Engines driving strategy
![NEXT STAGE [ Engines driving strategy ] Deepen problem-solving capability through the integration of financial and non-financial elements Solidify the management base that supports sustainable growth Institutionalize a vibrant corporate culture where diverse human resources play an important role](/english/assets/images/pages/vision/strategy_image.png)
The company group formulated a medium-term management plan for the three year period from April 2025 to March 2028. We will take on the challenge of deepening our problem resolution capabilities and solidifying the management base in order to meet the expectations and needs that our stakeholders (local communities, customers, shareholders, and employees, etc.) have of the company group.
Vision
We will continue to deliver comprehensive financial services with our extensive regional network to contribute to prosperity of customers and the region.
Overview
| Title | NEXT STAGE |
|---|---|
| Period | 3 years(FY2025-FY2027) |
| Positioning | A period to realize both of “Solving problems faced by the region and customers” and “Enhancing our corporate value” through “Leveraging our asset size to accumulate profit” and “Enhancing non-interest revenue by utilizing the broad nature of our market and deepening our expertise” |
Key indicators
| Fiscal year 2027 (Final year of the plan) |
Long-term goal (10 years later) |
|
|---|---|---|
| ROE | 8% range | 10% |
| Net income attributable to owners of parent | 55 billion yen | 80 billion yen |
| Capital ratio | 10% range | 10～11% range |
| OHR | 50% range | 50% degree |
The figures for OHR are the combined total for the two banks.