From Supplying Financial Products and Services to Consulting-Based Thinking and Action
First written in FY2016. 23 of 32 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2021: 5 of 25 companies on the "Worse" side.
17 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The plan identifies as its key themes "growing into an organization where each individual takes center stage through increased engagement and evolves its consulting-driven approach" and "building a framework that contributes to increasing the corporate value of the Bank Group by using next-generation growth engines (Note 2) to deliver outstanding value to customers," and establishes five strategic enhancement areas as its core themes,」
The consulting-driven approach has been developed from the previous stages of practice and evolution into the implementation stage for five strategic enhancement areas, including engagement, next-generation growth engines, customer value creation and increased corporate value. - 2026-05-29AdvancedGeneral Meetings of Shareholders
「The plan identifies as its principal themes “Growing into an organization in which each person takes centre stage and advances consulting-oriented action through greater engagement” and “Building a framework that contributes to enhancing the corporate value of our group by realizing exceptional value for customers through the use of the next-generation growth engine (Note 2),”」
The evolution of consulting-oriented action was established as a principal theme of the medium-term management plan, with its linkage to the next-generation growth engine made explicit. - FY2026-H1RestatedAnnual report
「In addition, as a specific strategy for achieving our purpose and long-term management vision, we launched the new medium-term management plan “Happiness Design Kizuna Project 2028: Path to Evolution” and have actively rolled out various initiatives.」
Existing measures, including a consulting-driven approach, continue to be implemented under the new medium-term management plan. - FY2025AdvancedAnnual report
「The new medium-term management plan identifies as its key themes "growing into an organization where each individual takes center stage through increased engagement and evolves its consulting-driven approach" and "building a framework that contributes to increasing the corporate value of the Bank Group by using next-generation growth engines to deliver outstanding value to customers,"」
The Bank incorporated the consulting-driven approach into the key themes of the new medium-term management plan as the next stage, moving from its previous practice and continuation to its evolution. - FY2025-H1RestatedAnnual report
「Loans increased by ¥20.4 billion from the end of March 2024 to ¥2.3975 trillion, as a result of uncovering funding demand through consulting activities and accurately addressing the funding needs of customers.」
Continuing to uncover funding demand through consulting activities and address customer needs. - FY2024-Q3RestatedAnnual report
「Against this financial and economic backdrop, we have actively rolled out various initiatives aimed at achieving the medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community.”」
Continuing to implement existing measures, including a consulting-driven approach, toward achieving "Happy Design Kizuna Project 2025." - FY2024-Q2RestatedAnnual report
「To achieve this, we launched the medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community” in April 2022 and have actively rolled out various initiatives.」
Measures, including a consulting-driven approach, continue to be implemented under the new medium-term management plan, "Happy Design Kizuna Project 2025." - FY2024-Q1RestatedAnnual report
「Against this management backdrop, we have actively rolled out various initiatives under the medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community,” launched in April 2022.」
Continuing to implement various measures under the medium-term management plan that aims to establish the CKB Community. - FY2023-Q3RestatedAnnual report
「Against this financial and economic backdrop, we launched the 3-year medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community” from this fiscal year and have actively rolled out various initiatives.」
Continuing to implement measures, including a consulting-driven approach, under the new medium-term management plan, "Happy Design Kizuna Project 2025." - FY2023-Q2RestatedAnnual report
「Against this financial and economic backdrop, we launched the 3-year medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community” from this fiscal year and have actively rolled out various initiatives.」
Continuing to implement various measures under the three-year medium-term management plan aimed at establishing the CKB Community. - FY2023-Q1RestatedAnnual report
「Against this management backdrop, we have actively rolled out various initiatives under the new medium-term management plan “Happiness Design Kizuna Project 2025: First Stage toward Establishing the CKB Community,” launched in April 2022.」
Continuing to implement various measures under the new medium-term management plan aimed at establishing the CKB Community. - FY2022ReframedAnnual report
「In April 2022, the Bank launched a new medium-term management plan, "Happy Design Kizuna Project 2025: Toward Establishing the CKB Community, 1st Stage," and positioned the three years covered by the plan as a stage for building the three foundations of organization, sales and management toward the long-term management strategy of establishing the "CKB Community."」
The Bank transitioned from "Consulting-Driven Action Project 2022" to a new plan whose long-term strategy is to establish the CKB Community, placing the construction of the three foundations of organization, sales and management at the center of the plan. - FY2022-Q2RestatedAnnual report
「Against this management backdrop, under the final-year medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” we have worked on various initiatives aimed at the bank's 70th anniversary in March 2022.」
The rollout of initiatives under the medium-term management plan centred on consulting action continues. - FY2022-Q1AdvancedAnnual report
「Under the final-year medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” we have worked on various initiatives aimed at the bank's 70th anniversary in March 2022.」
The medium-term management plan centered on a consulting-driven approach has entered its final year, and efforts to implement measures toward the 70th anniversary of the Bank's founding have progressed. - FY2021-Q3RestatedAnnual report
