Money Forward Overview

Total Page:16

File Type:pdf, Size:1020Kb

Money Forward Overview Money Forward Overview © Money Forward Inc. All Rights Reserved 1 Corporate Overview / Investors n Launched PFM service in Dec. 2012, Accounting SaaS service in Nov. 2013 n Raised JPY4.8bl (≒USD44m) to date, key investors include JAFCO, Monex Ventures, Credit Saison, Shizuoka Bank, SBI Holdings, Yamaguchi Financial Group, The Toho Bank, Mizuho Financial Group, Isetan Mitsukoshi Holdings, North Pacific Bank, The Gunma Bank, The Fukui Bank, The Shiga Bank, Mitsubishi UFJ capital, Fenox, Dentsu Digital, GMO Venture Partners and others n Number of employees: Approx. 210 (as of Jul. 2017) n Awards ü Jan. 2014 “US Embassy's Award”, The Entrepreneur Awards Japan 2014 ü Feb. 2014 “Judge's Award”, Japan Venture Awards (JVA) 2014 ü Mar. 2014 “Grand Prize”, Financial Innovation Business Conference (FIBC) 2014 ü Dec. 2014 “Grand Prize”, NTT DATA the 1st Open Innovation Business Contest © Money Forward Inc. All Rights Reserved 2 CEO Yosuke Tsuji (Co-founder and CEO) l Executive Officer at Japan Association of New Economy (JANE) l Committee Member of "Fintech Review Conference” of METI l 2001-2004 Worked at Sony Corporation, Finance Department l 2004-2012 Worked at Monex Securities (one of Japan's largest online brokerage firms) in marketing and business development. Tenured as Chief of Marketing Department. <Attended> l Faculty of Agriculture (BS), Kyoto University (2001) l MBA at Wharton School, University of Pennsylvania (2011) © Money Forward Inc. All Rights Reserved 3 Board Members (1) Chihiro Asano(Board Member) l Built account aggregation, database and security platform l Through his career, developed analysis tools for financial market, analyzed and developed algorithm and provided IT consulting services for financial institutions l Graduated Faculty of Science and Engineering of Waseda University in 2008 (Master) Toshio Taki(Head of Fintech Research, Board Member ) l Member of “Panel of Experts on FinTech Start-ups” of FSA l Member of “Study Group on FinTech” of METI l Leader of “Fintech Task Force” of Japan Association of New Economy making recommendations for the regulators l 2004-2012 Nomura Institute of Capital Markets Research. 2011-2012 CEO Office, Nomura Holdings. Conducted research on retail financial business and evaluated business models both domestic and abroad l Graduated Keio University (Faculty of Economics) in 2004 and Stanford University, Graduate School of Business (MBA) in 2011 © Money Forward Inc. All Rights Reserved 4 Board Members (2) Takayuki Tsuzuki(Board Member ) l 2001-2012 Sony Corporation. l Developed 5 Ghz Wi-Fi router, copyright protection system, contents delivery service for PlayStation series, etc. l Graduated Faculty of Engineering of Yokohama National University in 2001 (Master) Takashi Ichikawa (CISO, Board Member) l 2000-2011 Monex Securities l Developed trading system and experienced project management including M&A l 2011-2012 Leader of Infrastructure at Simplex Naoya Kanesaka(CFO, Board Member ) l 2007-2014 Goldman Sachs (Tokyo and San Francisco), Vice President M&A, Investment Banking l Graduated Tokyo University (Faculty of Economics) in 2007 © Money Forward Inc. All Rights Reserved 5 External Board Directors and Advisors From left, Mr. Haruta, Mr. Tanaka, Mr. Mitachi and Mr. Morikawa Mr. Kurumatani and Tsuji Akira Morikawa (External Board Director) Masaaki Tanaka (Adviser) Founder and Chief Executive Officer, C Channel Corporation Senior Global Adviser, PwC International - Former Representative Director and CEO at LINE - Former Executive Vice-president at Mitsubishi UFJ Financial Corporation Group, Inc., President and CEO at Union Bank, N.A., Director at