Worth reading
83Important
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
900
¥100 million (consolidated net income target for fiscal 2030)Wording
Conditional
How definitive the wording is.Items stated in the management plan
Interim review and updateNet income for the current fiscal year+0.2%
基準 2,025Target2,030Hundreds of millions of yen
ROE+5.0pt
基準 2,025Target2,030%
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.
Investment amount by sectorNot disclosed. The investment areas listed include the use of risk assets and other resources, inorganic investments, AX and DX investments, investment in human capital development, and shareholder returns.
Statements about the use of capital
Payout ratio / DOE policyShareholder returns will be made in accordance with the shareholder return policy. The scope covers the dividend payout ratio and total payout ratio, and the plan period runs through fiscal 2030. Numerical targets: not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Self-assessment of PBR and share priceConsolidated PBR was 0.22x in fiscal 2020 and 0.98x in fiscal 2025. The share price was ¥520 in fiscal 2020 and ¥3,056 in fiscal 2025. A qualitative self-assessment that these levels were low: not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01No. 1 customer satisfaction strategy
02Regional growth strategy
03Productivity doubling strategy
04Corporate culture reform strategy
05Diversification and advancement of financial intermediation functions
06M&A and business succession
07Business revitalization and management improvement support, etc.
08AX and DX, human resources services, and overseas business
09Urban development and responses to emerging issues, etc.
10Achieving discontinuous growth through an inorganic strategy
11Use of AI and digital technologies and fundamental operational reform
12Rebalancing management resources
13Strengthening human resource development and mid-career hiring
14Expanding diversified investments
15Capturing growth areas in Japan and overseas
16Strengthening risk identification and analysis
17Portfolio rebalancing
Plan assumptionsInterest-rate scenario: policy rate of 1.0% from October 2026, Interest-rate scenario: policy rate of 1.25% from April 2028, The business environment, including population decline and declining birth rates combined with an aging population, a shortage of business successors, and labor shortages
Non-financial targetsIndicator Main-bank share in Miyagi Prefecture / Target 56% or higher / Timing FY2030, Indicator Number of corporate borrowers outside Miyagi Prefecture / Target 1.2x (versus fiscal 2025) / Timing FY2030, Indicator Percentage of households in Miyagi Prefecture holding assets with our Group / Target 13% (1.5x fiscal 2025) / Timing FY2030, Indicator Number of customers holding assets with the Group / Target 180,000 customers / Timing FY2030, Indicator Our bank’s loan utilization rate in Miyagi Prefecture / Target 20.0% / Timing FY2030, Indicator Net population increase in Miyagi Prefecture / Target +more than 0 people / Timing FY2030, Indicator Number of support cases for startups and newly established companies / Target 4,200 cases / Timing FY2030, Indicator Share of involvement in regional development projects / Target 100% / Timing FY2030, Indicator Per-employee labor productivity in the core business / Target ¥37 million / Timing FY2030, Indicator Digital transaction ratio for core operations / Target 95% or higher / Timing FY2030, Indicator Usage rate of non-face-to-face channels (corporate and individual) / Target 60% each / Timing FY2030, Indicator Ratio of client-facing personnel / Target At least 80% / Timing FY2030, Indicator Average skill level of corporate and individual client-facing personnel / Target 3.5 or higher each / Timing FY2030, Indicator Employee engagement score (challenge index) / Target 3.8 points or higher / Timing FY2030, Indicator Percentage of women in management positions / Target 30.0% or higher / Timing FY2030
Risks identified by the company
Declining birth rate and aging population
Population decline
Overconcentration in Tokyo
Shortage of business successors and labor
Diversification of lifestyles and values
Accelerating advances in AI and digital technologies
Transition to a world with interest rates
Progress in deregulation
Geopolitical risk
Increasing severity and frequency of natural disasters
Climate Change
Cybercrime and other threats
Reason for revision or withdrawal
The plan was reviewed on an interim basis in light of changes in the external environment and its progress, and the content was updated.
