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San-In Godo Bank
San-In Godo Bank: Actionable Business Model Canvas for Investors & Strategists
Unlock the full strategic blueprint behind San-In Godo Bank’s business model—this in-depth Business Model Canvas exposes how the bank creates customer value, leverages regional partnerships, and sustains profitability in a competitive market; ideal for investors, consultants, and entrepreneurs seeking actionable, ready-to-use insights to benchmark or adapt.
Partnerships
Strategic Alliance with Nomura Securities
The bank partners with Nomura Securities to deliver advanced asset management to the San-in region, leveraging Nomura’s national reach and San-In Godo Bank’s local branch network to serve wealthy clients; joint AUM reached about ¥45 billion as of Dec 2025, up 18% year-on-year.
Local Government and Municipalities
San-In Godo Bank partners with Shimane and Tottori prefectural governments as lead financier for regional revitalization, underwriting about ¥48.5 billion in public-sector loans and ¥6.2 billion in infrastructure bonds in FY2024, supporting projects from port upgrades to eldercare facilities; these ties secure roughly 22% of the bank’s fee and loan income and bolster its community standing and long-term stable cash flow.
Regional Revitalization Funds
The bank partners with private equity firms and local investment funds to inject equity and operational expertise into struggling SMEs and startups, co-investing in 48 projects worth ¥9.6 billion in 2024 to sustain jobs and supply chains in the San-In region.
Fintech and IT Solution Providers
San-In Godo Bank partners with fintechs and IT vendors to speed digital transformation, adding biometric login and robo-advisory tools to mobile banking and back-office systems; such deals cut digital service rollout from ~12 months to ~4 months and helped mobile active users grow 28% YoY to 210,000 in 2024.
These partnerships target younger customers—ages 20–39 made up 42% of new accounts in 2024—helping retention as 67% of that cohort prefer digital-first banking per the bank’s 2024 CX survey.
- Biometric auth: live 2024
- Robo-advice: pilot Q3 2024
- Digital rollout time: 12→4 months
- Mobile users: 210,000 (2024)
- New-account youth share: 42% (2024)
Credit Guarantee Corporations
Working with regional credit guarantee corporations lets San-In Godo Bank lend to SMEs with weak collateral by shifting default risk; guarantees covered about 40% of SME loan balances in the San-In region in 2024, cutting net charge-offs on guaranteed loans by roughly 60% year-over-year.
This partnership ensures local entrepreneurs get vital liquidity, aligns with the bank’s SME strategy targeting a 15% portfolio share by 2026, and supports credit growth while keeping CET1 ratios stable.
- Guarantees cover ~40% of SME loans (2024)
- Net charge-offs down ~60% on guaranteed loans
- SME portfolio target 15% by 2026
San-In Godo Bank boosts growth via Nomura wealth, prefectures, PE, fintech & guarantees
San-In Godo Bank leverages Nomura for wealth management (AUM ≈ ¥45bn, +18% YoY), prefectural ties for public-sector lending (¥48.5bn loans, ¥6.2bn bonds, ~22% income), PE/local funds for 48 co-investments (¥9.6bn), fintechs for digital (biometric live 2024; robo pilot Q3 2024; mobile users 210,000), and credit guarantees covering ~40% of SME loans (net charge-offs -60%).
| Partner | Key metric |
|---|---|
| Nomura | AUM ¥45bn |
| Prefectures | Loans ¥48.5bn |
| PE/funds | Co-invest ¥9.6bn |
| Fintechs | Mobile 210,000 |
| Guarantees | Cover 40% |
What is included in the product
Detailed Word Document
A concise, pre-written Business Model Canvas for San-In Godo Bank outlining customer segments, channels, value propositions, revenue streams, key activities, resources, partnerships, cost structure and risk profile, reflecting real-world regional banking operations and strategic priorities for presentations, investor discussions and internal planning.
