Hyakugo Bank, Ltd. · TSE:8368
Hyakugo Bank — Corporate Update (July 2024)
23 slides from Hyakugo Bank's corporate update, July 2024
Slide 1: Medium-term Management Plan KAI-KAKU 150 2nd STAGE Gateway to the Future II
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 Future II Overall Picture of the Medium-term 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 1 Carbon Neutra
Slide 3: Numerical Targets (General)
Gateway to the Future II Numerical Targets (General) 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 Results in FY 3/23 Results in FY 3/24
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 Promoted
Slide 5: Strategy to Enhance Loan Income and Fees (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 Total loans Average ba
Slide 6: Loan Income and Fees Strategy (Housing Loans)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Housing Loans) Achieved synergy between personal plazas’ network and sales force FY2022 Initiatives Housing loans offered in a single year in value (100 million yen) 1H 2022 Aichi 3,662 Prefecture 3,151 Launch
Slide 7: Loan Income and Fees Strategy (Housing Loans)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Housing Loans) Revise mortgage targets in response to changes in external market conditions, accumulated higher quality assets Reorient mortgage acquisition plans as external market conditions change Trends in
Slide 8: 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, and develop housing loan policies to prepare for market changes Housing loan delinquency and default status Provision fo
Slide 9: 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 10: Loan Income and Fees Strategy (Depository Assets)
II Strengthening Business Strategy to Enhance Loan Income and Fees Model and Commissions (Depository Assets) Leverage synergies between face-to-face and non-face-to-face sales, and conduct customer-oriented business operations and increase overall income from depository assets Organization of the de
Slide 11: 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” Appropriately apply face-to-face and non-face
Slide 12: 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 13: Corporate Consulting: Promotion of Structured Financing
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 14: 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 Establis
Slide 15: 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 16: Securities Strategy
Strengthening Business II Model Securities Strategy Gradually restructured the yen-bond portfolio as monetary policy normalized, and implemented portfolio improvements through exchange trading Changes in securities portfolio Valuation gains (losses) on securities Securities balance bottomed out due
Slide 17: 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 Consolidation of branches through branch- collaboration with Rev
Slide 18: 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 Improve the quality of monitoring Target of Medium-term Management Plan Introduction of unautho
Slide 19: Governance Strategy
Strengthening IV 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 * S
Slide 20: Human Resource Strategy and Diversity Strategy
V Increased Awareness of Human Resource Strategy and Diversity SDGs/ESG Strategy Promote human resource strategy and initiatives to strengthen engagement to enhance human capital Human capital Human capital Human resource strategy Human capital KPI Value creation issues investment (FY2024 targets) R
Slide 21: Human Resource Strategy and Diversity Strategy
V Increased Awareness of Human Resource Strategy and Diversity SDGs/ESG 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 22: SDGs/ESG Strategy
Increased Awareness of V SDGs/ESG SDGs/ESG Strategy Greenhouse gas (GHG) emissions have been steadily declining.Information disclosure based on the TCFD concept is also implemented Greenhouse gas (GHG) emissions Scenario analysis and carbon-related assets Changes in greenhouse gas (GHG) emissions Ph
Slide 23: SDGs/ESG Strategy: Sustainable Finance Project Examples
Increased Awareness of V SDGs/ESG SDGs/ESG Strategy Sustainable finance: Project examples PIF’s efforts to issue evaluation reports in Project finance for renewable energy video format Positive impact finance (PIF) Green finance Support efforts to increase Supporting renewable Evaluation positive ec