Worth reading
73In focus
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
500
Approximately ¥10 billion (net income attributable to owners of the parent in fiscal 2028)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year+0.1%
基準 2,025Target2,028million
ROE+3.0pt
基準 2,025Target2,028％
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 planNet income attributable to owners of the parent of approximately ¥17 billion, consolidated capital adequacy ratio of approximately 14%, consolidated core OHR of approximately 70%, and consolidated ROE of approximately 4% (fiscal 2025 targets) → Net income attributable to owners of the parent of approximately ¥24.3 billion, consolidated capital adequacy ratio in the 12% range, consolidated core OHR in the 60% range, and consolidated ROE of approximately 6.3% (fiscal 2025 outlook)（Net income attributable to owners of the parent increased by approximately 42.9%.）0.0%Calculated from the two disclosed figures
Total investment plan¥13.7 billion (expenses, cumulative over three years; revenue of ¥7.5 billion and net amount of negative ¥6.2 billion)
Investment amount by sectorField Human capital investment (personnel expenses, etc.) / Revenue ¥0 / Cost Negative ¥4.3 billion / Net amount Negative ¥4.3 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Branding investment (improving awareness and converting customers into fans) / Revenue ¥100 million / Cost -¥1.3 billion / Net amount −¥1.2 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment to improve loyalty (app and affluent customer services) / Revenue ¥1.2bn / Cost Negative ¥4.3 billion / Net amount Operating loss of ¥3.1 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment to expand transactions (individuals and corporates) / Revenue ¥4.7 billion / Cost Negative ¥2.2 billion / Net amount ¥2.5 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment in growth sectors and new businesses (agriculture, semiconductors, GX and new businesses) / Revenue ¥1.2bn / Cost -¥600 million / Net amount ¥600 million / Period Cumulative for fiscal 2026–fiscal 2028, Field Efficiency and business continuity investment (including use of DX and AI) / Revenue ¥300 million / Cost (¥1.0 billion) / Net amount -¥700 million / Period Cumulative for fiscal 2026–fiscal 2028
Statements about the use of capital
Self-assessment of PBR and share priceThe plan states that gains from the sale of cross-shareholdings will be allocated to growth investments that contribute to improving ROE and PBR, as well as shareholder returns and other purposes. Numerical data and an assessment of the current PBR level are not disclosed.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Differentiation to expand the share of all services for corporate and individual customers in Hokkaido
02Concentrated investment in growth industries
03Strengthening collaboration with regional partners
04Proactive participation in community development
05Renewal of the app and enhancement of support systems
06Introduction of a corporate portal and app
07Operational efficiency through DX and AI
08Differentiation through points and other incentives
09Providing an exclusive experience for affluent customers and others
10Providing customer journeys
11Branding of 北洋銀行グループ
12Acquiring expertise in and taking the lead in renewable energy and GX projects
13Expanding non-financial businesses for regional revitalization (regional communities and companies)
14Strengthening collaboration through the TSUBASA Alliance
15Strengthening collaboration with regional partners
16Embedding the new personnel system, “Polaris”
17Promoting career advancement and reskilling
18Promoting autonomous activities, including cross-organizational projects
19Active recruitment and development of human resources
20Reviewing and strengthening health and productivity management initiatives
Plan assumptionsThe policy rate scenario assumes a range of 0.75% to 1.00% in January 2027 and 1.00% to 1.25% in January 2028.
