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The Toho Bank (8346) · TargetAdvanced

Contribution to Fukushima’s transition from reconstruction to growth

First written in FY2017-Q1. 5 of 12 entries say "Restated". Latest entry: FY2026.

12entries
11years
0from disclosures
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How it moved
ProgressHeldSoftenedWorseRestatedFY2017-Q1 – FY2017RestatedFY2019 – FY2020AdvancedFY2023-Q1 – FY2023-Q2ReframedFY20242016: 220162017: 220172018: 120182019: 120192020: 120202021: 120212022: 220222023: 020232024: 120242025: 020252026: 12026
Same theme, other companies
Support for the Transition from Fukushima Reconstruction to Regional GrowthA theme 2 companies write about · 0 as a headwind · 2 as a tailwind

0 other companies' latest entry also says "Advanced".

Ridges = years it wrote progress, valleys = years it wrote worse. Most hopeful companies at the back. Drag to turn, scroll to zoom, right-drag to pan. On a phone, two fingers turn and pinch to zoom; one finger scrolls the page.
Full recordFilings, disclosures and news, newest first
  1. FY2026AdvancedAnnual report

    「With 15 years having passed since the Great East Japan Earthquake and recovery entering a new phase, we continue to regard Fukushima’s creative reconstruction, starting in the Soso region, as a major challenge. Led by the Soso New Industry Promotion Office within the Corporate Consulting Department, we are actively matching companies and municipalities in and outside Fukushima with parties in the Soso region, and supporting business launches, startups and companies expanding into the region to help create new industries.」

    Recovery and regional-growth initiatives have taken concrete form through broad-area matching between companies and municipalities, business launches and startups, and support for companies expanding into the region, led by the Soso New Industry Promotion Office.
  2. FY2024ReframedAnnual report

    「We defined efforts to address the five materialities in our Sustainability Declaration as our mission, and established Values as the principles and values shared by officers and employees to realize our vision, “Becoming a company that contributes to society — beyond the boundaries of financial services.”」

    The previous themes of recovery and regional-growth support were reorganized into a framework comprising a new management philosophy, Sustainability Declaration, five materialities, and shared principles and values.
  3. FY2023-Q2AdvancedAnnual report

    「From the cumulative second quarter of the current fiscal year, the newly established Toho Consulting Partners Co., Ltd. has been included as a consolidated subsidiary of the Company.」

    The consulting subsidiary responsible for supporting regional businesses was incorporated into the Group as a consolidated subsidiary, giving concrete form to support for sustainable regional growth.
  4. FY2023-Q1AdvancedAnnual report

    「As businesses operating in Fukushima Prefecture, the Group’s principal operating base, face cases in which they are forced to close or suspend operations because of changes in the external environment, succession issues and other factors, Toho Consulting Partners regards the smooth succession of management assets and sustainable business growth as important themes. It provides consulting services as a trusted partner to customers, focusing primarily on business succession and M&A support.」

    The Bank gave concrete form to support for sustainable regional growth by establishing a consulting subsidiary responsible for business succession and M&A support in response to succession issues and other challenges faced by Fukushima businesses.
  5. FY2021ReframedAnnual report

    「To support regions and customers facing numerous challenges amid the contraction of the regional economy and the COVID-19 pandemic, we will make maximum use of the management resources available to us and realize a brighter future by working to resolve customers’ management issues and help them build prosperous lives, in return for the support we have received.」

    Ten years after the Great East Japan Earthquake, recovery entered a new phase. The Bank reframed its previous recovery and regional-growth support as assistance for regions and customers affected by COVID-19 and efforts to realize a “brighter future.”
  6. FY2020RestatedAnnual report

    「Based on this assessment of the environment, under the final year of the medium-term management plan “Toho ‘Healthy Bank, Sound Bank’ Plan,” we will pursue business-model transformation in response to changes in the environment, while thoroughly supporting the recovery of customers and business partners and ensuring the smooth provision of funds. We will work to realize our long-term vision: “Enriching our communities, contributing to our customers’ prosperity, and growing through our own development — becoming bigger, stronger and more resilient.”」

    The Bank continued its policy of contributing to regional growth through recovery support and the smooth provision of funds in the final year of the medium-term management plan.
  7. FY2019RestatedAnnual report

    「Even eight years after the Great East Japan Earthquake and the nuclear accident, Fukushima Prefecture, our main operating base, still has residents who have been unable to return to their hometowns.」

    While challenges related to recovery from the earthquake and nuclear accident continue, the Bank reaffirmed its commitment to pursuing sustainable growth together with the region.
  8. FY2018ReframedAnnual report

    「“Making an active contribution to the full participation and success of our hometown”」

    As the recovery demand began to settle, the Bank expressed its contribution to the region through the new medium-term management plan’s goal of enabling the full participation and success of the hometown.
  9. FY2017RestatedAnnual report

    「Based on this assessment of the environment, under the philosophy embodied in our corporate message “Everything for the region,” the Bank will make every effort to contribute to the growth of Fukushima Prefecture.」

    The policy of contributing to Fukushima’s growth, following the recovery phase, was reaffirmed as a key priority for the final year of the plan.
  10. FY2017-Q3RestatedAnnual report

    「Fukushima Prefecture, our main operating base, continued to see high levels of residential and public investment as efforts to restore and rebuild the economy following the Great East Japan Earthquake continued. Personal consumption was also recovering against a backdrop of favorable employment and income conditions, and the economy remained on a gradual recovery path. Against this backdrop, under our corporate message “Everything for the region,” the entire Group worked to provide comprehensive financial services that contribute to the development of the regional economy.」

    The filing describes Fukushima’s continuing restoration and reconstruction and its gradual economic recovery, while reaffirming the continued provision of comprehensive financial services to support regional economic development.
  11. FY2017-Q2RestatedAnnual report

    「Fukushima Prefecture, our main operating base, continued to see high levels of residential and public investment as efforts to restore and rebuild the economy following the Great East Japan Earthquake continued. Personal consumption also began to recover against a backdrop of favorable employment and income conditions, and the economy remained on a gradual recovery path. Against this backdrop, under our corporate message “Everything for the region,” the entire Group worked to provide comprehensive financial services that contribute to the development of the regional economy.」

    The filing describes the continuing restoration and reconstruction following the Great East Japan Earthquake and Fukushima’s gradual economic recovery, while reaffirming the continued provision of comprehensive financial services to support regional economic development.
  12. FY2017-Q1First statedAnnual report

    「To support recovery from the Great East Japan Earthquake, we pursued initiatives that contributed to the smooth provision of funds and industrial revitalization, and actively participated in recovery-support projects.」

    As one of the basic strategies under the medium-term management plan, the Bank broadened its focus from recovery support to support for regional growth.
Moved together

"Impairment Risk for Fixed Assets" moved the same way as this thread, in the same document, in 6 of its 12 moves.

644433★123456
  1. ★This thread
  2. 1Impairment Risk for Fixed Assets6×
  3. 2Regulatory Response Risk Caused by a Decline in the Capital Adequacy Ratio4×
  4. 3Medium-Term Management Plan: Toho “Summit” Plan—Broadening the Base and Scaling New Heights—and the Bank We Aim to Become4×
  5. 4Establishing a Sustainable Corporate Structure4×
  6. 5Stable Dividends and Strengthening Retained Earnings3×
  7. 6Funding for Renewable Energy and Medical Industries and Business Revitalization Support3×

★ is this thread; numbers match the list above. The number on a line is how many documents both moved the same way in; lines between the other threads count the documents they moved together in too. Threads that move together often sit closer.

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