ADBI-JFSA Joint Conference
Session 2
March 8, 2013
Japanese Bank’s Business Strategy in Asia - Why Focus on Asia?
March 8, 2013
Mizuho Corporate Bank, Ltd.
Nobuhide Hayashi
Mizuho Financial Group
Japanese Bank’s Business Strategy in Asia - Why Focus on Asia?
Key Points
 How can we best contribute to growth in Asia as a Japanese bank?
- Both getting back to basics and sustainability are important
⇒ Focus on real customer demand (client-orientation) & long term
relationship with local customers
 Converting to a new business model for Japanese banks based on
global structural changes
- Mizuho’s Stepping up to the Next Challenge
<Agenda>
I. The standing point of Japanese banks－the earnings position
II. Changes in the world macro economy and industrial structure
III. Mizuho’s international business strategy
IV. Mizuho’s medium-term business plan (One MIZUHO New Frontier Plan)
1
-P2
-P5
-P12
-P22
Mizuho Financial Group
I. The standing point of Japanese banks－the earnings position
2
Mizuho Financial Group
I-i The standing point of Japanese banks－the earnings position <Domestic-International Comparison>
 The current performance of Japanese megabanks continues to be strong
 The presence of international business in overall performance is expanding
<Graph 1>
<Graph 3>
<Graph 2>
[Megabanks: Gross Profit]
[Megabanks: Interest Income]
[Megabanks: Fee and Commission Income]
(Domestic Sector/International Sector)
(Domestic Sector/International Sector)
(Domestic Sector/International Sector)
International Sector
Domestic Sector
Percentage of International Sector (right scale)
(JPY trillion)
3.0
2.5
2.0
(JPY 100 million)
International Sector
Domestic Sector
Percentage of International Sector (right scale)
25% 7,000
40% 20,000
18,000
35%
16,000
30%
14,000
25% 12,000
20%
1.0
0.5
0.0
0%
1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H
2006
2007
2008
2009
2010
2011
2012
30%
25%
15% 4,000
20%
10% 3,000
15%
2,000
5%
0
1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H
2006
2007
2008
2009
2010
2011
10%
1,000
0%
2012
5%
0
0%
1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H 2H 1H
2006
2007
2008
2009
2010
2011
(Note) Megabanks: Mizuho Bank, Mizuho Corporate Bank, The Bank of Tokyo-Mitsubishi UFJ, Sumitomo Mitsui Banking Corporation
Domestic sector : JPY-denominated transactions of domestic branches (including market transactions)
International sector : Foreign currency-dominated transactions of domestic branches and transactions of overseas branches
(Source) Prepared by Mizuho Research Institute from the financial statements of the relevant banks
3
40%
35%
6,000
5,000
20% 10,000
8,000
15%
6,000
10%
4,000
5%
2,000
1.5
International Sector
Domestic Sector
Percentage of International Sector (right scale)
(JPY 100 million)
Mizuho Financial Group
2012
I-ii The standing point of Japanese banks－the earnings position <Domestic Unit Performance>
 Demand for finance in our domestic business unit continues to be weak due to Japan’s prolonged
deflation
 Domestic interest income is also trending downward due to both decreasing loan balances and
narrowing profit margins
<Graph 1>
200
<Graph 2>
[Megabanks: Trends in Loan Balances]
Total of the Three Megabanks
Rate of Increase (yoy; right scale)
(JPY trillion)
8%
6%
4%
150
2%
0%
100
-2%
-4%
50
-6%
12/9
12/3
11/9
11/3
10/3
09/3
08/3
07/3
06/3
05/3
04/3
-8%
03/3
0
16,000
[Megabanks: Domestic Interest Income]
(JPY 100 million)
14,000
12,000
10,000
8,000
6,000
4,000
2,000
0
1H
2006
2H
1H
2H
2007
1H
2H
2008
1H
2H
2009
1H
2010
2H
1H
2H
2011
1H
2012
(Note) Megabanks: Mizuho Bank, Mizuho Corporate Bank, The Bank of Tokyo-Mitsubishi UFJ, Sumitomo Mitsui Banking Corporation
(Souces) Summary of Financial Results; prepared by Mizuho Research Institute
4
Mizuho Financial Group
II. Changes in the world macro economy and industrial structure
5
Mizuho Financial Group
II-i Current Economic Conditions in Asia
 Real GDP growth rates in Asia continue to significantly exceed those of developed countries
 Infrastructure is not yet fully developed in Asia. This means it is necessary to establish electricity
and logistics networks as a platform for business activity and social infrastructure to support
urbanization.
