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Nanto Bank Nanto Bank NANTO BANK Annual Report 2002 Year ended March 31, 2002 Head Office 16, Hashimoto-cho, Nara City, Nara 630-8677, Japan Phone : (0742) 22-1131 URL : http://www.nantobank.co.jp/ Securities & International Division (Tokyo) 12-5, Kyobashi 1-chome, Chuo-ku, Tokyo 104-0031, Japan Phone : (03) 3535-1238 Fax : (03) 3535-1239 SWIFT Address : NANT JP JT e-mail Address : [email protected] Securities & International Division (Nara) 16, Hashimoto-cho, Nara City, Nara 630-8677, Japan Phone : (0742) 27-1560 Fax : (0742) 26-1734 SWIFT Address : NANT JP JT NAR e-mail Address : [email protected] Hong Kong Representative Office Suite 3008, 30/F., Two Exchange Square, 8 Connaught Place, Central, Hong Kong, China Phone : 852-2868-9932 Fax : 852-2530-1583 e-mail Address : [email protected] Contents 1 Financial Highlights 2 Message from the Management 4 Business Performance Details of Our Initiatives 5 Achieving a Healthier Asset Position 6 Risk Management 7 Review of Operations 8 Board of Directors and Corporate Auditors Corporate Data 9 Consolidated Balance Sheets 10 Consolidated Statements of Operations Consolidated Statements of Stockholders’ Equity 11 Consolidated Statements of Cash Flows 12 Notes to Consolidated Financial Statements 23 Report of Independent Public Accountants 24 Capital Management 25 Supplemental Data (Non-Consolidated) 28 Nanto Bank Group Outline of Consolidated Subsidiaries 29 Organization Financial Highlights (Consolidated Four-Year Summary) The Nanto Bank, Ltd. and Consolidated Subsidiaries Years ended March 31 Thousands of Millions of yen U.S. dollars 2002 2001 2000 1999 2002 For the year: Total income ¥ 96,293 ¥ 110,930 ¥ 117,616 ¥ 126,209 $ 722,649 Total expenses 142,937 106,145 116,060 154,817 1,072,697 Income (loss) before income taxes (46,644) 4,785 1,556 (28,608) (350,048) Net income (loss) (27,709) 2,235 1,090 (19,037) (207,947) At year-end: Total assets 4,093,107 4,037,667 3,872,822 3,948,706 30,717,500 Loans and bills discounted 2,344,783 2,402,218 2,466,772 2,566,789 17,596,870 Securities 1,349,295 1,311,914 1,120,835 923,700 10,126,041 Deposits and negotiable certificates of deposit 3,667,841 3,627,709 3,516,847 3,409,644 27,526,011 Total liabilities 3,925,710 3,839,754 3,691,391 3,767,419 29,461,238 Minority interest 4,255 3,556 2,690 2,270 31,932 Total stockholders’ equity 163,141 194,356 178,741 179,016 1,224,322 Common stock 27,586 26,962 26,925 26,925 207,024 Yen U.S. dollars Per share data: Net income (loss) ¥(102.76) ¥ 8.30 ¥ 4.05 ¥ (70.77) $(0.77) Stockholders’ equity 597.99 721.11 663.67 664.69 4.48 Capital adequacy ratio (%) 9.04 10.16 9.53 9.12 Note: U.S. dollar amounts are included solely for the convenience of readers and are calculated at the exchange rate of ¥133.25 to US$1.00, the rate prevailing on March 31, 2002. Net income (loss) Total assets Total stockholders’ (Billions of yen) (Billions of yen) equity (Billions of yen) 2.2 4,037 4,093 194.3 3,948 3,872 179.0 178.7 163.1 1.0 -19.0 -27.7 1999 2000 2001 2002 19992000 2001 2002 19992000 2001 2002 1 Message from the Management Michitaka Sakamoto, Chairman (left); Hiromune Nishiguchi, President losses under strict credit classification standards. Our Mission and Challenges Regrettably, these measures resulted in a net loss, but Japan continues to suffer from asset deflation and a stag- this was merely a one-time result based on a strict estima- nant economy, and the stock market remains weak. The tion of the downside risk factors in the local economy, economy of Nara Prefecture also faces ongoing difficulties. which was faced with structural adjustments and deflation- As a regional bank, our role is to support our clients and ary pressure: it was also a result of our sound and conserva- create a rich and vibrant local community. Our mission and tive accounting practices. corporate policy is to provide banking services that con- By removing as many factors as possible that are detri- tribute to the development of the regional economy. mental to profitability, we will further improve our finan- The financial environment, however, is undergoing radi- cial soundness and transparency and ensure a steady cal change, with a large number of business integrations and recovery. industrial restructuring, as well as the ending of unlimited A bank’s capital ratio is a strong indicator of its business insurance guarantees on long-term bank deposits in April soundness. We have managed to secure a consolidated capi- 2002. As competition in the financial sector continues to tal ratio of 9.04%, after the above-mentioned bad debt dis- intensify, financial institutions face the urgent necessity of posal, including write-offs, and this is far above the 4% early disposal of bad debts and prompt write-down of secu- requirement by domestic standards. rities holdings. At Nanto Bank, we have set about tackling these issues Improving Profitability speedily and with firm resolve. Our sound financial position