Segment targetSegment organizations / Indicator Average corporate loan balance / Fiscal 2025 estimate ¥3,740 billion / Fiscal 2028 target ¥4,470 billion, Segment organizations / Indicator Average corporate deposit balance / Fiscal 2025 estimate ¥3,000 billion / Fiscal 2028 target ¥3,230 billion, Segment Individual / Indicator Average individual deposit balance / Fiscal 2025 estimate ¥7,040 billion / Fiscal 2028 target ¥7,370 billion, Segment Individual / Indicator Average individual loan balance / Fiscal 2025 estimate ¥2,320 billion / Fiscal 2028 target ¥2,420 billion, Segment Agriculture / Indicator Agricultural loan balance / FY2025 ¥31.5 billion / Fiscal 2028 target ¥40 billion / In 10 years ¥60 billion, Segment GX / Indicator GX-related loans (cumulative) / Fiscal 2028 target Approximately ¥520 billion / Target by fiscal 2030 Approximately ¥650 billion, Segment Semiconductors / Indicator Semiconductor-related loans (cumulative) / Fiscal 2028 target Approximately ¥165 billion / Target by fiscal 2030 Approximately ¥300 billion
Non-financial targetsIndicator GDP per Hokkaido resident (real GDP) / Target 1.3x / Timing In 10 years, Indicator Hokkaido population (social change) / Target Increased / Timing In 10 years, Indicator Income of Hokkaido residents (disposable income) / Target 1.3x / Timing In 10 years, Indicator Financial assets held by Hokkaido residents / Target 1.3x / Timing In 10 years, Indicator Hokkaido natural environment (GHG emissions) / Target 48% reduction (versus fiscal 2013) / Timing By fiscal 2030, Indicator DX adoption in Hokkaido (labor productivity) / Target 1.3x / Timing In 10 years, Indicator Share of loans in Hokkaido / Target From 39.7% to 41.4% / Timing FY2028, Indicator Share of deposits in Hokkaido / Target From 37.7% to 40.0% / Timing FY2028, Indicator Main-bank ratio / Target From 37.9% to 40.0% / Timing FY2028, Indicator Number of area-wide regional collaboration projects / Target 3 items / Timing FY2028, Indicator Number of app users / Target From 590,000 to 1.2 million / Timing FY2028, Indicator App usage rate among younger customers / Target From 27.4% to 65.3% / Timing FY2028, Indicator Number of corporate portal adopters / Target 50,000 companies / Timing FY2028, Indicator Number of corporate app adopters / Target 20,000 companies / Timing FY2028, Indicator Number of Stage members / Target 500,000 members / Timing FY2028, Indicator App MAU rate / Target From 73% to 80% / Timing FY2028, Indicator Corporate owners targeted for relationship deepening / Target 800 people / Timing FY2028, Indicator Number of completed business succession consulting engagements / Target 1,220 cases (cumulative) / Timing FY2028, Indicator Number of talent matches / Target 224 cases / Timing FY2028, Indicator Number of new businesses / Target 6 entries / Timing FY2028, Indicator Engagement score / Target From 68 to 77 / Timing FY2028, Indicator Annual number of internal job postings / Target 100 people / Timing End of fiscal 2028, Indicator Number of participants in recruitment selection / Target 1,800 people annually / Timing FY2028, Indicator Paid leave taken per employee / Target 16th / Timing FY2028, Indicator Reduction in the Company's GHG emissions / Target Negative 86% versus 2013 / Timing 2028; carbon neutrality in 2030, Indicator Sustainable finance executed (cumulative) / Target ¥1.5 trillion / Timing 2028
Risks identified by the company
The possibility that the information presented may subsequently be found to be inaccurate
The possibility that the targets may not be achieved in the future
Numerous uncertainties and risks (see the earnings summary, information meeting materials, annual securities report and integrated report for details)
Reason for revision or withdrawal
A long-term vision and four missions have been established for the Company's targeted position in 2035, ten years from now. The plan was formulated as the first three years toward realizing them, based on the brand slogan and five overarching strategies.
