Hyakugo Bank, Ltd. · TSE:8368
Hyakugo Bank — Investor Presentation (June 2025)
19 slides from Hyakugo Bank's investor presentation, Jun 3, 2025
Slide 1: New Medium-term Management Plan
New Medium-term Management Plan
Slide 2: Environmental Awareness
Environmental Awareness SAAR FRONTIER BANKING @ There have been changes in the external environment, such as a declining population, a declining birthrate and an aging population, and growing interest in the environment and sustainability @ Create economic and social value by proactively utilizing n
Slide 3: Materiality Review
Materiality Review @ BAR it FRONTIER BANKING @ Reviewed materiality for new growth © Redefined the issues to address in order to achieve new growth based on the Bank’s corporate philosophy and corporate statement Theme Materiality Goal (1) Creating vibrant communities (2) Contributing to secure and
Slide 4: Outline of the New Medium-term Management Plan
Outline of the New Medium-term Management Plan HB Hse it FRONTIER BANKING @ The new Medium-term Management Plan is a four-year plan toward the 150th anniversary of Hyakugo Bank’s founding, aimed at building a more robust and efficient business structure for the banking business, its core business @
Slide 5: Financial and Non-Financial Targets
SAAR FRONTIER BANKING Financial and Non-Financial Targets @ The new Medium-term Management Plan sets two financial KGls: “ROE” and “Net Income” @ Aim to create social value in addition to economic value by setting new non-financial KG] targets Target for FY2028 ROE in consolidated net Consolidated n
Slide 6: 01: Creation of Social Value
Basic Strategy 01: Creation of Social Value QEeARA (Establishment of a System to Take on the Challenge of Creating Social Value) — *®oNtIER BANKine @ Establish a system for the entire group to work together to take on the challenge of creating social value @ Start a new project that allows each empl
Slide 7: 02: Taking on Challenges for Growth (Funding and Capital Efficiency)
Basic Strategy 02: Taking on Challenges for Growth QEeARA (Enhancement of Funding Efficiency and Capital Efficiency Management) — ‘rontier Bankine business, the Bank’s primary business, while taking appropriate risks through clarification of risk appetite sn Optimize asset allocation by enhancing fu
Slide 8: 02: Taking on Challenges for Growth (Strengthening of Consulting)
Basic Strategy 02: Taking on Challenges for Growth (Strengthening of Consulting) SAAR FRONTIER BANKING Aim to str sales ac igthen consulting capabilities by restructuring the corporate sales framework and standardizing ies, thereby addressing the issues that corporate and individual customers are fa
Slide 9: 02: Taking on Challenges for Growth (Depository Asset Sales)
Basic Strategy 02: Taking on Challenges for Growth (Strengthening of Depository Asset Sales) SAAR FRONTIER BANKING @ Aim to increase the consolidated balance of bank and securities investment trusts by 50 billion yen through the enhancement of recurring-revenue businesses and the establishment of cu
Slide 10: 02: Taking on Challenges for Growth (Renewal of Mortgage Strategy)
Basic Strategy 02: Taking on Challenges for Growth QEenRA (Renewal of Mortgage Strategy) FRONTIER BANKING @ Established a solid business model in the previous Medium-term Management Plan. Going forward, change the mortgage strategy by shifting the focus of activities from “quantity” to “quality” @ A
Slide 11: 02: Taking on Challenges for Growth (Enhancement of Deposit Transactions)
Basic Strategy 02: Taking on Challenges for Growth (Enhancement of Deposit Transactions) SAAR FRONTIER BANKING Aim to increase deposits essential for building a high-quality portfolio by implementing segment-specific deposit enhancement measures for individual and corporate customers | Individual Se
Slide 12: 02: Taking on Challenges for Growth (Securities Strategy)
Basic Strategy 02: Taking on Challenges for Growth (Securities Strategy) SAAR FRONTIER BANKING Aim to maximize earnings by flexibly responding to changes in the market environment while restructuring the securities portfolio with a focus on yen-denominated bonds | Trend of Yen-Denominated Bond Balan
Slide 13: 03: Human Resource Strategy
Basic Strategy 03: Human Resource Strategy BaaRiT FRONTIER BANKING a personnel policy @ Realize a “group of professionals who take on challenges” by developing capabilities and improving engagement through } © Define the Bank’s ideal image of talent and organization both qualitatively and quantitati
Slide 14: Basic Strategy 04: Digital Transformation (Internal/Group DX & Regional DX)
SAAR FRONTIER BANKING Basic Strategy 04: Digital Transformation (Internal/Group DX & Regional DX) Build a foundation of “a bank that can be relied upon” by promoting paperless operations and workforce streamlining through digital technologies, thereby realizing a flexible branch strategy, workstyle
Slide 15: 04: Digital Transformation (Future to Pursue through Internal/Group DX)
Basic Strategy 04: Digital Transformation (Future to Pursue through Internal/Group DX) SAAR FRONTIER BANKING e@ “Expand non-face-to-face transactions” and “enhance the efficiency of face-to-face transactions” by leveraging di ‘al technologies @ Achieve DX-driven “transformation of operations and min
Slide 16: 04: Digital Transformation (Data Utilization)
Basic Strategy 04: Digital Transformation (Data Utilization) Sank Aim to enhance operational efficiency and sales capabilities through strengthening the building of a data- driven organization by promoting intra-group data utilization | Data Utilization Development of measures based on data utilizat
Slide 17: 05: Strengthening of Strategic Foundation (Governance Structure for Sustainability)
Basic Strategy 05: Strengthening of Strategic Foundation QEeARA (Governance Structure for Sustainability) FRONTIER BANKING the Board of Directors oversees the status of sustainability initiatives, including “creation of social value” and sn Enhance the Group’s framework for realizing “sustainability
Slide 18: 05: Strengthening of Strategic Foundation (Decarbonization of the Group)
Basic Strategy 05: Strengthening of Strategic Foundation (Decarbonization of the Group) SAAR FRONTIER BANKING | Decarbonization of the Group Promoting decarbonization of facilities, explore a wide range of options, including the use of highly sustainable renewable energy sources, with the aim of ach
Slide 19: 05: Strengthening of Strategic Foundation (Cybersecurity)
Basic Strategy 05: Strengthening of Strategic Foundation (Cybersecurity) SAAR FRONTIER BANKING Establish a dedicated department for “cybersecurity response” to strengthen the management framework, aiming to surely protect the assets and information entrusted to the Bank by customers, while maintaini