Worth reading
53Recurring
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
165
¥100 millionWording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedROE-2,018.0pt
基準 2,025Target7％
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).
Net income for the current fiscal yearNot disclosed → At least ¥16.5 billion
Only the target level is shown because the current level for comparison was not provided.What happened to the previous planNon-consolidated ordinary income of at least ¥14 billion, ROE of at least 5.00%, an equity ratio of at least 8.00%, and an OHR below 60.0% → Non-consolidated ordinary income of ¥19 billion (expected final figure), ROE of XX%, an equity ratio of XX% (expected to be achieved), and an OHR of XX%-68.3%Calculated from the two disclosed figures
Total investment plan¥10 billion in strategic investments
Investment amount by sectorField Strategic Investment / Amount ¥10.0 billion
Statements about the use of capital
Payout ratio / DOE policyThe bank aims to achieve a dividend payout ratio of approximately 40% by the fiscal year ending March 2029, the final year of the medium-term management plan.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 policyTreasury share repurchases will be conducted flexibly.
Key initiatives
01Deepening relationship banking
02Evolution of digital banking
03Creating new value through regional banking
04Evolution of business processes
05Creating new value from human capital
06Deepening head-office functions
Plan assumptionsPopulation decline, declining birthrate and population aging, Growing use of AI and advances in digital transformation, Climate Change and Decarbonization, Changes in monetary policy
Non-financial targetsIndicator name Increase in the value added of customers for whom the bank is the main bank / Target value 110% (10% increase from FY2025) / Timing FY2028, Indicator name ESG-related lending and investment (newly executed amount) / Target value ¥400 billion / Timing FY2026–FY2030, Indicator name Reduction in greenhouse gas emissions from the bank’s operations / Target value 60% reduction from FY2013 / Timing FY2030, Indicator name Percentage of women in management positions / Target value 30％ / Timing FY2028
| Item | Details |
|---|---|
| Plan name | First Call Bank 2.0 “Shinka” |
| Plan period | April 2026 to March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | Not disclosed → At least ¥16.5 billion |
| ROE target | At least 5.0% (FY2025 target) → At least 7.00% |
| Payout ratio / DOE policy | The bank aims to achieve a dividend payout ratio of approximately 40% by the fiscal year ending March 2029, the final year of the medium-term management plan. |
| Treasury share acquisition policy | Treasury share repurchases will be conducted flexibly. |
| Total investment plan | ¥10 billion in strategic investments |
| Investment amount by sector | Field Strategic Investment / Amount ¥10.0 billion |
| Non-financial targets | Indicator name Increase in the value added of customers for whom the bank is the main bank / Target value 110% (10% increase from FY2025) / Timing FY2028, Indicator name ESG-related lending and investment (newly executed amount) / Target value ¥400 billion / Timing FY2026–FY2030, Indicator name Reduction in greenhouse gas emissions from the bank’s operations / Target value 60% reduction from FY2013 / Timing FY2030, Indicator name Percentage of women in management positions / Target value 30％ / Timing FY2028 |
| Plan assumptions | Population decline, declining birthrate and population aging, Growing use of AI and advances in digital transformation, Climate Change and Decarbonization, Changes in monetary policy |
| Key initiatives | Deepening relationship banking, Evolution of digital banking, Creating new value through regional banking, Evolution of business processes, Creating new value from human capital, Deepening head-office functions |
| Results under the previous plan | Non-consolidated ordinary income of at least ¥14 billion, ROE of at least 5.00%, an equity ratio of at least 8.00%, and an OHR below 60.0% → Non-consolidated ordinary income of ¥19 billion (expected final figure), ROE of XX%, an equity ratio of XX% (expected to be achieved), and an OHR of XX% |
| Publication date | 24 April 2026 |
Items this document does not state (11)
Sales TargetOperating profit targetOperating profit margin targetROIC targetCost of capitalSelf-assessment of PBR and share priceSegment targetReason for revision or withdrawalSize of the Target MarketRisks identifiedDate 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 plan is positioned as the “growth acceleration stage” toward achieving the long-term vision, following the previous medium-term management plan. It also aims to maximize economic and social value by addressing regional challenges in preparation for the bank’s 100th anniversary in 2032.
How to read this page
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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.