Continuation of the growth strategy and further development of value-enhancing proposals
First written in FY2016. 4 of 8 entries say "Reframed", first in FY2017. Latest entry: FY2025.
No other company in this theme has enough history to compare yet.
- FY2025ReframedAnnual report
「Under the new plan, we defined our desired state as “sustainable growth for local communities and our group” and set “Growth” as the theme, aiming for the sustained growth of “customers and local communities,” “our group” and “each officer and employee” throughout the medium-term management plan.」
The framework was reorganised from one centred on the previous 5 reforms into a new strategic framework under “Growth with ‘Purpose,’” centred on a virtuous cycle of social and economic value and the strengthening of the business foundation. - FY2023AdvancedAnnual report
「Under “business process reform,” we established the goal of eliminating reporting and worked to build a data analytics platform.」
Of the 5 reforms, business process reform was given concrete form through reductions in reporting and the construction of a data analytics platform. - FY2022ReframedAnnual report
「② Strengthening the power to “connect” through 5 reforms」
The strategic themes were reorganised from the previous 3 reforms into 5 reforms covering sales processes, business processes, channels, human resources and external collaboration. - FY2021AdvancedAnnual report
「Of the 673 business-reduction initiatives solicited from all employees, 93% have been completed, steadily streamlining operations.」
Under the 3 reforms, 93% of the 673 business-reduction initiatives were completed, and a Digital Innovation Group was newly established. - FY2020AdvancedAnnual report
「Under this plan, we defined our vision as “a regional financial group that meets customer needs and realises value through innovation in financial services,” and established two basic policies for achieving it: “transforming the management platform through 3 reforms” and “advanced value realisation through the evolution of our business model.”」
具体 measures including reforms in processes, channels and human resources, digitalisation and consulting were implemented in line with the two basic policies of the 2019 Medium-Term Management Plan. - FY2019ReframedAnnual report
「To realise our vision, we established two basic policies: “transforming the management platform through 3 reforms” in processes, channels and human resources, and “advanced value realisation through the evolution of our business model.”」
The strategic themes were reorganised from further developing the conventional growth strategy and valuable proposals to realising value through reforms in processes, channels and human resources and the evolution of the business model. - FY2017ReframedAnnual report
「As strategic themes indicating our medium- to long-term direction, we established “Further Development” and “New Challenges.”」
The strategic themes were reorganised from the previous wording to “Further Development” and “New Challenges.” - FY2016First statedAnnual report
「Under the new medium-term management plan, we defined our vision as “a regional financial group that supports the tomorrows of local communities and customers and grows together with them,” and established two strategic themes: “continuing the growth strategy and further developing valuable proposals” and “expanding business areas and leveraging the group’s comprehensive capabilities.”」
This represents one of the two strategic themes of the new medium-term plan, indicating growth and further development of proposal capabilities.