Hyakugo Bank, Ltd. · TSE:8368
Hyakugo Bank — Investor Presentation (January 2024)
22 slides from Hyakugo Bank's investor presentation, January 2024
Slide 1: Medium-term Management Plan KAI-KAKU 150 2nd STAGE: State of Progress
Medium-term Management Plan KAI-KAKU 150 2nd STAGE “Gateway to the Future II” Aiming to Transform into a Green & Consulting Bank Group State of Progress
Slide 2: Overall Picture of the Medium-term Management Plan
Gateway to the Overall Picture of the Medium-term Future II Management Plan Medium-term Management Plan KAI-KAKU 150 2nd STAGE “Gateway to the Future II” consists of five basic policies and 11 key strategies Five Basic Policies 11 Key Strategies I Strengthening Efforts Towards Carbon Neutrality 1 Ca
Slide 3: Numerical Targets (General)
Gateway to the Future II Numerical Targets (General) KGIs are generally on track. KPIs continue to face difficult conditions due to the market environment and other factors, but the Group promotes various measures to achieve the final targets of the Medium-Term Management Plan Targets in FY 3/25 Res
Slide 4: Carbon Neutral Strategy (Local Initiatives)
Strengthening Efforts I Towards Carbon Neutrality Carbon Neutral Strategy (Local Initiatives) The Bank implemented initiatives to support local decarbonization Initiatives to support decarbonized management Initiatives with local governments Assistance in calculating Hyakugo Decarbonization Cooperat
Slide 5: Strategy to Enhance Loan Income and Fees and Commissions (General)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (General) Steadily increase loans to small and medium-sized businesses and consumer loans in the region, leading to an increase in loan and service revenues Loans to medium-sized companies Consumer loans Total l
Slide 6: Loan Income and Fees Strategy (Housing Loans)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Housing Loans) Toward a structure capable of acquiring 400 billion yen annually by improving the skills of sales personnel Effects of increasing and training sales personnel Housing loans offered in a single ye
Slide 7: Loan Income and Fees Strategy (Housing Loans)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Housing Loans) Maintain financial health even as new housing loans and balance increased Further streamline and computerize housing loan operations Housing loan delinquency and default status Streamline housing
Slide 8: Loan Income and Fees Strategy (Unsecured Loans)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Unsecured Loans) Promote unsecured loans by capturing the funding needs of housing loan customers Outstanding balance of unsecured loans Delinquent unsecured loan balance and rate (100 million yen) Specific-pur
Slide 9: Loan Income and Fees Strategy (Depository Assets)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Depository Assets) Conduct customer-oriented business operations and increase overall income from depository assets by leveraging synergies between face-to-face and non-face-to-face sales Consulting plaza for “
Slide 10: Loan Income and Fees Strategy (Depository Assets)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Depository Assets) Evolve face-to-face and non-face-to-face sales to establish a stock business Provide optimal services according to each customer’s “life stage” Expand the base of the asset-building group b
Slide 11: Loan Income and Fees Strategy (Corporate Consulting)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Corporate Consulting) Provide optimal solutions to customers’ diverse management issues and needs and increase non-interest income Increased corporate solutions fees Results and plan of corporate (Million yen)
Slide 12: Corporate Consulting: Structured Financing and PFI
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Corporate Consulting) Examples of initiatives that demonstrate the Bank’s consulting capabilities — promotion of structured financing Promotion of project finance for PFI business Cumulative total of PFI loans
Slide 13: Corporate Consulting: Business Succession Support
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Corporate Consulting) Enhance the scheme to support business succession as part of the Bank’s commitment to sustainable community development, and increase earnings also Support for business succession Enhance
Slide 14: Corporate Consulting: Medical and Welfare Support
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Corporate Consulting) Enhance the sustainability of the region by continuing to strengthen its support for medical and welfare services, which are an important part of the region’s infrastructure Active support
Slide 15: Securities Strategy
II Strengthening Business Model Securities Strategy Resume investment in long-term bonds at a gradual pace following the monetary policy correction. The Bank invests mainly in floating-rate bonds, taking into account interest rate hikes in foreign currency-denominated bonds Changes in securities por
Slide 16: Channel Strategy (Physical Branches, ATMs)
III Increased Productivity Channel Strategy (Physical Branches, ATMs) Aim to build an optimal sales structure by developing a channel strategy that captures the changing needs of customers Optimize the branch and ATM network Strengthen collaboration with Consolidation of branches through branch- the
Slide 17: Channel Strategy (Smartphone Banking)
III Increased Productivity Channel Strategy (Smartphone Banking) Establish alternative customer contact channels to in-store customer service Smartphone banking Changes in number of passbook-less accounts Use of smartphone banking Target of Medium-term Management Plan In-app questionnaire 300,000 ac
Slide 18: Governance Strategy
IV Strengthening Management Foundation Governance Strategy Strengthen corporate governance to ensure the Bank’s sustainable growth and enhance its corporate value over the medium to long term Appointment and diversification of outside officers Ratio of outside officers Outside Inside Female Male * A
Slide 19: Human Resource Strategy and Diversity Strategy
V Increased Awareness of Human Resource Strategy and SDGs/ESG Diversity Strategy Promote human resource strategy and initiatives to strengthen engagement to enhance human capital Human capital Human capital Human resources strategy Human capital KPI Value creation issues investment (FY2024 targets)
Slide 20: Human Resource Strategy and Diversity Strategy: Indicators and Targets
V Increased Awareness of Human Resource Strategy and SDGs/ESG Diversity Strategy Key measurable indicators and targets related to investment in human capital and human resource strategy No. of personnel with professional qualifications No. of those who have acquired the IT Passport Ratio of women in
Slide 21: SDGs/ESG Strategy
V Increased Awareness of SDGs/ESG SDGs/ESG Strategy Greenhouse gas (GHG) emissions have been steadily declining. The Bank has also disclosed information in line with the TCFD recommendations Greenhouse gas (GHG) emissions Scenario analysis and carbon-related assets (disclosed July 2023) Changes in g
Slide 22: SDGs/ESG Strategy
V Increased Awareness of SDGs/ESG SDGs/ESG Strategy Contributes to tourism town development through public-private partnerships. The Bank is also engaged in financial and economic education and sports promotion Initiatives for tourism town development Initiatives for financial and economic education