Worth reading
63In 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
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Displayed only when the document provides numerical figures.Wording
Avoiding a definitive answer
How definitive the wording is.Items stated in the management plan
FormulatedNet income for the current fiscal year+0.1%
基準 2,026Target2,029Hundreds of millions of yen
ROE+3.0pt
基準 2,026Target2,029％
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: ¥14.8 billion; core net business income: ¥22.3 billion; core business profit: ¥14.1 billion; ROE: at least 5.0%; core gross business profit OHR: no more than 60%; equity ratio: at least 9.0%; deposits and other balances: ¥4.5 trillion; loans outstanding: ¥3.6 trillion → Net income attributable to owners of the parent: ¥16.1 billion; core net business income: ¥33.0 billion; core business profit: ¥20.0 billion; ROE: 5.62%; core gross business profit OHR: 50.55%; equity ratio: 9.45%; deposits and other balances: ¥4.7203 trillion; loans outstanding: ¥3.8561 trillion-15.8%Calculated from the two disclosed figures
Statements about the use of capital
Payout ratio / DOE policyThe Group aims to gradually raise the payout ratio to at least 35% and the total payout ratio to at least 40% by fiscal 2028. The target period is the duration of the Sixth 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 policyDuring the period of the Sixth Medium-Term Management Plan, the Group will conduct flexible and agile share buybacks. The amount, purchase limit, specific timing and terms are Not disclosed.
Self-assessment of PBR and share priceDuring the period of the Fifth Medium-Term Management Plan, the share price rose 1.9-fold, from ¥418 to ¥814, and PBR reached 0.53x. The Sixth Medium-Term Management Plan aims to improve PBR.PBR is a measure of how many times the share price is the book value per share.
Key initiatives
01Creating value by resolving issues faced by local communities and customers, including business succession, support for new business creation, and strengthening disaster preparedness
02Strengthening support for sustainability initiatives by local communities and customers
03Advancing the Group’s sustainability management and activities that contribute to local communities
04Developing sales strategies tailored to the characteristics of each sales area, industry and banking subsidiary
05Strengthening and expanding consulting capabilities by leveraging the strengths of a wide-area financial group
06Expanding solution-provision services as a financial group that functions as a regional trading company
07Expanding products and services tailored to each sales channel, both face-to-face and non-face-to-face
08Strengthening initiatives for customer-oriented business operations
09Strengthening incentives to achieve the Group’s purpose
10Developing management personnel and highly specialized human resources in line with the management strategy
11Promoting initiatives that enable diverse human resources to thrive
12Improving operational efficiency and productivity through the use of DX and AI and through business process reform
13Further improving management efficiency through Group-wide systems investment and cost reductions
14Considering the renewal of the next-generation core system
15Evolving the Group’s governance framework by strengthening the functions of the Board of Directors
16Further capturing synergies and further strengthening earning power by evolving to “Tomoni Style NEXT”
17Achieving growth investment, shareholder returns and internal reserves in a well-balanced and larger-scale manner
18Strengthening risk management and improving valuation gains and losses on securities in anticipation of a return to a world with interest rates
19Enhancing information disclosure and communication with investors and other stakeholders
Plan assumptionsPolicy rate scenario: from 0.75% to 1.00% in July 2026, and from 1.00% to 1.25% in January 2027.
Risks identified by the company
Changes in the management environment and other factors
Higher domestic interest rates
Credit concentration risk
Valuation gains and losses on securities
| Item | Details |
|---|---|
| Plan name | Sixth Medium-Term Management Plan: “Let’s Move ‘Tomoni’ Forward to the Next Stage” |
| Plan period | April 2026 to March 2029 (3 years) |
| Progress against the plan | Formulated |
| Net income target | ¥16.1 billion (actual for the fiscal year ended March 2026) → ¥20.5 billion (plan for the fiscal year ending March 2029) |
| ROE target | 5.62% (actual for the fiscal year ended March 2026) → At least 6.5% (plan for the fiscal year ending March 2029) |
| Payout ratio / DOE policy | The Group aims to gradually raise the payout ratio to at least 35% and the total payout ratio to at least 40% by fiscal 2028. The target period is the duration of the Sixth Medium-Term Management Plan. |
| Treasury share acquisition policy | During the period of the Sixth Medium-Term Management Plan, the Group will conduct flexible and agile share buybacks. The amount, purchase limit, specific timing and terms are Not disclosed. |
| Self-assessment of PBR and share price | During the period of the Fifth Medium-Term Management Plan, the share price rose 1.9-fold, from ¥418 to ¥814, and PBR reached 0.53x. The Sixth Medium-Term Management Plan aims to improve PBR. |
| Plan assumptions | Policy rate scenario: from 0.75% to 1.00% in July 2026, and from 1.00% to 1.25% in January 2027. |
| Key initiatives | Creating value by resolving issues faced by local communities and customers, including business succession, support for new business creation, and strengthening disaster preparedness, Strengthening support for sustainability initiatives by local communities and customers, Advancing the Group’s sustainability management and activities that contribute to local communities, Developing sales strategies tailored to the characteristics of each sales area, industry and banking subsidiary, Strengthening and expanding consulting capabilities by leveraging the strengths of a wide-area financial group, Expanding solution-provision services as a financial group that functions as a regional trading company, Expanding products and services tailored to each sales channel, both face-to-face and non-face-to-face, Strengthening initiatives for customer-oriented business operations, Strengthening incentives to achieve the Group’s purpose, Developing management personnel and highly specialized human resources in line with the management strategy, Promoting initiatives that enable diverse human resources to thrive, Improving operational efficiency and productivity through the use of DX and AI and through business process reform, Further improving management efficiency through Group-wide systems investment and cost reductions, Considering the renewal of the next-generation core system, Evolving the Group’s governance framework by strengthening the functions of the Board of Directors, Further capturing synergies and further strengthening earning power by evolving to “Tomoni Style NEXT”, Achieving growth investment, shareholder returns and internal reserves in a well-balanced and larger-scale manner, Strengthening risk management and improving valuation gains and losses on securities in anticipation of a return to a world with interest rates, Enhancing information disclosure and communication with investors and other stakeholders |
| Results under the previous plan | Net income attributable to owners of the parent: ¥14.8 billion; core net business income: ¥22.3 billion; core business profit: ¥14.1 billion; ROE: at least 5.0%; core gross business profit OHR: no more than 60%; equity ratio: at least 9.0%; deposits and other balances: ¥4.5 trillion; loans outstanding: ¥3.6 trillion → Net income attributable to owners of the parent: ¥16.1 billion; core net business income: ¥33.0 billion; core business profit: ¥20.0 billion; ROE: 5.62%; core gross business profit OHR: 50.55%; equity ratio: 9.45%; deposits and other balances: ¥4.7203 trillion; loans outstanding: ¥3.8561 trillion |
| Risks identified | Changes in the management environment and other factors, Higher domestic interest rates, Credit concentration risk, Valuation gains and losses on securities |
| Publication date | 14 May 2026 |
Items this document does not state (12)
Sales TargetOperating profit targetOperating profit margin targetROIC targetCost of capitalTotal 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.The plan is positioned as a phase of further development toward achieving the “desired state in 10 years” set out in the Fifth Medium-Term Management Plan, and sets out the “management strategy, management targets and other initiatives for the next three years” to resolve issues while maintaining a balance between continuity and evolution.
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