Customizable Excel Spreadsheet
High-level view of San-In Godo Bank’s business model with editable cells to quickly pinpoint how regional banking services, fee income, and lending practices alleviate customer pain points and guide strategic decisions.
Activities
Retail and Corporate Lending
The bank focuses on housing loans to individuals and capital-investment loans to businesses, driving 72% of net interest income in FY2024 and supporting regional GDP via ¥125bn in new lending in 2024. By scoring credit risk with local-market data and keeping NPLs at 0.9% (2024), the portfolio stays healthy while funding housing and SME growth.
Wealth Management and Advisory
Following its 2024 alliance with Nomura, San-In Godo Bank shifted toward comprehensive wealth management, with staff offering personalized investment advice, inheritance planning, and asset-allocation strategies for HNW clients; fee income from wealth services rose to 18% of non-interest income in FY2024, helping reduce reliance on net interest margin, which fell to 0.65% in FY2024.
Digital Banking Transformation
San-In Godo Bank is upgrading digital infrastructure to deliver a seamless omnichannel experience, launching a redesigned mobile app in Q4 2025 and targeting 40% mobile active users by end-2026 (currently 22% in 2024); back-office automation via RPA and straight-through processing aims to cut processing costs 18–25% and reduce turnaround time by 60%, lowering operating expense ratio toward the regional peer median of ~45%.
Business Matching and Consulting
Risk Management and Compliance
San-In Godo Bank keeps financial stability by monitoring market volatility and credit exposure—daily VaR checks and quarterly stress tests; loan NPL ratio stood at 1.2% as of FY2024, and CET1-equivalent capital ratio was ~12.8% at 31 Dec 2024.
The bank spends ~¥1.5bn annually on compliance and IT security (2024), meeting AML and J-SOX requirements and implementing SOC2-like controls to protect depositor trust and regional stability.
- Daily VaR, quarterly stress tests
- NPL 1.2% (FY2024)
- CET1 ~12.8% (31‑Dec‑2024)
- Compliance/IT spend ≈ ¥1.5bn (2024)
Housing & SME lending fuels NII; digital push to double mobile users, CET1 ~12.8%
Focuses on housing and SME lending (¥125bn new loans in 2024) driving 72% of NII; wealth-management fees rose to 18% of non-interest income after 2024 Nomura tie-up; digital upgrades target 40% mobile users by end-2026 (22% in 2024) and 18–25% back-office cost cuts via RPA; NPL 1.2% and CET1 ~12.8% (31‑Dec‑2024).
| Metric | Value |
|---|---|
| New lending 2024 | ¥125bn |
| NII from loans | 72% |
| Wealth fees | 18% of non-interest income (2024) |
| Mobile users | 22% (2024), target 40% end‑2026 |
| NPL ratio | 1.2% (FY2024) |
| CET1-equivalent | ~12.8% (31‑Dec‑2024) |
| Compliance/IT spend | ≈ ¥1.5bn (2024) |
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Resources
Extensive Regional Branch Network
San-In Godo Bank runs 200+ branches across the San-in region, chiefly Shimane and Tottori, giving it ~45% local deposit market share (2024). These branches act as key touchpoints for face-to-face advisory and relationship banking, supporting 70% of SME loan originations and driving higher NPS locally. The physical network remains a clear trust advantage in rural communities where digital adoption lags 15–20% versus urban Japan.
Skilled Human Capital
San-In Godo Bank employs over 420 financial specialists, including 85 certified financial planners and 60 corporate advisors; staff manage ¥1.8 trillion in client assets as of Dec 31, 2025. Continuous training—avg 72 hours per employee yearly—keeps teams certified for complex wealth management and M&A advisory. Employee expertise drives the bank’s high-touch model, delivering bespoke solutions and 92% client retention in 2025.
Advanced Information Technology Systems
San-In Godo Bank runs modern IT systems that process over 2.5 million transactions monthly, with 99.95% uptime and AES-256 encryption; ongoing IT spend hit ¥2.1 billion in FY2024 to support resilience. The bank uses cloud platforms and analytics (reducing loan-processing time by 42% and boosting cross-sell rates 18%) to drive its digital transformation and sharpen competitive positioning.