Morgan Stanley Takashi Mitachi (External Board Director) - Serves as Advisor to Financial Services Agency (FSA) since Senior Partner & Managing Director, The Boston Consulting Feb. 2017 Group - Served as Co-Chairman of The Boston Consulting Group Makoto Haruta (Adviser) Japan for 11 years CEO, betaCatalyst Inc. - Served as Executive Chairman at DeNA Co. from Nobuaki Kurumatani (External Board Director) 2011-2015 after serving as the companyʼs Chief Financial President, CVC Capital Partners Limited. - Former Chairman of Yokohama DeNA BayStars - Former Deputy President and Board Director at Sumitomo Mitsui Financial Group © Money Forward Inc. All Rights Reserved 6 Business Overview – PFM – App Store “Finance Category” No.1 (as of Aug 24, 2017) Google Play Best Apps of 2014-2016 5.0 million # of Financial # of Users (No.1 Market Share Institutions linked 2,600+ in PFM services in Japan*) to our service Household • Customized app for 12 Alliance with Improvement FIs JPY19,090円** (≒$171)/ Financial Users month • Marketing platform for Institutions (FIs) Experienced 30+ FIs *(Source)Research firm:Rakuten Research, Inc. Research method:Internet survey Date:Mar. 23 – Mar. 27, 2017 Target: Persons who have used PFM services Target age:20〜69 # of persons: 685 **(Source) Research method:Internet survey Date:Feb. 15 – Feb. 19, 2017, Target: Persons who uses “Money Forward” # of persons: 2,460 © Money Forward Inc. All Rights Reserved 7 Business Overview – SaaS – Accounting / My Number Invoice Payroll Expense Lending Tax Return (SSN) # of Financial # of Users 500,000+ Institutions linked 3,600+ to our service 2,000+ • Reduced 80% of time Improvement (No1 Market Share in spent on tax return** # of Accounting Users Offices Accounting Offices • Reduced 100 minutes Experienced in Japan*) on issuing invoices*** *(Source) Research firm : Business Management Studies Research method : Internet and FAX survey Research time :Feb. to May. 2017 Target : Accounting Offices # of persons : 111 **(Source) Research firm:Money Forward, Inc Research method:Internet survey Research time : Jan. 2015 Target : Persons who use "MF Cloud Tax Return" # of persons : 150 ***(Source)Research firm:Money Forward, Inc Research method:Internet survey Research time : Feb. 2016 Target : Persons who use "MF Cloud Invoice" # of persons : 173 © Money Forward Inc. All Rights Reserved 8 Contact Media: [email protected] Service, Recruiting, etc.: [email protected] Disclaimer No representation or warranty, express or implied, is made as to, and no reliance should be placed on, the fairness, accuracy, completeness or correctness of the information or opinions contained herein. Money Forward, Inc. shall have no responsibility or liability whatsoever (for negligence or otherwise) for any loss howsoever arising from any use of this material or its contents or otherwise arising in connection with this material. The information set out herein may be subject to updating, completion, revision, verification and amendment and such information may change materially. This material is based on the economic, regulatory, market and other conditions as in effect on the date hereof or as of the date indicated. It should be understood that subsequent developments may affect the information contained in this material, which Money Forward, Inc. is under no obligations to update, revise or affirm. The information in connection with or prepared by companies or parties other than Money Forward, Inc. is based on publicly available and other information as cited, and Money Forward, Inc. has not independently verified the accuracy and appropriateness of, and do not make any warranties with respect to, such information. © Money Forward Inc. All Rights Reserved 9.