To enhance the confidence and loyalty of customers amid will enable us to continue providing high-quality financial these difficult circumstances, we must not only reinforce services and remain “the bank of choice” for customers in our financial soundness but also ensure sustainable profits. the region. In line with this goal, we are striving to imple- We are reconstructing our business operations by imple- ment our Medium-Term Management Plan “Get 21.” menting the initiatives in our Medium-Term Management Plan, “Get 21,” thereby providing a rapid recovery of Improving Financial Soundness profitability. To further reinforce our financial base, during fiscal 2001, This reconstruction will be achieved on the basis of the we wrote down securities under strict impairment account- following three courses of action. ing standards and increased provisions for possible loan 2 The first is to reinforce our financial management capa- Active Information Disclosure bilities. In the local retailing business, which is our area of specialty, we will focus our efforts on promoting personal To maintain our position as the bank of choice in the area, loans and business loans. we undertake proactive information disclosure through our The second step is to reconstruct our strategic business publications and website, thereby enhancing our manage- foothold. To expand our business foundations, we will open ment transparency. new offices in Osaka and Kyoto, two cities with large corpo- During this fiscal year, we held meetings at four loca- rate markets that have close ties with Nara Prefecture. We tions both inside and outside the prefecture, where we were will upgrade our branches, and will strive for greater effi- able to meet our customers directly and explain our manage- ciency by merging some branches and closing others while ment policies and business performance. maintaining quality service. So that our customers may feel secure in their transac- The third step is to improve efficiency. Through the tions with the Bank, we will carry out increased disclosure introduction of a new operating system in March this year, of information to the local community and interested par- we began conducting business process reengineering (BPR), ties and continue to deepen our communication with them. through which we will centralize and streamline our clerical operations and be able to cut back the number of personnel. Growth in Tandem with the Local Community To improve management efficiency, we will work on reduc- To ensure our growth, we need to maintain strong ties with ing personnel and non-personnel expenses, while continu- the local region. As the designated official financial institu- ing to actively invest in essential areas such as information tion for the local governments of Nara Prefecture and 47 technology. local municipalities, the Bank strives to serve the local com- munity through the provision of loans to local public enti- The Success of Our Customers Means the Growth ties and the acceptance of public bonds. The Bank actively of Our Business Support for Local Businesses supports local welfare activities, including the donation of welfare vehicles and scholarship grants. In February this Without the growth of local businesses and the establish- year, we also acquired ISO 14001 certification for our con- ment of new venture enterprises, there would be no growth tributions to the development of a recycling-oriented society in local demand or employment, and no regional develop- and environmental conservation. ment. We are therefore reviewing the Bank’s organization to create a system that actively meets the needs of a wide vari- Looking Ahead ety of businesses, ranging from venture businesses at their founding stage to established businesses that are in their Since its founding in 1934, the Nanto Bank Group, which growth phase or have reached maturity. At our branches and consists of Nanto Bank and its ten subsidiaries, has oper- specialist sections including the Venture Business Support ated according to the principles of sound management and Division — established at our head office — we have highly support for regional development. We will continue to focus experienced staff who provide comprehensive support, our energies on providing high-quality financial services in including consulting services, financing, and support for order to maintain our status as the bank of choice in the direct fund procurement through the issuance of corporate area. We look forward to your continued support and bonds. patronage. Understanding our customers’ business enthusiasm, we will continue to offer strong support and reliable services. Rating and Pricing To ensure our customers’ success and thereby secure the Michitaka Sakamoto growth of our business, and at the same time to fulfill our Chairman responsibilities as the supplier of funds, we must do our utmost to reduce risk and guarantee adequate profits.
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