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FIDEA Holdings (8713) · InitiativeAnnual expenses increased due to merger-related costs and other factors, but declined cumulatively under the medium-term plan

Reforming Branch Operations Using Quick Counter and Other Tools

First written in FY2019. 7 of 10 entries say "Advanced", first in FY2020. Latest entry: FY2026.

10entries
8years
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How it moved
ProgressHeldSoftenedWorseFirst statedFY2019AdvancedFY2020 – FY2025-H12019: 120192020: 120202021: 120212022: 120222023: 320232024: 120242025: 120252026: 12026
Same theme, other companies
Cost Reduction through Operational Efficiency ImprovementsA theme 129 companies write about · 1 as a headwind · 129 as a tailwind

18 other companies' latest entry also says "Other".

Ridges = years it wrote progress, valleys = years it wrote worse. Most hopeful companies at the back. Drag to turn, scroll to zoom, right-drag to pan. On a phone, two fingers turn and pinch to zoom; one finger scrolls the page.
Showing 14 of the 129 companies compared. The sentences above are computed from all 129.
Full recordFilings, disclosures and news, newest first
  1. FY2026Annual expenses increased due to merger-related costs and other factors, but declined cumulatively under the medium-term planAnnual report

    「Expenses increased by ¥411 million year on year, including a ¥400 million increase in temporary merger-related costs in addition to the effects of wage increases and inflation. Comparing the three-year period of the Fifth Medium-Term Management Plan with the period of the Fourth Medium-Term Management Plan, expenses decreased by approximately ¥5 billion, which we regard as a result of expense-structure reform, one of the basic policies of the Fifth Medium-Term Management Plan.」

    While expenses for the year increased due to wage increases, inflation and temporary merger-related costs, they declined by approximately ¥5 billion during the three years of the Fifth Medium-Term Management Plan compared with the period of the Fourth Medium-Term Management Plan.
  2. FY2026-H1Increase in operating expensesAnnual report

    「Operating expenses 11,824 12,005」

    Operating expenses increased from ¥11,824 million in the same period of the previous year to ¥12,005 million, reversing the cost-reduction trend reported previously.
  3. FY2025-H1AdvancedAnnual report

    「Operating expenses 12,063 11,824」

    Operating expenses declined from ¥12,063 million in the same period of the previous year to ¥11,824 million, demonstrating quantitative progress in expense-structure reform.
  4. FY2024-Q2AdvancedAnnual report

    「Operating expenses 12,253 12,063」

    Operating expenses declined by ¥190 million from ¥12,253 million in the same period of the previous year to ¥12,063 million, demonstrating quantitative progress in expense-structure reform.
  5. FY2024-Q1AdvancedAnnual report

    「Operating expenses 6,033 5,866」

    Operating expenses declined from ¥6,033 million in the same period of the previous year to ¥5,866 million, quantitatively demonstrating progress in cost reductions.
  6. FY2023-Q3AdvancedAnnual report

    「Operating expenses 19,116 18,058」

    Operating expenses declined from ¥19,116 million in the same period of the previous year to ¥18,058 million, quantitatively demonstrating progress in cost reductions.
  7. FY2022AdvancedAnnual report

    「Cost reductions progressed ahead of plan, reflecting a comprehensive re-examination and fundamental review of investment plans across the holding company and the banks, a decline in total headcount and the effects of branch consolidation carried out in the previous fiscal year. Expenses declined by ¥1,129 million year on year.」

    Reviews of investment plans, a decline in headcount and the effects of branch consolidation drove cost reductions ahead of plan, with expenses declining by ¥1,129 million year on year.
  8. FY2021AdvancedAnnual report

    「Expenses declined by ¥891 million year on year as cost reductions progressed ahead of plan, reflecting a comprehensive re-examination and fundamental review of investment plans across the holding company and the banks, a decline in total headcount, initiatives to reduce costs fundamentally and reviews of investment projects.」

    A cross-company review of head-office and investment plans, natural staff attrition and reviews of investment projects drove cost reductions ahead of plan, with expenses declining by ¥891 million year on year.
  9. FY2020AdvancedAnnual report

    「While expanding the number of pilot branches using Quick Counter, introduced in 2018 as a semi-self-service branch terminal, and verifying its effectiveness, we also launched an administrative efficiency initiative and are working to improve branch administration and centralize administrative work at head office. By fiscal 2022, we aim to reduce branch administrative workload by 70% and cut branch administrative staff by 300 people, both from fiscal 2016 levels.」

    The initiative progressed from expanding Quick Counter pilot branches to a reform program with fiscal 2022 targets of reducing branch administrative workload by 70% and administrative staff by 300 people.
  10. FY2019First statedAnnual report

    「As part of branch administration reform, we are steadily implementing measures to improve administrative efficiency, including the phased expansion at both banks of pilot installations of Quick Counter.」

    As part of branch administration reform, Quick Counter was introduced on a pilot basis at both banks and is being expanded in stages. This was the first specific disclosure of measures to improve front-office and back-office efficiency, separate from the existing integration of head-office functions.
Moved together

"Building Earning Capacity in Regional Companies through Business Viability Assessments, Business Succession and M&A" moved the same way as this thread, in the same document, in 6 of its 10 moves.

633222★123456
  1. ★This thread
  2. 1Building Earning Capacity in Regional Companies through Business Viability Assessments, Business Succession and M&A6×
  3. 2Maintaining and Strengthening Business and Collaborative Relationships through Strategic Shareholdings3×
  4. 3Establishing a Market Operations Framework to Respond to Market Changes3×
  5. 4Group synergies and efficiency through an open-platform strategy2×
  6. 5Risk of Falling Below the Regulatory Minimum for the Capital Adequacy Ratio2×
  7. 6Increase in Non-Performing Loans and Credit Costs2×

★ is this thread; numbers match the list above. The number on a line is how many documents both moved the same way in; lines between the other threads count the documents they moved together in too. Threads that move together often sit closer.

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