Service-structure reform through branch-network, digital, and administrative reforms

「The branch was renovated and reopened in October last year, and in March this year the Omiya Branch was relocated to and integrated into the Tokyo Branch under a branch-in-branch arrangement. As of the end of March 2026, the Bank had 84 branches, including 34 branch-in-branch locations.」

「In terms of its sales structure, the Bank optimized its branch network, including large-scale consolidation and closure of branches, to make effective use of human resources, thereby improving management efficiency and enhancing its consulting capabilities. At the same time, administrative reforms reduced costs associated with branches, and the resulting resources were used to accelerate the digital strategy. Through the expansion of non-face-to-face channels and other measures, the Bank worked to maintain and expand points of contact with customers and customer convenience.」

「The Bank will use digital technologies to improve customer convenience through non-face-to-face channels and other means, while increasing administrative efficiency and implementing changes in work styles.」

「The 20th Long-Term Management Plan, “Transform” (FY2021–FY2023), identifies “structural reform and cost management to provide high-quality services—branch-network reform, digital strategy, and administrative reform” as a key strategy. In addition to optimizing the branch network, we will enhance our consulting capabilities by concentrating sales personnel at block hub branches as part of a wide-area sales structure.」