Real GDP Growth
Quality of Infrastructure in Asian Countries
<Graph 1>
<Graph 2>
Major Advanced Economies (G7)
(%)
14
Developing Asia
7
12
ASEAN-5
6
10
(MAX = 7)
5
8
4
6
3
4
2
2
0
1
-2
06
07
08
09
10
11
12
(Note) Developing Asia : 27 countries (China ,India ,ASEAN (except Singapore) ,etc)
(Souce) IMF; prepared by Mizuho Research Institute
Vietnam
05
Indonesia
04
India
03
Philippines
02
China
01
Thailand
00
Asia
Average
-6
G7
Average
0
-4
(Souce) ADB; prepared by Mizuho Research Institute
6
Mizuho Financial Group
II-ii Continued Economic Weakness and Low Growth in Western Economies
 Continued pressure of household balance sheet adjustment in the US economy
- Consumption is stagnating and economic growth is projected to remain slow
 European economy taking an incremental approach to addressing its debt problem
- Economic conditions are expected to remain weak
US Household Debt Outstanding
as a Percentage of Disposable Income
Trends in Loan to Deposit Ratios of Banks in
Japan, the US, and Europe
<Graph 2>
<Graph 1>
（％）
180%
140
Low income bracket
160%
Japan
Middle income bracket
130
High income bracket
Total
120
U.S.
Eurozone
140%
110
120%
100
100%
90
80%
80
60%
89
70
73
92
95
98
01
04
07
76
79
82
85
88
91
94
97
00
03
06
09
12
(Note) US data have been retroactively revised to reflect a change of accounting
10
rules in April 2010. Eurozone data exclude interbank lending.
(Source) FRB; prepared by Mizuho Research Institute
(Sources) BOJ, Haver, ECB; prepared by Mizuho Research Institute
7
Mizuho Financial Group
II-iii Demand for Finance in Asia
 Asia has high capital needs for its strong fixed investment in the private-sector and infrastructure
development
- Long term financing for domestic corporations and infrastructure industries will continue to be
needed going forward
Investment Trends in Asian Countries (Gross Fixed Capital Formation)
<Graph 1>
140
<Graph 2>
(2008 = 100)
130
140
Korea
Taiwan
Singapore
Indonesia
130
120
120
110
110
100
100
90
90
80
08/
3
80
08/
3
09/3
10/3
(2008 = 100)
11/3
12/3
09/
3
Thailan
dMalaysi
T
a he
Philippines
India
10/
3
11/3
12/
3
(Note) Seasonally adjusted by TRAMO-SEATS except Korea/Singapore/Thailand
(Note) Seasonally adjusted by TRAMO-SEATS except Korea/Singapore/Thailand
(Source) Prepared by Mizuho Research Institute from each country’s statistical data
(Source) Prepared by Mizuho Research Institute from each country’s statistical data
8
Mizuho Financial Group
II-iv The Shift toward Asia of Japan’s Export Structure
 Japan’s proportion of exports to Asia is rising in association with the change in world demand
structure
- Exports to Europe and the US have decreased to just under 30% and exports to Asia have
increased to just under 60%
- Excluding China, the proportion of exports to Asia such as the ASEAN region is expected
to increase
Change in Japan’s Export Weight by Destination
<Graph 1>
Forecast
100%
80%
EU
US
ASEAN 5
60%
NIES
CHINA
40%
20%
0%
(fiscal year)
95
97
99
01
03
05
07
09
11
13
15
17
(Note) Forecasts by MHRI from FY2012 onward
(Source) Ministry of Finance Trade Statistics; prepared by Mizuho Research Institute
9
Mizuho Financial Group
II-v Emerging Countries are at the Center of World Demand
 Emerging Countries are at the Center of World Demand and Acceleration of Local Production
for Local Consumption is Unavoidable － “focus on Asia”
3. Building a Production Network in Asia
1. Production Volume Forecast for Japanese Car Manufacturers
* Emerging countries are at the center of world demand and overseas production bases
are shifting toward a “local production for local consumption” model.
<Table 1>
Production volume
Domestic
Overseas
Results (2010)
2,282
100%
963
42%
1,319
58%
Domestic sales
Export
* Expanding into emerging markets is effective from the perspective of risk
diversification and foreign exchange risk management, in addition to capturing demand.
