Hyakugo Bank, Ltd. · TSE:8368
Hyakugo Bank — Investor Presentation (June 2026)
22 slides from Hyakugo Bank's investor presentation, Jun 2, 2026
Slide 1: Revision of Financial Targets of Medium-term Management Plan
Revision of Financial Targets of Medium-term Management Plan Revised the financial targets of the Medium-term Management Plan in response to changes in the external environment FY 3/29 Targets (before revision) FY 3/29 Targets (after revision) Results in FY 3/26 * Assumed policy interest rate: 0.50%
Slide 2: Progress on Non-Financial Targets
Progress on Non-Financial Targets FY 3/29 Progress Rate Against Results in Medium-term Management Overview of initiatives Final Targets FY 3/26 Plan Targets Support clients in addressing structural challenges Cumulative Cumulative Number of customer such as business succession, digital transformatio
Slide 3: Regional Economy Topics (Semiconductor Industry in Mie Prefecture)
Regional Economy Topics (Semiconductor Industry in Mie Prefecture) Basic Strategy 01: Creation of Social Value Semiconductor industry in Mie ● Yokkaichi City Applied Materials Japan, Inc. JSR Corporation, Yokkaichi Plant ● Inabe City ● Kuwana City SUZUKI CO., LTD. KIOXIA Corporation, Yokkaichi Plant
Slide 4: New Business Creation Project "HYAKUGO INNOVATION LAB."
Basic Strategy 01: New Business Creation Project “HYAKUGO INNOVATION LAB.” Creation of Social Value Solicit employees’ ideas broadly and create businesses that contribute to solving local issues and creating social value ■ Project Objectives ■ Project Summary Solve local issues through new businesse
Slide 5: Solving Local Issues
Basic Strategy 01: Solving Local Issues Creation of Social Value Actively contribute to solving local issues through Hyakugo Bank’s unique network Establish an organizational framework to solve local issues Hyakugo Community needs Local issue interviews Local stakeholders Bank assessment Sustainabil
Slide 6: Solving Local Issues: Support for aquaculture operators
Basic Strategy 01: Solving Local Issues Creation of Social Value Initiative Framework Example Support for primary industries in collaboration with startups and group companies Challenges facing aquaculture operations in Mie Prefecture Framework for addressing the challenges Challenges Collaboration
Slide 7: Increasing Deposits
Basic Strategy 02: Taking on Increasing Deposits Challenges for Growth Acquire sticky deposits by approaching customers based on life events and promoting non-face-to-face channels ■ Individual deposits (average (100 million yen) ■ Corporate deposits (average (100 million yen) Becoming the main bank
Slide 8: Increase loans to medium-sized companies and SMEs in the region
Increase loans to medium-sized companies and SMEs Basic Strategy 02: Taking on Challenges for Growth in the region Strengthen the loan business based on business assessments, with a focus on labor-saving and growth investments, thereby supporting the sustainable growth of medium-sized companies and
Slide 9: Investment Finance Sector
Basic Strategy 02: Taking on Investment Finance Sector Challenges for Growth Cross-border loan (XB) / Structured finance (SF) ■ Organizational structure ■ XB: Breakdown by region and industry Central and South America Investment Established in April 2025 as a dedicated division to Other Finance Divi
Slide 10: Strengthening of Consulting
Basic Strategy 02: Taking on Strengthening of Consulting Challenges for Growth Address customers’ challenges and enhance earnings through solution-oriented sales activities ■ Trends in number of business succession consultations* Number of customer management issues solved and number of M&A engageme
Slide 11: Strengthening of Consulting (Support for Automotive Industry)
Strengthening of Consulting Basic Strategy 02: Taking on Challenges for Growth (Support for Automotive Industry) On-site operational improvement consulting by the automotive industry support team Example of on-site operational improvement consulting ■ Overview of the automotive industry support team
Slide 12: Strengthening of Consulting (Subsidy Application Support)
Strengthening of Consulting Basic Strategy 02: Taking on Challenges for Growth (Subsidy Application Support) Support growth of companies and create earnings opportunities through subsidy application support services ■Overview of subsidy application support services Objectives of subsidy application
Slide 13: Housing Loans
Basic Strategy 02: Taking on Housing Loans Challenges for Growth Since FY 3/25, acquisition targets have been strategically revised, and acquisition amounts have remained solid compared to the plan (100 million yen) ■ Housing loans originated ■ Housing loan balance (100 million yen) 3,662 25,024 3,1
Slide 14: Depository Asset Sales
Basic Strategy 02: Taking on Depository Asset Sales Challenges for Growth Aim to improve profitability through the strengthening of stock-based business as the increase in consolidated balance of bank and securities investment trusts under the Medium-term Management Plan is progressing steadily ■ In
Slide 15: Securities Strategy
Basic Strategy 02: Taking on Securities Strategy Challenges for Growth Improve returns on securities investments by increasing holdings of securities, primarily yen-denominated bonds, while selling low-yield yen bonds Status of replacement of low-yield yen bonds * Low-yield yen bonds: Defined as yen
Slide 16: Human Capital Indicators
Basic Strategy 03: Human Human Capital Indicators Resource Strategy Progress on human capital KPIs (as of March 31, 2026) Cumulative no. of personnel No. of personnel who Ratio of female executives who have passed the professional qualification No. of professionals*2 have acquired the IT (posts equi
Slide 17: Personnel System Revisions
Basic Strategy 03: Human Personnel System Revisions Resource Strategy Position human capital as the most important management resource and create an environment where diverse employees can take on challenges and grow regardless of age or gender ■ Overview of personnel system revisions (effective Apr
Slide 18: Development of Professional Human Resources
Basic Strategy 03: Human Development of Professional Human Resources Resource Strategy Aim to strengthen consulting capabilities and earning power on a sustainable basis through the development of professionals ■ Process for developing professionals ■ Mid-career hiring efforts Develop professionals
Slide 19: DX Promotion (Across the Bank and the Group)
DX Promotion (Across the Bank and the Group) Basic Strategy 04: Digital Transformation Advance operational transformation through the utilization of generative AI First among financial ■ Enhancement of credit assessment and risk institutions in ■ Planning to introduce generative AI into housing loan
Slide 20: DX Promotion (Regional DX)
DX Promotion (Regional DX) Basic Strategy 04: Digital Transformation Begin corporate banking app development, aiming to expand the reach of non-face-to-face transactions ■ Began corporate banking app development jointly with BIPROGY Reflect the needs of Leverage expertise gained Aim to sell the app
Slide 21: Smartphone Banking: Sales to financial institutions
Smartphone Banking Basic Strategy 04: Digital Transformation Sales of the Hyakugo Smartphone Banking App to financial institutions outside Mie Prefecture Asahikawa Shinkin Bank Launched in June 2026 In collaboration with BIPROGY, which supported app development, provide the platform of the Bank’s ba
Slide 22: Top Risk Management
Basic Strategy 05: Strengthening Top Risk Management of Strategic Foundation Identify key risks that could have a significant impact on the management of the Group ■ Purpose of top risk management Establish a shared understanding of risks Discuss the likelihood, impact, and Allocate management resou