Worth reading
76Important
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
1400
¥100 million (final-year target for net income attributable to owners of the parent)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year+86.7%
基準 75Target140100 million
ROE+19.0pt
基準 -8Target11％
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. For metrics expressed as percentages, differences are shown in percentage points (pt).The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
What happened to the previous plan¥75 billion (final-year target under the previous Medium-Term Management Plan) → ¥90 billion (progress, based on disclosures in 26/2)（20.0％）+20.0%Calculated from the two disclosed figures
Investment amount by sectorField AI investment / Amount ¥5 billion, Field Inorganic investment / Amount Not disclosed
Statements about the use of capital
Payout ratio / DOE policyA consolidated payout ratio of at least 40% of consolidated net income is the guideline. The applicable period is the new Medium-Term Management Plan period (April 2026 to March 2029). The DOE target is not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyWhile maintaining a sound financial base, the group will conduct flexible share buybacks as necessary. On 25 March 2026, a resolution was passed to acquire ¥1.5 billion of treasury shares, to be implemented as a shareholder-return measure for the fiscal year ending March 2026.
Self-assessment of PBR and share priceThe group achieved a PBR above 1x under the previous Medium-Term Management Plan. PBR was above 1x as of the end of February 2026.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Basic policy I: Creating the best customer experience
02Basic policy II: Enhancing the quality of existing businesses
03Basic policy III: Providing new value
04Platform I: DX (digital transformation)
05Platform II: GX (green transformation)
06Platform III: WX (work transformation)
07Platform IV: Alliances
08Platform V: Group governance
09Community-wide DX, GX and WX
10Regional ecosystem strategy
11Enhancing the quality of human capital
12In-house development, use and external sales of AI
Plan assumptionsCombined figures for the new financial group following the management integration, Assumed yen policy rate of 1.0% (assuming rate hikes during fiscal 2026), Based on full implementation of the finalized Basel III standards (excluding valuation differences on securities)
Non-financial targetsIndicator Number of app registrants / Target value 2 million / Timing March 2029, Indicator Penetration rate of accounts active on the app / Target value 66.6％ / Timing March 2029, Indicator Number of group card members / Target value 1.22 million / Timing Final year of the new Medium-Term Management Plan, Indicator Number of group-affiliated merchants / Target value 64 thousand stores / Timing Final year of the new Medium-Term Management Plan, Indicator AI-generated workforce capacity / Target value Equivalent to 2,000 bank employees / Timing Final year of the new Medium-Term Management Plan, Indicator Number of AI agent groups created / Target value 50 / Timing Final year of the new Medium-Term Management Plan, Indicator Renewable energy generation capacity / Target value 50MW / Timing Final year of the new Medium-Term Management Plan, Indicator Cumulative sustainable finance executed / Target value ¥3.55 trillion / Timing March 2029, Indicator Number of completed business succession advisory engagements / Target value 300 / Timing Final year of the new Medium-Term Management Plan, Indicator Number of completed recruitment engagements / Target value 260 / Timing Final year of the new Medium-Term Management Plan, Indicator Management candidate talent pool (participants in selective training) / Target value At least 60 people / Timing Final year of the new Medium-Term Management Plan, Indicator Specialist talent development plan / Target value 360 people (cumulative over 3 years) / Timing Plan period, Indicator AI talent development (trainees dispatched) / Target value 30 people / Timing Final year of the new Medium-Term Management Plan, Indicator Number of certified corporate professionals (★2 or higher) / Target value 150 people / Timing Final year of the new Medium-Term Management Plan, Indicator Number of career hires / Target value 240 people (cumulative over 3 years) / Timing Plan period, Indicator Employees’ sense of personal growth / Target value At least 80% / Timing Final year of the new Medium-Term Management Plan, Indicator Employee job satisfaction / Target value At least 80% / Timing Final year of the new Medium-Term Management Plan, Indicator Employees’ acceptance of performance evaluations / Target value At least 75% / Timing Final year of the new Medium-Term Management Plan, Indicator Empathy with the purpose / Target value At least 92% / Timing Final year of the new Medium-Term Management Plan, Indicator Company attractiveness (overall score) / Target value At least 82% / Timing Final year of the new Medium-Term Management Plan, Indicator Reducing the Employee Turnover Rate / Target value No more than 2.5% / Timing Final year of the new Medium-Term Management Plan, Indicator Core net business profit per bank employee and staff member / Target value ¥37 million / Timing Fiscal year ending March 2029
Risks identified by the company
Decline in the working-age population
New risks arising from the advance of digitalization
Reason for revision or withdrawal
To further deepen management based on the purpose of our banking group, as under the previous Medium-Term Management Plan, and achieve sustainable growth. In addition to responding appropriately to changes in the interest-rate environment, to strategically address social changes, including the decline in the working-age population, the growing importance of environmental conservation, and the emergence of innovative technologies such as AI.