Recommended publications
  • September 5, 2019 to All Whom It May Concern Notification Regarding The
    September 5, 2019 To all whom it may concern Daiwa Securities Group Inc. Credit Saison Co., Ltd. Notification Regarding the Capital and Business Alliance of Daiwa Securities Group Inc. and Credit Saison Co., Ltd. In order to handle the diversifying needs of the market, Daiwa Securities Group Inc. (Head Office: Chiyoda-ku, Tokyo; President and CEO: Seiji Nakata) and Credit Saison Co., Ltd. (Head Office: Toshima-ku, Tokyo; President and COO: Masahiro Yamashita) are developing and providing next-generation comprehensive financial services utilizing the finance business knowledge and customer networks built up by both companies since their founding. The two companies have entered into a capital and business alliance with the goal of creating the future of finance, and the details of this agreement are as follows. 1. Reasons for the Capital and Business Alliance Through the “Passion for the Best 2020” medium-term management plan started by the Daiwa Securities Group in the last fiscal year, Daiwa Securities Group is aiming to become an integrated securities group with a hybrid business model, providing new value through expansion and strengthening external networks and surrounding businesses, with traditional securities business at its core. Credit Saison started its Medium-term Management Plan in this fiscal year, with “A Finance Company Advancing with Customers for 50 Years: Providing Peace of Mind and Confidence about Money” as its mission statement. With payment and finance platforms as the base, the Company is making efforts to transform into a finance company which provides optimal services which can contribute to improving customers’ quality of life. Up until now, Daiwa Securities Group and Credit Saison have worked to expand the securities and credit card industries as independent major companies.
    [Show full text]
  • Toho Co., Ltd. Agenda
    License Sales Sheet October 2018 TOHO CO., LTD. AGENDA 1. About GODZILLA 2. Key Factors 3. Plan & Schedule 4. Merchandising Portfolio Appendix: TOHO at Glance 1. About GODZILLA About GODZILLA | What is GODZILLA? “Godzilla” began as a Jurassic creature evolving from sea reptile to terrestrial beast, awakened by mankind’s thermonuclear tests in the inaugural film. Over time, the franchise itself has evolved, as Godzilla and other creatures appearing in Godzilla films have become a metaphor for social commentary in the real world. The characters are no longer mere entertainment icons but embody emotions and social problems of the times. 2018 © TOHO CO., LTD. All rights reserved/ Confidential & Proprietary 4 About GODZILLA | Filmography Reigning the Kaiju realm for over half a century and prevailing strong --- With its inception in 1954, the GODZILLA movie franchise has brought more than 30 live-action feature films to the world and continues to inspire filmmakers and creators alike. Ishiro Honda’s “GODZILLA”81954), a classic monster movie that is widely regarded as a masterpiece in film, launched a character franchise that expanded over 50 years with 29 titles in total. Warner Bros. and Legendary in 2014 had reintroduced the GODZILLA character to global audience. It contributed to add millennials to GODZILLA fan base as well as regained attention from generations who were familiar with original series. In 2017, the character has made a transition into new media- animated feature. TOHO is producing an animated trilogy to be streamed in over 190 countries on NETFLIX. 2018 © TOHO CO., LTD. All rights reserved/ Confidential & Proprietary 5 Our 360° Business Film Store TV VR/AR Cable Promotion Bluray G DVD Product Exhibition Publishing Event Music 2018 © TOHO CO., LTD.
    [Show full text]
  • Hydrogen and Fuel Cells in Japan
    HYDROGEN AND FUEL CELLS IN JAPAN JONATHAN ARIAS Tokyo, October 2019 EU-Japan Centre for Industrial Cooperation ABOUT THE AUTHOR Jonathan Arias is a Mining Engineer (Energy and Combustibles) with an Executive Master in Renewable Energies and a Master in Occupational Health and Safety Management. He has fourteen years of international work experience in the energy field, with several publications, and more than a year working in Japan as an energy consultant. He is passionate about renewable energies, energy transition technologies, electric and fuel cell vehicles, and sustainability. He also published a report about “Solar Energy, Energy Storage and Virtual Power Plants in Japan” that can be considered the first part of this document and is available in https://lnkd.in/ff8Fc3S. He can be reached on LinkedIn and at [email protected]. ABOUT THE EU-JAPAN CENTRE FOR INDUSTRIAL COOPERATION The EU-Japan Centre for Industrial Cooperation (http://www.eu-japan.eu/) is a unique venture between the European Commission and the Japanese Government. It is a non-profit organisation established as an affiliate of the Institute of International Studies and Training (https://www.iist.or.jp/en/). It aims at promoting all forms of industrial, trade and investment cooperation between the EU and Japan and at improving EU and Japanese companies’ competitiveness and cooperation by facilitating exchanges of experience and know-how between EU and Japanese businesses. (c) Iwatani Corporation kindly allowed the use of the image on the title page in this document. Table of Contents Table of Contents ......................................................................................................................... I List of Figures ............................................................................................................................ III List of Tables ..............................................................................................................................
