Hyakugo Bank, Ltd. · TSE:8368
Hyakugo Bank — Investor Presentation (December 2025)
21 slides from Hyakugo Bank's investor presentation, Dec 1, 2025
Slide 1: Progress on Financial and Non-Financial Targets
Progress on Financial and Non-Financial Targets Results in FY 9/25 FY2028 (Final Targets) ROE in consolidated net assets 4.43% 5% or higher Financial Targets 10.1 billion yen Consolidated net income (Interim net income attributable to 24 billion yen or more shareholders of the parent) 976.3 billion
Slide 2: Local Topics: Preparations for the 63rd Jingu Shikinen Sengu
Basic Strategy 01: Local Topics Creation of Social Value Preparations have begun for the 63rd Jingu Shikinen Sengu, scheduled for 2033. <Ise Jingu (Ise City, Mie Prefecture)> ■ Local Developments in Preparation for the Jingu Shikinen Sengu • During Shikinen Sengu years (periodic shrine reconstructio
Slide 3: New Business Creation Project: HYAKUGO INNOVATION LAB.
New Business Creation Project Basic Strategy 01: Creation of Social Value “HYAKUGO INNOVATION LAB.” With the participation of all employees, create a business that contributes to solving local issues and creating social value “HYAKUGO INNOVATION LAB.” Initiatives to Date (As of the End of September
Slide 4: Solve local issues
Basic Strategy 01: Solve local issues Creation of Social Value Actively engage in solving local issues by leveraging the network unique to banks Aim Activities Number of community issue engagements Aim to create “social value” and • Identification of local issues • Realization of safe and secure liv
Slide 5: New Business Creation as the Entire Group
Basic Strategy 01: New Business Creation as the Entire Group Creation of Social Value Strive for local revitalization and the development of diverse revenue streams by taking on challenges for new business opportunities beyond the framework of banking regulations Companies ■ Trends in the number of
Slide 6: Strengthening of Consulting: Corporate Sales Structure
Strengthening of Consulting Basic Strategy 02: Taking on Challenges for Growth <Strengthening of Corporate Sales Structure> Solve customers’ issues and enhance revenue by strengthening the corporate sales structure and expanding solution-oriented sales Changes in Corporate Solutions Fees Strengtheni
Slide 7: Business Succession & M&A / Automotive Industry Support
Strengthening of Consulting Basic Strategy 02: Taking on Challenges for Growth <Business Succession & M&A / Automotive Industry Support> Business Succession & M&A Support Automotive Industry Support ■ Number of business succession engagements* / M&A Main Activities in Automotive Industry Support eng
Slide 8: Strengthening of Consulting: Depository Asset Sales
Strengthening of Consulting Basic Strategy 02: Taking on Challenges for Growth <Strengthening of Depository Asset Sales> The consolidated balance of bank and securities investment trusts has been steadily increasing under the Medium- term Management Plan. The aim is to improve profitability by stren
Slide 9: Housing Loans: No. 1 Regional Bank for 7 Consecutive Years
Basic Strategy 02: Strengthening of Consulting <Housing Loans> Taking on Challenges for Growth Although the origination targets were strategically revised starting in FY2024, the increase in housing loans ranked first among regional banks nationwide for seven consecutive years ■ Housing loans origin
Slide 10: Housing Loans: Interest Rates, Balance and Delinquency
Basic Strategy 02: Strengthening of Consulting <Housing Loans> Taking on Challenges for Growth Trends in the Average Month-End Interest Rate for Housing Loans Housing Loan Balance and Delinquency / Default Status Existing loans (balance) Flow (new originations) 0.93% 0.96% ■ Housing loan balance (10
Slide 11: Strengthening of Consulting: Increasing Deposits
Basic Strategy 02: Strengthening of Consulting <Increasing Deposits> Taking on Challenges for Growth Acquire sticky deposits by approaching customers based on life events and promoting non-face-to-face channels (Non-consolidated) ■ Life Plan-Based Approach Aimed at Becoming Customers’ Main Bank Inhe
Slide 12: Securities Strategy
Basic Strategy 02: Taking on Securities Strategy Challenges for Growth Managed the portfolio with consideration for asset allocation, replaced and traded low-yielding bonds amid rising interest rates and stock prices, and realized profits from stocks and investment trusts, maintaining the valuation
Slide 13: Securities Strategy: Interest Income from Securities
Basic Strategy 02: Securities Strategy Taking on Challenges for Growth Aim to increase interest income from securities by accumulating securities with a focus on yen-denominated bonds and improving yields ■ Trends in securities balance (100 million yen) ■ Trends in interest on securities * Book valu
Slide 14: Human Capital Indicators
Basic Strategy 03: Human Human Capital Indicators Resource Strategy Progress on Human Capital KPIs (as of September 30, 2025) Cumulative no. of personnel who have passed No. of No. of personnel who have Ratio of female executives professional qualification (posts equivalent to or higher Development
Slide 15: Development of Professional Human Resources
Basic Strategy 03: Development of Professional Human Resources Human Resource Strategy Aim for all employees to become “true professionals” through autonomous career development ■ Cumulative no. of personnel who have passed professional ■ Certification of professionals qualification examinations* an
Slide 16: Promotion of Diversity
Basic Strategy 03: Promotion of Diversity Human Resource Strategy Develop a better environment for women’s empowerment by increasing the number of diverse female role models ■ Trends in the number of female executives and Hold “Mirai Design Academy,” a training program to help female managers employ
Slide 17: Promotion of Regional DX
Promotion of Regional DX Basic Strategy 04: Digital Transformation Barcode Pay Expansion of Smartphone Banking Functionality <Barcode Pay> App that allows users to scan the barcode or Smartphone banking: Consolidation of QR code on convenience store payment slips services for individual customers wi
Slide 18: Customer Procedure DX
Customer Procedure DX Basic Strategy 04: Digital Transformation By streamlining operations and integrating face-to-face and non-face-to-face services in coordination with various internal systems and data, we aim to realize a customer-centric service that connects with The Hyakugo Bank anytime and a
Slide 19: Internal/Group DX
Internal/Group DX Basic Strategy 04: Digital Transformation By leveraging AI and generative AI, we aim to enhance operational efficiency, targeting both labor-saving at the individual employee level and workforce reduction at the organizational level through short-term and long-term strategies Initi
Slide 20: Data Utilization
Data Utilization Basic Strategy 04: Digital Transformation Enhance operational efficiency and sales capabilities by building a data-driven organization through increased intra-group data utilization Reinforcement of Data-Driven Sales Structure <Strengthen data utilization in the sales field> <Partne
Slide 21: Decarbonization of the Group / Cybersecurity
Basic Strategy 05: Decarbonization of the Group / Cybersecurity Strengthening of Strategic Foundation Work to reduce the environmental impact of the Group and move towards net-zero GHG emissions (Scope 1 and 2) Treat cybersecurity risks as part of the risk management of the entire organization and w