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The Ogaki Kyoritsu Bank (8361) · TargetRestated

Comprehensive services focused on solving regional issues, with No. 1 customer satisfaction and community contribution

First written in FY2016. 23 of 27 entries say "Restated". Latest entry: FY2026-H1.

27entries
10years
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How it moved
ProgressHeldSoftenedWorseRestatedFY2016 – FY2019-Q3RestatedFY2020-Q2 – FY2021-Q3RestatedFY2022-Q2 – FY2024-Q32016: 320162017: 420172018: 320182019: 320192020: 220202021: 320212022: 320222023: 320232024: 220242025: 12025
Same theme, other companies
Becoming the No. 1 financial group trusted by the communityA theme 38 companies write about · 0 as a headwind · 55 as a tailwind

24 other companies' latest entry also says "Restated".

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.
Showing 14 of the 38 companies compared. The sentences above are computed from all 38.
Full recordFilings, disclosures and news, newest first
  1. FY2026-H1RestatedAnnual report

    「Against this financial and economic backdrop, based on the Medium-Term Management Plan “Always — With Unchanging Beliefs, Changing Tomorrow” (April 2024 to March 2027), we have actively conducted business as one, bringing together the head office, branches and group companies, toward realizing “the OKB Group that brings happiness to the community and its employees.”」

    The plan period, vision and group-wide approach of the Medium-Term Management Plan “Always” have been reconfirmed.
  2. FY2025-H1ReframedAnnual report

    「Against this financial and economic backdrop, we launched the Medium-Term Management Plan “Always — With Unchanging Beliefs, Changing Tomorrow,” covering the 3-year period from April 2024 to March 2027. With the aim of realizing “the OKB Group that brings happiness to the community and its employees,” we have worked actively as one, bringing together the head office, branches and group companies.」

    The vision shifted from the previous “corporate group that earns the empathy and admiration of customers and is needed by the community” to “the OKB Group that brings happiness to the community and its employees” under the new medium-term management plan.
  3. FY2024-Q3RestatedAnnual report

    「In the final year of the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” we worked actively as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    In the final year of the Medium-Term Management Plan “Let’s Do It!,” the direction of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, and the group-wide approach, have been reconfirmed.
  4. FY2024-Q2RestatedAnnual report

    「In the final year of the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” we worked actively as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    As the final year of the medium-term management plan, the direction of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, and the group-wide approach, have been reconfirmed.
  5. FY2024-Q1RestatedAnnual report

    「In the final year of the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” we worked actively as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    In the final year of the Medium-Term Management Plan “Let’s Do It!,” the direction of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, and the group-wide approach, have been reconfirmed.
  6. FY2023-Q3RestatedAnnual report

    「Against this financial and economic backdrop, we promoted the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive” as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    The vision for the corporate group under the medium-term management plan and the integrated execution by the head office, branches and group companies have been reconfirmed.
  7. FY2023-Q2RestatedAnnual report

    「Against this financial and economic backdrop, we promoted the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive” as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    The vision for the corporate group under the medium-term management plan and the integrated execution by the head office, branches and group companies have been reconfirmed.
  8. FY2023-Q1RestatedAnnual report

    「Against this financial and economic backdrop, we promoted the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive” as one, bringing together the head office, branches and group companies, with the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community.」

    Based on the Medium-Term Management Plan “Let’s Do It!,” the direction of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, and the group-wide approach, have been reconfirmed.
  9. FY2022-Q3RestatedAnnual report

    「Against this financial and economic backdrop, we launched the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” covering the 3-year period from April 2021 to March 2024. With the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, we worked actively as one, bringing together the head office, branches and group companies.」

    The plan period of the Medium-Term Management Plan “Let’s Do It!,” the direction of becoming a corporate group needed by the community, and the integrated initiatives of the head office, branches and group companies have been reconfirmed.
  10. FY2022-Q2RestatedAnnual report

    「Against this financial and economic backdrop, we launched the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” covering the 3-year period from April 2021 to March 2024. With the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, we worked actively as one, bringing together the head office, branches and group companies.」

    The plan period of the Medium-Term Management Plan “Let’s Do It!,” the direction of becoming a corporate group needed by the community, and the integrated initiatives of the head office, branches and group companies have been reconfirmed. No new plan changes or milestones were presented.
  11. FY2022-Q1ReframedAnnual report