    [Show full text]
  • Industrial Report (C) JETRO Japan Economic Monthly, August 2005
    Industrial Report (C) JETRO Japan Economic Monthly, August 2005 Trends in the Pharmaceutical Industry Japanese Economy Division Summary The nature of Japan’s pharmaceutical market is changing. The market for generic drugs in Japan has been expanding in recent years. Major Japanese pharmaceutical companies have undertaken mergers and restructuring, and an increasing number of foreign pharmaceutical companies have entered the Japanese market recently by establishing joint ventures with Japanese drug companies or granting distribution rights for their products to Japanese firms. 1. Market Overview The Japanese pharmaceutical industry, buoyed by a rise in income levels and growing awareness about hygiene after World War II, has grown gradually in line with Japanese industry. The introduction of universal health insurance coverage in April 1961 triggered a soaring increase in domestic demand for medicines. The brisk development of new medicines based on technologies introduced from the West has enabled the industry to respond more quickly to market needs. As a result, the Japanese pharmaceutical industry is now second only to that of the United States. In recent years, however, Fig. 1-1 Japanese Market Share of Generic Drugs (GE/total drugs) the financial situation (%) Value Quantity basis surrounding health insurance has (Drug price basis) become strained due to increasing 1999 4.7 10.8 medical costs shouldered by the 20024.8 12.2 2003 5.2 16.4 government, owing to the aging Source: Japan Generic Pharmaceutical Manufacturers Association population, advances in medical Fig. 1-2 Market Shares of Generic Drugs in Main Countries technology and the development (2002) of new medical equipment.
    [Show full text]
  • 『Summary of Activities for Hydrogen Utilization in Chubu in 2030』
    1 『Summary of Activities for Hydrogen Utilization in Chubu in 2030』 February 19th, 2021 Hydrogen Utilization Study Group in Chubu ■ Eleven private companies which are promoting hydrogen utilization (listed below) have established the Hydrogen Utilization Study Group in Chubu in March 2020 to expand hydrogen demand and to build a supply chain for stable hydrogen utilization in the Chubu region. ■ This Group takes its first effort in Japan to conduct cross-sectional studies in various industries such as energy (oil, gas and electricity), petrochemicals, automobiles, steel manufacturing and finance. <Participating Companies> Alphabetically, ♦Secretariat companies Air Liquide Japan G.K. /Chubu Electric Power Co., Inc. /ENEOS Holdings, Inc. / Idemitsu Kosan Co., Ltd /Iwatani Corporation / Mitsubishi Chemical Corporation/ Nippon Steel Corporation /Sumitomo Corporation♦/Sumitomo Mitsui Banking Corporation♦/ Toho Gas Co., Ltd. /Toyota Motor Corporation♦ Hydrogen Utilization Study Group in Chubu 【Summary】 2 <Background of Study> On December 26, 2017, Ministry of Economy, Trade and Industry (hereinafter “METI”) published the Basic Hydrogen Strategy which included the following targets. ▽Realization of low-cost hydrogen usage under the Basic Strategy in order to move towards a hydrogen-based society: ■ As a basic approach, procurement of hydrogen at large scale, either by i) use of combination of inexpensive, unused energy of overseas markets with CCS, or ii) use of inexpensive, renewable energy to be used by electrolysis ■ Realization of annual procurement of 300 Kt/y of hydrogen, by developing commercial-scale supply chains by around 2030. Aim to realize hydrogen cost of 30 JPY/Nm3. ■ In the later phase, further endeavor to lower the hydrogen cost to 20 JPY/Nm3 to allow hydrogen to gain the same competitiveness as traditional energy sources after environmental cost adjustments are incorporated.