| Item | Details |
|---|---|
| Plan name | Make the HOKKAIDO Way 1ststage ～We will create the “Way” that does not yet exist～ |
| Plan period | FY2026-FY2028 |
| Progress against the plan | Formulated |
| Net income target | Approximately ¥24.3 billion (fiscal 2025 estimate) → Approximately ¥50 billion (fiscal 2028)（Approximately 105.8% increase） |
| ROE target | Approximately 6.3% (fiscal 2025 outlook) → Approximately 11% (fiscal 2028)（Approximately 74.6% increase） |
| Self-assessment of PBR and share price | The plan states that gains from the sale of cross-shareholdings will be allocated to growth investments that contribute to improving ROE and PBR, as well as shareholder returns and other purposes. Numerical data and an assessment of the current PBR level are not disclosed. |
| Total investment plan | ¥13.7 billion (expenses, cumulative over three years; revenue of ¥7.5 billion and net amount of negative ¥6.2 billion) |
| Investment amount by sector | Field Human capital investment (personnel expenses, etc.) / Revenue ¥0 / Cost Negative ¥4.3 billion / Net amount Negative ¥4.3 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Branding investment (improving awareness and converting customers into fans) / Revenue ¥100 million / Cost -¥1.3 billion / Net amount −¥1.2 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment to improve loyalty (app and affluent customer services) / Revenue ¥1.2bn / Cost Negative ¥4.3 billion / Net amount Operating loss of ¥3.1 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment to expand transactions (individuals and corporates) / Revenue ¥4.7 billion / Cost Negative ¥2.2 billion / Net amount ¥2.5 billion / Period Cumulative for fiscal 2026–fiscal 2028, Field Investment in growth sectors and new businesses (agriculture, semiconductors, GX and new businesses) / Revenue ¥1.2bn / Cost -¥600 million / Net amount ¥600 million / Period Cumulative for fiscal 2026–fiscal 2028, Field Efficiency and business continuity investment (including use of DX and AI) / Revenue ¥300 million / Cost (¥1.0 billion) / Net amount -¥700 million / Period Cumulative for fiscal 2026–fiscal 2028 |
| Segment target | Segment organizations / Indicator Average corporate loan balance / Fiscal 2025 estimate ¥3,740 billion / Fiscal 2028 target ¥4,470 billion, Segment organizations / Indicator Average corporate deposit balance / Fiscal 2025 estimate ¥3,000 billion / Fiscal 2028 target ¥3,230 billion, Segment Individual / Indicator Average individual deposit balance / Fiscal 2025 estimate ¥7,040 billion / Fiscal 2028 target ¥7,370 billion, Segment Individual / Indicator Average individual loan balance / Fiscal 2025 estimate ¥2,320 billion / Fiscal 2028 target ¥2,420 billion, Segment Agriculture / Indicator Agricultural loan balance / FY2025 ¥31.5 billion / Fiscal 2028 target ¥40 billion / In 10 years ¥60 billion, Segment GX / Indicator GX-related loans (cumulative) / Fiscal 2028 target Approximately ¥520 billion / Target by fiscal 2030 Approximately ¥650 billion, Segment Semiconductors / Indicator Semiconductor-related loans (cumulative) / Fiscal 2028 target Approximately ¥165 billion / Target by fiscal 2030 Approximately ¥300 billion |
| Non-financial targets | Indicator GDP per Hokkaido resident (real GDP) / Target 1.3x / Timing In 10 years, Indicator Hokkaido population (social change) / Target Increased / Timing In 10 years, Indicator Income of Hokkaido residents (disposable income) / Target 1.3x / Timing In 10 years, Indicator Financial assets held by Hokkaido residents / Target 1.3x / Timing In 10 years, Indicator Hokkaido natural environment (GHG emissions) / Target 48% reduction (versus fiscal 2013) / Timing By fiscal 2030, Indicator DX adoption in Hokkaido (labor productivity) / Target 1.3x / Timing In 10 years, Indicator Share of loans in Hokkaido / Target From 39.7% to 41.4% / Timing FY2028, Indicator Share of deposits in Hokkaido / Target From 37.7% to 40.0% / Timing FY2028, Indicator Main-bank ratio / Target From 37.9% to 40.0% / Timing FY2028, Indicator Number of area-wide regional collaboration projects / Target 3 items / Timing FY2028, Indicator Number of app users / Target From 590,000 to 1.2 million / Timing FY2028, Indicator App usage rate among younger customers / Target From 27.4% to 65.3% / Timing