Management Policy

1. Long-term Goal

A solution company rooted in communities and selected as a partner to walk together

Thoughts underscored in the “Long-term goal”

  • In order for us to continue to be “a financial group that is indispensable to its region” as set forth in our Management Principles, we aim to become a “solution company” that provides solutions to solve issues of customers and regional communities by broadening the range and increasing the quality of our solutions.
  • Our commitment to becoming the closest partner for customers and regional communities by sincerely addressing issues faced by them is expressed in the phrase “rooted in communities and selected as a partner to walk together.”
  • Aiming to become such a “solution company,” we will contribute to sustainable development of vibrant regional communities.

2. Positioning of the New Medium-term Management Plan

Three years to accelerate transformation toward a shift to a “solution company” and materialize results

3. Overview of the Medium-Term Management Plan (FY2022–FY2024)

Long-term goal

A solution company rooted in communities and selected as a partner to walk together

Positioning of the Medium-term Management Plan

Three years to accelerate transformation and materialize results

Basic themes and priority strategies

4. Priority Strategies and Main Measures

Growth

(1) Deepening and expansion of solution business
  • Deepening and sophistication of the solution business to increase presence in the home markets
  • Implementation of the solution business beyond the previous bounds
  • Strengthening the solution business by making use of overseas locations
(2) Making use of strategic investment and alliances
  • Making use of strategic investment and alliance to support growth

Change

(3) Talent portfolio reforms and an increase in engagement
  • Strengthening of human resource development toward a shift to a “solution company” and building of a highly productive organization
  • A wider spread of career ownership and a reform into a corporate culture where employees have high motivation to take on challenges and grow
(4) Digital transformation (DX)
  • Transformation of customer experience through the use of digital technology and advancement of digital solutions
  • Deepening of structural reforms to improve productivity

Sustainability

(5) Contribution to sustainable regional communities
  • Contribution to sustainable growth of customers through the establishment and promotion of the sustainability business
  • Improving abilities to address issues of regional communities by, for example, strengthening industry-academia-government-finance cooperation
(6) Sophistication of governance
  • Sophistication of risk control
  • Disclosure of non-financial information and implementation of strategic IR

5. Target Indicators

We will aim to achieve “profitability” through steady growth of the bottom line and efficient capital management, and “efficiency” through materialization of structural reform effects. In addition, we will secure an appropriate capital level keeping an eye on the finalization of Basel III as part of our efforts to maintain “soundness.”