Building a Best-in-Class Retail Banking Group
First written in FY2016. 6 of 10 entries say "Reframed", first in FY2017. Latest entry: FY2026.
The Chiba Bank moved to the "Worse" side of this theme in 2020.
0 other companies' latest entry also says "Reframed".
- FY2026ReframedAnnual report
「The Bank Group has formulated its 16th Medium-Term Management Plan, “Engagement Bank Group: Phase 2,” covering the period from April 2026 to March 2029. While further deepening the strategies set forth in the previous medium-term management plan, the Group has adopted “Increasing the number of fans through deeper engagement” as its guiding principle.」
The Bank transitioned from the 15th Medium-Term Management Plan to the 16th Medium-Term Management Plan, changing the plan period to April 2026 through March 2029 and updating the guiding principle to “Increasing the number of fans through deeper engagement.” - FY2025RestatedAnnual report
「The Bank Group has formulated its 15th Medium-Term Management Plan, “Engagement Bank Group: Phase 1,” covering the period from April 2023 to March 2026.」
The Bank continues to implement initiatives under the 15th Medium-Term Management Plan, based on “evolving a customer-centric business model,” 3 basic policies and 5 foundations for value creation. - FY2023ReframedAnnual report
「The Bank launched its 15th Medium-Term Management Plan, “Engagement Bank Group: Phase 1,” covering the period from April 2023 to March 2026. The plan sets forth “evolving a customer-centric business model” as its guiding principle」
The Bank transitioned from the 14th Medium-Term Management Plan to the 15th Medium-Term Management Plan, “Engagement Bank Group: Phase 1,” revising the plan period and guiding principle. - FY2020ReframedAnnual report
「The Bank launched its 14th Medium-Term Management Plan, “NEXT STEP 2023: Connecting to and Transcending the Future,” covering the period from April 2020 to March 2023.」
Following the final year of the 13th Medium-Term Management Plan, the Bank transitioned to its 14th Medium-Term Management Plan. - FY2019RestatedAnnual report
「Under the final year of its 13th Medium-Term Management Plan, “Best Bank 2020 Final Stage: Three Years of Co-Creation of Value,” the Bank aims to establish advanced capabilities, high productivity and unwavering trust, and to achieve sustainable growth together with the region by co-creating shared value with diverse stakeholders, including customers, shareholders, employees and local communities, from a medium- to long-term perspective.」
With the 13th Medium-Term Management Plan entering its final year, the Bank continues to pursue co-creation of value, high productivity, trust and sustainable growth. - FY2018RestatedAnnual report
「Under its 13th Medium-Term Management Plan, “Best Bank 2020 Final Stage: Three Years of Co-Creation of Value,” covering April 2017 to March 2020, the Bank aims to establish advanced capabilities, high productivity and unwavering trust, and to achieve sustainable growth together with the region by co-creating shared value with diverse stakeholders, including customers, shareholders, employees and local communities.」
The Bank continues to pursue the 13th Medium-Term Management Plan and its policy of co-creating value toward realizing a Retail Best Bank. - FY2017ReframedAnnual report
「The Bank launched its 13th Medium-Term Management Plan, “Best Bank 2020 Final Stage: Three Years of Co-Creation of Value,” covering the period from April 2017 to March 2020. The plan was positioned as the final 3-year phase toward realizing the “Retail Best Bank” group, a goal carried forward from the previous medium-term management plan.」
The plan’s name and positioning were revised from “Three Years of Value Creation” to “Three Years of Co-Creation of Value,” transitioning to the final-stage plan covering April 2017 to March 2020. - FY2016First statedAnnual report
「Under its Medium-Term Management Plan, “Best Bank 2020: Three Years of Value Creation,” the Bank aims to become a “Retail Best Bank” group that provides the highest level of satisfaction and excitement to local customers, including individuals and small and medium-sized enterprises, through advanced services. To this end, it has identified 3 challenges: “creating new corporate value,” “further enhancing human resource development,” and “establishing a sustainable management structure”」
The central objective of the medium-term management plan covering the 3-year period from April 2014 to March 2017.