Transformation into a finance-and-industry-participation hybrid company
First written in FY2021. 2 of 5 entries say "Advanced", first in FY2022-Q3. Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024AdvancedAnnual report
「This Long-Term Management Plan is positioned as Phase 2 toward realizing the long-term vision. Building on the transformation pursued during the previous Long-Term Management Plan, the Bank will further enhance the organization’s expertise (Pro) and improve corporate value by having each officer and employee take proactive action (Act).」
Toward the long-term vision of becoming a finance-and-industry-participation hybrid company, the Bank transitioned from Phase 1 of the 20th Long-Term Management Plan to Phase 2 of the 21st Long-Term Management Plan, “Pro-Act”. - FY2023RestatedAnnual report
「To address regional challenges, the Bank aims to build a business model capable of providing comprehensive solutions by deepening its participation in industry beyond the financial sector.」
Even in the final year of the 20th Long-Term Management Plan, the Bank continued its transformation into a hybrid company participating in industry beyond the financial sector. - FY2022RestatedAnnual report
「The 20th Long-Term Management Plan, “Transform” (fiscal 2021 to fiscal 2023), which began in April 2021, is positioned as Phase 1 toward realizing the long-term vision of what the Bank aims to become in 10 years. Through stronger efforts to resolve regional and customer challenges and expansion into new business areas, it is a period for pursuing a finance-and-industry-participation hybrid company that extends beyond the traditional financial sector.」
The Bank reconfirmed the 20th Long-Term Management Plan as Phase 1 toward its long-term vision and continues its transformation into a finance-and-industry-participation company through efforts to resolve regional challenges and expand its business areas. - FY2022-Q3AdvancedAnnual report
「Under its 20th Long-Term Management Plan, “Transform” (plan period: April 2021 to March 2024), the Bank has set out the realization of a “finance-and-industry-participation hybrid company” as its long-term vision, strengthened its consulting capabilities, and actively worked to resolve customers’ problems. Through the establishment of the new investment-specialist subsidiary, the Bank has built a structure capable of providing equity-like financing (majority investments) to customers engaged in business succession, business revitalization, new businesses and regional revitalization, as well as hands-on, collaborative support, enabling it to provide even higher-quality financial services.」
To realize a finance-and-industry-participation hybrid company, the Bank established a structure capable of executing majority investments and providing hands-on support through the establishment of an investment-specialist subsidiary. - FY2021First statedAnnual report
「As its long-term vision, the bank has set out the goal of becoming a “finance-and-industry-participation hybrid company that co-creates value with customers and maximizes regional potential” in 10 years. To address regional issues, it aims to build a business model capable of providing comprehensive solutions by deepening its participation in industry, beyond the financial sector, through collaboration with companies and investments in businesses.」
The bank first articulated a 10-year business model that extends beyond the role of a financial institution into industry through corporate partnerships and business investments.