「Against this economic backdrop, we have actively rolled out various initiatives under the medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019.」
Continuing to implement various measures based on the medium-term management plan centered on a consulting-driven approach. - FY2021-Q2RestatedAnnual report
「Against this financial and economic backdrop, we have actively rolled out various initiatives under the medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019.」
The rollout of initiatives under the medium-term management plan centred on consulting action continues. - FY2021-Q1RestatedAnnual report
「Under the medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019, we have rolled out various initiatives.」
Continuing to implement measures based on the new medium-term management plan centered on a consulting-driven approach. - FY2020-Q3RestatedAnnual report
「Against this management backdrop, we have actively rolled out various specific initiatives under the medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019.」
Continuing to implement specific measures based on the new medium-term management plan centered on a consulting-driven approach. - FY2020-Q2RestatedAnnual report
「Against this financial and economic backdrop, we have actively rolled out various initiatives under the new medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019.」
Continuing to implement measures based on the new medium-term management plan centered on a consulting-driven approach. - FY2020-Q1ReframedAnnual report
「Against this management backdrop, we have actively rolled out various initiatives under the new medium-term management plan “Consulting Action Project 2022: Closer. Deeper. Together toward the future,” launched in April 2019.」
Continuing to implement measures centered on a consulting-driven approach under the new medium-term management plan, "Consulting-Driven Action Project 2022." The plan's name and timeframe have been updated. - FY2019-Q3RestatedAnnual report
「Against this management backdrop, we have rolled out various initiatives aimed at achieving “Establishing a consulting bank,” the objective set out in the final year of the medium-term management plan “Consulting Action Project 2019.”」
Continuing to implement measures based on the medium-term management plan centered on a consulting-driven approach during its final year. - FY2019-Q2AdvancedAnnual report
「Against this financial and economic backdrop, we have rolled out various initiatives aimed at achieving “Establishing a consulting bank,” the objective set out in the final year of the medium-term management plan “Consulting Action Project 2019.”」
The medium-term management plan centered on a consulting-driven approach has entered its final year, and measures based on the plan continue to be implemented. - FY2019-Q1RestatedAnnual report
「Under the medium-term management plan “Consulting Action Project 2019,” launched in April 2016, we have actively rolled out various specific initiatives.」
Continuing to implement specific measures based on the medium-term management plan centered on a consulting-driven approach. - FY2018RestatedAnnual report
「Against this financial and economic backdrop, in April 2016 the Bank launched the three-year medium-term management plan, "Consulting-Driven Action Project 2019," and actively implemented specific strategic measures to address management challenges.」
Continuing to implement the medium-term management plan and specific measures centered on a consulting-driven approach. - FY2018-Q3RestatedAnnual report
「Against this management backdrop, we have actively rolled out various specific initiatives under the medium-term management plan “Consulting Action Project 2019,” launched in April 2016.」
Continuing to implement specific measures based on the medium-term management plan centered on a consulting-driven approach. - FY2018-Q2RestatedAnnual report
「Against this management backdrop, we have actively rolled out various specific initiatives under the medium-term management plan “Consulting Action Project 2019,” launched in April 2016.」
The rollout of initiatives under the medium-term management plan centred on consulting action continues. - FY2018-Q1RestatedAnnual report
「Against this management backdrop, we have actively rolled out various specific initiatives under the medium-term management plan “Consulting Action Project 2019,” launched in April 2016.」
Specific initiatives are being actively rolled out under the medium-term management plan centred on consulting action. - FY2017RestatedAnnual report
「To achieve “Establishing a consulting bank,” the objective of the 3-year medium-term management plan “Consulting Action Project 2019” from fiscal 2016, we have rolled out specific strategies centred on “putting consulting action into practice” as a core strategy that places customers first.」
The rollout of initiatives centred on the medium-term management plan and consulting action continues. - FY2017-Q3RestatedAnnual report
「Against this management backdrop, in April 2016 we launched the new medium-term management plan, “Consulting Action Project 2019,” and have worked on various initiatives.」
Efforts to implement the various initiatives under the plan centred on consulting action continue. - FY2017-Q2RestatedAnnual report
「Against this management backdrop, in April 2016 we launched a new medium-term management plan, “Consulting Action Project 2019,” and have worked on various initiatives.」
Efforts to implement the various initiatives under the plan centred on consulting action continue. - FY2017-Q1AdvancedAnnual report
「Against this management backdrop, in April 2016 we launched the new medium-term management plan “Consulting Action Project 2019” and have actively worked on various initiatives.」
A new medium-term management plan centred on consulting action began in April 2016, and implementation of the initiatives commenced. - FY2016First statedAnnual report
「As the social environment changes, we believe it is essential to transform from “supplying financial products and services” to “consulting action” in order to grow together with the community and customers who are our partners. This means putting into practice actions that identify the true issues and needs of our community and customer partners and seriously consider and present solutions for them.」
A clear shift from a product-supply model to an action-oriented model centred on identifying and resolving customer issues.