Revitalizing the Regional Economy
First written in FY2019-Q3. 5 of 13 entries say "Restated". Latest entry: 2026-09-24.
The whole theme swung hardest in 2018: 2 of 14 companies on the "Worse" side.
0 other companies' latest entry also says "Achieved".
- 2026-09-24Achievedfinance.biggo.jp
「In June 2026, the regional design company "リージョナルシフト" was launched, with the company stating that it would "proactively create value for local communities across multiple dimensions, rather than passively, and coexist and prosper with those communities."」
The establishment of the regional design company "リージョナルシフト" was reported as having been completed. - 2026-08-12First statedGovernance
「当社は、2026年6月に、地域の課題解決と持続可能な発展を推進する地域デザイン会社「株式会社REGIONAL SHIFT」を当社100％子会社として設立しました。」
従来の金融機能にとどまらず、観光・食・文化・スポーツなどを起点とした交流人口・関係人口の創出や地域プロジェクトの事業化支援を担う会社の設立が、今回初めて開示されている。 - FY2026AdvancedAnnual report
「Cases of support for business startups and business succession 3,478 cases 528 cases」
Under the Third Medium-Term Management Plan’s regional and social issue KPIs, support for business startups and business succession totaled 3,478 cases, exceeding the target by 528 cases. - FY2024ReframedAnnual report
「Revitalizing the regional economy and society through solutions to regional and customer issues: 2,850 cases of support for business startups and business succession」
Under the Third Medium-Term Management Plan, revitalizing the regional economy was repositioned as an environmental and social issue and is managed using indicators such as support for business startups and business succession. - FY2023AdvancedAnnual report
「The “evaluation indicators for contributions to the region” exceeded their targets except for 3 items. We will continue to provide active, multifaceted support tailored to companies’ life stages and contribute to the development of the regional economy.」
The company reported that its fiscal 2022 results exceeded the targets for all but 3 of the evaluation indicators relating to regional contributions. - FY2022-Q1ReframedAnnual report
「Under the Second Medium-Term Management Plan, which began this fiscal year and covers April 2021 through March 2024, we identified 3 top-priority management issues for the group: “strengthening earning power,” “improving management efficiency” and “maintaining and enhancing soundness.” We pursued 4 basic strategies to achieve them: I. “realizing synergy effects,” II. “dramatically improving productivity,” III. “developing and strengthening human capital” and IV. “deepening risk management,” with the full strength of the group. As a result,」
Under the Second Medium-Term Management Plan, the former key issue of “revitalizing the regional economy” was replaced by the 3 issues of strengthening earning power, improving efficiency and maintaining and enhancing soundness. Revitalizing the regional economy was not included among the top-priority management issues in this filing. - FY2021-Q3RestatedAnnual report
「To address the key management issues of “revitalizing the regional economy,” “strengthening earning power” and “improving management efficiency,” we established 3 basic strategies: “enhancing financial intermediation and information intermediation functions,” “improving management efficiency” and “upgrading the group management framework,” and pursued these initiatives with the full strength of the group.」
The company continued to identify revitalizing the regional economy as a key management issue under the First Medium-Term Management Plan. - FY2021-Q1RestatedAnnual report
「To achieve the key management issues of “revitalizing the regional economy,” “strengthening earning power” and “improving management efficiency,” we established 3 basic strategies: “enhancing financial intermediation and information intermediation functions,” “improving management efficiency” and “upgrading the group management framework,”」
The company continued to identify revitalizing the regional economy as a key management issue under the First Medium-Term Management Plan. - FY2020RestatedAnnual report
「Under the First Medium-Term Management Plan, in addition to management indicators and the 5 “indicators for transforming the portfolio,” we established 9 “evaluation indicators for contributions to the region.” We achieved the targets for all items during the current fiscal year, following the previous fiscal year.」
The company stated that it achieved the targets for all 9 evaluation indicators relating to regional contributions, following the previous fiscal year. - FY2020-Q3RestatedAnnual report
「Under the First Medium-Term Management Plan, covering October 2018 through March 2021, we established 3 basic strategies to address the key management issues of “revitalizing the regional economy,” “strengthening earning power” and “improving management efficiency”: “enhancing financial intermediation and information intermediation functions,” “improving management efficiency” and “upgrading the group management framework,”」
The company continued to identify revitalizing the regional economy as a key management issue under the First Medium-Term Management Plan. - FY2020-Q1RestatedAnnual report
「To address the key management issues of “revitalizing the regional economy,” “strengthening earning power” and “improving management efficiency,” we established 3 basic strategies: “enhancing financial intermediation and information intermediation functions,” “improving management efficiency” and “upgrading the group management framework,”」
The company continued to identify revitalizing the regional economy as a key management issue under the First Medium-Term Management Plan. - FY2019AdvancedAnnual report
「Under the “evaluation indicators for contributions to the region,” we believe the results of our initiatives are steadily emerging, with targets achieved for all indicators established.」
The company stated that it achieved the targets for all of the multiple evaluation indicators relating to regional economic revitalization during the year. - FY2019-Q3First statedAnnual report
「To achieve the key management issues of “revitalizing the regional economy,” “strengthening earning power” and “improving management efficiency,” we will pursue 3 basic strategies: I. “enhancing financial intermediation and information intermediation functions,” II. “improving management efficiency” and III. “upgrading the group management framework.”」
Revitalizing the regional economy was established as one of the key management issues under the First Medium-Term Management Plan.