Académique Documents
Professionnel Documents
Culture Documents
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3. Cooperative Banks in developed countries 2
No. of No. of
Country Groups Asset Deposit Loan Membership Customer
Banks Branches
(Bil. Yen)
Japan Shinkin Banks 118,004 109,221 62,670 292 7,777 9,191,407 n/a
(Mil. EUR)
Germany Volksbank/Raiffeisenbank 909,179 531,860 486,158 1,290 14,122 15,724,909 30,000,000
Union National de
Spain 80,548 80,548 63,838 83 4,715 1,799,474 9,715,710
Cooperativas de Credito
Credit Agricole 1,170,000 398,000 455,000 41 9,100 5,700,000 21,000,000
France Credit Mutuel 436,400 149,000 188,200 18 5,020 6,700,000 14,200,000
Banques Populaires 250,404 94,800 121,000 22 2,692 2,800,000 6,600,000
Banche Popolari 365,200 254,100 243,000 90 7,593 1,070,000 8,050,000
Italy
Federcasse 126,400 102,700 84,800 439 3,617 776,224 1,463,584
Netherlands Rabobank 506,234 278,095 186,459 248 1,575 1,551,000 9,000,000
Oesterreichische
176,008 97,694 101,254 574 1,611 1,655,153 3,600,000
Raiffeisenbanken
Austria
Oesterreichischer
33,773 22,054 17,617 68 611 650,000 700,000
Genossenschaftsverband
Krajowy Zwiazek Banków
Poland 8,786 6,551 4,631 588 3,597 2,500,000 10,500,000
Spóldzielczych
Finand OKOBANK 52,845 24,200 34,800 238 680 1,133,000 3,100,000
UK The Co-operative Bank 16,452 12,240 10,998 n/a 119 n/a 2,200,000
as of the end of fiscal year 2005 (Dec.2005 (Europe), Mar. 2006 (Japan))
(Source) European Association of Co-operative Banks, Shinkin Central Bank
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4. Overview of Japanese Banking Institutions
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5. Overview of Japanese Banking Institutions 2
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6. Strategic map of banking segments
Large
Strategy (Cost effective mass products)
Nationwide n Low cost banking channel
Mega-bank (Telephone・PC・ATM・Instore)
n High profitable transaction(Private Banking)
Strategy(Local concentration)
n Close relationship with customers
Shinkin Bank
n Value added service
n Commitment to the community
Small
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7. Importance of Cooperative Banks
n The importance of cooperative banks is increasing in the recent economic condition,
as competition in large commercial banks have been severe and improving
management efficiency is being more important for commercial banks.
l For SMEs or individuals, loan is small and disperse, then lender diversity is important.
l Regardless of economic conditions, steady supply of funds for SMEs and individuals, who
are essential for national economic growth.
l Cooperative banks have to be sensitive about its members' needs because of their nature.
As not for profit entity, member benefits should be primarily preceded. It is said that
cooperative banks are more suitable for community finance.
Value of cooperative
n Providing financial service based on the long-term mutual prosperity Shinkin Banks
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8. Brief History of Shinkin Banks
○1900: Establishment of the Industrial Union Act, and birth of Credit Cooperative as legal entity.
(Shinkumi Bank)
○1917: The Urban Credit Cooperative Act → Approval of taking non-member deposit
○1951: The Shinkin Bank Act → Separate Shinkin Bank from Shinkumi Bank legally.
↓
- The difference between Shinkin and Shinkumi is determined mainly by the range of non
member transaction.
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9. Shinkin Banks all across Japan
Hokuriku (18)
Kinki (33)
Chugoku (27)
Kanto (51)
Okinawa (1)
(As of the end of Mar. 2006)
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10. Enlargement of Shinkin Banks
Total Deposit Total Lending
Bil. Yen)
(Mil. Yen Bil. Yen)
(Mil. Yen
110,000 80,000
70,000
90,000
60,000
70,000
50,000
50,000
40,000
30,000 30,000
1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
Membership
('000)
9,500
l Total deposit: Continuously increasing, except
9,000
for the fiscal year 2002.(by partial withdrawal of
deposit protection)
8,500
l Total lending: Peaked in 1999 and reversed and
8,000 increased slightly 2006.
7,500
l Membership: Continuously increasing but growth
rate slowed.
7,000
1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006
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11. Breakdown of Customers
3. Breakdown of Depositor
l Borrower: Lending for small and medium-sized
FI
Public
1.4%
Corporate enterprises reaches to around 65%. The great
2.0% 16.7% portion of lending for individuals is housing loan.
l Corporate classification: Industries of corporate
borrowers diversified widely. Real Estate (24.6%),
Individual Services(19.6%), Manufacturing(19.2%) are the
80.0%
largest.
l Depositor: Individual depositors accounted about
80% of total amount.
250 6,000
93 94 95 96 97 98 99 00 01 02 03 04 05 06
No. of merger 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
transactions
7 5 8 4 6 8 3 6 12 16 20 14 9
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13. Differences in statute and regulation
(Between Shinkin, Shinkumi and Commercial Banks)
Business scope Deposit taking → No restriction Deposit taking → Basically only members No restriction
Lending → Basically only members are are eligible. (Non member deposit can
eligible. There is some exception of be taken less than 20% of total deposit.)
lending for non-member Lending → Basically only members are
eligible. There is some exception of
lending for non-member
Tax Preferential Preferential Ordinal
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14. Regulation for Shinkin Bank
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15. Regulation for Shinkin Bank 2
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16. Tax Preference for Shinkin Bank
Type of Tax Shinkin Bank Commercial Bank Legal Basis
Corporation Tax 22% to taxable income 30% to taxable income -Art. 66 of Corporation Tax Law
-other specific law
Property Tax for 50% reduction of taxation basis Reduction is not applied. -Art. 349 sec. 3 of Local Tax Law
commercial real estate
Business Tax Marginal tax rate Marginal tax rate -Art. 72 sec 22 of Local Tax Law
-Taxable income less than 4 mil -Taxable income less than 4 mil -Art. 40 of Local Tax Law
Yen will be applied 5%. Yen will be applied 5%. additional rule
-Taxable income exceeding 4 mil -Taxable income exceeding 4 mil
Yen will be applied 6.6%. Yen and less than 8 mil Yen will
be applied 7.3%.