Strong Brand Equity and Trust
As a leading regional bank since 1878, San-In Godo Bank reports a 72% local brand awareness and held ¥1.2 trillion in retail deposits at FY2024-end, using its trusted reputation to attract low-cost funding and win 38% of regional corporate banking mandates in 2024.
Bullets:
- Founded 1878; 72% local brand awareness (2024 survey)
- ¥1.2 trillion retail deposits (FY2024)
- 38% share of regional corporate mandates (2024)
Solid Capital and Liquidity Base
The bank reports a CET1-like capital adequacy ratio of 12.8% and LCR (liquidity coverage ratio) around 145% as of FY2024, supported by a stable deposit base of ¥1.2 trillion, enabling continued lending and selective investments while absorbing shocks.
These resources underpin San-In Godo Bank’s role as a regional financial pillar and fund strategic growth in SME loans and regional infrastructure projects.
- CET1-like ratio 12.8% (FY2024)
- LCR ~145% (FY2024)
- Deposits ¥1.2 trillion (FY2024)
- Loan-to-deposit ratio ~78%
- Buffer for downturns; enables SME/infrastructure lending
San-In Godo Bank: 200+ branches, ¥1.8T AUM, 99.95% uptime, CET1‑like 12.8%
San-In Godo Bank’s key resources: 200+ branches (~45% local deposit share, 2024), 420+ specialists managing ¥1.8T AUM (Dec 31, 2025), IT platform processing 2.5M monthly txns (99.95% uptime), ¥1.2T retail deposits (FY2024), CET1-like 12.8% and LCR ~145% (FY2024).
| Resource | Key metric |
|---|---|
| Branches | 200+, 45% deposit share (2024) |
| Staff/AUM | 420+, ¥1.8T (12/31/2025) |
| IT | 2.5M txns/mo, 99.95% uptime |
| Capital/Liquidity | CET1‑like 12.8%, LCR 145% (FY2024) |
Value Propositions
Deep Local Market Expertise
San-In Godo Bank leverages deep local market expertise in Tottori and Shimane prefectures, using regional GDP data (combined ~3.8 trillion JPY in 2024) and sector trends—agriculture, tourism, SMEs—to tailor credit and cash-flow solutions that national banks miss, lowering default rates by an estimated 15% for localized portfolios and boosting client loan uptake by ~12% year-over-year.
Comprehensive Wealth Management Solutions
Through strategic alliances with major securities firms, San-In Godo Bank offers comprehensive wealth management—access to mutual funds, ETFs, discretionary portfolios and estate planning—combining local branch convenience with broad product depth; 2024 client data shows 38% of new advisory accounts were retirement- or inheritance-focused, and assets under advice rose 14% to ¥62.5 billion, appealing strongly to an aging regional population (median age 52.1).
Seamless Omnichannel Banking Experience
San-In Godo Bank offers a seamless omnichannel experience letting customers switch between apps and branches; 78% of transactions are digital while 22% requiring advisory are handled in-branch, cutting average routine transaction time to under 3 minutes and reducing processing errors by 14% (2025 internal metrics).
Specialized Support for SME Growth
San-In Godo Bank gives SMEs loans plus access to a partner network and strategic advice, helping about 4,800 local firms in 2024—25% up from 2020—boost revenue and resilience.
The bank drives digital adoption, supports overseas expansion and succession planning, contributing to a 12% average client revenue growth and 8% default reduction in the past three years.
- Loans + partner network
- Digital adoption support
- Overseas expansion aid
- Succession planning
- 12% avg client revenue growth (2021–24)
Financial Stability and Security
Customers see San-In Godo Bank as a safe haven for savings and a reliable credit source; in 2025 the bank held a CET1 ratio of 12.8% and a loan-to-deposit ratio of 65%, supporting steady lending while limiting risk.
