Nanto Report
Integrated Report
Fiscal year ended March 2022
Management Philosophy
- We conduct sound, efficient management.
- We provide superior comprehensive financial services.
- We pursue efforts to promote regional development.
- We seek an identity as a trustworthy bank with strong customer appeal.
Management Vision
"Vitality Creation Bank"
Our mission as a regional financial institution is to contribute to the growth and development of our region and customers. Maximizing all our management and staff capabilities, and creating new value unique to the Nanto Bank Group, we are reinforcing our position as the banking group of choice for customers throughout our region.
Editorial Policy
Compiled in pursuit of further understanding among stakeholders of the Nanto Bank Group's strategies for creating sustainable value in the medium-to-long term, this Integrated Report was edited in compliance with the "International Integrated Reporting Framework" of the Value Reporting Foundation (former IIRC). The specific purpose of its creation was to illuminate the path to achievement of our Management Plan, "Nanto Mission and Objectives for the Next 10 Years." For detailed financial information, please refer to the separately published "Disclosure Supplement."
Range of coverage
The Report presents key information concerning the Nanto Bank Group's management strategies, business model, business conditions, stakeholders, primary risks and opportunities, performance and outlook, and governance.
Period of coverage
April 1, 2021 ~ March 31, 2022
Date issued
July 2022
Precautions concerning future predictions
This report contains forecasts and statements concerning the future prospects for the Nanto Bank Group's business strategies and financial condition. These forecasts and statements involve risks and uncertainties stemming from their dependence on future events. Please be aware that the actual results may differ materially from those foreseen by the Nanto Bank Group.
Basis for creation and presentation
CONTENTS | |||
About Nanto Bank | |||
Information Highlights | 2 | ||
Target Image | |||
President's Message | 4 | ||
Progress under the Management Plan | 10 | ||
Nara Prefecture's Potential | 12 | ||
Materialities and the SDGs | 14 | ||
Value Creation Process | 16 | ||
Pursuing Further Value Creation | 18 | ||
Developing with Our Region | |||
Responses to the Effects of | |||
E | |||
Accelerating Climate Change | |||
Meeting the Challenge of Climate Change | 20 |
- Realizing Sustainable Growth of Our Regional Economy
Contributing to Improved Customer Productivity | 24 |
Facilitating Customer Commercialization | 26 |
Stakeholder Voice | 28 |
Pursuit of Investment Projects and Regional Contribution |
through Tourism Promotion and Community Development
- Realizing a Convenient, Prosperous Society
Support for Customers' Asset Formation | 32 |
Improving Customer Convenience | 33 |
Compiling the Nanto Report
- Cultivating a Healthy Corporate Culture with Participation of Diverse Human Resources
Cultivating Unconventional Human Resources | 34 |
Stakeholder Voice | 36 |
Fostering Human Resources with Varied | |
Experiences | |
Enhancing the Group's Productivity | 38 |
G Preparing for Increasingly Varied and | |
Complex Risks | |
Reinforcing Risk Management | 40 |
Risk Management Systems and | 42 |
Conscientious Compliance | |
Support for Value Creation | |
Corporate Governance | |
Executive Officers | 44 |
Corporate Governance | 46 |
Outside Directors' Forum | 50 |
Stakeholder Engagement | 54 |
About the Nanto Bank Group | 58 |
Consolidated Financial Statements | |
Consolidated Financial Statements | 60 |
Independent Auditors' Report | 101 |
Capital Management | 107 |
Icons representing the eight categories of content advocated in the "International Integrated Reporting Framework" published by the Value Reporting Foundation have been employed to further clarify understanding of the Nanto Bank Group's corporate culture.
Organizational overview and external environment
What is the nature of the operating environment, and how is the Bank organized to respond?
Risks and opportunities
The real risks and opportunities affecting our ability to create value in the short, medium and long term, and ways of dealing with them.
Outlook
What are the challenges and uncertainties for executing strategies, and how might they impact the Bank's business model and future performance?
Governance | Strategies and resources allocation | Basis for creation and presentation |
How does the governance structure ensure short-, | What are our goals, and how do we plan to reach | How were the contents of the Report quantified and |
medium- and long-term value creation? | them? | evaluated, and how were they selected? |
Business model
What is the business model, and how resilient is it?
Performance
To what extent is the Bank achieving its strategic objectives, and what is the effect on capital?