Estimate (2020)
2,944
100%
766
26%
2,178
74%
496
467
52%
48%
421
380
55%
50%
Worldwide Demand Forecast
Developed Countries
3,387
Emerging Countries
3,999
46%
54%
3,934
5,878
40%
60%
China
India
parts
capital
2. Local Content Ratio for Japanese Car Manufacturers (2011)
China
Thailand
Local
Production
Content
volume
ratio
Local
Production
Content
volume
ratio
Japan
human
products
* Accelerating local production for local consumption = accelerating local procurement
= accelerating “hollowing out” of Japanese industry
<Table 2>
capital
parts
India
Local
Production
Content
volume
ratio
TOYOTA
80
95%
51
85%
14
50%
NISSAN
84
90%
19
90%
13
85%
HONDA
62
95%
11
90%
4
70%
SUZUKI
30
50%
－
－
112
90%
human
human
products
parts
・
ASEAN/Korea/Taiwan
（Source）Prepared by Mizuho Research Institute from manufacturers’ documents
10
Mizuho Financial Group
II-vi Increasing Expectations for the role of Asian Financial Institutions
 The world finance environment has changed significantly as a result of weaker US and European
financial institutions
- Asian financial institutions and Japanese banks have continued to supply stable financing
during this period
Losses in the World Financial Crisis
Bank Exposure to Asia
<Graph >
900
Losses and Capital Funding Situation of Financial
Institutions from 2007 to 2011 Q2
<Table >
800
(USD billion)
UK
Europe (Exc. UK)
USA
Japan
700
Capital
Funding
Loss
Worldwide
(USD billion)
2,056
1,598
Public
Funds
600
500
846
400
USA
Europe
1,326
834
564
680
610
281
300
200
100
Asia
51
154
1
0
2005
06
07
08
(Materials) BIS; prepared by Mizuho Research Institute
11
09
10
11
12
(Year)
Mizuho Financial Group
III. Mizuho’s international business strategy
12
Mizuho Financial Group
III-i Mizuho: Expansion of Operations and Growth in Asia
Gross Profit from International Business
Changes in International Loan Balance (ending balance)
Steady expansion of international business and
Asia becoming key driver of growth
Loans continue to increase, especially in Asia
Gross profit from international business has increased by 52% from FY2009 to FY2011
Proportion of international business in Asia: FY2009 - 32% → 1H FY2012 - 43%
<Graph 2>
<Graph 1>
(Managerial Accounting Basis; MHCB Non-consolidated + Overseas Subsidiaries)
(Managerial Accounting Basis; MHCB Overseas Branches + Overseas Subsidiaries)
Loans (ending balance)
(USD100 million)
Asia Proportion
(USD million)
50%
Gross Profit (LH Axis)
Of Which Asia (LH Axis)
Asia Proportion (RH Axis)
3,000
2,000
32%
1,000
2,618
35%
30%
1,553
1,081
500
806
552
1,402
34%
2,182
(+34%)
45%
1,000
(+20%)
(+27%)
1,719
44%
40%
41%
35%
1,025
600
674
815
25%
(+46%)
(+10%)
30%
(+26%)
200
0
40%
1,278
(+25%)
(+34%)
50%
46%
1,400
43%
1,500
48%
45%
2,500
37%
55%
1,800
25%
20%
FY2009
FY2010
FY2011
FY2009
1H FY2012
13
FY2010
FY2011
1H FY2012
Mizuho Financial Group
III-ii Mizuho: Soundness and Efficiency
Quality of International Loans
International Business Risk-weighted Assets and RORA
Profit structure not dependent on loans, leveraging RM relationship strength
Realizing high-quality loan portfolio, mainly to investment grade customers
<Graph 2>
Growth in risk-weighted assets controlled by building up highly-rated assets
(average increase rate of 6% from FY2009 to FY2011)
Significant improvement in profitability by building up ancillary profit
(FY2011 RORA 2.7%)
65%
Investment Grade (LH Scale)
NPLs (RH Scale)
60%
65%
63%
58%
55%
<Graph 1>
6%
50%
(IBU Management Basis; MHCB Branches + MHCB China)
(USD100 million)
2,500
(IBU Management Basis; MHCB Branches + MHCB China)
（※）
Loans and Guarantees (LH Axis)
3.3%
Risk-weighted Assets (LH Axis)
50%
45%
3.4%
1.6%
FY2009
3.2%
2,000
3.0%
2.7%
<Graph 3>
2,020
2.4%
(+6%)
1,913
500
1,571
812
(+9%)
881
47%
41%
34%
1.8%
200
FY2009
FY2010
FY2011
1H FY2012
432
378
310
20%
(+14%)
(+22%)
248
100
14
10%
0%
FY2009
（※）RORA of 1H FY2012 calculates from the gross profit of 1H FY2012 X 2
