Medium-Term Management Plan Announced in April 2017 and Next-Generation Retail Financial Services Model
First written in FY2017. 5 of 12 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2026: 2 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「We have formulated the new medium-term management plan, "Shift to the Next Stage ―Three Years to Create a New Form―." Planning period: fiscal 2026 to fiscal 2028 (fiscal years ending March 2027 to March 2029)」
The Group has moved from the medium-term management plan through fiscal 2022 to a new plan covering fiscal 2026 through fiscal 2028, centered on capital circulation aimed at maximizing corporate value, core businesses, next-generation growth drivers and management infrastructure reform. - FY2021RestatedAnnual report
「In May 2020, we announced a medium-term management plan covering a new planning period through fiscal 2022. We aim to achieve both "contributing to a sustainable society" and "our own sustainable growth."」
The new medium-term management plan through fiscal 2022 and the strategic direction of achieving both a sustainable society and the Company's own growth continue. - FY2020ReframedAnnual report
「In May 2020, we announced a medium-term management plan covering a new planning period through fiscal 2022. We aim to achieve both "contributing to a sustainable society" and "our own sustainable growth."」
The Group has moved from the medium-term management plan announced in 2017 to a new plan through fiscal 2022, adding the pursuit of both a sustainable society and the Company's own growth to the plan's strategic direction. - FY2019RestatedAnnual report
「Based on the fundamental recognition that contributing to the further revitalization and robust development of the Kansai economy is the greatest mission of a financial institution whose home market is Kansai, and that this will in turn support the sustainable growth of the Japanese economy, we have built on the relationships that the companies being integrated have cultivated over many years with customers and local communities and have held discussions and considered governance, management policies, business models and the form of integration toward building a "new retail financial services model that moves forward with the future of Kansai."」
The Group continues to pursue the creation of a new retail financial services model through the integration of the 3 Kansai banks as its post-integration management philosophy and business model. - FY2019-Q3RestatedAnnual report
「As a result of discussions and consideration of governance, management policies, business models and the form of integration toward building a "new retail financial services model that moves forward with the future of Kansai," we concluded that an integration under Kansai Mirai Financial Group would enable the companies being integrated to enhance corporate value beyond what they could achieve by continuing to operate independently.」
As the objective of integrating the 3 Kansai banks, the Group has reconfirmed its intention to build a new retail financial services model based on relationships with the local community. - FY2019-Q1RestatedAnnual report
「Based on the fundamental recognition that contributing to the further revitalization and robust development of the Kansai economy is the greatest mission of a financial institution whose home market is Kansai, and that this will in turn support the sustainable growth of the Japanese economy, we have built on the relationships that the companies being integrated have cultivated over many years with customers and local communities and have held discussions and considered governance, management policies, business models and the form of integration toward building a "new retail financial services model that moves forward with the future of Kansai."」
As the objective of integrating the 3 Kansai banks, the Group has reiterated its intention to build a new retail financial services model based on relationships with the local community. - FY2018AdvancedAnnual report
「Toward building a "new retail financial services model that moves forward with the future of Kansai," we have been holding discussions and considering governance, management policies, business models and the form of integration.」
The next-generation retail financial services model has been developed as the specific integration philosophy and business model for the integration of the 3 Kansai banks. - FY2018-Q3AdvancedAnnual report
「By sharing the strengths cultivated by the companies being integrated and providing sophisticated financial services and solutions through a one-stop approach, we will further deepen our relationships with a broad range of customers in the region and contribute to the development and revitalization of local communities. ... By sharing expertise in operational reform and integrating administrative processes and systems, we will achieve a significant improvement in operational efficiency and productivity while providing customers with unparalleled convenience.」
The concept of the next-generation retail financial services model has been developed into a specific model for the integration of the regional banks in Kansai, centered on sharing strengths, one-stop services, and the integration of administrative processes and systems. - FY2017First statedAnnual report
「In April 2017, the Group announced a medium-term management plan covering a new planning period through fiscal 2019. ... The Group will build a "next-generation retail financial services model" supported by a broad range of retail customers in Japan.」
The Group first clearly stated its new medium-term management plan covering the period through fiscal 2019 and its intention to build a next-generation retail financial services model.