Ogaki Kyoritsu Bank, Ltd. · TSE:8361
Ogaki Kyoritsu Bank — FY2025 Earnings Presentation
39 slides from Ogaki Kyoritsu Bank's earnings presentation, June 2026
Slide 1: Investor Relations Presentation Material
Investor Relations Presentation Material June 2026
Slide 2: Contents
Contents I: FY2025 Financial Results: Overview II: Initiatives to Enhance Corporate Value III: Sustainability Policy and Initiatives Page Page Page Overview of Profit and Loss for the FY2026 3 Initiatives to Enhance Corporate Value 11 Sustainability Policy 28 Interest Income 4 Progress on Financial
Slide 3: Summary
Summary I: FY2025 Financial Results: Overview ■ Consolidated net income for FY2025 increased by ¥4.6 billion year-on-year to ¥19.3 billion, marking a record high. ✓ In addition to the increase in net interest income driven by rising interest rates, growth in profits from fees and commissions support
Slide 4: Summary of Financial Results for the FY2025
Summary of Financial Results for the FY2025 Consolidated net income reached a record high, driven by an increase in net interest income reflecting changes in domestic and overseas interest rates, as well as an increase in profits from fees and commissions due to an expansion of the Solution Business
Slide 5: Interest Income
Interest Income Interest on loans and deposits increased due to the fully fledged rise in yen interest rates and the widening of the Loan-to-interest. The Market Division is constructing a portfolio that contributes to securing stable earnings. Net Interest Income Average Balance Trend (Unit: ¥ bill
Slide 6: Non-interest Income
Non-interest Income Profits from fees and commissions remained solid, driven by steady performance in the Solution Business for both corporate and individual customers. Other operating profit decreased due to the recording of a cancellation loss arising from the sale of loans. Breakdown of profits f
Slide 7: Status of Expenses
Status of Expenses Expenses increased mainly due to an increase in personnel expenses resulting from the implementation of pay raises and an increase in non-personnel expenses associated with the execution of forward-looking strategic system investments. Core OHR was maintained at the same level due
Slide 8: Credit-related Costs and Balance of Non-performing Loans
Credit-related Costs and Balance of Non-performing Loans Credit costs decreased, mainly due to a decrease in provision of specific allowance for loan losses. The balance of claims disclosed under the Banking Act and the Financial Revitalization Act decreased, and the non-performing loan ratio contin
Slide 9: Status of Securities Investments
Status of Securities Investments The balance of securities remained at the same level as the previous fiscal year as a result of trading aimed at improving yields. Gains on valuation of available-for-sale securities increased due to the expansion of unrealized gains on stocks resulting from rising s
Slide 10: FY2026 Financial Results Forecast
FY2026 Financial Results Forecast Despite an expected decrease in profits from fees and commissions, we plan to achieve a new record-high profit by improving interest margins through replacement of assets under management. Even if the policy interest rate is not raised, earnings are expected to exce
Slide 11: II: Initiatives to Enhance Corporate Value
I: FY2025 Financial Results: Overview II: Initiatives to Enhance Corporate Value III: Sustainability Policy and Initiatives - 10 -
Slide 12: 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 13: Progress on Financial and Non-Financial Targets
Progress on Financial and Non-Financial Targets Progress toward both the financial and non-financial targets set forth in the medium-term management plan "Always" is steady. For FY2026, we expect to achieve all financial and non-financial targets through measures including raising the top line. Fina
Slide 14: Cost of Equity & ROE
Cost of Equity & ROE As part of our initiatives toward realizing management conscious of cost of equity and stock price, we aim to enhance corporate value through improvement of ROE, which contributes to improvement of PBR. Cost of equity based on most recent estimates Trends in Consolidated ROE (Un
Slide 15: Strengthening Business for Small and Medium-sized Enterprises
Strengthening Business for Small and Medium-sized Enterprises Loan balances have grown steadily, underpinned by our consistent response to funding needs. By bolstering resources allocated to Aichi Prefecture, a market with high-growth potential, we aim to expand our SME and mid-sized enterprise-focu
Slide 16: More Advanced Solution Business (Corporate)
More Advanced Solution Business (Corporate) Number of business matching contracts and commission income increased through collaboration with business partners. For M&A, we will strengthen our framework to contribute to the development of regional industries through the cultivation of specialized hum
Slide 17: More Advanced Solution Business (Individual)
More Advanced Solution Business (Individual) Increased the balance of assets under custody by pursuing the best interests of customers and conducting sales activities with a customer-first approach. Built relationships of trust primarily with corporate owners through cross-selling of individual and
Slide 18: Establishment of New Revenue Areas
Establishment of New Revenue Areas Asset finance achieved returns exceeding the overall loan yield. For all head office-led loans, we aim to increase the pass-through rate during periods of rising interest rates by switching to variable-rate loans. Trends in asset finance balance *Balance figures ar
Slide 19: Rebuilding Market Operations Capabilities
Rebuilding Market Operations Capabilities In FY2025, we improved the quality of our portfolio, including improving yields primarily through stock replacement while also utilizing gains on stock sales. We will continue to restructure the portfolio by improving yields through asset replacement, while
