Worth reading
84Important
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
40
¥100 million or more (net income)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year+0.1%
基準 2,026Target2,029100 million
ROE+3.0pt
基準 2,026Target2,029％
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 planCore operating profit of ¥4 billion or more, net income of ¥2.5 billion or more, outstanding loans to small and medium-sized businesses and other customers in the prefecture of ¥1 trillion or more, and a consolidated equity ratio of 8% or more (targets for the fiscal year ending March 2026) → Actual results for the third quarter of the fiscal year ending March 2026: core operating profit of ¥3.6 billion, net income of ¥2.4 billion, outstanding loans to small and medium-sized businesses and other customers in the prefecture of ¥954.2 billion, and a consolidated equity ratio of 8.75%0.0%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyThe basic policy is to maintain a stable dividend of ¥60 and progressively aim for a payout ratio of approximately 30%. The plan period is Not disclosed.The payout ratio is the proportion of profit paid out as dividends, while DOE is the ratio of dividends to net assets.
Cost of capitalThe cost of equity calculated using the Capital Asset Pricing Model (CAPM) is expected to remain broadly in the range of 5%–6%.The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Key initiatives
01Human capital portfolio strategy
02Human capital development and employee engagement strategy
03Corporate banking strategy
04Retail banking strategy
05Integrated corporate and retail deposit strategy
06Alliance Strategy
07Management Conscious of the Cost of Capital and Share Price
08Market investment policy
09Shareholder Return Policy
10Policy of Reducing Cross-Shareholdings
11Further efforts toward sustainability
12Productivity improvement strategy
13Regional co-creation strategy
14Group strategy
Plan assumptionsPolicy rate assumption: 1.000% (+0.250%)
Non-financial targetsIndicator Reassigned employees / Target value 80 / Timing Cumulative over the plan period, Indicator Number of training sessions held / Target value 180 sessions / Timing Cumulative over the plan period, Indicator Number of employees obtaining public qualifications / Target value 270 people / Timing Cumulative over the plan period, Indicator Number of employees dispatched to specialized institutions and other organizations / Target value 14 / Timing Cumulative over the plan period, Indicator Percentage of Female Managers / Target value 8.80％ / Timing Final year of the plan, Indicator Percentage of men taking parental leave / Target value 100％ / Timing Final year of the plan, Indicator Turnover rate among younger employees / Target value 10％ / Timing Final year of the plan, Indicator Number of business succession support cases / Target value 4,950 cases / Timing Cumulative over the plan period, Indicator Number of management improvement support initiatives implemented / Target value 1,500 cases / Timing Cumulative over the plan period, Indicator Number of business matching (BM) deals concluded / Target value 8,200 cases / Timing Cumulative over the plan period, Indicator Sustainable Finance / Target value ¥90.0 billion / Timing Cumulative over the plan period, Indicator Number of customers with NISA accounts / Target value 25,000 people / Timing Final year of the plan, Indicator Number of customers with investment trust savings plans / Target value 17,500 people / Timing Final year of the plan, Indicator Number of registered users of the Shimizu Bank app / Target value 60,000 people / Timing Final year of the plan, Indicator Corporate internet banking package adoption rate / Target value 30％ / Timing Final year of the plan, Indicator Net increase in salary-transfer customers / Target value 1,200 people / Timing Cumulative over the plan period, Indicator Number of new pension customers acquired / Target value 3,600 people / Timing Cumulative over the plan period, Indicator Number of workplace seminars held / Target value 100 sessions / Timing Cumulative over the plan period, Indicator Number of customers of Shimizu Bank SBI Money Plaza / Target value 1,800 people / Timing Final year of the plan, Indicator Benefits from collaboration with the SBI Group / Target value ¥1.2bn / Timing Cumulative over the plan period, Indicator Carbon Neutrality / Target value Achieved (the company's Scope 1 and 2 emissions) / Timing FY2030, Indicator Hours of work reduced / Target value 126,000 hours / Timing Cumulative over the plan period, Indicator Core operating profit per bank employee / Target value 1.5 times (compared with the fiscal year ending March 2026) / Timing Final year of the plan, Indicator Number of participants in financial and economic education / Target value 600 people / Timing Cumulative over the plan period, Indicator Regional value co-creation projects / Target value 10 / Timing Cumulative over the plan period, Indicator Cross-shareholdings / Target value Reduce by approximately 20% from the level at 31 March 2025 / Timing By 31 March 2030
Size of the Target MarketGross prefectural product of ¥18,271.0 billion (2022); Shizuoka Prefecture growth rate of 4.4% and domestic growth rate of 2.3% (2018–2022). Source: Statistics Center Shizuoka
Risks identified by the company
Population decline and aging in Shizuoka Prefecture
Decline in the number of business establishments in the prefecture
Changes in the interest-rate environment
Progress in digitalization
Climate change
Inflation
Intensifying competition for recruitment
Increase in unrealized losses on government bonds resulting from higher interest rates
| Item | Details |
|---|---|
| Plan name | KASOKU—Acceleration—Connecting the Sashes |
| Plan period | 1 April 2026–31 March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | ¥1.9 billion (forecast for the fiscal year ending March 2026, non-consolidated basis) → ¥4 billion or more (plan for the fiscal year ending March 2029) |
| ROE target | 2.56% (actual for the fiscal year ended March 2025) / 2.81% (forecast for the fiscal year ending March 2026) → 5% or more (plan for the fiscal year ending March 2029) |