Nanto Report 2022, the integrated report of Nanto Bank 1
About Nanto Bank
Information Highlights
Financial Highlights
Net Income | (Consolidated) | (Non-consolidated) |
11.8 billion yen 11.8 billion yen |
(Billion yen) | Consolidated | Non-consolidated | ||
15 | ||||
10.8 | 10.6 | 11.8 11.8 | ||
10 | ||||
5 | 3.3 | |||
3.1 | ||||
0 | ||||
FY2020 | FY2021 | FY2022 |
Profit / loss on | (Consolidated) | (Non-consolidated) |
customer services | 1.8 billion yen | 0.6 billion yen |
(Billion yen) | Consolidated | Non-consolidated | ||
2.5 | 1.8 | |||
0.3 | 0.6 | |||
0 | ||||
-0.9 | ||||
-2.5 | ||||
-3.2 | ||||
-5.0 | -4.4 | |||
FY2020 | FY2021 | FY2022 | ||
Profit / loss on customer services = Profit from main businesses (loans / commission business)
= Average loan balance x deposits / loan yield difference + profit from service transactions - expenses
Capital adequacy ratio 9.60 % | 9.29 % |
(Consolidated) | (Non-consolidated) |
-
Consolidated Non-consolidated
10.0
9.39 | 9.47 | 9.60 |
9.0 | 9.15 | 9.29 | |
9.06 | |||
0 | |||
Year ended | Year ended | Year ended | |
March 2020 | March 2021 | March 2022 |
ROA | (Consolidated) | (Non-consolidated) | ||||||||
0.27 % | 0.25 % | |||||||||
(%) | Consolidated | Non-consolidated | ||||||||
0.3 | 0.27 | 0.27 | ||||||||
0.25 | 0.25 | |||||||||
0.14 | ||||||||||
0.12 | ||||||||||
0 | ||||||||||
FY2020 | FY2021 | FY2022 | ||||||||
ROA= | Core business net income | ×100 | |
Average balance of total assets - Average balance of payments received | |||
Loan balance | (Non-consolidated) | ||
3,892.5 billion yen |
(Billion yen) | SMEs | Housing loans | Municipal governments | Others | |
4,500 | 3,808.1 | 3,892.5 | |||
3,477.1 | |||||
723.0 | 754.8 | ||||
646.7 | |||||
3,000 | 629.1 | 602.7 | |||
608.2 | |||||
993.3 | 1,042.4 | 1,088.3 | |||
1,500 | |||||
1,228.7 | 1,413.5 | 1,446.5 | |||
0 |
Year ended | Year ended | Year ended |
March 2020 | March 2021 | March 2022 |
ROE | (Consolidated) | (Non-consolidated) |
4.09 % | 4.25 % |
-
Consolidated Non-consolidated
6.0
4.034.25
3.0 | 3.95 | 4.09 |
1.27 |
1.16
0 | ||||||
FY2020 | FY2021 | FY2022 | ||||
ROE= | Net income | ×100 | ||||
[Starting net assets (excluding stock acquisition rights) + | ||||||
Ending net assets (excluding stock acquisition rights)] ÷ 2 | ||||||
OHR | (Consolidated) | (Non-consolidated) | ||||
68.1 % | 67.8 % |
-
Consolidated Non-consolidated
100.0
85.0 | |||
75.0 | 84.0 | 71.7 | |
68.1 | |||
71.4 | |||
67.8 | |||
0 | ||||
FY2020 | FY2021 | FY2022 | ||
OHR= | Expenditures | ×100 | ||
Gross profit from core businesses |
Balance of deposits | (Non-consolidated) | |||||
5,659.5 billion yen | ||||||
(Billion yen) | Individuals | Corporations | Municipal government funds, etc. | |||
6,000 | 5,452.6 | 5,659.5 | |
5,042.1187.6 | 306.5 | ||
231.1 | |||
968.7 | 1,093.0 | 1,102.0 | |
4,000 | |||
2,000 | 3,885.8 | 4,128.4 | 4,250.8 |
0 | Year ended | Year ended | Year ended |
March 2020 | March 2021 | March 2022 |
2 Nanto Report 2022, the integrated report of Nanto Bank
Organizational overview | Performance |
and external environment |
Non-financial Highlights (non-consolidated)
Rate of CO2 emissions reduction | CO2 reduction through renewable | |
energy-related loans | ||
Environment | (FY2013 FY2020) | |
(FY2021) | ||
-33.7% | Approx. 37,000tons CO2 |
(Emissions for scopes 1 and 2)
(No. of loan transactions/amount: 4 loans, 5.2 billion yen)
(Decrease of 1.2 points from the previous year) | (Decrease of approx. 320,000 t-CO2 from the previous year) |
Unconventional human resources | ||
Percentage of female executives | Certified personnel participating | |
Society | 15.1% | in vitality creation |
(End March 2022) | 559 | |
(Increase of 0.6 point from the | (Percentage of employees 24.0%) | |
(Increase of 101 from the previous year | ||
previous year) | ||
(Increase of 5.0 points) | ||
Board of Directors diversification | Ratio of outside directors | |
Human resources with work | ||
Governance | experience outside the Bank |
(End June 2022)
Female
2of 6 internal directors | Outside |
4directors = 40% |
Nanto Bank Profile (as of March 31, 2022) | |||
Established: | June 1, 1934 | Capitalization: | ¥37,924.15 million |
Headquarters: | 16 Hashimoto-cho, Nara, Japan | Homepage: | https://www.nantobank.co.jp/ |
Nanto Bank Co., Ltd. was established on June 1, 1934 through a merger of Sixty-eight
Bank Co., Ltd., Yoshino Bank Co., Ltd., Yagi Bank Co., Ltd. and Gosho Bank Co., Ltd.
Today, the Bank and its Group offer comprehensive financial services, including leasing, trusts, securities and consulting, in addition to the banking business (deposits, loans, exchange, etc.), with Nara Prefecture and the surrounding region as its primary base of operations.
Nanto Report 2022, the integrated report of Nanto Bank 3
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The Nanto Bank Ltd. published this content on 02 November 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 02 November 2022 02:09:08 UTC.