Our Strategy
Designing Mizuho’s growth strategy by backcasting from our long-term vision for the world
We designed our growth strategy by backcasting from our idea of the future we aspire to create - one of personal well-being and a sustainable society and economy. This helped us determine our vision for the world in 10 years and identify a number of areas to work on to make that vision a reality.
Our business model specifies four different domains. In addition to pursuing each domain in depth, we are advancing a “4+α” strategy that interconnects their respective functions, and we are also strengthening our corporate foundations to support our strategy and growth.

1 Global Corporate & Investment Banking business
The “4 +α” Strategy

We have identified four strategic domains—mass-market retail business in Japan, asset and wealth management in Japan, supporting the growth of Japanese companies, and global Corporate & Investment Banking (CIB)—in which to elevate our initiatives and demonstrate our strengths.
By interconnecting the four domains and the functions within each domain, we will also further enhance overall competitiveness and establish a business model that creates new added value.

Mass-market retail business in Japan
We aim to extend our reputation for accessibility and reliability and continue as our retail customers’ bank of choice through improved customer convenience and differentiated products in our digital, remote, and physical channels. We are securing the stable deposits necessary to provide funding to customers, industry, and society, while also attracting a future customer base for our asset and wealth management business.

Asset and wealth management in Japan
We will take on the challenge of doubling asset-based income2 alongside our customers as we work to become the most reliable brand in asset and wealth management and positively contribute to our customers’ personal well-being. Drawing on the collective strengths of our group’s consulting services, we are meeting the asset formation, management, and succession needs of our individual customers and further enhancing the capabilities of Asset Management One, our group’s asset management arm.
2 The Japanese government is promoting its Doubling Asset-based Income Plan, which encourages the shift of excess household funds from saving into investment.

Supporting the growth of Japanese companies
We strive to be an expert partner that delivers value-added solutions for business creation and growth. With our involvement in enhancing the competitiveness of Japanese companies and promoting sustainability and innovation, we are serving as an integral part of Japan’s sustainable growth, global competitiveness, and transition to a low-carbon society and circular economy. We will leverage our competitiveness to grow together with our clients, connecting our corporate clients of various scales and at various stages and providing thorough support for business growth and enhancement of corporate value.

Global CIB business
Mizuho delivers comprehensive financial solutions to clients throughout the world by leveraging our strong presence in capital markets, particularly in the US, and our extensive global network. We aim to be a top 10 global Corporate & Investment Bank and a strategic partner to our clients, growing alongside them to realize a prosperous society and economy.
Inter-connecting the four domains

Channeling a stable deposit base into the growth of Japanese companies and society
Deposits are increasingly important as a key funding source to provide liquidity to customers, industries, and society. By exercising our competitiveness in Japan’s mass-market retail business, we will draw more customers to our deposit accounts and attain a more stable deposit base, characterized by high customer loyalty. In turn, this will enable us to secure the funding necessary to support the growth of Japanese companies.

Helping customers build their assets for a prosperous future
By reaching a wider range of customers in our mass-market retail business in Japan and broadening the scope of asset formation in Japan through means such as Nippon Individual Savings Accounts (NISAs) and individual-type defined contribution pension plans (iDeCo, we will support the current and future growth of our asset management business, as well as build out a future customer base for our wealth management business.

Facilitating business and asset succession for the next generation, bridging funding and investment needs
We provide one-stop solution to companies and business owners for the many challenges and needs associated with business and asset succession. In this regard, we leverage the solid relationships we have built with both our corporate clients and individual customers, as well as the integrated consulting and service capabilities of our banking, trust banking, and securities businesses. We also utilize our banking, trust banking, securities, and asset management to match companies’ funding needs with individuals’ investment needs.

Turning international business opportunities and structuring capabilities into growth for Japanese companies and the Japanese economy
We connect regions through our global CIB business, supporting business strategy and creating business opportunities in M&A and other fields for our corporate clients in Japan. We also provide banking and capital markets solutions.
We have developed advanced structuring capabilities and networks through our global CIB business, and we are exploring ways to leverage these alongside investors’ diverse risk appetites towards positively contributing to the growth of Japanese companies and the Japanese economy.

Turning global investment opportunities into growth for Japan’s households and society
We aim to generate and develop new value chains by connecting a range of origination and sourcing opportunities outside Japan with our asset and wealth management business in Japan.
In addition, through our CIB franchise in the US, which has the world’s deepest capital markets, we will look to acquire expertise in alternative asset management, such as private assets, and in financial technologies, with a view to eventually applying these capabilities in Japan and other regions.
Financial targets
We have set medium-term financial targets for FY2028.

3 TSE ROE. Incl. Net Unrealized Gains(Losses) on Others Securities.
4 Incl. Gains(Losses) relater to ETFs and others