| Payout ratio / DOE policy | The basic policy is to maintain a stable dividend of ¥60 and progressively aim for a payout ratio of approximately 30%. The plan period is Not disclosed. |
| Cost of capital | The cost of equity calculated using the Capital Asset Pricing Model (CAPM) is expected to remain broadly in the range of 5%–6%. |
| Non-financial targets | Indicator Reassigned employees / Target value 80 / Timing Cumulative over the plan period, Indicator Number of training sessions held / Target value 180 sessions / Timing Cumulative over the plan period, Indicator Number of employees obtaining public qualifications / Target value 270 people / Timing Cumulative over the plan period, Indicator Number of employees dispatched to specialized institutions and other organizations / Target value 14 / Timing Cumulative over the plan period, Indicator Percentage of Female Managers / Target value 8.80％ / Timing Final year of the plan, Indicator Percentage of men taking parental leave / Target value 100％ / Timing Final year of the plan, Indicator Turnover rate among younger employees / Target value 10％ / Timing Final year of the plan, Indicator Number of business succession support cases / Target value 4,950 cases / Timing Cumulative over the plan period, Indicator Number of management improvement support initiatives implemented / Target value 1,500 cases / Timing Cumulative over the plan period, Indicator Number of business matching (BM) deals concluded / Target value 8,200 cases / Timing Cumulative over the plan period, Indicator Sustainable Finance / Target value ¥90.0 billion / Timing Cumulative over the plan period, Indicator Number of customers with NISA accounts / Target value 25,000 people / Timing Final year of the plan, Indicator Number of customers with investment trust savings plans / Target value 17,500 people / Timing Final year of the plan, Indicator Number of registered users of the Shimizu Bank app / Target value 60,000 people / Timing Final year of the plan, Indicator Corporate internet banking package adoption rate / Target value 30％ / Timing Final year of the plan, Indicator Net increase in salary-transfer customers / Target value 1,200 people / Timing Cumulative over the plan period, Indicator Number of new pension customers acquired / Target value 3,600 people / Timing Cumulative over the plan period, Indicator Number of workplace seminars held / Target value 100 sessions / Timing Cumulative over the plan period, Indicator Number of customers of Shimizu Bank SBI Money Plaza / Target value 1,800 people / Timing Final year of the plan, Indicator Benefits from collaboration with the SBI Group / Target value ¥1.2bn / Timing Cumulative over the plan period, Indicator Carbon Neutrality / Target value Achieved (the company's Scope 1 and 2 emissions) / Timing FY2030, Indicator Hours of work reduced / Target value 126,000 hours / Timing Cumulative over the plan period, Indicator Core operating profit per bank employee / Target value 1.5 times (compared with the fiscal year ending March 2026) / Timing Final year of the plan, Indicator Number of participants in financial and economic education / Target value 600 people / Timing Cumulative over the plan period, Indicator Regional value co-creation projects / Target value 10 / Timing Cumulative over the plan period, Indicator Cross-shareholdings / Target value Reduce by approximately 20% from the level at 31 March 2025 / Timing By 31 March 2030 |
| Plan assumptions | Policy rate assumption: 1.000% (+0.250%) |
| Key initiatives | Human capital portfolio strategy, Human capital development and employee engagement strategy, Corporate banking strategy, Retail banking strategy, Integrated corporate and retail deposit strategy, Alliance Strategy, Management Conscious of the Cost of Capital and Share Price, Market investment policy, Shareholder Return Policy, Policy of Reducing Cross-Shareholdings, Further efforts toward sustainability, Productivity improvement strategy, Regional co-creation strategy, Group strategy |
| Results under the previous plan | Core operating profit of ¥4 billion or more, net income of ¥2.5 billion or more, outstanding loans to small and medium-sized businesses and other customers in the prefecture of ¥1 trillion or more, and a consolidated equity ratio of 8% or more (targets for the fiscal year ending March 2026) → Actual results for the third quarter of the fiscal year ending March 2026: core operating profit of ¥3.6 billion, net income of ¥2.4 billion, outstanding loans to small and medium-sized businesses and other customers in the prefecture of ¥954.2 billion, and a consolidated equity ratio of 8.75% |
| Size of the Target Market | Gross prefectural product of ¥18,271.0 billion (2022); Shizuoka Prefecture growth rate of 4.4% and domestic growth rate of 2.3% (2018–2022). Source: Statistics Center Shizuoka |
| Risks identified | Population decline and aging in Shizuoka Prefecture, Decline in the number of business establishments in the prefecture, Changes in the interest-rate environment, Progress in digitalization, Climate change, Inflation, Intensifying competition for recruitment, Increase in unrealized losses on government bonds resulting from higher interest rates |
| Publication date | 30 March 2026 |
Items this document does not state (11)
Sales TargetOperating profit targetOperating profit margin targetROIC targetTreasury share acquisition policySelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetReason for revision or withdrawalDate 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.As the final phase leading up to the 100th anniversary of the company's founding in 2028, the plan aims to accelerate the enhancement of corporate value in addition to the management platform expanded during the first and second phases. It also aims to use the 100th anniversary as a milestone in building a sustainable business model with the next generation in mind.
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.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.