The 18th Long-Term Management Plan, “Yamagin Innovation Plan III”
First written in FY2016. 10 of 20 entries say "Restated". Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Target figures (fiscal 2026): net income (non-consolidated) ¥5 billion; ROE (consolidated) 3.5%; equity ratio (non-consolidated) 9% or higher. Target figures (fiscal 2030): net income (non-consolidated) ¥7.5 billion; ROE (consolidated) 5%; equity ratio (non-consolidated) 9% or higher.」
The company disclosed targets for profit, ROE and the equity ratio for fiscal 2026 and fiscal 2030 under the 21st Long-Term Management Plan, “Pro-Act.” - 2026-06-01AdvancedGeneral Meetings of Shareholders
「During the current fiscal year, the midpoint of the 21st Long-Term Management Plan, “Pro-Act,” we implemented various measures aimed at the sustainable development of local communities, while thoroughly pursuing customer-focused business operations, expanding the scope of our core businesses based on our key strategies, and strengthening initiatives to resolve customer issues.」
The Bank specified the initiatives under the key strategies of “Pro-Act” as customer-focused sales, expansion of consulting and business areas, management during a period of rising interest rates, human capital, DX, and the rebuilding of the securities portfolio. - FY2025-H1RestatedAnnual report
「During the current interim consolidated accounting period, there were no significant changes or new provisions concerning the management policies, management strategies and other matters of our bank group, or the objective indicators for assessing progress toward management objectives.」
The company has reconfirmed that there have been no material changes or new provisions regarding the objective indicators used to assess its management policies, management strategies and management targets. - FY2024ReframedAnnual report
「The previous long-term management plan, “Transform,” was positioned as the first phase of a 10-year roadmap toward the long-term vision. While responding to the COVID-19 pandemic, we also pursued initiatives linked to the vision as part of our challenge to become a hybrid company. As a result of these efforts, we achieved 5 of the 6 key numerical targets under the previous long-term management plan, with the exception of net income.」
The 20th Long-Term Management Plan, “Transform,” achieved 5 of its 6 key numerical targets, while net income fell short due to a decline in bond-related gains and losses associated with improvements to the securities portfolio. The 21st Long-Term Management Plan, “Pro-Act” (fiscal 2024 to fiscal 2026), has subsequently been launched as the second phase toward realizing the long-term vision. - FY2023AdvancedAnnual report
「In April 2021, the bank established as its long-term vision for 10 years from then “a hybrid company participating in finance and industry that co-creates value with customers and maximizes regional potential,” and launched the 20th Long-Term Management Plan, “Transform” (April 2021 to March 2024), as Phase 1 toward that vision. FY2023 is the final year of the plan and an important year for producing results on the challenges set out in it.」
The 20th Long-Term Management Plan, “Transform,” entered its final year, and the bank disclosed FY2022 results alongside FY2023 targets, including core operating profit of ¥10.473 billion, standalone net income of ¥3.288 billion and total loans outstanding of ¥1.8011 trillion, showing progress against the targets. - FY2023-Q3RestatedAnnual report
「During the nine-month period ended [the current third quarter], there were no material changes or new provisions concerning the objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank group (the bank and its consolidated subsidiaries).」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2023-Q1RestatedAnnual report
「During the first quarter of the current fiscal year, there were no significant changes or new provisions concerning objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank’s Group, comprising the bank and its consolidated subsidiaries.」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2022AdvancedAnnual report
「Targets (FY2023): core operating profit, ¥6 billion; actual (FY2021): ¥9 billion; net income (bank standalone), ¥2.5 billion; actual (FY2021): ¥3.1 billion; core OHR (bank standalone), below 80%; actual (FY2021): 69.59%; total loans outstanding, ¥1.7 trillion; actual (FY2021): ¥1.7168 trillion.」
For the 20th Long-Term Management Plan, “Transform,” the bank disclosed FY2023 targets and FY2021 results, showing progress in core operating profit, standalone net income, core OHR and total loans outstanding. - FY2022-Q2RestatedAnnual report
「During the cumulative second quarter of the current consolidated fiscal year, there were no significant changes or new provisions concerning the management policies, management strategies and other matters of our bank group, or the objective indicators for assessing progress toward management objectives.」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2022-Q1RestatedAnnual report
「During the first quarter of the current fiscal year, there were no significant changes or new provisions concerning objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank’s Group, comprising the bank and its consolidated subsidiaries.」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2021ReframedAnnual report
「In April 2021, the bank established as its long-term vision for 10 years from then “a hybrid company participating in finance and industry that co-creates value with customers and maximizes regional potential,” and formulated the 20th Long-Term Management Plan, “Transform” (April 2021 to March 2024), toward that vision.」
