Long-Term Management Plan "As One" and Building a Profit-Oriented Business Structure and the No. 1 Regional Market Share
First written in FY2018. 2 of 5 entries say "Restated". Latest entry: FY2024.
No other company in this theme has enough history to compare yet.
- FY2024DroppedAnnual report
「To actively address the material issues of “regional economic development and industrial promotion,” “responding to an aging society,” “human resources development and work-style reform,” and “responding to climate change and Nankai Trough earthquakes,” the Group has pursued the management plan “Growing beyond 130th” since fiscal 2023.」
The previous plan “As One” is not mentioned in this filing, and the new long-term management plan “Growing beyond 130th” has been pursued since fiscal 2023. - FY2022AdvancedAnnual report
「Fiscal 2022 is the final year of the management plan “As One,” and we have positioned it as the year of final efforts to build a profitable business structure capable of generating core operating profit of at least ¥18 billion.」
As One entered its final year and final phase, advancing to the stage of building a profitable business structure capable of generating core operating profit of at least ¥18 billion. - FY2020RestatedAnnual report
「To respond to these environmental changes and enhance the sustainability of the local community and the Bank, the Group has pursued the management plan “As One” since fiscal 2018. With “structural reform and the evolution of long-term customer relationships” as its basic strategy, all officers and employees of the Group are working as one to create customer delight and satisfaction and pursue outstanding scale-and-efficiency management that continues to be chosen by customers.」
The Group continues to pursue As One and “structural reform and the evolution of long-term customer relationships,” with the aim of achieving customer satisfaction and scale-and-efficiency management. - FY2019RestatedAnnual report
「The current fiscal year was the first year of the new long-term management plan “As One.” Under the basic strategies of “structural reform and the evolution of long-term customer relationships,” we reviewed our sales, administrative and channel structures from a customer-focused perspective and thoroughly implemented structural reforms to improve financial services and productivity. We also pursued various initiatives to further evolve our traditional business policy of “long-term customer relationships,” under which we maintain lasting relationships with all customers across generations and contribute to their sustainable development.」
The first year of As One began, with structural reform and the evolution of long-term customer relationships continuing as the basic strategies. - FY2018First statedAnnual report
「Under the new long-term management plan “As One,” we will thoroughly implement structural reforms by reviewing our sales, administrative and channel structures from a customer-focused perspective to achieve both improved financial services and higher productivity. We will also further evolve our business model of “long-term customer relationships,” under which we maintain lasting relationships with all customers across generations and contribute to their sustainable development. By having all officers and employees of the Group work as one to create customer delight and satisfaction, we will strive to become a “strong and good bank” that is loved and trusted by the local community.」
The 5-year long-term management plan “As One,” replacing “Sparkle 125th,” was presented for the first time, with structural reform, the evolution of long-term customer relationships, customer satisfaction, and becoming a strong and good bank identified as the plan’s directions.