Four basic strategies: financial intermediation, business areas, efficiency improvement, and group infrastructure
First written in FY2023-Q1. 4 of 8 entries say "Advanced", first in FY2023. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「At 青森みちのく銀行, following confirmation of the stable migration of branch operations and systems, we consolidated 14 branches from September 2025.」
Under the basic strategy of management rationalization and efficiency improvement, specific implementation progressed after the merger, including the consolidation of 14 branches, a unit-based sales structure and the consolidation of head-office functions. - 2026-05-29AdvancedGeneral Meetings of Shareholders
「In June 2025, we reviewed the head-office organizational structures of our company and 青森みちのく銀行. At our company, we reviewed the role and structure of the former “Regional Co-Creation Department” and reorganized it as the “Regional Strategy Business Department,” which oversees and directs group-wide initiatives to resolve regional issues. In addition, 青森みちのく銀行 established new organizations, including the “Regional Development Department,” the “Structured Finance Office” and the “DX Promotion Office.”」
Initiatives related to the previous basic strategy have taken concrete form through the reorganization of head-office functions, the establishment of new organizations and the consolidation of functions. - FY2025AdvancedAnnual report
「In fiscal 2024, we advanced the standardization and enhancement of the two banks’ consulting services. We also consolidated the two banks’ business support functions and business succession and M&A consulting functions into the consolidated subsidiary あおもり創生パートナーズ株式会社 (hereinafter, “ACP”), bringing together their expertise to establish a structure capable of providing solutions to customers’ issues through a high level of specialized knowledge.」
Among the 4 basic strategies, the strengthening of financial intermediation progressed to the establishment of a specific structure consolidating the two banks’ functions in ACP. - FY2025-H1RestatedAnnual report
「Strengthening financial intermediation through the integration of the two banks’ expertise, information and networks, and expanding business domains by leveraging the region’s advantages and other strengths」
The purposes of the merger continue to include strengthening financial intermediation and expanding business domains, which were included in the previous basic strategies. - FY2023AdvancedAnnual report
「Before the merger, the two banks had decided to consolidate or close 9 branches in total, including the transition to an in-branch branch format, and consolidated or closed 7 branches in fiscal 2022.」
Implementation of the 4 basic strategies became more specific through measures including branch consolidation and closure, joint operations and organizational integration, with progress of 9 branches decided and 7 implemented. - 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.”」
The 4 basic strategies continue to be presented as means of implementing the medium-term plan. - 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.”」
The 4 basic strategies continue to be presented as means of implementing the medium-term plan. - 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.”」
The 4 basic strategies are explicitly stated as means of implementing the First Medium-Term Management Plan.