    「Against this financial and economic backdrop, we launched the Medium-Term Management Plan “Let’s Do It! — Employees Shine, Communities Thrive,” covering the 3-year period from April 2021 to March 2024. With the aim of becoming a corporate group that earns the empathy and admiration of customers and is needed by the community, we worked actively as one, bringing together the head office, branches and group companies.」

    In the new medium-term management plan, the expression shifted from the previous “comprehensive service business that solves local challenges” and “mutual growth model” to the goal of becoming “a corporate group that earns the empathy and admiration of customers and is needed by the community.”
  12. FY2021-Q3RestatedAnnual report

    「Against this financial and economic backdrop, in the final year of the Medium-Term Management Plan “One Step Forward” (plan period: April 2019 to March 2021), we worked actively as one, bringing together the head office, branches and group companies, with the aim of establishing a business model that enables growth together with customers and the community by delivering services tailored to each customer’s needs.」

    In the final year of the Medium-Term Management Plan “One Step Forward,” the company continues to set out the establishment of a model for mutual growth with customers and the community and group-wide business initiatives.
  13. FY2021-Q2RestatedAnnual report

    「Against this financial and economic backdrop, in the final year of the Medium-Term Management Plan “One Step Forward” (plan period: April 2019 to March 2021), we worked actively as one, bringing together the head office, branches and group companies, with the aim of establishing a business model that enables growth together with customers and the community by delivering services tailored to each customer’s needs.」

    In the final year of the Medium-Term Management Plan “One Step Forward,” the model for mutual growth with customers and the community and the group-wide approach have been reconfirmed.
  14. FY2021-Q1RestatedAnnual report

    「Against this financial and economic backdrop, in the final year of the Medium-Term Management Plan “One Step Forward” (plan period: April 2019 to March 2021), we worked actively as one, bringing together the head office, branches and group companies, with the aim of establishing a business model that enables growth together with customers and the community by delivering services tailored to each customer’s needs.」

    In the final year of the Medium-Term Management Plan “One Step Forward,” the business model for growing together with customers and the community and the group-wide approach have been reconfirmed.
  15. FY2020-Q2RestatedAnnual report

    「Against this financial and economic backdrop, we launched the new Medium-Term Management Plan “One Step Forward,” covering the 2-year period from April 2019 to March 2021. Taking “one step forward together with the community,” we worked actively as one, bringing together the head office, branches and group companies, with the aim of developing a business model that enables mutual growth.」

    The plan period of the new Medium-Term Management Plan “One Step Forward,” the business model for growing together with the community, and the integrated initiatives of the head office, branches and group companies have been reconfirmed.
  16. FY2020-Q1ReframedAnnual report

    「Against this financial and economic backdrop, we launched the new Medium-Term Management Plan “One Step Forward,” covering the 2-year period from April 2019 to March 2021. Taking “one step forward together with the community,” we worked actively as one, bringing together the head office, branches and group companies, with the aim of developing a business model that enables mutual growth.」

    The emphasis shifted from the “comprehensive service business that solves local challenges” and “No. 1 in customer satisfaction and community contribution” expressions used in “Very OKB” to “one step forward together with the community” and “a business model that enables mutual growth” in the new Medium-Term Management Plan “One Step Forward.”
  17. FY2019-Q3RestatedAnnual report

    「Against this financial and economic backdrop, in the final year of the Medium-Term Management Plan “Very OKB” (plan period: April 2016 to March 2019), our banking group has been actively conducting business as one, bringing together the head office, branches and group companies, with the aim of becoming a comprehensive service business that solves local challenges and with “establishing the OKB brand” as a key theme.」

    In the final year of the medium-term management plan, the direction of pursuing a comprehensive service business that solves local challenges and the group-wide approach have been reconfirmed.
  18. FY2019-Q1RestatedAnnual report

    「Against this financial and economic backdrop, in the final year of the Medium-Term Management Plan “Very OKB” (plan period: April 2016 to March 2019), our banking group has been actively conducting business as one, bringing together the head office, branches and group companies, with the aim of becoming a comprehensive service business that solves local challenges and with “establishing the OKB brand” as a key theme.」

    In the final year of the medium-term management plan, the direction of pursuing a comprehensive service business that solves local challenges has been reconfirmed.
  19. FY2018RestatedAnnual report