    [Show full text]
  • Nber Working Paper Series Did Mergers Help Japanese
    NBER WORKING PAPER SERIES DID MERGERS HELP JAPANESE MEGA-BANKS AVOID FAILURE? ANALYSIS OF THE DISTANCE TO DEFAULT OF BANKS Kimie Harada Takatoshi Ito Working Paper 14518 http://www.nber.org/papers/w14518 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge, MA 02138 December 2008 The paper started as a joint project with Dr. Kelly Wang when she was Assistant Professor at University of Tokyo. The authors are grateful to her for her help in providing us with computer programs and in discussion the ways to apply her methods to the Japanese banking data. Upon Dr. Wang's departure from the University of Tokyo, the project was carried on by the current two authors with full consent from Dr. Wang. The current two authors take responsibility for any remaining errors. Mr. Shuhei Takahashi provided us with superb research assistance. We are grateful for financial support from Nomura foundation for social science and Chuo University for Special Research. We are also grateful for helpful discussions with Masaya Sakuragawa, Naohiko Baba, Satoshi Koibuchi, Woo Joong Kim, Joe Peek, Kazuo Kato and for insigutful comments from participants in Asia pacific Economic Association in Hong Kong in 2007, Japan Economic Association in 2008, NBER Japan Group Meeting in 2008 and Asian FA-NFA 2008 International Conference. The views expressed herein are those of the author(s) and do not necessarily reflect the views of the National Bureau of Economic Research. NBER working papers are circulated for discussion and comment purposes. They have not been peer- reviewed or been subject to the review by the NBER Board of Directors that accompanies official NBER publications.
    [Show full text]
  • CREDIT SAISON CO., LTD. Interim Business Report 70Th Fiscal Year (April 1, 2019 – September 30, 2019) FINANCIAL DATA
    Midterm business vision CREDIT SAISON CO., LTD. Interim Business Report 70th Fiscal Year (April 1, 2019 – September 30, 2019) FINANCIAL DATA 304.8 315.5 293.2 57.3 52.2 38.4 42.5 32.0 30.5 29.0 36.2 151.2 159.2 31.2 145.4 27.0 18.6 18.6 5,336.0 4,931.1 5,031.5 2,428.8 2,466.5 2,569.3 Dear Shareholders: I would like to express my appreciation for your continued support and patronage. Let me report on the business results for the first half of the 70th fiscal year (April 1, 2019 – September 30, 2019). Credit Saison has formulated a medium-term management plan to be carried out until the fiscal year ending March 2022 (72nd fiscal year), upholding the midterm business vision of the “Neo Finance Company in Asia.” The plan provides the mission statement “Becoming a finance company advancing with customers for 50 years: Providing peace of mind and discov- ering potentials in money.” To achieve this medium-term management plan, Credit Saison is taking on the challenge of trans- forming itself into a finance company that provides customers with optimum services for their life events that involve financial decisions by using credit cards with long service lives as touchpoints. With the completion of transfer to the Associated Core System in October 2018, which had been a long-term management priority, and with a proactive structure in place that will allow us to aim for future business growth, Credit Saison entered into an alliance with freee K.K.
    [Show full text]
  • 10/27[Thu] Press Daily Schedule
