Early Realization of Synergies Through Business Integration
First written in FY2023-Q1. 4 of 9 entries say "Restated". Latest entry: FY2026.
2 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In fiscal 2025, the first year of this plan and the first full fiscal year of 株式会社青森みちのく銀行, which was established in January 2025 through the merger of the subsidiary banks, we worked to integrate the organization and develop the necessary structure, while strengthening initiatives to address regional issues.」
The first full fiscal year after the merger began, and the process advanced to the implementation stage for organizational integration, development of the sales structure and efforts to address regional issues, toward the full realization of integration synergies. - FY2025AdvancedAnnual report
「Under the Second Medium-Term Management Plan, the plan period is positioned as a period for the full realization of integration synergies, and we will work to build mechanisms that create a virtuous cycle enabling our group to grow sustainably together with the region.」
Following completion of the merger of the two banks, the process moved to the planning stage from April 2025 onward, toward the full realization of integration synergies. - FY2025-H1RestatedAnnual report
「The purpose of the merger is for the two banks, under the Company, to create shared value with the region and customers by strengthening financial intermediation through the integration of the two banks’ expertise, information and networks, and by expanding business domains while leveraging the region’s advantages and other strengths.」
The purposes of the merger have been reaffirmed as integrating the two banks’ expertise, information and networks, strengthening financial intermediation, expanding business domains, and creating shared value with the region and customers. - FY2023RestatedAnnual report
「We recognize that realizing synergies from management integration at an early stage and building a robust management foundation are the highest-priority issues in responding to multifaceted changes.」
Early realization of integration synergies and the creation of a robust management foundation continue to be identified as the highest-priority issues. - FY2023-Q3RestatedAnnual report
「Under this plan, the basic strategies are to “strengthen financial intermediation,” “expand business domains,” “rationalize and improve management efficiency,” and “strengthen the group platform.” We will work to realize synergies at an early stage and build a robust management foundation.」
The goal of realizing integration synergies at an early stage through the 4 basic strategies remains in place. - FY2023-Q2RestatedAnnual report
「Under this plan, the basic strategies are to “strengthen financial intermediation,” “expand business domains,” “rationalize and improve management efficiency,” and “strengthen the group platform.” We will work to realize synergies at an early stage and build a robust management foundation.」
The goal of realizing integration synergies at an early stage through the 4 basic strategies is reiterated. - FY2023-Q1First statedAnnual report
「Under this plan, the basic strategies are to “strengthen financial intermediation,” “expand business domains,” “rationalize and improve management efficiency,” and “strengthen the group platform.” We will work to realize synergies at an early stage and build a robust management foundation.」
Early realization of integration benefits and the creation of a robust management foundation are stated as the objectives of the plan.