Strengthening the Management Foundation and Leveraging the Group’s Collective Capabilities
First written in FY2016. 9 of 12 entries say "Advanced", first in FY2017. Latest entry: FY2026.
The whole theme swung hardest in 2022: 2 of 9 companies on the "Worse" side.
11 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To promote DX, operational reform and data utilization, we established the AI and Data Strategy Office within the Digital Innovation Department in April 2025. We are promoting operational efficiency and more sophisticated sales activities through the use of AI and the analysis and utilization of data.」
Strengthening the management platform was put into practice through the establishment of the AI and Data Strategy Office, the use of generative AI, the consolidation and reorganization of back-office operations, and the joint development of the TSUBASA core banking system. - FY2025AdvancedAnnual report
「<Basic Policy II: “Strengthening the business platform supporting sustainable growth”> Strategic themes ① Promoting DX and operational reform ② Strengthening the use of data ③ Enhancing human capital ④ Practicing RORA management ⑤ Upgrading governance ⑥ Strengthening collaboration within the group and with external parties」
The new plan organizes management platform initiatives into 6 themes: DX and operational reform, data utilization, human capital, RORA management, governance, and collaboration within the group and with external parties. - FY2023AdvancedAnnual report
「More than 150,000 customers were using the “ぐんぎんアプリ” as of the end of March 2023, and we will continue adding useful features.」
The digital strategy was put into practice through the app and its more than 150,000 users, advancing the digitalization of customer touchpoints. - FY2022ReframedAnnual report
「① Execution of the digital strategy underpinning “Connect and Weave”」
Strengthening the management platform was reorganized into a vision combining the digitalization of regional operations, customer touchpoints and in-bank operations, which underpin realization of our purpose, with 5 reforms. - FY2021AdvancedAnnual report
「During the fiscal year, we established a Risk Governance Group within the Risk Management Department. By identifying in advance the risks that may arise in executing sales strategies and other initiatives and monitoring those risks, we are building a framework to understand achievement of sales strategies and other initiatives and the status of risks in an integrated manner and use the findings in the PDCA cycle, thereby strengthening our risk management framework.」
Strengthening the management platform was put into practice through the establishment of a Risk Governance Group and integrated management of sales strategies and risks. - FY2020AdvancedAnnual report
「April 2019: Introduced an AI-powered digital document search system for use within the bank」
Measures to transform the management platform were specified, including operational innovation through AI and digital technologies, an operational reform working group, the restructuring of branch functions and the introduction of a human resources information system. - FY2019ReframedAnnual report
「We established 2 basic policies: transforming the management platform through 3 reforms covering processes, channels and human resources, and delivering advanced value through the evolution of our business model.」
Strengthening the management platform was redefined from conventional operational efficiency and group collaboration to transforming the management platform through 3 reforms covering processes, channels and human resources, together with the evolution of the business model. - FY2018AdvancedAnnual report
「We will also improve operational efficiency by reducing administrative work at branches and using digital technologies.」
Reducing administrative work at branches and using digital technologies were identified as specific measures to improve operational efficiency. - FY2017AdvancedAnnual report
「We will strengthen our management platform to provide a broad range of financial services by promoting operational efficiency and upgrading our internal control framework. We will also maximize the capabilities of each group company through collaboration with newly established group companies, including ぐんぎん証券, and work as a group to enhance corporate value.」
Operational efficiency, enhanced internal controls and collaboration with group companies, including ぐんぎん証券, were identified as specific measures to strengthen the management platform. - FY2016First statedAnnual report
「Under this theme, we established 4 basic policies to achieve our vision for the Company: "proactive initiatives for regional revitalization," "pursuing valuable proposals and strengthening earning power," "strengthening the management foundation and exercising the Group’s collective strength," and "reforming work styles and supporting each individual’s success."」
The policy is to combine the management platform with the functions of group companies.