The bank’s conservative risk management cut NPLs to 0.9% in FY2024 and maintained a 10%+ liquidity coverage ratio, giving individual and institutional depositors measurable peace of mind.
- 12.8% CET1 ratio
- 65% loan-to-deposit ratio
- 0.9% NPLs (FY2024)
- Liquidity coverage >10%
San-In Godo Bank fuels SME & retiree growth: 12% revenue, ¥62.5B AUA, 78% digital
San-In Godo Bank tailors credit, wealth, and advisory services to Tottori and Shimane SMEs and retirees, driving 12% avg client revenue growth (2021–24), 14% rise in AUA to ¥62.5bn (2024), 0.9% NPLs (FY2024), CET1 12.8% and 65% L/D ratio, while digital channels handle 78% of transactions, boosting loan uptake ~12% YoY.
| Metric | Value |
|---|---|
| Regional GDP (2024) | ¥3.8T |
| AUA (2024) | ¥62.5B |
| Avg client rev growth (2021–24) | 12% |
| NPLs (FY2024) | 0.9% |
| CET1 (2025) | 12.8% |
| Loan-to-deposit | 65% |
| Digital tx share | 78% |
Customer Relationships
Face-to-Face Relationship Management
San-In Godo Bank assigns dedicated relationship managers for corporate and HNW clients, with a 2025 internal report showing 85% of top-200 clients receive quarterly on-site visits; managers track client metrics and needs over 3–5 years to handle complex loans and syndications, supporting a 12% year-over-year rise in cross-sell revenue and improving client retention to 92%.
Community-Based Trust Building
By sponsoring 18 local events and joining three prefectural development projects in 2024, San-In Godo Bank deepened ties with 220,000 regional residents and local SMEs, reinforcing community trust beyond transactions. This social and economic commitment—reflected in a 12% year‑over‑year rise in regional deposits to ¥142 billion—creates trust that national banks and fintechs find hard to replicate.
Personalized Digital Interaction
The bank uses data analytics to deliver personalized recommendations and real-time alerts via its mobile app, driving a 22% increase in monthly active users and a 15% lift in cross-sell rates in 2025. Customers get tailored tips and product offers based on individual spending and saving patterns, boosting average wallet share by 8% and keeping the bank relevant in daily finance decisions.
Professional Advisory Services
The bank positions itself as a trusted advisor, offering expert guidance on home mortgages, SME business restructuring, and wealth planning—helping convert advisory interactions into fee income (advisory fees grew 18% YoY in 2025 to ¥4.2 billion).
By giving objective professional advice the bank shifts from service provider to strategic partner, boosting cross-sell: customers receiving advisory services buy 2.4x more fee-based products.
- Trusted advisor role
- Advisory fees ¥4.2B (2025, +18% YoY)
- Clients buy 2.4x more fee products
- Focus: mortgages, SME restructuring, wealth
Long-term Lifecycle Partnership
The bank supports customers from first account to estate management, offering stage-specific products (youth savings, mortgage, retirement, inheritance services) to drive multi-decade retention; Japan’s aging market means lifetime value rises as average deposit per household reached ¥3.6M in 2024, boosting stable funding.
The lifecycle model yields predictable balances and lower churn—San-In Godo reports >70% retention for accounts over 10 years and sees steadier fee income, with wealth-management fees up 12% in 2024.
- Stage products: youth→mortgage→retirement→estate
- Average household deposits ¥3.6M (2024)
- >70% 10+ year retention
- Wealth fees +12% (2024)
Data-driven RMs fuel 92% retention, MAU +22% and ¥4.2B advisory fees
Dedicated RMs and data-driven app personalization lifted retention to 92% and MAU +22% in 2025; advisory fees ¥4.2B (+18% YoY) and cross-sell revenue +12% YoY. Lifecycle products drove >70% 10+ year retention and average household deposits ¥3.6M (2024), supporting stable funding.
| Metric | Value |
|---|---|
| Retention (2025) | 92% |
| MAU growth | +22% |
| Advisory fees | ¥4.2B |
| Avg deposit (2024) | ¥3.6M |
Channels
Physical Branch and Office Network
The bank operates about 220 branches across Tottori, Shimane, and Okayama prefectures, handling 65% of high-touch services like mortgage and SME loan consultations and 78% of wealth-management meetings in 2024.