FY2028, Indicator Number of corporate portal adopters / Target 50,000 companies / Timing FY2028, Indicator Number of corporate app adopters / Target 20,000 companies / Timing FY2028, Indicator Number of Stage members / Target 500,000 members / Timing FY2028, Indicator App MAU rate / Target From 73% to 80% / Timing FY2028, Indicator Corporate owners targeted for relationship deepening / Target 800 people / Timing FY2028, Indicator Number of completed business succession consulting engagements / Target 1,220 cases (cumulative) / Timing FY2028, Indicator Number of talent matches / Target 224 cases / Timing FY2028, Indicator Number of new businesses / Target 6 entries / Timing FY2028, Indicator Engagement score / Target From 68 to 77 / Timing FY2028, Indicator Annual number of internal job postings / Target 100 people / Timing End of fiscal 2028, Indicator Number of participants in recruitment selection / Target 1,800 people annually / Timing FY2028, Indicator Paid leave taken per employee / Target 16th / Timing FY2028, Indicator Reduction in the Company's GHG emissions / Target Negative 86% versus 2013 / Timing 2028; carbon neutrality in 2030, Indicator Sustainable finance executed (cumulative) / Target ¥1.5 trillion / Timing 2028 |
| Plan assumptions | The policy rate scenario assumes a range of 0.75% to 1.00% in January 2027 and 1.00% to 1.25% in January 2028. |
| Key initiatives | Differentiation to expand the share of all services for corporate and individual customers in Hokkaido, Concentrated investment in growth industries, Strengthening collaboration with regional partners, Proactive participation in community development, Renewal of the app and enhancement of support systems, Introduction of a corporate portal and app, Operational efficiency through DX and AI, Differentiation through points and other incentives, Providing an exclusive experience for affluent customers and others, Providing customer journeys, Branding of 北洋銀行グループ, Acquiring expertise in and taking the lead in renewable energy and GX projects, Expanding non-financial businesses for regional revitalization (regional communities and companies), Strengthening collaboration through the TSUBASA Alliance, Strengthening collaboration with regional partners, Embedding the new personnel system, “Polaris”, Promoting career advancement and reskilling, Promoting autonomous activities, including cross-organizational projects, Active recruitment and development of human resources, Reviewing and strengthening health and productivity management initiatives |
| Results under the previous plan | Net income attributable to owners of the parent of approximately ¥17 billion, consolidated capital adequacy ratio of approximately 14%, consolidated core OHR of approximately 70%, and consolidated ROE of approximately 4% (fiscal 2025 targets) → Net income attributable to owners of the parent of approximately ¥24.3 billion, consolidated capital adequacy ratio in the 12% range, consolidated core OHR in the 60% range, and consolidated ROE of approximately 6.3% (fiscal 2025 outlook)（Net income attributable to owners of the parent increased by approximately 42.9%.） |
| Reason for revision or withdrawal | A long-term vision and four missions have been established for the Company's targeted position in 2035, ten years from now. The plan was formulated as the first three years toward realizing them, based on the brand slogan and five overarching strategies. |
| Risks identified | The possibility that the information presented may subsequently be found to be inaccurate, The possibility that the targets may not be achieved in the future, Numerous uncertainties and risks (see the earnings summary, information meeting materials, annual securities report and integrated report for details) |
| Publication date | 24 March 2026 |
Items this document does not state (9)
Sales TargetOperating profit targetOperating profit margin targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSize of the Target MarketDate 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 was formulated as the first three years toward realizing the long-term vision targeted for 2035, ten years from now, together with the brand slogan and five overarching strategies.
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.