The bank moved from the 19th Long-Term Management Plan to the 20th Long-Term Management Plan, “Transform,” setting a long-term vision for 10 years from then and Phase 1 for the period from April 2021 to March 2024. - FY2021-Q3RestatedAnnual report
「During the nine-month period ended [the current third quarter], there were no material changes or new provisions concerning the objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank group (the bank and its consolidated subsidiaries).」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2021-Q2RestatedAnnual report
「During the cumulative second quarter of the current consolidated fiscal year, there were no significant changes or new provisions concerning the management policies, management strategies and other matters of our bank group, or the objective indicators for assessing progress toward management objectives.」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2020SoftenedAnnual report
「Set targets and other figures; FY2020 targets: net income (bank standalone), ¥1.8 billion; net income attributable to owners of the parent, ¥2.1 billion; core OHR (bank standalone), in the 70% range; capital adequacy ratio (domestic standards, bank standalone), at least 10%; number of core business customers (bank standalone), 5,500; total financial assets under custody (bank standalone), ¥1.96 trillion.」
For the final-year targets of the 19th Long-Term Management Plan, standalone net income was lowered from the initial target of at least ¥4 billion to ¥1.8 billion, and net income attributable to owners of the parent from at least ¥4.5 billion to ¥2.1 billion. The targets reflect the risk of lower earnings resulting from the spread of COVID-19. - FY2020-Q3RestatedAnnual report
「During the nine-month period ended [the current third quarter], there were no material changes or new provisions concerning the objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank group (the bank and its consolidated subsidiaries).」
The bank reaffirmed that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2019AdvancedAnnual report
「Targets (FY2020): net income (bank-only) of at least ¥4 billion; actual result (FY2018), ¥3.4 billion. Net income attributable to owners of the parent of at least ¥4.5 billion; actual result (FY2018), ¥4 billion. Core OHR (bank-only) in the 70% range; actual result (FY2018), 76.20%. Capital adequacy ratio (domestic standard, bank-only) of at least 10%; actual result (FY2018), 11.15%. Number of main business customers (bank-only), 5,500; actual result (FY2018), 5,183. Total financial assets held in custody (bank-only), ¥1.96 trillion; actual result (FY2018), ¥1.9701 trillion.」
Progress under the 19th Long-Term Management Plan was disclosed by presenting FY2020 targets alongside FY2018 actual results. The bank also indicated a plan for lower profit in FY2019, with bank-only net income of ¥2.5 billion and net income attributable to owners of the parent of ¥3 billion. - FY2019-Q3RestatedAnnual report
「During the nine-month period ended [the current third quarter], there were no material changes or new provisions concerning the objective indicators used to assess the achievement of the management policies, management strategies and management targets of the bank group (the bank and its consolidated subsidiaries).」
The bank stated that there had been no material changes or new provisions concerning the objective indicators used to assess its management policies, strategies and targets. - FY2018ReframedAnnual report
「We launched a new 19th Long-Term Management Plan, “《Yamagin》Creating the Future — Vision for 2020 —,” covering the period from April 2018 to March 2021. The plan identifies “the best partner bank taking ‘responsibility’ for Yamagata’s development” as the target state for 10 years from now. Against an expected increasingly challenging operating environment, we have positioned the three-year period as a time to ensure the transformation of our business structure in order to “create the future” for our customers, the region and the bank. We will implement initiatives based on three pillars: “our customers’ sustainable growth,” “creating regional value” and “enhancing our corporate value.”」
The bank transitioned from the 18th to the 19th Long-Term Management Plan and positioned FY2018 through FY2020 as a three-year period for transforming its business structure. Targets were also established for FY2020, including net income, core OHR, capital adequacy ratio, number of main business customers and total financial assets held in custody. - FY2017RestatedAnnual report
「The 18th Long-Term Management Plan, “Yamagin Innovation Plan III” (FY2015–FY2017), launched in April 2015, sets the following key management targets for FY2017, its final year: total deposits of ¥2.3 trillion, total loans of ¥1.7 trillion, business net profit of ¥10.0 billion, net income of ¥6.5 billion, and ROE in the 5% range.」
The 18th Long-Term Management Plan entered its final year, with final targets disclosed for total deposits, total loans, business net profit, net income, and ROE. - FY2016First statedAnnual report
「We launched the 18th Long-Term Management Plan, “Yamagin Innovation Plan III” (FY2015–FY2017), in April 2015. FY2016, the second year of the plan, is positioned as a critical year for resolving the issues identified in the plan.」
The bank launched a three-year long-term management plan and positioned FY2016 as a key year for addressing the plan’s challenges.