    10/27[THU] PRESS DAILY SCHEDULE TOHO Cinemas Roppongi Press Starting Ending NO. Section Title Venue Event Sign-in Guests (Tentative) Contact Info. Time Time Time Rikiya Imaizumi(Director), Koji Ichihashi(Producer), Taro Uchibori(Actor), Marika Matsumoto(Actress), Masaru TOHO CINEMAS Yahagi(Actor), Miki Akiba(Actress), Hachi Nekome(Actress), Yui TIFF Public Relations Group 1 Japanese Cinema Splash Same Old, Same Old Stage Appearance 9:30 10:20 10:35 ROPPONGI SC8 Murata(Actress), Kento Hikita(Actor), Ayaka Kawashima(Actress), +81 3 6226 3012 Mari Koike(Actress), Mao Yasuda(Actress), Chiharu Mimori(Actress), Ayano Kaneko(Theme Song) TOHO CO., LTD. TOHO CINEMAS Makoto Shinkai(Original Novel/Screenplay/Director), Yojiro Yasuhiro Toyosawa 3 Japan Now your name. Q&A 11:55 12:22 12:52 ROPPONGI SC1 Noda(RADWIMPS) +81 3 3591 3511 [email protected] TOHO CINEMAS Rikiya Imaizumi(Director), Koji Ichihashi(Producer), Taro TIFF Public Relations Group 2 Japanese Cinema Splash Same Old, Same Old Q&A 12:30 12:57 13:27 ROPPONGI SC8 Uchibori(Actor) +81 3 6226 3012 TOHO CINEMAS Jun Robles Lana(Director/Producer/Original Story), Paolo TIFF Public Relations Group 4 Competition Die Beautiful Press Conference 12:30 13:00 13:30 ROPPONGI SC6 Ballesteros(Actor), Perci Intalan(Executive Producer) +81 3 6226 3012 Sony Music Artists inc. Takeo Kikuchi(Director), Minori Hagiwara(Actress), Sayu TOHO CINEMAS Waka Uchida 5 Japanese Cinema Splash Hello, Goodbye Stage Appearance 13:45 14:35 14:50 Kubota(Actress), Masako Motai(Actress), Shunsuke ROPPONGI SC3 +81 3 5414 7351 Watanabe(Actor/ Music) [email protected] 76 Minutes and 15 Seconds TOHO CINEMAS TIFF Public Relations Group 7 World Focus with Abbas Kiarostami / Q&A 14:45 15:12 15:42 Seifollah Samadian(Director/Cinematographer/Editor/Producer) ROPPONGI SC7 +81 3 6226 3012 Take Me Home Sony Music Artists inc.
    [Show full text]
  • Press Release August 6Th, 2021 Sumitomo Corporation Chiyoda Corporation Toyota Motor Corporation Japan Research Institute, Ltd. Sumitomo Mitsui Banking Corporation
    Press Release August 6th, 2021 Sumitomo Corporation Chiyoda Corporation Toyota Motor Corporation Japan Research Institute, Ltd. Sumitomo Mitsui Banking Corporation Feasibility Study on the receiving and distribution business of imported hydrogen in Chubu Region Sumitomo Corporation (Head Office: Chiyoda-ku, Tokyo; Representative Director, President and Chief Executive Officer: Masayuki Hyodo), Chiyoda Corporation (Head Office: Yokohama City, Kanagawa Prefecture; President & COO : Masaji Santo), Toyota Motor Corporation (Head Office: Toyota City, Aichi Prefecture; President and Representative Director : Akio Toyoda), Japan Research Institute, Limited (Head Office: Shinagawa-ku, Tokyo; Representative Director, President and CEO: Katsunori Tanizaki), and Sumitomo Mitsui Banking Corporation (Head Office: Chiyoda-ku, Tokyo; President and CEO: Makoto Takashima) (collectively, “Joint Contractors”) have been appointed by the New Energy and Industrial Technology Development Organization ("NEDO") to conduct a feasibility study on the receiving and distribution business of hydrogen in Chubu Region ("Study"). NEDO selected the Joint Contractors in the public offeriing for "Development of Technologies for Realizing a Hydrogen Society/Regional Hydrogen Utilization Technology Development/Hydrogen Production and Utilization Potential Research" and the Study is scheduled to be conducted during FY2021 and FY2022. In order to promote the utilization of hydrogen in Japan, it is essential not only to produce hydrogen domestically, but also to import large volumes of hydrogen from cost competitive areas. To materialize large volume of imports, it is important to build supply chains from import terminals to demand locations, and to put priority on identifying challenges and find its solutions. Building on the previous study of potential hydrogen demand in Chubu region by the Hydrogen Utilization Study Group (“Study Group”) conducted in February 2021, this Study will focus on developing a large-scale hydrogen supply chain.