40%
30%
300
1.6%
0
50%
37%
400
2.0%
886
(IBU Management Basis)
Gross Profit per Employee (LH Axis)
Gross Profit Expense Ratio (RH Axis)
(USD‘000)
2.2%
(+22%)
(+4%)
0%
1H FY2012
Efficiently expand profit while controlling expenses
2.6%
2.5%
784
FY2011
1.2%
Gross Profit Expense Ratio and Gross Profit per Employee
1,500
500
FY2010
1.2%
2.8%
2,251
2.0%
4%
2%
2.6%
40%
RORA (RH Axis)
1,000
NPL Ratio Also Down Significantly
FY2010
FY2011
1H FY2012
Mizuho Financial Group
III-iii Super 30 (non-Japanese blue-chip corporations): A foundation of Mizuho’s overseas strategy
<Super 30> Approx. 30 non-Japanese corporate groups selected as our primary focus
in each of 4 overseas regional units
<Super 30> Gross Profits
<Super 30> Basic Concept
(International Banking Unit managerial accounting)
<Graph 1>
 Rigorous criteria for selecting key customers
(116 customer groups in 4 overseas regional units)
 Strengthen relationship at management level
 Continuous review of overall profitability
 Promotion of “Deal After Deal” marketing
Steady
increase
(USD M)
Obtaining Core Bank Status
in 3 years
500
Loans
513
287
376
(+31%)
*1
(+36%)
*1
<Graph 2>
314
(International Banking Unit managerial accounting)
4.0%
１Q FY2012
FY2011
3.5%
3.0%
FY09
2.7
FY10
3.7
FY11
4.4
1H FY12
5.4(※）
(DCM/ECM, etc.)
<Super 30> Profitability (RORA)
0
Gross profits per
one customer
group
Capital Market
Deals
Trades,
Forex, etc.
2.5%
（※）calculates from
the gross profit of
1H FY2012 X 2
15
2.0%
FY2011
2.7%
１Q FY2012
3.7%
2.8%
International Banking Unit
Overall
3.4%
Super 30
Mizuho Financial Group
III-iv Super30 (Results of Securities Cooperation)
Acquire Securities Business Through Group Securities Subsidiaries using Relationship Management
DCM / ECM
M&A Advisory – Japanese Corporations
<Table 3>
 Foreign currency-denominated bond bookrunner deals acquired by securities
subsidiaries: DCM 46; ECM 1
 No.1 on league tables for both lead manager for samurai bond deals through nonJapanese issuers acquired by securities subsidiaries and FA/managing agent for
samurai bond deals through non-Japanese issuers acquired by MHCB
Proceeds
(JPY Bn)
USD/EUR/GBP Bond Bookrunner Deals
IBM
USD 2,000mil
AB Inbev
USD 7,500mil
BP
USD 3,000mil
SABMiller
EUR 1,000mil
Nat Grid
GBP 400mil
Joint Bookrunner
Joint Bookrunner
Joint Bookrunner
Joint Bookrunner
Joint Bookrunner
Feb 2013
July 2012
May 2012
Nov 2012
May 2012
Hong Kong IPO Deals
1 Mizuho Financial Group
4,765.3
102
2 Nomura
4,235.8
103
3 Mitsubishi UFJ Morgan Stanley
3,657.3
93
4 JPMorgan
2,437.7
15
5 Goldman Sachs
2,270.5
27
2012/4-2012/12、publicly announced deals regarding Japanese corporations
excluding real estate deals
Source: Thomson Reuters
POWL Deals
Syndicated Loans in Asia
<Table 4>
Samurai Bond Lead Manager
<Table 1>
Amount (JPY100m) Number of Deals
Proceeds (USD M)
Market Share
1 Mizuho Financial Group
4,559.6
6.5%
2 Standard Chartered PLC
4,460.5
6.3%
Samurai Bond FA/Managing Agent
3 State Bank of India
4,449.1
6.3%
<Table 2>
4 HSBC Holdings PLC
3,443.3
4.9%
5 DBS Group Holdings
3,110.6
4.4%
6 Sumitomo Mitsui FG
2,987.7
4.2%
8 Mitsubishi UFJ FG
2,390.3
3.4%
1 MHSC
3,822
49
1 MHCB
2 Nomura Securities
3,571
36
3 Daiwa Capital Markets
3,141
4 MUFJ Morgan Stanley
5 SMBC Nikko Securities
Apr 1, 2011 – Mar 31, 2012
Amount (JPY100m) Number of Deals
13,387
50
2 Mitsui Sumitomo Bank
5,038
21
37
3 Bank of NY Mellon
1,000
2
2,556
33
4 Mitsubishi Tokyo UFJ Bank
514
3
1,727
31
Excluding self-issued bonds/private placement bonds
No. of
Deals
Jan.-Dec.2012, bookrunner basis (USD, EUR, JPY, AUD, HKD and SPD) excluding Japan
Source: Thomson Reuters
Apr 1, 2011 – Mar 31, 2012
Source: Thomson Reuters
Source: Thomson Reuters
16
Mizuho Financial Group
III-v Strategic Moves into Growth Areas(1)
Asia Infrastructure Projects
USD8 trillion infrastructure
demand in Asia (2010-20)
Increasing expectation of business
