Transforming into a Bank That Creates the Future of Local Communities Together with Its Customers
First written in FY2016. 4 of 12 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2020: 2 of 7 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To realize a business model in which the Group can grow together with the region’s sustainable development, we aimed to become a “banking group that connects regions and people with you in this community and creates a prosperous future for the region.” As a result of all Group officers and employees working together, net income increased for the sixth consecutive fiscal year in FY2025.」
The direction of the 18th Medium-Term Management Plan, focused on contributing to the region and becoming a comprehensive services corporate group, is reflected in net income growth for the sixth consecutive fiscal year in FY2025. - FY2025ReframedAnnual report
「Under the 18th Medium-Term Management Plan, which began on 1 April 2025, we will steadily move toward becoming a “comprehensive services corporate group” by contributing to the region across Group-company boundaries, with finance as our “core,” in order to remain indispensable to the region.」
The 18th plan newly sets out cross-Group contributions to the region centered on finance and a transition to a “comprehensive services corporate group,” moving on from the 17th plan’s vision of a “banking group that improves regional value beyond the framework of finance.” - FY2024AdvancedAnnual report
「As a result of all officers and employees working together on these policies, “profit from transactions with customers,” generally referred to as “core business profit,” increased by ¥1,555 million year on year to ¥5,452 million in FY2023, marking the fourth consecutive fiscal year of profitability.」
Regarding the direction of a customer-focused, sustainable business model, profit from transactions with customers reached ¥5,452 million in FY2023, achieving four consecutive fiscal years of profitability. - FY2023AdvancedAnnual report
「As a result of all officers and employees working together on these policies, “profit from transactions with customers,” generally referred to as “core business profit,” increased by ¥1,285 million year on year to ¥3,897 million in FY2022, marking the third consecutive fiscal year of profitability.」
The Group’s direction as a customer-focused, sustainable banking group supporting the region’s future is reflected in profit from transactions with customers of ¥3,897 million and three consecutive fiscal years of profitability. - FY2022ReframedAnnual report
「Under the 17th Medium-Term Management Plan, which began on 1 April 2022, we are working backward from the Group’s desired state 10 years from now, reaffirming our mission as a regional banking group that “cannot develop without the development of the region.” To meet stakeholder expectations as a unified Group and continue supporting the region’s long-term development and growth, we will pursue customer-focused strategies based on a market-in approach and establish a sustainable business model.」
The framework of the plan has shifted from the 16th Medium-Term Management Plan’s vision of a “bank that connects the region’s vitality to the future” to the 17th plan’s backward planning from the desired state 10 years from now, customer-centricity and establishment of a sustainable business model. - FY2021AdvancedAnnual report
「Branch and head-office personnel within each block combined their respective areas of expertise, meeting with approximately 20,000 customers and receiving requests from 15,000 customers.」
The direction of supporting the region’s future was put into practice through FY2020 results of meetings with approximately 20,000 customers under the 9-block structure and receipt of 15,000 requests. - FY2020ReframedAnnual report
「Under its 16th Medium-Term Management Plan, which began in fiscal 2019 and covered 1 April 2019 to 31 March 2022, the bank aimed to become “a bank that connects the vitality of the local community to the future, with you in this community.” Its basic policies included “building a sales structure centered on consulting, improving efficiency through higher productivity and achieving profitability in customer-related operations” and “providing high-quality financial services that energize the local economy and further enhancing the financial intermediation function,”」
The bank transitioned from the 15th Medium-Term Management Plan to the 16th, giving more concrete form to its direction of creating the region's future through a bank that connects local vitality to the future, consulting-based sales, productivity improvement, profitability in customer-related operations and enhanced financial intermediation. - FY2018RestatedAnnual report
「Beginning in fiscal 2016, the bank launched its 15th Medium-Term Management Plan, covering 1 April 2016 to 31 March 2019, with the vision of becoming “a bank that creates the region's future together with its customers.” Its basic policies included “helping customers grow through initiatives such as business viability assessments, expanding the circle of growth throughout the region and contributing to regional revitalization” and “increasing time spent engaging with customers, providing high-quality services and meeting customer needs as a life partner and business partner.”」
The bank has continued the vision of the 15th Medium-Term Management Plan and its basic policies centered on business viability assessments, regional revitalization and stronger customer engagement. - FY2017RestatedAnnual report
「Beginning in fiscal 2016, the bank launched its 15th Medium-Term Management Plan, covering 1 April 2016 to 31 March 2019, with the vision of becoming “a bank that creates the region's future together with its customers.” Its basic policies included “helping customers grow through initiatives such as business viability assessments, expanding the circle of growth throughout the region and contributing to regional revitalization” and “increasing time spent engaging with customers, providing high-quality services and meeting customer needs as a life partner and business partner.”」
The bank has continued the vision of the 15th Medium-Term Management Plan and its basic policies centered on business viability assessments, regional revitalization and stronger customer engagement. - FY2016First statedAnnual report
「Beginning in fiscal 2016, the bank launched its 15th Medium-Term Management Plan, covering 1 April 2016 to 31 March 2019, with the vision of becoming “a bank that creates the region's future together with its customers.” Its basic policies included helping customers grow through initiatives such as business viability assessments, expanding the circle of growth throughout the region and contributing to regional revitalization, as well as increasing time spent engaging with customers, providing high-quality services and meeting customer needs as a life partner and business partner.」
With the transition from the 14th plan to the 15th plan, the bank reset its vision around the region's future, business viability assessments, regional revitalization and stronger customer engagement.