We engage in banking, trust banking, securities and other businesses related to
financial services.
We selected four key focus areas—“transactions with corporations and
their owners,” “transactions with large corporations,” “transactions
with non-Japanese blue chip companies, and “asset management”—and
endeavored to achieve growth in earning capabilities.
In asset management, we and Dai-ichi Life Insurance Company, Limited have,
for the purpose of strengthening the asset management business, been proceeding
with detailed preparation such as decisions on the integration of the asset
management functions of the two groups in October 2016 and naming the new company
“Asset Management One.” “Asset Management One” will
aim at providing customers with solutions of the highest standard, while fulfilling
its fiduciary duties.
Moreover, the environment surrounding new financial services has been changing
recently, such as the development of what is commonly referred to as “FinTech,”
which involves the integration of finance and information and communication
technology (ICT), and under such circumstances, we upgraded our call centers
by introducing an artificial intelligence-based computer system and began providing
internet-based asset management services by making efforts to develop advanced
products and services that lead to the creation of new business and the improvement
of customer accessibility.
We have launched our new three-year medium-term business plan, the “Progressive
Development of “One MIZUHO”—The Path to a Financial Services
Consulting Group,” formulated for the three years beginning fiscal year
ending March 31, 2017.
This plan aims to establish a business model that can respond to changes in
the new business environment in respect of the global economy, such as changes
to the situation where emerging economies had been bolstering the economies
of developed countries and the prolonged weakness in resource prices, and even
“game changers” such as the rapid development of innovation in financing,
in addition to an uncertain regulatory environment.
Specifically, in addition to strictly observing the “customer-focused”
perspective that we promoted in the previous medium-term business plan, we will
pursue “operational excellence” as part of a project to promote
greater improvements and efficiency in a harsh economic environment.
The new medium-term business plan has as its two foundations the “customer-focused”
perspective and the “operational excellence” approach, and it aims
to further develop the “One MIZUHO” strategy adopted in the previous
medium-term business plan, by establishing a new business model that we call
a “financial services consulting group.” As our vision to be realized
in the new medium-term business plan, we have developed five basic policies,
and to add more detail to these basic policies, we have also developed ten basic
strategies consisting of business strategies, financial strategies and strategies
for management foundations.
By establishing a customer-focused business platform, we will form deeper relationships
with our customers via our financial intermediary functions and our ability
to take highly measured risks, and build a future in economies and communities
as the most trusted financial partner in providing solutions for our customers.
In the interest of building the new business model described herein, we have
established the following objectives in the medium-term business plan.
A Financial Services Consulting Group—The most trusted partner in solving
problems and supporting the sustainable growth of customers and communities
Five Basic Policies
Introduction of the in-house company system
Selecting and focusing on certain areas of business
Establishment of a resilient financial base
Proactive involvement in financial innovation
Embedding a corporate culture that encourages the active participation of our
workforce to support a stronger Mizuho
Ten Basic Strategies
Business strategies
Strengthening our non-interest business model on a global basis
Responding to the shift from savings to investment
Strengthening our research & consulting functions
Responding to FinTech
Promoting the “Area One MIZUHO” strategy (i.e., the implementation
of the One MIZUHO strategy in each geographical area by collaboration of banking,
trust banking and securities functions. The business offices independently design
and implement their respective strategies)
Financial strategies
Controlling the balance sheet and reforming the cost structure
Disposing of cross-shareholdings
Management foundations
Completing implementation of the next generation IT system
Fundamental reforms of HR management
Continued initiatives towards embedding a corporate culture to support the
creation of a stronger organization
3.27% 
67.95 %