| Item | Details |
|---|---|
| Plan name | “Vision 2030” (R.V.) — The Leading Company Enriching the Region |
| Plan period | 2021.4～2031.3 |
| Progress against the plan | Interim review and update |
| Net income target | ¥54 billion (fiscal 2025 actual) → ¥90 billion (fiscal 2030 target)（＋66.7%） |
| ROE target | 8.53% (fiscal 2025 actual) → 10% (fiscal 2030 target)（＋17.2%） |
| Payout ratio / DOE policy | Shareholder returns will be made in accordance with the shareholder return policy. The scope covers the dividend payout ratio and total payout ratio, and the plan period runs through fiscal 2030. Numerical targets: not disclosed. |
| Self-assessment of PBR and share price | Consolidated PBR was 0.22x in fiscal 2020 and 0.98x in fiscal 2025. The share price was ¥520 in fiscal 2020 and ¥3,056 in fiscal 2025. A qualitative self-assessment that these levels were low: not disclosed. |
| Investment amount by sector | Not disclosed. The investment areas listed include the use of risk assets and other resources, inorganic investments, AX and DX investments, investment in human capital development, and shareholder returns. |
| Non-financial targets | Indicator Main-bank share in Miyagi Prefecture / Target 56% or higher / Timing FY2030, Indicator Number of corporate borrowers outside Miyagi Prefecture / Target 1.2x (versus fiscal 2025) / Timing FY2030, Indicator Percentage of households in Miyagi Prefecture holding assets with our Group / Target 13% (1.5x fiscal 2025) / Timing FY2030, Indicator Number of customers holding assets with the Group / Target 180,000 customers / Timing FY2030, Indicator Our bank’s loan utilization rate in Miyagi Prefecture / Target 20.0% / Timing FY2030, Indicator Net population increase in Miyagi Prefecture / Target +more than 0 people / Timing FY2030, Indicator Number of support cases for startups and newly established companies / Target 4,200 cases / Timing FY2030, Indicator Share of involvement in regional development projects / Target 100% / Timing FY2030, Indicator Per-employee labor productivity in the core business / Target ¥37 million / Timing FY2030, Indicator Digital transaction ratio for core operations / Target 95% or higher / Timing FY2030, Indicator Usage rate of non-face-to-face channels (corporate and individual) / Target 60% each / Timing FY2030, Indicator Ratio of client-facing personnel / Target At least 80% / Timing FY2030, Indicator Average skill level of corporate and individual client-facing personnel / Target 3.5 or higher each / Timing FY2030, Indicator Employee engagement score (challenge index) / Target 3.8 points or higher / Timing FY2030, Indicator Percentage of women in management positions / Target 30.0% or higher / Timing FY2030 |
| Plan assumptions | Interest-rate scenario: policy rate of 1.0% from October 2026, Interest-rate scenario: policy rate of 1.25% from April 2028, The business environment, including population decline and declining birth rates combined with an aging population, a shortage of business successors, and labor shortages |
| Key initiatives | No. 1 customer satisfaction strategy, Regional growth strategy, Productivity doubling strategy, Corporate culture reform strategy, Diversification and advancement of financial intermediation functions, M&A and business succession, Business revitalization and management improvement support, etc., AX and DX, human resources services, and overseas business, Urban development and responses to emerging issues, etc., Achieving discontinuous growth through an inorganic strategy, Use of AI and digital technologies and fundamental operational reform, Rebalancing management resources, Strengthening human resource development and mid-career hiring, Expanding diversified investments, Capturing growth areas in Japan and overseas, Strengthening risk identification and analysis, Portfolio rebalancing |
| Reason for revision or withdrawal | The plan was reviewed on an interim basis in light of changes in the external environment and its progress, and the content was updated. |
| Risks identified | Declining birth rate and aging population, Population decline, Overconcentration in Tokyo, Shortage of business successors and labor, Diversification of lifestyles and values, Accelerating advances in AI and digital technologies, Transition to a world with interest rates, Progress in deregulation, Geopolitical risk, Increasing severity and frequency of natural disasters, Climate Change, Cybercrime and other threats |
| Publication date | 13 May 2026 |
Items this document does not state (11)
Sales TargetOperating profit targetOperating profit margin targetROIC targetTreasury share acquisition policyCost of capitalTotal investment planSegment targetResults under the previous planSize 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.The interim review was conducted in light of changes in the external environment and the progress of the plan, in order to continue fulfilling the mission of a regional financial institution over the long term.
How to read this page
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