The Three-Year “New Medium-Term Management Plan” and “Committed Core-Business Support”
First written in FY2016. 20 of 32 entries say "Restated". Latest entry: 2026-09-25.
The whole theme swung hardest in 2021: 17 of 77 companies on the "Worse" side.
- FY2026AdvancedAnnual report
「The principal financial targets and results for fiscal 2026 under the medium-term management plan for April 2024 to March 2027 are as follows. Progress under the medium-term management plan launched in April 2024 was as follows: core business net profit was ¥5.4 billion, ¥800 million above plan, while net income attributable to owners of the parent was ¥2.5 billion, ¥900 million above plan.」
For the second year of the medium-term management plan launched in April 2024, core business net profit was ¥5.4 billion and net income attributable to owners of the parent was ¥2.5 billion, with both exceeding plan. - FY2025ReframedAnnual report
「The principal financial targets and results for fiscal 2025 under the medium-term management plan for April 2024 to March 2027 are as follows. Progress under the medium-term management plan launched in April 2024 was as follows: core business net profit was ¥4.6 billion, ¥800 million above plan, while net income attributable to owners of the parent was ¥1.5 billion, ¥400 million above plan.」
After the final year of the previous plan, the company transitioned to a new medium-term management plan covering April 2024 to March 2027. For the first year, it disclosed profit results against plan. - FY2024WorsenedAnnual report
「Progress under the medium-term management plan launched in April 2021 was as follows: core business net profit was ¥4.4 billion, ¥2.7 billion below plan, while net income was a loss of ¥23.4 billion, ¥27.9 billion below plan.」
Under the medium-term management plan launched in April 2021 and ending in the fiscal year ending March 2024, core business net profit was ¥4.4 billion and net income was a loss of ¥23.4 billion, substantially below plan. - FY2024-Q3RestatedAnnual report
「During the first 3 quarters of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The company has reconfirmed that there are no material changes to its management policies, management strategies or indicators for assessing the achievement of its objectives. - FY2024-Q1RestatedAnnual report
「During the first quarter of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The company has reconfirmed that there are no material changes to its management policies, management strategies or indicators for assessing the achievement of its objectives. - FY2023WorsenedAnnual report
「Progress under the medium-term management plan launched in April 2021 was as follows: core business net profit was ¥4.5 billion, ¥1.6 billion below plan, while net income was a loss of ¥7.0 billion, ¥10.8 billion below plan.」
Under the medium-term management plan launched in April 2021, fiscal 2023 core business net profit was ¥4.5 billion versus the planned ¥6.2 billion, while net income was a loss of ¥7.0 billion versus the planned ¥3.7 billion, widening the variance from plan. - FY2023-Q3RestatedAnnual report
「During the first 3 quarters of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The company has reconfirmed that there are no material changes to its management policies, management strategies or indicators for assessing the achievement of its objectives. - FY2023-Q2RestatedAnnual report
「There have been no material changes during the six months ended 30 September to the management policies, management strategies and other objective indicators established by the Group for assessing the achievement of its management objectives.」
The company has reconfirmed that there are no material changes to its management policies, management strategies or indicators for assessing the achievement of its objectives. - FY2022AdvancedAnnual report
「As the company steadily implemented the medium-term management plan launched in April 2021, core business net profit was ¥6.6 billion, ¥1.1 billion above plan, while net income was ¥2.5 billion, ¥600 million below plan.」
For the medium-term management plan launched in April 2021, the company disclosed fiscal 2022 results against plan. Core business net profit was ¥6.6 billion versus the planned ¥5.5 billion, while net income was ¥2.5 billion versus the planned ¥3.1 billion. - FY2022-Q3RestatedAnnual report
「During the first 3 quarters of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The Group has reconfirmed that there were no material changes to its management policies, management strategies, or objective indicators for assessing progress toward its management objectives. - FY2022-Q2RestatedAnnual report
「Under the "new medium-term management plan" launched in April 2021, the company recognized the response to the COVID-19 pandemic as a key issue and adopted "Now is the time for 'supporting customers' core businesses'" as a keyword.」
The company continues to promote the new medium-term management plan launched in April 2021 and its plan keyword, "Now is the time for 'supporting customers' core businesses.'" - FY2022-Q1ReframedAnnual report
「Under the New Medium-Term Management Plan launched in April 2021, the Group has identified responding to the COVID-19 pandemic as a key challenge and will contribute to its business partners by further deepening the Group’s strength in support for customers’ core businesses under the key phrase “Now is the time for support for customers’ core businesses.”」