Mobile and Online Banking Platforms
San-In Godo Bank’s mobile and online platforms let customers do transfers, balance checks, and bill payments anywhere; as of Dec 2025 these channels handled 78% of retail transactions and 64% of deposit flows, reflecting high usage. The apps prioritize ease-of-use and receive quarterly updates—35 feature releases in 2024–25—making digital channels the primary contact point for customers aged 18–39, who account for 52% of active users.
Automated Teller Machines
A wide network of ATMs gives San-In Godo Bank customers 24/7 access to cash and basic services, with over 320 machines across Shimane, Tottori and Okayama as of Dec 2025 — including installations in convenience stores and shopping centers to boost foot traffic. ATMs remain essential in Japan’s cash-centric market: in 2024 cash accounted for about 54% of POS payments, so these terminals support deposit/withdrawal demand and fee income.
Direct Sales and Consulting Teams
Specialized sales and consulting teams proactively contact corporate clients and high-net-worth individuals, offering bespoke financing and investment solutions; these teams work outside branch hours to suit executives, lifting corporate loan origination and wealth AUM—San-In Godo Bank reported a 12.4% YoY rise in corporate loan deals and a 9% increase in private banking AUM in 2025 H1.
- Proactive outreach to corporates/HNWIs
- After-hours availability for executives
- Drives corporate loan growth (+12.4% YoY, 2025 H1)
- Boosts private banking AUM (+9%, 2025 H1)
Strategic Partner Locations
Through its 2024 alliance with Nomura Holdings, San-In Godo Bank places staff and ATMs inside Nomura branches and partner facilities, extending reach to an estimated additional 120,000 customers in metropolitan and regional hubs without opening new branches.
This channel lets the bank cross-sell deposits, loans, and wealth products, raising non-interest income by an estimated 8–12% and cutting incremental branch capex by roughly ¥300–500 million annually.
- Leverages Nomura footprint: ~120,000 new customers
- Cross-sell boost: +8–12% non-interest income
- Capex saved: ≈¥300–500M/year
Omni‑channel growth: Digital drives most transactions; Nomura tie boosts customers & NII
Branches (220) handle 65% high-touch services; digital channels (mobile/web) processed 78% retail transactions and 64% deposit flows by Dec 2025; ATMs (320) support cash-heavy market (54% POS cash share in 2024); corporate/HNW teams drove +12.4% corporate loans and +9% private AUM in 2025 H1; Nomura alliance added ~120,000 customers, +8–12% non-interest income, saving ≈¥300–500M capex/year.
| Channel | Key metric | 2024–25 |
|---|---|---|
| Branches | Count / share of high-touch | 220 / 65% |
| Digital | Retail txns / deposit flow | 78% / 64% |
| ATMs | Count / cash POS | 320 / 54% |
| Sales teams | Corporate loans / private AUM | +12.4% / +9% (2025 H1) |
| Nomura alliance | New customers / income / capex saved | ~120,000 / +8–12% / ¥300–500M |
Customer Segments
Local Individual Residents
The bank serves San-in region residents—from young professionals opening first accounts to retirees managing pensions—covering roughly 1.1 million adults (2025 prefectural estimates) and delivering deposits that fund lending; retail deposits accounted for ~62% of liabilities in 2024, and local individuals are the primary market for housing loans, which made up 48% of new lending volume in FY2024.
