; February 8, 2021: Arrest of a former employee of Mizuho Bank (Japanese text only)), Zero incidents in FY2021, one incidents in FY2022 (February 21, 2023: Incidence of misconduct by former employee (Japanese text only)).