-Taxable income exceeding 8 mil
Yen will be applied 9.6%.
Business Office Tax 50% reduction of taxation basis Reduction is not applied. -Art. 701 sec 41 of Local Tax Law
Stamp Tax -Free Stamp Tax Law
-Deposit book -Tax (200 Yen/Cert.) -Tax (200 Yen/Book) -Attached table 1 Sec.18
-Deposit certificate (If face value of a certificate is -Tax (200 Yen/Cert.) -Attached table 1 Sec.8
-Receipt less than 10,000 Yen: free) -Tax (Specific Duty) -Attached table 1 Sec.17
-Share Certificate -Tax (Specific Duty) -Tax (Specific Duty) -Attached table 1 Sec.4
(Issued for member: free)
-Free
Registration and License -Tax 90,000 Yen -Tax 150,000 Yen Registration and License Tax
Tax on establishment of an office. on establishment of a branch. Attached table 1 Sec.24
(excl. Head Office) -Tax 90,000 Yen
on establishment of a non-
branch office.
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17. Governance system of Shinkin Banks
n Management Structure of Shinkin Banks
l In Shinkin Bank Act, a duty of installation of a
Member (Shareholder) general meeting is imposed as the highest
Election organization of control. (One Member One
Representative Vote)
Meeting (Optional) Assignment l Since Shinkin Banks have so large
Assignment Auditor membership that they may be hard to hold
general meeting, installation of a
Board of Directors Audit
representative meeting instead of a general
meeting is optionally permitted.
n Regulation of Directors
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18. The Characteristics of Cooperative Banking System 1
n The existence of Central Bank facility
7 Regional Association
○Lobbying
○Auditing
○Consulting
292 local Shinkin Banks 1,290 local Cooperative Banks
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19. The Characteristics of Cooperative Banking System 2
n Mutual Support Mechanism
- Regardless of differences in scale and scope, cooperative banks in countries may have mutual support
mechanisms so that any local cooperative bank that is in difficulties should be supported to avoid losing the
creditworthiness of the group.
- Some groups have legally prescribed systems. (France, the Netherlands)
- "Cross-Guarantee Mechanism" is structure to provide mutual guarantee for liabilities of entities within
the group. (central institution, local cooperative banks and subsidiaries)
- Other groups have the mutual support systems running privately. (Japan, Germany)
- In most cases, scope of guarantee (protection, support) is limited. (for the liabilities due to customers)
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20. Shinkin Central Bank
n In 1950, Shinkin Central Bank (SCB) was established by all Shinkin Banks' contribution for
shareholding as the central institution for Shinkin Banks.
n SCB plays dual roles as a central bank for Shinkin Banks and an individual financial institution. At
the end of fiscal year 2004, SCB has ranked the 6th largest in Japan and 73th worldwide.
(reference, "The Banker" Jul. 2006)
Membership, Shareholding
n The SCB issues preferred shares. Preferred shares are issued to complement members' common
shares and listed on the Tokyo Stock Exchange in 2000.
n Preferred shares carry no voting rights at the general meeting, in this regard, voting rights are
equally distributed to every member Shinkin Banks. (One Member One Vote)
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21. Functions of Shinkin Central Bank
lComprehensive financial service provider - deposit taking, lending, remittance and other additional
operations
lRegional Financial Institutions - Lending to municipal and related entities, local development projects
lOne of the largest institutional investors in Japan
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22. Support for Shinkin Banks
Management Consulting 92 92 82
ALM support 53 69 47
n ALM support: Providing comprehensive and detailed advice, including basic approaches to risk management of the
overall assets and liabilities of a Shinkin Bank and methodologies for developing ALM system.
n Securities investment and portfolio analysis: Suggestions on securities investments and risk management
n Support for regional development: SCB helps Shinkin Banks play a leading role in regional development and the
revitalization of local shopping area in their communities.
n Support for the improvement of management at SMEs: Support for better management at Shinkin Banks' customer
SMEs
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23. Shinkin Bank Management Reinforcement System
n Securing the soundness of Shinkin Banks in order to maintain and improve the credit
worthiness of the industry, the Shinkin Bank Management Reinforcement system was founded
in 2002, based on the agreement of Shinkin banks, National Association of Shinkin Banks, and
Shinkin Central Bank,
n Shinkin Bank Management Reinforcement System consists of 3 steps as " Management Analysis", "Management Consulting" and
"Capital Reinforcement"
1. Management Analysis :
Objective analysis of the business conditions based on the management data submitted from Shinkin Banks.
2. Management Consulting:
Depend on the business condition, consultation program of management and individual issues will recommend.
3. Capital Reinforcement:
Capital injection by subordinated loan with being submitted business revitalization plan and conducting a feasibility survey
Agreement
1. Management Analysis
Shinkin
Shinkin
Central 2. Management Consulting
Banks
Bank
3. Capital Reinforcement
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24. Challenges of Japanese Cooperative Banks
→ Being similar in operation with commercial banks, cooperative philosophy only remains in
lending.
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25. Challenges of Japanese Cooperative Banks 2
lCooperative management
・ As cooperative banks, management concepts essentially differ from stock based
commercial banks.
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26. Subjects of local based banks
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