The company is transitioning to a new medium-term management plan that began in April 2021, positioning the response to the COVID-19 pandemic as a key issue and reorganizing the plan's keywords around "Now is the time for 'supporting customers' core businesses.'" - FY2021-Q3RestatedAnnual report
「During the first 3 quarters of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The Group has reconfirmed that there were no material changes to its management policies, management strategies, or target indicators. - FY2021-Q2RestatedAnnual report
「Fiscal 2020, the final year of the Medium-Term Management Plan, is positioned as the year in which the results of the initiatives would be demonstrated concretely. By working as one to deepen support for customers’ core businesses and expand services, the Group will contribute to the stable continuation of operations by businesses affected by the pandemic, while reviewing business processes and standardizing administrative operations to further realize integration benefits.」
The Group continues to position fiscal 2020 as the final year of the plan and pursue deeper support for customers’ core businesses, service expansion, business process reviews, and the standardization of administrative operations. - FY2020AdvancedAnnual report
「Fiscal 2020, the final year of the Medium-Term Management Plan, is positioned as the year in which the results of the initiatives would be demonstrated concretely. By working as one to deepen support for customers’ core businesses and expand services, the Group will contribute to the stable continuation of operations by businesses affected by the pandemic, while reviewing business processes and standardizing back-office and administrative operations to further realize integration benefits.」
The 3-year plan launched in April 2018 entered its final year and was positioned as the stage for demonstrating results. The Group identified responding to the pandemic, deepening support for customers’ core businesses, reviewing business processes, and standardizing back-office and administrative operations as specific initiatives. - FY2020-Q3RestatedAnnual report
「Fiscal 2019, the second year of the Medium-Term Management Plan, was positioned as the year in which the results of the initiatives would be demonstrated concretely. The Group is working as one to secure a stable earnings base and strengthen its governance and risk management frameworks.」
The Group continues to position fiscal 2019 as the second year of the 3-year Medium-Term Management Plan launched in April 2018 and as the year in which its results would be demonstrated. - FY2020-Q2RestatedAnnual report
「Fiscal 2019, the second year of the Medium-Term Management Plan, was positioned as the year in which the results of the initiatives would be demonstrated concretely. The Group is working as one to secure a stable earnings base and strengthen its governance and risk management frameworks.」
The Group continues to position fiscal 2019 as the second year of the 3-year Medium-Term Management Plan launched in April 2018 and as the year in which its results would be demonstrated. - FY2020-Q1RestatedAnnual report
「During the first quarter of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The Group has reconfirmed that there were no material changes to its management policies, management strategies, or objective indicators for assessing progress toward its management objectives. - FY2019AdvancedAnnual report
「Fiscal 2019, the second year of the Medium-Term Management Plan, was positioned as the year in which the results of the initiatives would be demonstrated concretely. The Group is working as one to secure a stable earnings base and strengthen its governance and risk management frameworks.」
The 3-year plan launched in April 2018 entered its second year, and fiscal 2019 was positioned as the year in which results would be demonstrated concretely. The plan and actual figures for key metrics for the fiscal year ended March 2019 were also disclosed. - FY2019-Q3RestatedAnnual report
「Under the 3-year New Medium-Term Management Plan launched in April 2018, the plan is built around customer-focused support for customers’ core businesses and the realization of integration benefits, taking a further step beyond the previous Medium-Term Management Plan.」
The Group continues to present the 3-year New Medium-Term Management Plan launched in April 2018 and its two pillars. - FY2019-Q2RestatedAnnual report
「Under the 3-year New Medium-Term Management Plan launched in April 2018, the Group is working as one to establish a customer base and an earnings base through the Jimoto Group’s sustainable business model centered on support for customers’ core businesses, with customer-focused support for customers’ core businesses and the realization of integration benefits as its pillars, taking a further step beyond the previous medium-term management plan, while maximizing the benefits of the integration and unification efforts pursued to date.」
The Group continues to pursue the two pillars of the New Medium-Term Management Plan and its planned objectives of building a customer base and earnings base and realizing the benefits of integration. - FY2019-Q1RestatedAnnual report