opportunities (over 30% of companies
recognize this as a business opportunity)
 Origination function at project outset
 Cross-functional response throughout the bank
<Table 1>
<Table 2>
Business Opportunity
Main Results
Project Finance Advisory Mandates Closed in Asia Pacific
 Integrated environmental township
development in Chennai, India
Business Participation in Smart City
 Energy-efficient business and small-scale
Project
environmental city development in Tianjin
Economic Development Zone, China
Equity Investments
Advisory
Business Alliances with NonJapanese Customers
Project Finance
Amount (USD billion)
 Establishment of Japan-China Energy
Saving & Environment Conservation Fund
 Establishment of Mizuho ASEAN PE Fund
Credit Agricole
2
Mizuho Financial Group
3
Royal Bank of Scotland
4
Macquarie
5.7
SMFG
0.3
10
 Power Project in Indonesia
 Port project in Vietnam
40.0
40.0
1
12.9
Jan 1, 2012 – Dec 31, 2012
Source : Project Finance International
 Petro Vietnam, Hyflux
 Lead arranger for a combined-cycle gas
turbine power generation project in Nong
Saeng, Thailand
17
Mizuho Financial Group
III-v Strategic Moves into Growth Areas(2)
Response to Internationalization of Renminbi
Expanding trade/capital
settlements denominated in RMB
due to easing of regulations
Potential to become third reserve currency
Capture business opportunities in RMB
Response to funding and investment in RMB
Response to increasing RMB trade settlement
 Support RMB funding from offshore markets
 Provide a range of funding instruments
 Completed preparations to handle RMB at all overseas offices
* Except India, where regulations prevent this






Composed RMB-denominated syndicated loans in First Japanese
Japan and Hong Kong
Bank
- Auto parts manufacturer, non-bank
Arranged dim sum bonds
- Japanese non-bank/lease companies, Taiwanese Bank-Securities
Cooperation
cement company
FA for RMB-denominated parent-subsidiary loan
scheme
- Japanese lease company, European non-Japanese
First Foreign
company
Bank
Appointed
lead
manager
for
China
Development
1
Bank bond underwriting
2
Issued RMB-denominated bank debenture in China
First Japanese
(CNY1.0 billion)
Bank
Obtained approval to invest in the Chinese
interbank corporate bond market
=> Focus on acquiring deposits/settlements in the US and Europe
as well as Asia
18
Mizuho Financial Group
III-v Strategic Moves into Growth Areas(3)
Capital Investment in Vietcombank (Vietnam)
<Key Point>


Acquired 15% of Vietcombank shares (after dilution) through a capital increase by third-party allocation in Dec 2011
Largest private shareholder, second to Vietnamese Government
Overview of Vietcombank



Strategic Significance of Investment
One of the largest commercial banks in the Socialist Republic of Vietnam,
established in Oct 1962, largest issuer of cards, 20% share of trade
settlements (2010)
After the investment, Mizuho sent one director (vice-president) and five
employees to Vietcombank to provide expertise in products, risk
management, and internal control
Dominant position in foreign exchange, trade finance, and settlementrelated business. Provides a wide range of financial services in Vietnam
as a financial conglomerate including securities, wealth management, and
insurance subsidiaries within the group



High economic development is projected for Vietnam. Ranked 4th on
JBIC Promising Countries/Regions for Mid-Term Business
Development survey (Bridgestone and Kyocera-Minolta confirmed
major investments in FY2011)
Provide services using Vietnam domestic network and information
base to Japanese companies expanding their businesses to Vietnam
Partnership in retail business such as consumer finance in Vietnam
* Survey report related to overseas business development of Japanese manufacturing
businesses – FY2011 Overseas Direct Investment Survey Results (#23)
Acquisition of Banco WestLB do Brasil S.A.
