Worth reading
75Important
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
80
¥100 million (increase in the FY2032 consolidated net income target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year0.0%
基準 2,032Target2,032Hundreds of millions of yen
ROE+3.0pt
基準 2,032Target2,035%, percentage points
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.
What happened to the previous planConsolidated net income of ¥7 billion; consolidated ROE of at least 4%; consolidated capital adequacy ratio of approximately 10%; standalone OHR in the 60% range; and ¥1 billion in customer-facing services business profit (FY2025 targets) → Expected FY2025 results: consolidated net income of ¥8.2 billion; consolidated ROE of 4.4%; consolidated capital adequacy ratio of approximately 11%; standalone OHR of approximately 61%; and ¥3 billion in customer-facing services business profit0.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyDividends based on progressive dividend increases (during the 22nd Medium-Term Management Plan period)The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Treasury share acquisition policyFlexible Share Repurchases
Self-assessment of PBR and share priceShareholders and investors expect the Bank to maintain ROE above its cost of capital and improve its PBR. Specific PBR and share price levels: not disclosedPBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Business Portfolio Transformation
02Enhancing regional growth potential
03Strengthening the organization
04Deepening core businesses
05Promoting regional value co-creation
06Expansion into New Business Areas
07Pursuing well-being
08Building a robust management foundation
09Capital management
10Human Capital
11AIX and data infrastructure
12External networks
Plan assumptionsThe assumed scenario is for the Bank of Japan’s policy rate to reach 1.00%–1.25% in FY2026, 1.25%–1.50% in FY2027, and 1.50% in FY2028. The assumed terminal rate is 1.50%.
Non-financial targetsIndicator name Market share in Iwate Prefecture / Target value At least 50% / Timing By FY2032, Indicator name Percentage of companies in the prefecture for which the Bank is the main bank / Target value At least 50% / Timing By FY2032, Indicator name Cumulative sustainable finance execution (FY2021–FY2030) / Target value ¥500.0 billion / Timing By FY2032, Indicator name The Bank Group’s greenhouse gas emissions (Scopes 1 and 2) / Target value Net zero / Timing By fiscal 2030, Indicator name The Bank Group’s greenhouse gas emissions (Scope 3) / Target value Net zero / Timing By FY2050, Indicator name Engagement score / Target value At least 4.00 / Timing Not disclosed, Indicator name Percentage of newly appointed women in managerial positions / Target value At least 40% / Timing Not disclosed, Indicator name Parental leave uptake among male employees / Target value 100％ / Timing Not disclosed, Indicator name Market share in Iwate Prefecture / Target value At least 50% / Timing By FY2032, Indicator name Percentage of companies in the prefecture for which the Bank is the main bank / Target value At least 50% / Timing By FY2032, Indicator name Number of app subscribers / Target value 330,000 / Timing FY2028, Indicator name Corporate portal / Target value 3,000 / Timing FY2028, Indicator name Individual shareholders / Target value 9,000 students / Timing FY2028, Indicator name Engagement score / Target value At least 3.80 / Timing FY2028, Indicator name Personnel allocated to priority businesses / Target value At least 50 / Timing FY2028, Indicator name Number of regional value co-creation initiatives / Target value 50 / Timing FY2028, Indicator name Decarbonization consulting and other services for business partners / Target value 400 cumulative / Timing FY2028
Risks identified by the company
Increasing severity of top risks
Accelerating population decline and aging business owners
Increase in the number of corporate bankruptcies in the prefecture
Rising interest rates and expanding market volatility
Increase in financial crimes, including special fraud and phishing
Reason for revision or withdrawal
The management environment is in an unprecedented phase in which sustained interest rate increases intersect with intensifying competition for deposit funding. Based on the recognition that management must shift to an approach adapted to the era of inflation, the Company will elevate the implementation of investments and initiatives in each area advanced under the 21st Medium-Term Management Plan into the stage of producing tangible results. Treating the previous long-term financial targets as milestones only, it will update the targets to a higher level and establish a firm trajectory for profit growth toward its 100th anniversary.