    「Vision: “A comprehensive service business that solves local challenges: No. 1 in customer satisfaction and community contribution.” We will strive to achieve No. 1 in customer satisfaction and community contribution by solving the challenges faced by local communities and customers in a way that reflects OKB’s distinctive approach.」

    The medium-term management plan continues to set out the vision of becoming a comprehensive service business that solves local challenges and achieving No. 1 in customer satisfaction and community contribution.
  20. FY2018-Q3RestatedAnnual report

    「Against this financial and economic backdrop, our banking group has been actively conducting business as one, bringing together the head office, branches and group companies, based on the Medium-Term Management Plan “Very OKB” (plan period: April 2016 to March 2019), with the aim of becoming a comprehensive service business that solves local challenges and with “establishing the OKB brand” as a key theme.」

    The medium-term management plan period, the direction of pursuing a comprehensive service business that solves local challenges, and the integrated initiatives of the head office, branches and group companies have been reconfirmed. No new targets or milestones were presented.
  21. FY2018-Q2RestatedAnnual report

    「Against this financial and economic backdrop, our banking group launched the Medium-Term Management Plan “Very OKB” in fiscal 2016, with a 3-year plan period. With the aim of becoming a comprehensive service business that solves local challenges, we identified “establishing the OKB brand” as a key theme and worked actively as one, bringing together the head office, branches and group companies.」

    The period of the Medium-Term Management Plan, the direction of pursuing a comprehensive service business that solves local challenges, and the group-wide approach have been reconfirmed.
  22. FY2018-Q1RestatedAnnual report

    「Against this financial and economic backdrop, we launched the Medium-Term Management Plan “Very OKB” in fiscal 2016, with a 3-year plan period. With the aim of becoming a comprehensive service business that solves local challenges, we identified “establishing the OKB brand” as a key theme and worked actively as one, bringing together the head office, branches and group companies.」

    The Medium-Term Management Plan “Very OKB,” the direction of pursuing a comprehensive service business that solves local challenges, and initiatives by the head office, branches and group companies have been reconfirmed.
  23. FY2017RestatedAnnual report

    「Our bank launched the 3-year Medium-Term Management Plan “Very OKB” in April 2016, covering April 2016 to March 2019. Vision: “A comprehensive service business that solves local challenges: No. 1 in customer satisfaction and community contribution.”」

    The plan period and the vision of pursuing a comprehensive service business that solves local challenges and achieving No. 1 in customer satisfaction and community contribution continue to be stated.
  24. FY2017-Q3RestatedAnnual report

    「Against this economic backdrop, our banking group has worked toward becoming a comprehensive service business that solves local challenges, based on the Medium-Term Management Plan “Very OKB” (April 2016 to March 2019), in order to contribute to further revitalizing the local community.」

    The plan period and the direction of pursuing a comprehensive service business that solves local challenges continue to be stated in the medium-term management plan.
  25. FY2017-Q2RestatedAnnual report

    「Against this economic backdrop, our banking group has worked toward becoming a comprehensive service business that solves local challenges, based on the Medium-Term Management Plan “Very OKB” (April 2016 to March 2019), in order to contribute to further revitalizing the local community.」

    The medium-term management plan period and the direction of pursuing a comprehensive service business that solves local challenges have been reconfirmed. No new initiatives or milestones were presented.
  26. FY2017-Q1RestatedAnnual report

    「Against this economic backdrop, our banking group has worked toward becoming a comprehensive service business that solves local challenges, in accordance with the Medium-Term Management Plan “Very OKB” (April 2016 to March 2019), in order to contribute to further revitalizing the local economy.」

    The first quarter reconfirms the medium-term management plan period and the direction of pursuing a comprehensive service business that solves local challenges. No specific new initiatives or milestones were presented.
  27. FY2016First statedAnnual report

    「Our bank has formulated the new Medium-Term Management Plan, “Very OKB,” covering the 3-year period from April 2016 to March 2019, as follows. Vision: “A comprehensive service business that solves local challenges: No. 1 in customer satisfaction and community contribution.” We will strive to achieve No. 1 in customer satisfaction and community contribution by solving the challenges faced by local communities and customers in a way that reflects OKB’s distinctive approach.」

    The 3-year medium-term plan explicitly set out the goal of achieving No. 1 in customer satisfaction and community contribution.
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Comprehensive services focused on solving regional issues, with No. 1 customer satisfaction and community contribution | The Ogaki Kyoritsu Bank,Ltd. (8361) | Komori