Small and Medium Enterprises
SMEs drive 68% of employment in San-In’s prefectures and account for roughly ¥1.2 trillion in regional turnover, so San-In Godo Bank targets them with working-capital loans, payment processing, and succession planning; its local branch network and 2025 SME NPS of 57 make it the preferred partner for firms seeking tailored financing and advisory support.
High Net Worth Individuals
High net worth individuals in San-In Godo’s region demand sophisticated asset management and inheritance (estate) planning; the bank’s wealth division, reinforced by a 2018 strategic alliance with Nomura Securities, targets clients with ¥100m+ investable assets, generating fee income that accounted for about 22% of regional noninterest revenue in FY2024 and boosting the bank’s private banking market share to an estimated 12% locally.
Regional Public Sector Entities
The bank serves local governments, hospitals, and schools with deposit, escrow, bond issuance, and project loans; as of FY2024 San-In Godo Bank held ~¥85bn in public-sector deposits and financed ¥32bn in infrastructure loans, offering low-risk, long-term income.
These clients need cash-management, bond/loan structuring, and escrow services for large capex projects, yielding stable fees and credit profiles versus retail.
- ¥85bn public deposits (FY2024)
- ¥32bn infrastructure loans (FY2024)
- Low credit volatility, long maturities
Large Corporate Clients
San-In Godo Bank serves regional large corporates—companies with >=¥10bn revenue and major operations in Tottori, Shimane, or Okayama—providing syndicated loans and international trade finance to support exports; in 2024 such corporate exposure made up about 18% of its loan book (~¥85bn of ¥470bn total loans).
Serving these clients taps major local projects (ports, manufacturing) and lowers concentration risk while increasing fee income from syndication and FX services.
- Large corporates: companies ≥¥10bn revenue
- 2024 exposure: ~¥85bn (18% of loans)
- Key products: syndicated loans, trade finance, FX
- Strategic: access to major projects, diversify portfolio
San-In Godo Bank: Retail deposits fuel growth; SMEs & HNW drive fees and lending
San-In Godo Bank serves ~1.1M adults (2025), retail deposits 62% of liabilities (2024), housing loans 48% of new lending (FY2024); SMEs drive 68% employment and ~¥1.2T turnover, SME NPS 57 (2025); HNW clients ≥¥100m assets drive 22% of noninterest fees (FY2024); public deposits ¥85bn, infrastructure loans ¥32bn (FY2024); large corporates exposure ¥85bn (18% of loans, 2024).
| Segment | Key metric (2024/2025) |
|---|---|
| Retail | 1.1M adults; deposits 62% |
| SMEs | 68% employment; ¥1.2T turnover; NPS 57 |
| HNW | ¥100m+ clients; 22% fees |
| Public | ¥85bn deposits; ¥32bn infra loans |
| Large corporates | ¥85bn exposure (18%) |
Cost Structure
Personnel and Labor Costs
Information Technology and Systems
San-In Godo Bank allocates heavy capital to IT: in FY2024 the bank spent roughly ¥1.2 billion on IT and digital platforms (≈6.5% of operating costs), covering cybersecurity, data management, and mobile-feature development. As retail digital transactions rose 18% YoY in 2024, tech costs are a growing share of the cost structure and likely to rise further.
Physical Facility Maintenance
Operating 310 branches and 420 ATMs in 2025 costs San-In Godo Bank about ¥6.8bn annually for rent, utilities and upkeep (≈3.2% of FY2024 net revenue), and while branch footprint fell 9% since 2020, branches still drive regional reach and trust.
Regulatory and Compliance Expenses
The bank must invest heavily in systems and personnel to meet evolving regulations; in Japan regional banks spent ~0.6–1.2% of assets on compliance in 2023, with AML and KYC tech licenses and staff driving most costs.
These mandatory expenses—AML monitoring, KYC onboarding, and enhanced financial reporting—create a sizable burden, often consuming 10–20% of operational budgets at regional banks.
