Ogaki Kyoritsu Bank, Ltd. · TSE:8361
Ogaki Kyoritsu Bank — H1 FY2025 Earnings Presentation
37 slides from Ogaki Kyoritsu Bank's earnings presentation, December 2025
Slide 1: Investor Relations Presentation Material
Investor Relations Presentation Material December 2025
Slide 2: Contents
Contents I: Key Topics III: FY2025 Overview of Interim Financial Results Page FY2025 Overview of Interim Financial Results 17 Revision of Financial Targets in the Medium- 2 Interest Income 18 Term Management Plan Non-interest Income 19 Shareholder Returns 3 Status of Expenses 20 Maintaining Financia
Slide 3: I: Key Topics
I: Key Topics II: Initiatives to Enhance Corporate Value III: FY2025 Overview of Interim Financial Results IV: Sustainability Policy and Initiatives -1-
Slide 4: Revision of Financial Targets in the Medium-Term Management Plan
Revision of Financial Targets in the Medium-Term Management Plan Financial targets revised upward in light of the impact of the Bank of Japan’s policy rate hike and other factors not taken into account when the medium-term management plan was initially formulated FY2024 FY2025 Medium-term Target Lon
Slide 5: Shareholder Returns
Shareholder Returns For FY2025 the annual dividend is to be increased by 20 yen (interim dividend of 10 yen and year-end dividend of 10 yen) to 110 yen (planned) Basic Policy for Capital Management Shareholder Returns Policy [Shareholder Returns Policy] We will conduct balanced capital management To
Slide 6: Maintaining Financial Soundness
Maintaining Financial Soundness The consolidated interim capital adequacy ratio for FY2025 is maintained in the 9% range on a fully loaded basis to ensure financial soundness Basic Policy for Capital Management Factors Behind Changes in Capital Adequacy Ratio We will conduct balanced capital managem
Slide 7: Strategic Shareholdings
Strategic Shareholdings We aim to reduce strategic shareholdings, including deemed shareholdings, to 20% of consolidated net assets (market value basis) [Strategic Shareholdings Policy] We regularly review the medium- to long-term economic rationale and future prospects of strategic shareholdings, t
Slide 8: Initiatives to Improve PER
Initiatives to Improve PER Change in PER Dialogue with Investors and Others ROE levels improved due to an increase in net income for the period, and We will increase opportunities for dialogue with investors and PER also increased, partly reflecting a spillover effect on the stock price. communicate
Slide 9: Financial Targets
Financial Targets FY2025 FY2026 FY2023 FY2024 Medium-Term Long-Term Item (interim) Management Plan (Actual) (Actual) Targets (Actual) Targets 8.0% or (Consolidated) 5.0% higher ROE 4.4% 4.6% or higher 3.0% 25.0 18.0 billion yen (Consolidated) 14.7 billion yen or more Net income 7.7 or more 9.4 billi
Slide 10: Non-financial Targets
Non-financial Targets ■To contribute to the development of prosperous local communities, we will further strengthen our non-financial initiatives. ■Social value created through solving regional issues is essential for the development of regional economies and it also leads to future economic value.
Slide 11: II: Initiatives to Enhance Corporate Value
I: Key Topics II: Initiatives to Enhance Corporate Value III: FY2025 Overview of Interim Financial Results IV: Sustainability Policy and Initiatives -9-
Slide 12: Overview of Medium-Term Management Plan
Overview of Medium-Term Management Plan The current medium-term management plan is positioned both as a transformation achievement phase in which we complete the work to strengthen the management foundation carried over from the previous medium-term management plan and as a foundation- building phas
Slide 13: Initiatives to Enhance Corporate Value
Initiatives to Enhance Corporate Value Under the medium-term management plan “Always,” we aim to enhance corporate value by working to improve ROE through growth strategy, talent strategy, and initiatives to strengthen the management foundation, while also seeking to improve PER through proactive di
Slide 14: Growth Strategy
Growth Strategy In an environment of rising domestic interest rates, expanding loan balances is an important factor in securing revenue, so as a result of efforts to appropriately price loan yields and increase balances, both balances and yields improved. As a result of our efforts to offer solution
Slide 15: Management Foundation Reinforcement
Management Foundation Reinforcement_ Review and overhaul of products and services, and business process reform Review of existing products and services Business process reform We will thoroughly review targeted products and services and Branch deposit operations discontinue if necessary. To date, we
Slide 16: Management Foundation Reinforcement: Rebuilding Market Operation Capabilities
Management Foundation Reinforcement Rebuilding Market Operation Capabilities In the second half of FY2025, we will use gains on stock sales and other sources to replace securities in ways that help improve investment efficiency and take appropriate risks in response to changes in the financial envir
Slide 17: Talent Strategy
Talent Strategy To achieve a “highly dynamic and autonomous organization” through human capital management, we are actively investing in human capital while supporting employees’ self-directed skill development. Amount invested in the employee development fund Empowerment of diverse talent (Unit: Mi
Slide 18: III: FY2025 Overview of Interim Financial Results
I: Key Topics II: Initiatives to Enhance Corporate Value III: FY2025 Overview of Interim Financial Results IV: Sustainability Policy and Initiatives - 16 -
Slide 19: FY2025 Overview of Interim Financial Results
FY2025 Overview of Interim Financial Results Ordinary profit increased, mainly because gross profit from core business rose, chiefly due to an increase in net interest income. FY2024 FY2025 [Non-consolidated](Unit: ¥ billion) (interim) (interim) YoY Gross profit from core business 26.0 32.5 +6.5 Fac
Slide 20: Interest Income