「During the first quarter of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The Group explicitly stated that there were no material changes to its management policies, management strategies, or target indicators, maintaining the framework of the existing Medium-Term Management Plan. - FY2018ReframedAnnual report
「The 3-year New Medium-Term Management Plan began in April 2018. During the 3 years through fiscal 2020, the plan period, the Group expects the operating environment to become increasingly challenging in light of the issues surrounding the Group and changes in its environment. Against this backdrop, the plan is built around customer-focused support for customers’ core businesses and the realization of integration benefits, taking a further step beyond the previous Medium-Term Management Plan.」
The Group changed from the previous Medium-Term Management Plan launched in April 2015 to a new 3-year plan launched in April 2018 and extending through fiscal 2020, reorganizing its two pillars as customer-focused support for customers’ core businesses and the realization of integration benefits. - FY2018-Q3RestatedAnnual report
「In the final year of the 3-year Medium-Term Management Plan, the Group continues to pursue its two pillars, “Wholehearted Support for Customers’ Core Businesses” and “Wholehearted Realization of Integration Benefits.” To maximize the strengths of a regional financial group operating across prefectural borders, it is further evolving and developing its business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize further integration benefits and synergies.」
In the final year of the 3-year Medium-Term Management Plan, the Group continues to maintain its two pillars and the means of achieving them through support for customers’ core businesses and efficiency improvements. - FY2018-Q2RestatedAnnual report
「In the final year of the 3-year Medium-Term Management Plan, the Group continues to pursue its two pillars, “Wholehearted Support for Customers’ Core Businesses” and “Wholehearted Realization of Integration Benefits.” To maximize the strengths of a regional financial group operating across prefectural borders, it is further evolving and developing its business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize further integration benefits and synergies.」
In the final year of the 3-year Medium-Term Management Plan, the Group continues to maintain its two pillars and the means of achieving them through support for customers’ core businesses and efficiency improvements. No new results are reported. - FY2018-Q1RestatedAnnual report
「During the first quarter of the fiscal year, there were no material changes to the management policies, management strategies, or objective indicators established by the Group for assessing progress toward its management objectives.」
The Group explicitly stated that there were no material changes to its management policies, management strategies, or target indicators, maintaining the existing positioning of the Medium-Term Management Plan. - FY2017AdvancedAnnual report
「Fiscal 2017 was positioned as the final year of the New Medium-Term Management Plan and as the year in which the results of the initiatives would be demonstrated concretely. As a regional financial group operating across prefectural borders, the Group will further evolve and develop its business model centered on support for customers’ core businesses, differentiate itself from other companies, make the benefits of integration visible, and further strengthen its management foundation.」
The 3-year plan launched in April 2015 entered its final year and was positioned as the stage for demonstrating its results concretely. The plan’s two pillars and means of achieving them were also reiterated. - FY2017-Q3RestatedAnnual report
「In addition, the Jimoto Group’s Medium-Term Management Plan, launched in April 2015, established “Wholehearted Support for Customers’ Core Businesses” and “Wholehearted Realization of Integration Benefits” as its two pillars. To maximize the strengths of a regional financial group operating across prefectural borders, the Group aims to further evolve and develop its business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize further integration benefits and synergies.」
The Group continues to present the two pillars of the Medium-Term Management Plan launched in April 2015 and the means of achieving them. - FY2017-Q2RestatedAnnual report
「The Jimoto Group’s Medium-Term Management Plan, launched in April 2015, established “Wholehearted Support for Customers’ Core Businesses” and “Wholehearted Realization of Integration Benefits” as its two pillars. To maximize the strengths of a regional financial group operating across prefectural borders, the Group aims to further evolve and develop its business model centered on support for customers’ core businesses, while pursuing management efficiency and rationalization to maximize further integration benefits and synergies.」
The Group continues to present the two pillars of the Medium-Term Management Plan and the means of achieving them through support for customers’ core businesses and efficiency improvements. - FY2016First statedAnnual report
「The 3-year New Medium-Term Management Plan began in April 2015. To clarify the Group’s strengths, the plan established “Wholehearted Support for Customers’ Core Businesses” and “Wholehearted Realization of Integration Benefits” as its two key themes.」
The 3-year plan for approximately fiscal 2015 through fiscal 2017 specified 2 key priority themes.