<Key Point>

On Jun, 2012, MHCB reached agreement with the German bank, WestLB AG, to acquire its Brazilian
corporate banking subsidiary,Banco WestLB do Brasil S.A.
Overview of Banco WestLB do Brasil S.A.

Banco WestLB do Brasil S.A. (Sao Paulo) is a medium-size bank
established in 1911 with total assets of approximately USD1.5 billion
(as at December 30, 2011). It has 66 employees and focuses mainly
on wholesale banking.
Strategic Significance of Investment


19
With strong domestic demand and rich natural resources supporting
various industries, Brazil is rapidly becoming one of the most powerful
economies in the world.
To further contribute to development of economic relations between Latin
America and Asia by supporting Asian companies’ investment to the area,
providing trade finance, and facilitating cross-border M&A activities.
Mizuho Financial Group
III-vi Overseas Network
Total of 86 Overseas Offices. Approximately Half (44) in the Asia-Pacific Region


Offices established since FY2012:
April, 2012:
Yangon Representative Office (Open)
January, 2013: Expansion of Business at Yangon Representative Office
January, 2013: Kunshan Sub-branch and Tianjing Heping sub-branch (Open)
We will continue to consider advance establishment of offices in regions our customers are projected to expand into
and regions that we expect to have potential/ongoing growth going forward.
(We have obtained approval for branches in Bangalore and Chennai, India, and approval to open a representative
office in Phnom Pehn, Cambodia )
(As at end-January, 2013)
MHCB (China)
■
Europe/Middle East (21)
The Americas (21)
Brazil
Sao Paulo ●
The Bahamas
Nassau ■
Canada
Toronto ●
Vancouver ●
Cayman Islands
Cayman ●
USA
New York ●■■■◆◆◆
Chicago ●■
Los Angeles ●■
Atlanta ●■
Houston ●■
Mexico
Mexico City ●
● MHCB Overseas Branch/Sub-branch
▲ MHCB Overseas Representative Office
■ MHCB Overseas Subsidiary etc.
◆ MHSC/MHTB/DIAM Overseas Subsidiary etc.
Austria
Vienna ■
Belgium
Brussels ■
France
Paris ●
Italy
Milan ●
Germany
Dusseldorf ●
Frankfurt ●
Luxembourg
Munsbach ◆
The Netherlands
Amsterdam ■
Spain
Madrid ■
Russia
Moscow ▲■
Switzerland
Zurich ◆
UK
London ●●■◆
Bahrain
Bahrain ▲
Iran
Tehran ▲
UAE
Dubai ●
Saudi Arabia
Riyadh ◆
Turkey
Istanbul ▲
20
Asia/Pacific (44)
China
Beijing ■◆
Dalian ■■
Guangzhou ■
Hong Kong ●■◆◆
Kowloon ●
Nanjing ▲
Qingdao ■
Shenzhen ■
Shanghai ■◆◆
Tianjin ■
Wuhan ■
Wuxi ■
Xiamen ▲
Suzhou ■
Kunshan■
Tainjing Heping■
■
The Philippines
Manila ●
Singapore
Singapore ●◆◆
Taipei ●
Taichung ●
Kaohsiung ●
India
Mumbai ●◆
New Delhi ●
Thailand
Bangkok ●
Indonesia
Jakarta ■
Vietnam
Hanoi ●
Ho Chi Minh City ●
Korea
Seoul ●
Myanmar
Yangon ●
Malaysia
Labuan ●
Kuala Lumpur ●■
Australia
Sydney ●■
Mizuho Financial Group
III-vii Expanding the Business Portfolio using Strategic Business Alliances
Pursue the best mix between organic and alliance strategies,
considering market characteristics of countries and regions
China
China CITIC Bank
Asia
Russia
China Development Bank Korea Development Bank
Sberbank of Russia
Austria
Raiffeisen Zentralbank
Qatar
Taiwan
Mongolia
Ministry of Economic Affairs
Trade and Development Bank of Mongolia
Laos
Banque Pour Le
Exterier Lao Public
Thailand
India
Qatar National Bank
Turkey
Akbank T.A.Ş
UAE
Mashreq Bank
South Africa
Korea
Shinhan Financial Group
State Bank of India
Tata Group
Singapore
Malaysia
Hyflux
Tisco Bank
The Philippines
Bank of the
Philippine Islands
Vietnam
Vietcombank
Maybank
Indonesia
Ascendas
Balimor Finance
Eurekahedge
Bank Negara Indonesia
Standard Bank of South Africa
USA
Evercore
BoA
BlackRock
Mexico
Banco Santander (México) S.A.
