Higashi-Nippon Bank: Rebuilding its business model under the “Sunrise Plan”
First written in FY2020. 1 of 2 entries say "Advanced", first in FY2021. Latest entry: FY2021.
No other company in this theme has enough history to compare yet.
- FY2021AdvancedAnnual report
「Under the Sunrise Plan ~Next 100~, we have identified as priority initiatives: fundamental structural reform centred on concentrating management resources in the Tokyo wards and centralising the Group's head-office functions; deepening the core business centred on strengthening solution-based sales through expanded transactions with existing customers and closer cooperation with 横浜銀行; and strengthening credit risk management centred on enhancing understanding of customers' actual business conditions and support for management improvement. By steadily advancing these initiatives, we will ensure the achievement of profitability in fiscal 2021 even in an environment heavily affected by the spread of COVID-19.」
東日本銀行's Sunrise Plan was made more specific as Next 100, setting out 3 initiatives, namely structural reform, deepening the core business, and strengthening credit risk management, along with a target of returning to profitability in fiscal 2021. - FY2020First statedAnnual report
「We formulated the 東日本銀行 Sunrise Plan to secure sustainable profitability and financial soundness over the long term. In fiscal 2020, we will further promote collaboration among Group companies and strengthen our governance structure, accelerating efforts to restructure the business model toward achieving the 東日本銀行 Sunrise Plan.」
The response to 東日本銀行's business improvement order developed into a standalone plan aimed at securing sustainable profitability and financial soundness and restructuring its business model.