Interest income In an environment of rising yen interest rates, interest on deposits and loans increased, as the rise in loan yields exceeded the rise in yields on deposits and other liabilities. In market segments, interest on yen bonds and market investments increased, as did interest on foreign s
Slide 21: Non-interest Income
Non-interest Income Profits from fees and commissions remained generally at the same level as in the same period of the previous fiscal year, as corporate solution fees and other items increased despite increases in guarantee commission and insurance expenses. Other business income (excluding gains
Slide 22: Status of Expenses
Status of Expenses Expenses increased as personnel expenses rose due to wage increases associated with base pay hikes and other factors, while non-personnel expenses also increased due to higher system investment and other factors Core OHR declined due to an increase in gross profit from core busine
Slide 23: Balance of Nonperforming Loans and Credit-related Costs
Balance of Nonperforming Loans and Credit-related Costs In the same period of the previous fiscal year, credit costs were kept low because credit risk remained largely unrealized, but in the current period, risk has materialized in some cases Balance of Nonperforming loans Credit-related costs [Non-
Slide 24: Status of Securities Investments
Status of Securities Investments Although the securities balance decreased because the Company refrained from increasing its holdings of yen-denominated bonds amid rising yen interest rates, it remained at roughly the same level as in the same period of the previous year, as stocks increased mainly
Slide 25: FY2025 Financial Results Forecast
FY2025 Financial Results Forecast Although expenses and credit-related costs are expected to increase, consolidated net income for the period is forecast to increase mainly due to higher gross profit from core business (reaching a new record high). Compared with the earnings forecast in the initial
Slide 26: IV: Sustainability Policy and Initiatives
I: Key Topics II: Initiatives to Enhance Corporate Value III: FY2025 Overview of Interim Financial Results IV: Sustainability Policy and Initiatives - 24 -
Slide 27: Sustainability Policy
Sustainability Policy OKB SDGs Declaration Under the basic philosophy of being an OKB that is loved, familiar to, and trusted by the community, the OKB Group will contribute to the achievement of the SDGs (Sustainable Development Goals) and aim for sustainable growth together with the community by h
Slide 28: Materiality Metrics
Materiality Metrics The OKB Group established non-financial indicators in October 2022 for the six identified material issues (materiality) to measure environmental and social value The metrics are set by the Sustainability Promotion Committee (Chairperson: President), which will manage progress and
Slide 29: Materiality Metrics
Materiality Metrics Social Actual as of the end Metrics Target year Target of September 2025 V. Utilization of Local Resources Number of clients that received sales channel development FY2025 250 124 support (annual) Number of clients that received value enhancement support aimed at regional revital
Slide 30: Materiality Metrics
Materiality Metrics Management Foundation (Governance) Actual as of the end Metrics Target year Target of September 2025 III. Promoting the Active Participation of Diverse Talent Ratio of women in leadership positions (senior associate and FY2030 30% 29.2% above) Rate of male employees taking childc
Slide 31: Specific Initiatives for Material Issues: Sustainable Growth of the Regional Economy
Specific Initiatives for Material Issues (Materiality) I. Sustainable Growth of the Regional Economy Concluded a Business Cooperation Agreement with the Japan Bank for International Cooperation on support for the overseas business activities of SMEs In November this year, we entered into a Business
Slide 32: Specific Initiatives for Material Issues: Support for Local Innovation
Specific Initiatives for Material Issues (Materiality) II. Support for Local Innovation Implementation of the 2nd “OKB SCLAMB Acceleration Program” This program is aimed at students with entrepreneurial aspirations or promising business ideas and provides them with an opportunity to learn the fundam
Slide 33: Specific Initiatives for Material Issues: Utilization of Local Resources
Specific Initiatives for Material Issues (Materiality) V. Utilization of Local Resources Conclusion of the “Kasamatsu Community Development Co-creation Partner Agreement” with Kasamatsu Town In August this year, we concluded the “Kasamatsu Community Development Co-creation Partner Agreement” with Ka
Slide 34: Specific Initiatives for Material Issues: Addressing Climate Change
Specific Initiatives for Material Issues (Materiality) IV. Addressing Climate Change and Environmental Conservation Supporting the achievement of regional carbon neutrality OKB is working with BuyWill Co., Ltd., which supports the creation of J-Credits, to promote the conclusion of partnership agree
Slide 35: Specific Initiatives for Material Issues: Diverse Talent
Specific Initiatives for Material Issues (Materiality) III. Promoting the Active Participation of Diverse Talent OKB TOIRO” Activities The project team OKB TOIRO, launched to promote DE&I (Diversity, Equity, and Inclusion) in October last year, has been undertaking various initiatives. [Main activit
Slide 36: Specific Initiatives for Material Issues: Enhancing Corporate Governance
Specific Initiatives for Material Issues (Materiality) VI. Enhancing Corporate Governance Overview of the Current Corporate Governance Structure To further strengthen its corporate governance functions and ensure proper corporate management, OKB has elected to be a company with a board of corporate
Slide 37: About this Document
About this Document [Contact for inquiries regarding this document] OKB Ogaki Kyoritsu Bank, Public Relations Division TEL : 0584-74-2248 FAX : 0584-74-2512 E-mail : kouhou@okb.co.jp URL : https://www.okb.co.jp/investor/global.html This document contains forward-looking statements. Please note that
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