IT systems are crucial elements of financial institutions' management and business strategies, and highquality IT strategies are key means of differentiating an institution from its competitors and establishing superior competitiveness.
Mizuho will aim for strong IT systems that are efficient and stable and will support its One MIZUHO Strategy. We will continue to develop IT systems that will also mobilize the group's comprehensive capabilities to establish superior competitiveness, meet customer needs, and give a solid response to progress in IT, tighter financial regulations, and other trends, while also providing global IT services in an integrated manner among banking, trust banking, and securities functions. To do this, we are taking initiatives in structural reforms of our systems and promoting group–wide data management and cyber security, as we also continue to strengthen IT governance.
Selected as Competitive IT Strategy Company 2017 (for the second consecutive year)
System Structural Reform
To respond to the needs of our customers and society as a whole, which are becoming increasingly sophisticated year by year, we are taking initiatives in making both system structural reform and IT operation process reforms to "make IT systems fast and inexpensive" and "keep it efficient." Responding to customer service and business needs, we are making structural improvements that include developing common systems and strategic rebuilding as well as sophistication of infrastructure using the Cloud, and developing the next–generation IT system as the compilation of these initiatives. In addition, we are drawing on the latest digital technologies and moving forward with IT business process reforms to improve productivity in development and enhance the efficiency of operations and administration.
Efforts to System Structural Reform
- Robotic Process Automation
- Application Programming Interface
At Mizuho, to enable customers to make use of financial services feeling secured and contribute to stable operation and sustainable development of the financial infrastructure, we have positioned coping with cyberattacks as a top priority management issue. With Mizuho–CIRT1 taking the lead, we have assigned high–level professionals and are drawing on intelligence and cutting–edge technology developed in collaboration with external specialist organizations, while we are also taking initiatives to strengthen our strategic resilience capabilities. These include monitoring via integrated SOC2, analyzing computer viruses, developing multilayer defense systems, and other measures.
- Cyber Incident Response Team
- Security Operation Center
As data management for data collection and analysis to be used in management and business becomes more important to respond to global financial regulations and sophistication of MIS3, we have prepared a database to centralize management of collected and analyzed data relating to risks and profits, etc. In addition, with the aim of using big data for more sophisticated marketing, we are promoting the development of a data analysis platform that can process large volumes of data at high speeds.
- Management Information System
Transition to Next–generation IT Systems
Regarding the next–generation IT systems, the highest priority is placed on ensuring quality and safe launching. Preparation will be carefully conducted after checking the system quality as it is critical to ensure safe and steady transition. The system migration will be implemented gradually, after thorough rehearsals. In the next–generation IT systems, as a result of unification of Mizuho's current three core banking systems, we will downsize and streamline our IT systems. Also, developing independent components by business and function will enable flexible adaption to new services and shorten the lead time and reduce costs for new development. By structuring cutting–edge core banking systems, we will strengthen infrastructure for providing services to our customers and improve operations processing speed.
Next–Generation IT Systems Ahead of Other Banks
Unification of Core Banking Systems of former MHBK, former MHCB, and MHTB
- Downsize and streamline the IT systems
- Improve response to potential system failures
Independent components by business and function
- Improve flexibility through a simplified structure
- Enable flexible adaptation to new services
- Shorten the lead time and reduce costs for new development
Cutting–edge next–generation core banking systems
- Strengthen infrastructure for providing services
- Improve operations processing speed