    [Show full text]
  • Introduction
    Hypertension Research (2014) 37, 256–259 & 2014 The Japanese Society of Hypertension All rights reserved 0916-9636/14 www.nature.com/hr GUIDELINES (JSH 2014) Introduction Hypertension Research (2014) 37, 256–259; doi:10.1038/hr.2014.18 The Japanese Society of Hypertension revised the Japanese Society of JSH 2014 should also be used by health nurses, nurses, dietitians and Hypertension Guidelines for the Management of Hypertension in staff responsible for team practice for hypertension management. 2009 (JSH 2009) and published the JSH 2014. Basically, the JSH 2014 Therefore, in addition to specialists in hypertension, the members of was prepared according to strategies to prepare the JSH 2009 and the The Japan Association of Medical Practitioners, The Japanese Society ‘Guidance for the Preparation of Treatment Guidelines in 2007’ of Clinical Pharmacology and Therapeutics, Japan Pharmaceutical established by the Medical Information Network Distribution Service. Association, Japanese Society of Clinical Nutrition, and Patient In the ‘Introduction’ section, methods to prepare the JSH 2014 are Corporation belong to the Japanese Society of Hypertension Com- introduced. mittee for Guidelines for the Management of Hypertension. With regard to the affiliations of the committee members, their occupation, 1. OBJECTIVE AND SUBJECTS OF THE JSH 2014 affiliated corporations and positions are described. Hypertension causes stroke (cerebral infarction, cerebral hemorrhage, subarachnoidal hemorrhage), heart disease (coronary artery disease, 2. COMPOSITION OF THE JAPANESE SOCIETY OF cardiac hypertrophy, heart failure), kidney disease (nephrosclerosis) HYPERTENSION COMMITTEE FOR GUIDELINES FOR THE and macrovascular disease. Therefore, the primary objective MANAGEMENT OF HYPERTENSION of the JSH 2014 is to present standard treatment to prevent the The Japanese Society of Hypertension Guidelines for the Management onset/progression of hypertensive complications of the brain/heart/ of Hypertension is official.
    [Show full text]
  • Integrated Annual Report CORPORATE PHILOSOPHY
    2018 Integrated Annual Report CORPORATE PHILOSOPHY With customer trust as the foundation for all its activities, Tokio Marine Group continually strives to raise corporate value. Through the provision of the highest quality products and services, Tokio Marine Group aims to deliver safety and security to all our customers. By developing sound, profitable and growing businesses throughout the world, Tokio Marine Group will fulfill its mandate to shareholders. Tokio Marine Group will continue to build an open and dynamic corporate culture that enables each and every employee to demonstrate his or her creative potential. Acting as a good corporate citizen through fair and responsible management, Tokio Marine Group will broadly contribute to the development of society. We will be there for our customers, playing our part in society in times of need. We will balance our strength as an organization with compassion as individuals, looking beyond profit to deliver fully on our commitments. Through our collective efforts, we will strive to be a Good Company, living up to the trust placed in us. CONTENTS 2 What’s Tokio Marine Group 2 139-Year History 4 Current Strengths 5 Financial and Non-Financial Highlights Integrated Annual Report 2018 6 Tokio Marine Group’s Value Creation Model 8 Management Strategy Section 9 Message from the President and Group CEO 14 Explanation of Management Strategies by Group CFO 20 Aligned Group Management 22 Message from Group CRO 24 Message from Group CSSO and Group CDO 26 Message from Group CRSO and Group Co-CRSO 28
    [Show full text]
  • Toho Gas Group Initiatives[PDF:3.39MB]
    Grow with Energy̶Go beyond Energy Toho Gas Group Initiatives Strategy 3 Taking on New Scopes Strategy 2 Enhance energy-related businesses Development into at home and abroad and Strategy 1 a Total Energy Provider venture into new business scopes Toho Gas Group Initiatives FY2019‒FY2021 that bring synergy effects. Further Growth of Offer optimal proposals for the City Gas Business the three different energies and provide added value through Toho Gas Group Ensure safety, security and stable supply. new services. Further strengthen cost competitiveness. Medium-Term Management Plan Deepen relationship with customers. Grow with Energy ̶ Go beyond Energy In November 2018, the Toho Gas Group formulated a new Medium-term Management Plan (FY2019 Reinforcing the business foundation of the Toho Gas Group ‒FY2021). By implementing our three key strategies while reinforcing our business foundation, we will In addition to ensuring the stable operation of the energy business, reinforce our business foundation to flexibly respond to changes in the business environment, aiming to achieve sustainable growth. further strengthen our position as an energy company that is trusted by customers and has strong roots in Reinforcement and Use of Human Resources / Improvement of Efficiency / Reform of the Organizational local communities. We will also further expand our business scope to achieve sustainable growth. Structure / Technological Development for the Future / Promotion of ESG Management Strategy 1 Strategy 2 Strategy 3 Further Growth of Development into
    [Show full text]