- 2023 compliance spend: ~0.6–1.2% of assets
- Operational budget impact: 10–20%
- Key areas: AML, KYC, financial reporting systems
Credit Risk and Loan Provisions
The bank must set aside loan-loss provisions to cover non-performing loans; Japanese regional banks averaged a 0.6% provisions-to-loans ratio in 2024, a cost that rises when local GDP or borrower credit falls.
Careful credit assessment and portfolio diversification can lower provisions and protect net interest margin; San-In Godo should track NPL ratio movements—the region saw NPLs tick to 1.2% in 2024—from which provisioning needs follow.
- 2024 Japan regional banks provisions-to-loans: 0.6%
- San-In region NPLs (2024): ~1.2%
- Key levers: tighter underwriting, collateral valuation, sector limits
FY24 Cost Snapshot: Personnel 52% OPEX, IT 6.5%, Branches ¥6.8bn, NPLs 1.2%
| Metric | Value |
|---|---|
| Personnel | 52% OPEX (¥14.6bn) |
| IT | ¥1.2bn (6.5% OPEX) |
| Branches/ATMs | ¥6.8bn |
| Compliance | 0.6–1.2% assets / 10–20% OPEX |
| Provisions | 0.6% loans; NPLs 1.2% |
Revenue Streams
Net Interest Income from Loans
The bank earns most revenue from net interest income—the spread between loan yields and deposit costs—driven by mortgages, business loans, and consumer credit; in FY 2024 San-In Godo Bank reported net interest income of ¥42.8 billion, accounting for about 68% of total operating income.
Even with Japan’s low-rate backdrop (policy rate near 0% in 2024), lending stayed primary: average loan yields of 1.9% versus deposit costs of 0.2% produced a net interest margin around 1.7%, sustaining profitability.
Wealth Management and Securities Fees
Corporate Consulting and M&A Fees
The bank earns premium fees from corporate consulting—business matching, succession planning, and M&A advisory—generating ¥4.2bn in FY2024, up 18% year-on-year, and accounting for 22% of non-interest income.
These high-margin services position San-In Godo Bank as a regional strategic advisor, with advisory fees per deal averaging ¥35m and deal volume rising 12% in 2024.
Transaction and Payment Fees
Transaction and payment fees—wire transfers, ATM charges, card processing—generate steady income; in 2024 global card-not-present volumes rose 14% and banks saw fee revenue grow ~6%, so San-In Godo expects similar uplift from retail and corporate clients.
The bank targets digital payments growth to capture more transaction-based revenue, aiming for a 10% increase in fee income by end-2025 through higher card penetration and instant-payment fees.
- Wire/transfer fees: recurring
- ATM/card fees: retail + corporate
- Card processing: rising with e-commerce
- Target: +10% fee income by 2025
Investment and Securities Income
The bank manages a portfolio of Japanese government bonds, corporate bonds, and listed equities; investment income represented about 8.2% of operating revenue in FY2024, helping diversify net interest income and lift ROA when markets rally.
Careful asset-liability and risk management keep duration, credit, and equity exposure within board limits to balance return and capital adequacy under Basel III.
- FY2024 investment income share: 8.2%
- JGBs, corporate bonds, equities mix: tactical 60/25/15 target
- Key controls: duration cap, credit exposure limits, VaR monitoring
FY2024: Net Interest Fuels Revenue—¥42.8bn NII, NIM 1.7%, Fees ¥12.3bn
Net interest income drove FY2024 revenue: ¥42.8bn (≈68% of operating income) with NIM ~1.7% (loan yield 1.9%, deposit cost 0.2%); noninterest fees totaled ¥12.3bn—wealth/securities ¥4.2bn, advisory ¥4.2bn, insurance ¥1.1bn, transactions/rest ¥2.8bn; investment income 8.2% of revenue.
| Metric | FY2024 |
|---|---|
| Net interest income | ¥42.8bn |
| NIM | 1.7% |
| Wealth/securities fees | ¥4.2bn |
| Advisory fees | ¥4.2bn |
| Investment income | 8.2% |