Worth reading
57In 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
16
¥100 million (standalone net income, final-year target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year-99.9%
基準 2,026Target1.6hundreds of millions
ROE-2,020.0pt
基準 2,025Target5％
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: ¥1.2 billion each year; core operating profit on an actual basis: ¥3.0 billion or more in the final year; ROE: 3.5% or more each year → Forecast for the fiscal year ending March 2026: net income of approximately ¥1.5 billion, core operating profit on an actual basis of approximately ¥2.7 billion, and ROE of approximately 5%+57,785.7%Calculated from the two disclosed figures
Statements about the use of capital
Cost of capitalShareholders’ equity cost recognized by the Bank: approximately 6–7%The cost of capital is the minimum rate of return expected by shareholders and banks from the company.
Key initiatives
01Expand deposit products and non-face-to-face services
02Strengthen relationships through various proposal activities
03Promote cross-selling
04Optimize the sales structure in line with market conditions
05Strengthen the use of sales management support
06Provide organizational support for developing business opportunities and delivering added value
07Conduct practical training on business opportunities
08Improve lending skills through the head-office trainee program
09Strengthen initiatives to support startups and the growth of local industries by enhancing credit assessment expertise
10Further enhance the Bank’s credit provision capabilities under a rigorous credit risk management framework
11Upgrade the credit risk management framework
12Continue to strengthen recruitment
13Promote the active participation of young, female and senior employees
14Visualize skill levels and manage employee development through the PDCA cycle
15Shift from administrative processing channels to sales channels
16Advance DX, including the use of AI, and improve efficiency
Plan assumptionsChanges in the operating environment, including the return to an interest-rate environment
Risks identified by the company
Higher raw material prices
Worsening Labor Shortages
Population decline
Progressive birthrate decline and population aging
Decline in the number of business establishments
Shortage of business successors
| Item | Details |
|---|---|
| Plan name | Seventh Medium-Term Management Plan |
| Plan period | April 2026 to March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | Approximately ¥1.5 billion (forecast for the fiscal year ending March 2026) → ¥1.6 billion or more (final year) |
| ROE target | 3.86% (actual for the fiscal year ended March 2025) → 5.0% or more (final year) |
| Cost of capital | Shareholders’ equity cost recognized by the Bank: approximately 6–7% |
| Plan assumptions | Changes in the operating environment, including the return to an interest-rate environment |
| Key initiatives | Expand deposit products and non-face-to-face services, Strengthen relationships through various proposal activities, Promote cross-selling, Optimize the sales structure in line with market conditions, Strengthen the use of sales management support, Provide organizational support for developing business opportunities and delivering added value, Conduct practical training on business opportunities, Improve lending skills through the head-office trainee program, Strengthen initiatives to support startups and the growth of local industries by enhancing credit assessment expertise, Further enhance the Bank’s credit provision capabilities under a rigorous credit risk management framework, Upgrade the credit risk management framework, Continue to strengthen recruitment, Promote the active participation of young, female and senior employees, Visualize skill levels and manage employee development through the PDCA cycle, Shift from administrative processing channels to sales channels, Advance DX, including the use of AI, and improve efficiency |
| Results under the previous plan | Net income: ¥1.2 billion each year; core operating profit on an actual basis: ¥3.0 billion or more in the final year; ROE: 3.5% or more each year → Forecast for the fiscal year ending March 2026: net income of approximately ¥1.5 billion, core operating profit on an actual basis of approximately ¥2.7 billion, and ROE of approximately 5% |
| Risks identified | Higher raw material prices, Worsening Labor Shortages, Population decline, Progressive birthrate decline and population aging, Decline in the number of business establishments, Shortage of business successors |
| Publication date | 13 April 2026 |
Items this document does not state (14)
Sales TargetOperating profit targetOperating profit margin targetROIC targetPayout ratio / DOE policyTreasury share acquisition policySelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorSegment targetNon-financial targetsReason for revision or withdrawalSize 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.In response to changes in the operating environment, including the return to an interest-rate environment, the Bank will further implement its existing management policies while strengthening and expanding its customer base, improving the quality of support for businesses, and enhancing its human resources and digital capabilities.
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