| Item | Details |
|---|---|
| Plan name | 16th Medium-Term Management Plan “Engagement Bank Group: Phase 2” |
| Plan period | 1 April 2026–31 March 2029 (fiscal years 2026–2028) |
| Progress against the plan | Formulated |
| Net income target | ¥75 billion (published target when the previous Medium-Term Management Plan was formulated) → At least ¥140 billion |
| ROE target | Low 7% range (final-year target under the previous Medium-Term Management Plan, based on shareholders’ equity) / mid-8% range based on most recent progress → Approximately 11% (based on net assets) |
| Payout ratio / DOE policy | A consolidated payout ratio of at least 40% of consolidated net income is the guideline. The applicable period is the new Medium-Term Management Plan period (April 2026 to March 2029). The DOE target is not disclosed. |
| Treasury share acquisition policy | While maintaining a sound financial base, the group will conduct flexible share buybacks as necessary. On 25 March 2026, a resolution was passed to acquire ¥1.5 billion of treasury shares, to be implemented as a shareholder-return measure for the fiscal year ending March 2026. |
| Self-assessment of PBR and share price | The group achieved a PBR above 1x under the previous Medium-Term Management Plan. PBR was above 1x as of the end of February 2026. |
| Investment amount by sector | Field AI investment / Amount ¥5 billion, Field Inorganic investment / Amount Not disclosed |
| Non-financial targets | Indicator Number of app registrants / Target value 2 million / Timing March 2029, Indicator Penetration rate of accounts active on the app / Target value 66.6％ / Timing March 2029, Indicator Number of group card members / Target value 1.22 million / Timing Final year of the new Medium-Term Management Plan, Indicator Number of group-affiliated merchants / Target value 64 thousand stores / Timing Final year of the new Medium-Term Management Plan, Indicator AI-generated workforce capacity / Target value Equivalent to 2,000 bank employees / Timing Final year of the new Medium-Term Management Plan, Indicator Number of AI agent groups created / Target value 50 / Timing Final year of the new Medium-Term Management Plan, Indicator Renewable energy generation capacity / Target value 50MW / Timing Final year of the new Medium-Term Management Plan, Indicator Cumulative sustainable finance executed / Target value ¥3.55 trillion / Timing March 2029, Indicator Number of completed business succession advisory engagements / Target value 300 / Timing Final year of the new Medium-Term Management Plan, Indicator Number of completed recruitment engagements / Target value 260 / Timing Final year of the new Medium-Term Management Plan, Indicator Management candidate talent pool (participants in selective training) / Target value At least 60 people / Timing Final year of the new Medium-Term Management Plan, Indicator Specialist talent development plan / Target value 360 people (cumulative over 3 years) / Timing Plan period, Indicator AI talent development (trainees dispatched) / Target value 30 people / Timing Final year of the new Medium-Term Management Plan, Indicator Number of certified corporate professionals (★2 or higher) / Target value 150 people / Timing Final year of the new Medium-Term Management Plan, Indicator Number of career hires / Target value 240 people (cumulative over 3 years) / Timing Plan period, Indicator Employees’ sense of personal growth / Target value At least 80% / Timing Final year of the new Medium-Term Management Plan, Indicator Employee job satisfaction / Target value At least 80% / Timing Final year of the new Medium-Term Management Plan, Indicator Employees’ acceptance of performance evaluations / Target value At least 75% / Timing Final year of the new Medium-Term Management Plan, Indicator Empathy with the purpose / Target value At least 92% / Timing Final year of the new Medium-Term Management Plan, Indicator Company attractiveness (overall score) / Target value At least 82% / Timing Final year of the new Medium-Term Management Plan, Indicator Reducing the Employee Turnover Rate / Target value No more than 2.5% / Timing Final year of the new Medium-Term Management Plan, Indicator Core net business profit per bank employee and staff member / Target value ¥37 million / Timing Fiscal year ending March 2029 |
| Plan assumptions | Combined figures for the new financial group following the management integration, Assumed yen policy rate of 1.0% (assuming rate hikes during fiscal 2026), Based on full implementation of the finalized Basel III standards (excluding valuation differences on securities) |
| Key initiatives | Basic policy I: Creating the best customer experience, Basic policy II: Enhancing the quality of existing businesses, Basic policy III: Providing new value, Platform I: DX (digital transformation), Platform II: GX (green transformation), Platform III: WX (work transformation), Platform IV: Alliances, Platform V: Group governance, Community-wide DX, GX and WX, Regional ecosystem strategy, Enhancing the quality of human capital, In-house development, use and external sales of AI |
| Results under the previous plan | ¥75 billion (final-year target under the previous Medium-Term Management Plan) → ¥90 billion (progress, based on disclosures in 26/2)（20.0％） |
| Reason for revision or withdrawal | To further deepen management based on the purpose of our banking group, as under the previous Medium-Term Management Plan, and achieve sustainable growth. In addition to responding appropriately to changes in the interest-rate environment, to strategically address social changes, including the decline in the working-age population, the growing importance of environmental conservation, and the emergence of innovative technologies such as AI. |
| Risks identified | Decline in the working-age population, New risks arising from the advance of digitalization |
| Publication date | 25 March 2026 |
Items this document does not state (9)
Sales TargetOperating profit targetOperating profit margin targetROIC targetCost of capitalTotal investment planSegment targetSize of the Target MarketDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.To further deepen management based on the purpose of our banking group, as under the previous Medium-Term Management Plan, and achieve sustainable growth. To strategically address social changes, including changes in the interest-rate environment, the decline in the working-age population, the growing importance of environmental conservation, and the emergence of innovative technologies such as AI, and to further improve productivity.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.