Our Features

Constant Mission over 95 Years:
Transforming Itself to Meet the Needs of the Times

Since its establishment in 1923, The Norinchukin Bank has been managed under special legislation, initially, as the central bank for Japan’s industrial cooperatives, “Sangyo Kumiai”, and subsequently via the Norinchukin Bank Act.
It is a cooperative private financial institution with a clear mission to “contribute to the development of the nation’s economy by supporting the advancement of Japan’s agriculture, fishery and forestry industries by providing financial services for the members of the agricultural, fishery and forestry cooperative system.”
Since its establishment, we have continued to provide support for everyone engaged in the agriculture, fishery and forestry industries for more than 90 years while constantly transforming in line with changes in the environment surrounding the agriculture, fishery and forestry industries.

1923~

Meeting the demand for funding in the agriculture, fishery and forestry industries before and after World War IILaunched as the central bank for Japan’s industrial cooperatives

Supporting producers with financial services, including loans, through cooperative organizations with the spirit of helping one another

Producers involved in the agriculture, fishery and forestry industries faced a shortage of funds before and after World War II through to Japan’s era of high economic growth. The Norinchukin Bank, which was established in this environment in 1923, supplied funds to agricultural, fishery and forestry cooperatives in each area to provide loans to producers and met the demand for large-scale funding that individual cooperatives were incapable of servicing as the central body for agricultural, fishery and forestry cooperative organizations based on the “one for all, all for one” spirit of helping one another.

1970~

In light of the increase in JA Savings due to economic growth

Extending loans and investments into wider financial markets in addition to the agriculture, fishery and forestry industries in response to the needs of the times

Since the 1970s, when savings deposited by individual members and local users increased considerably, we have been meeting Japan’s strong demand for funds through loans and investments for companies related to the agriculture, fishery and forestry industries, the supply of funds to Japan’s short-term capital markets, and investment in Japanese government bonds. Moreover, from the latter half of the 1990s, we quickly moved into top gear on globally diversified investments in global financial markets. We have returned stable earnings to members as JA, JF and JForest even in a low interest rate environment.

2016~

Anticipating changes in the environment surrounding the agriculture, fishery and forestry industries Trying Now!

Our Present and Future
Striving to Resolve New Challenges with the Aim of Turning the Agriculture, Fishery and Forestry Industries into Growth Industries

We believe that there are three key factors to ensure that Japan’s agriculture, fishery and forestry industries, and agriculture in particular, grow as major industries. The first is strengthening the management capabilities of large-scale farmers and agricultural corporations leading the agriculture industry of the future. The second is maintaining the protective functions of all farmers, regardless of their scale, in communities, villages and the production base. The third is production that meets consumer needs more.
We believe that addressing these factors is the key to turning the agriculture, fishery and forestry industries into growth industries.

Role as “Bridge” now expected

Consumer preference has changed significantly during the past 40 years. “Outsourcing of meals” has taken place, which includes eating out and prepared meals. There has been a major shift in the purchasers of fresh food from consumers who cook at home to restaurants and processed food companies. These companies, which have responded to the voices of consumers so far, seek to be supplied with domestically produced agriculture, fishery and forestry products with quality, volume and price that are stable year-round. We believe that meeting the needs of these companies and delivering safe and secure domestic agriculture, fishery and forestry products that consumers demand will pave the way to turning the agriculture, fishery and forestry industries into growth industries.
Therefore, based on the deep ties with producers in the agriculture, fishery and forestry industries around Japan and longstanding business relationships with Japan’s iconic companies related to the agriculture, fishery and forestry industries, both of which are our strengths, we will play a role as a coordinator to link the two together. To achieve this goal, rather than simply acting as a “bridge” between primary industry and secondary and tertiary industries, we will actively work on “building” the bridges ourselves. We will connect producers to the diverse needs that arise from the consumers’ standpoint and provide solutions leading to good results. These initiatives are what we are now expected to take on.

Strengthening the management of future leaders and supporting the protectors of the production base

Amid an ongoing population decline in agricultural leaders due to the aging demography, a full-scale trend toward expansion in management scale and forming corporations has emerged. In response to this trend in agriculture, we aim to become a financial institution that will be trusted even more by the large-scale farmers and agricultural corporations that will lead the agriculture industry of the future.
With a concept of strengthening our foundation, we will work on the management challenges faced by leaders at each development stage with hands-on onsite support. Rather than limiting ourselves to only making loans, we will provide diverse solutions that will strengthen management capabilities to support long-term growth for leaders.
Meanwhile, small-scale family farmers account for 90% of agricultural entities. In Japan, which is mountainous and where each area has its own diverse characteristics, a variety of leaders, regardless of their scale, play multifaceted roles in addition to agricultural production. These roles include the maintenance of the production base of waterways and farmland and the preservation of the land and the environment, and we believe the continuation of these roles is a prerequisite for the sustainable development of agriculture.
We will support this diverse variety of farmers and aim to turn the agriculture as a whole into a growth industry.

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