Slide 20: Review, Discontinuation, and Development of Products and Services
Review, Discontinuation, and Development of Products and Services To provide products and services that meet customer needs, we held an idea contest as an opportunity to foster innovation beyond conventional frameworks. New initiatives leveraging employee ideas generated through the contest were lau
Slide 21: Business Process Reform & Store Overhaul: 2nd Stage
Business Process Reform & Store Overhaul: 2nd Stage Operational efficiency was pursued through business process reform and store overhaul. Administrative staffing resources for deposits and loans were reduced since the start of the current medium-term management plan period. Business process reform
Slide 22: Talent Strategy
Talent Strategy Autonomous skill development was promoted, while supporting the active participation of diverse human resources toward the sustainable enhancement of corporate value. Overtime hours were reduced through productivity improvement measures, achieving a smoother work experience and emplo
Slide 23: Reduction of Strategic Shareholdings
Reduction of Strategic Shareholdings Strategic shareholdings (including deemed shareholdings) were reduced to a consolidated net asset ratio of less than 20% by the end of March 2028. In FY2025, the number of stocks held decreased, but the consolidated net asset ratio declined only slightly due to m
Slide 24: Capital Management
Capital Management Capital gained from realized gains and business expansion will be utilized for shareholder returns and investments to enhance future competitiveness, while maintaining financial soundness through the strengthening of equity capital. Basic policy for capital management Initiatives
Slide 25: Maintaining Financial Soundness
Maintaining Financial Soundness We maintained financial soundness by securing a capital adequacy ratio of 9% or higher for FY2025. Risk assets increased due to growth in loan balances and the phased application of risk weights for equities. Factors behind changes in consolidated Factors behind chang
Slide 26: Shareholder returns
Shareholder returns The year-end dividend for FY2025 was increased by 40 yen to 150 yen (including a commemorative dividend of 10 yen). Total return ratio was 50.0%, including the share buyback conducted in February 2026. [Shareholder Returns Policy] To ensure a sustainable management foundation in
Slide 27: DX Strategy
DX Strategy Undertake DX to transform customer touchpoints and improve operational efficiency through the establishment of a DX promotion framework, system investments, and IT human resource development initiatives. Provide an environment to achieve the sustainable growth of local communities and th
Slide 28: III: Sustainability Policy and Initiatives
I: FY2024 Financial Results: Overview II: Initiatives to Enhance Corporate Value III: Sustainability Policy and Initiatives - 27 -
Slide 29: 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 30: 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 an
Slide 31: Materiality Metrics
Materiality Metrics Social Actual as of the end of Metrics Target year Target March 2026 III. Utilization of Local Resources (The figures in red in the table have been updated based on the results as of the end of March 2026 and Number of clients that received sales channel development support FY202
Slide 32: Materiality Metrics
Materiality Metrics Management Foundation (Governance) Actual as of the end of Metrics Target year Target March 2026 V. Promoting the Active Participation of Diverse Talent Ratio of women in leadership positions (senior associate and above) FY2030 30% 29.6% FY2026 Rate of male employees taking child
Slide 33: Specific Initiatives for Material Issues (Materiality)
Specific Initiatives for Material Issues (Materiality) I. Sustainable Growth of the Regional Economy Establishment of the "Fuekiryuko Alliance” Business Succession Fund In May of this year, the group company OKB Capital established the "Fuekiryuko Alliance" as a hands-on management support fund for
Slide 34: Specific Initiatives for Material Issues (Materiality)
Specific Initiatives for Material Issues (Materiality) II. Support for Local Innovation Initiatives Centered on OKB SCLAMB Centered on "OKB SCLAMB," an open innovation creation support base established in April 2024, OKB is working to support innovation in local communities through programs that pro
Slide 35: Specific Initiatives for Material Issues (Materiality)
Specific Initiatives for Material Issues (Materiality) III. Utilization of Local Resources The "Agreement on Mutual Cooperation for the Promotion of Gifu Agriculture Revitalization" was concluded with Gifu Prefecture and the Tokai Regional Agricultural Administration Office. In February this year, O
Slide 36: Specific Initiatives for Material Issues (Materiality)
Specific Initiatives for Material Issues (Materiality) IV. Addressing Climate Change and Environmental Conservation Full introduction of CO2-free electricity Since April of this year, all electricity supplied directly from Chubu Electric Miraiz has CO2 emission reduction rate (compared to FY2013) be
Slide 37: Specific Initiatives for Material Issues (Materiality)
Specific Initiatives for Material Issues (Materiality) V. Promoting the Active Participation of Diverse Talent Promotion of women’s advancement We regard the promotion of women's empowerment as one of our key management strategies and are working to build an organization where female employees can f
Slide 38: Specific Initiatives for Material Issues (Materiality)
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 Board of Directors management, OKB has elected to be a company with a
Slide 39: About This Document
About This Document [Contact for inquiries regarding this document] OKB Ogaki Kyoritsu Bank, Public Relations Department TEL : 0584-74-2248 FAX : 0584-74-2512 E-mail : kouhou@okb.co.jp URL : https://www.okb.co.jp This document contains forward-looking statements. Please note that these statements do