Brazil
Itau Unibanco
Australia
ANZ Banking Group
*Alliance partners shaded in black indicate a capital alliance relationship.
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Mizuho Financial Group
IV. Mizuho’s medium-term business plan (One MIZUHO New Frontier Plan)
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Mizuho Financial Group
IV Mizuho’s medium-term business plan (One MIZUHO New Frontier Plan) (1)
Global structural changes and financial industry’s roles
(Necessary elements for “New Frontier of Finance”)
Significant changes in environment
surrounding financial institutions
At a turning point regarding “what the mission of
financial institutions ought to be”
Necessary elements for “New Frontier of Finance”
Change in Economic
Structure
Changes in
Business Environment
(1) Focus on real customer demand
(“clientoriented”)
(2) Sophisticated risk-taking and
strengthened financial intermediation
Change in
Financial Industry
(3) Globalization
Tightening of Regulations
(4) Abundant liquidity and appropriate capital level
Change in Industrial
Structure and Customer
Trend
(5) Strong corporate governance supported by
strong corporate culture
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Mizuho Financial Group
IV Mizuho’s medium-term business plan (One MIZUHO New Frontier Plan) (2)
Mizuho’s unique approach to the necessary elements
for the “New Frontier of Finance”
Mizuho’s Vision
The most trusted financial services group with a global presence and a broad customer base,
contributing to the prosperity of the world, Asia, and Japan.
Necessary Elements for the
New Frontier of Finance
(1) Focus on Real Customer
Demand (ClientOrientation)
(2) Sophisticated Risk-taking
and Strengthened Financial
Intermediary Function
(3) Globalization
(4) Abundant Liquidity and
Appropriate Capital Levels
(5) Strong Corporate
Governance supported by
Strong Corporate Culture
<Five Basic Policies>
1. Further develop integrated strategies across
Group
the group for each customer segment to
respond to the diverse needs of our customers
2. Contribute to sustainable development of
Growth
the world and Japan by proactively responding
to change
<５つの基本方針>
Future Direction based on our Analysis of
Mizuho’s Current Situation
(1) Provide unified group solutions by thoroughly
promoting sharp bank-trust-securities strategy
for each customer segment
(2) Further develop strengths by focusing actions
on growth markets and businesses in which we
have competitive advantages, and boost market
share in strategically important businesses
Global
3. Mizuho Means Asia: accelerate globalization
(3) Build a group earnings structure combining both
stability and growth
Ground
work
4. Build strong financial and management
foundations to support the essence of Mizuho
(4) Enhance profitability by improving group
management efficiency and realizing overall
group optimization, and secure sufficient levels
of capital
5. Form strong corporate governance and culture
-ance
in the spirit of One MIZUHO
Govern
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(5) Strengthen the Mizuho brand through actions
such as improving customer service
Mizuho Financial Group
Thank You
This presentation includes future projections such as business strategy and numerical targets. These projections
include assumptions made based on information available at the time of preparation of this presentation and
uncertain factors that may impact future projections such as business strategy and numerical targets. These
projections and assumptions are not guaranteed to be realized in the future and may significantly differ from
actual results.
Items related to future projections such as business strategy and numerical targets also reflect our recognition at
the time and include certain risks and uncertainties.
Except where required under regulations for listed securities stipulated by the Tokyo Stock Exchange etc.,
Mizuho does not constantly revise or update its future projections such as business strategy and numerical targets
in the event of the occurrence of new information or events or for any other reason, nor does it have any
responsibility to do so.
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Mizuho Financial Group