| Item | Details |
|---|---|
| Plan name | 22nd Medium-Term Management Plan: Regional Value Co-Creation Plan: The 2nd |
| Plan period | April 2026 to March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | FY2032: ¥10 billion (when initially formulated) → FY2028: at least ¥13 billion; FY2032: at least ¥18 billion（At least 80% (from ¥10 billion to at least ¥18 billion)） |
| ROE target | FY2032: at least 5% → FY2028: at least 6%; FY2032: at least 7.5%; FY2035: at least 9%（At least 50% (from at least 5% to at least 7.5%)） |
| Payout ratio / DOE policy | Dividends based on progressive dividend increases (during the 22nd Medium-Term Management Plan period) |
| Treasury share acquisition policy | Flexible Share Repurchases |
| Self-assessment of PBR and share price | Shareholders and investors expect the Bank to maintain ROE above its cost of capital and improve its PBR. Specific PBR and share price levels: not disclosed |
| Non-financial targets | Indicator name Market share in Iwate Prefecture / Target value At least 50% / Timing By FY2032, Indicator name Percentage of companies in the prefecture for which the Bank is the main bank / Target value At least 50% / Timing By FY2032, Indicator name Cumulative sustainable finance execution (FY2021–FY2030) / Target value ¥500.0 billion / Timing By FY2032, Indicator name The Bank Group’s greenhouse gas emissions (Scopes 1 and 2) / Target value Net zero / Timing By fiscal 2030, Indicator name The Bank Group’s greenhouse gas emissions (Scope 3) / Target value Net zero / Timing By FY2050, Indicator name Engagement score / Target value At least 4.00 / Timing Not disclosed, Indicator name Percentage of newly appointed women in managerial positions / Target value At least 40% / Timing Not disclosed, Indicator name Parental leave uptake among male employees / Target value 100％ / Timing Not disclosed, Indicator name Market share in Iwate Prefecture / Target value At least 50% / Timing By FY2032, Indicator name Percentage of companies in the prefecture for which the Bank is the main bank / Target value At least 50% / Timing By FY2032, Indicator name Number of app subscribers / Target value 330,000 / Timing FY2028, Indicator name Corporate portal / Target value 3,000 / Timing FY2028, Indicator name Individual shareholders / Target value 9,000 students / Timing FY2028, Indicator name Engagement score / Target value At least 3.80 / Timing FY2028, Indicator name Personnel allocated to priority businesses / Target value At least 50 / Timing FY2028, Indicator name Number of regional value co-creation initiatives / Target value 50 / Timing FY2028, Indicator name Decarbonization consulting and other services for business partners / Target value 400 cumulative / Timing FY2028 |
| Plan assumptions | The assumed scenario is for the Bank of Japan’s policy rate to reach 1.00%–1.25% in FY2026, 1.25%–1.50% in FY2027, and 1.50% in FY2028. The assumed terminal rate is 1.50%. |
| Key initiatives | Business Portfolio Transformation, Enhancing regional growth potential, Strengthening the organization, Deepening core businesses, Promoting regional value co-creation, Expansion into New Business Areas, Pursuing well-being, Building a robust management foundation, Capital management, Human Capital, AIX and data infrastructure, External networks |
| Results under the previous plan | Consolidated net income of ¥7 billion; consolidated ROE of at least 4%; consolidated capital adequacy ratio of approximately 10%; standalone OHR in the 60% range; and ¥1 billion in customer-facing services business profit (FY2025 targets) → Expected FY2025 results: consolidated net income of ¥8.2 billion; consolidated ROE of 4.4%; consolidated capital adequacy ratio of approximately 11%; standalone OHR of approximately 61%; and ¥3 billion in customer-facing services business profit |
| Reason for revision or withdrawal | The management environment is in an unprecedented phase in which sustained interest rate increases intersect with intensifying competition for deposit funding. Based on the recognition that management must shift to an approach adapted to the era of inflation, the Company will elevate the implementation of investments and initiatives in each area advanced under the 21st Medium-Term Management Plan into the stage of producing tangible results. Treating the previous long-term financial targets as milestones only, it will update the targets to a higher level and establish a firm trajectory for profit growth toward its 100th anniversary. |
| Risks identified | Increasing severity of top risks, Accelerating population decline and aging business owners, Increase in the number of corporate bankruptcies in the prefecture, Rising interest rates and expanding market volatility, Increase in financial crimes, including special fraud and phishing |
| Publication date | 30 March 2026 |
Items this document does not state (10)
Sales TargetOperating profit targetOperating profit margin targetROIC targetCost of capitalTotal investment planInvestment amount by sectorSegment targetSize 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 Company’s basic recognition is that management must shift to an approach adapted to the era of inflation in order to address unprecedented uncertainty, including sustained interest rate increases and intensifying competition for deposit funding, rising prices and energy costs, and labor shortages. It also intends to treat the previous long-term financial targets as milestones, update the targets to a higher level, and establish a firm trajectory for profit growth toward its 100th anniversary.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
Weight is not a verdictIt measures how much this changes what the company had already told the market. It is not a view on the shares.
Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.