The Chiba Bank website[IR Library]

Chiba Bank IR Day(DX strategy)

April 8, 2024

Table of Contents

Future Vision

Overview of the DX Strategy
Chibagin DX Strategy
Chibagin DX [3.0]
Personalization Strategy
Regional Ecosystem Strategy

3
4
5
6

Changes in Fanbase
Transformation through DX
Accelerating the DX Strategy

26
27
28

Creating the Optimal Customer Experience
Digital Marketing
Chibagin App
Corporate Portal
Cashless
New Businesses
Metaverse / BaaS / Anti-Money Laundering
Chibagin Market
Advertising
On Ad / Joint Business Plan
Operational Efficiency

7-10
11-12
13
14
15
15
16
17
18
19

Organizational Change through DX
DX Personnel
Organizational Culture Change ① (Recruitment ,Personnel System)
Organizational Culture Change ② (Idea Pitch Contest)
Organizational Culture Change ③(DX Supporter System, Innovation Lounge)

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

21
22
23
24

1
1

Overview of the DX Strategy

22Chibagin DX Strategy
Creating maximum customer value through DX strategy

2017

2020

2023

2026

Chibagin DX [2.0]Chibagin DX [3.0]Digital Banking Strategy

Improved CX and productivity

The optimal customer experience◼ Operation of TSUBASA FinTech
joint platform◼ Development of banking andbanknote apps that utilize the
FT joint platform◼ Establish moonshot targets◼ Promotion of app, portal, data
usage, paper/seal-less◼ Implement DX personnel
development system

Chibagin DX [1.0]Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

◼ Deliver proposals personalized tocustomers◼ Develop ecosystem that promotes
regional engagement

33Chibagin DX [3.0] - Creating Maximum Customer Value Evolution of the customer-focused business model

Creating the optimal
customer experience
Evolution of customer-focusedbusiness model

Retail Customer Needs

Regional Ecosystem Strategy

Personalization Strategy

Evolution of Financial Operations

PaperlessSeal-less

Develop digital infrastructure toconnect to customers

Creation of Non-financial Operations
Platform

App
Corporate portal

Develop infrastructure for more
efficient banking operations

Corporate Customer Needs

Regional
suppliers
BaaS
New technology

Support operations throughplatforms and new technology

ChibagnMarketAD

Digital support for needs

Digital support for sales

Advertising

Digital marketing to improve strategic outcomes
Accelerate strategy through human resources development

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

444Personalization Strategy (One-to-One Marketing)Utilize data to make proposals that that address each customers’ issues in order to build a fanbase
Proposals that stand
upstream of commercial
distribution
Collect data from awide range of sources
SNS

App

End-of-life
Retirement

・Improve customer engagement
・Collect even more data

Raising children
House/car purchase

Corp. Portal
Marriage/children

EmployeeATM

Client liaison

・Payroll deposits

Student
・Open account・Debit card

・Life insurance
・Assetmanagement

・Residential loan
・Auto-loan
・Non-life
insurance

・School loan
・Insurance
review・Retirement
package・Assetmanagement
review・Testamentary
trusts・In-vivo gifts

・Credit card
・Card loan
・Utility payment

Further enhancement of proposal lineup
through non-financial services
Deliver life plan proposals to each customer
through their optimal channels

Anticipate customer needs
and life plans through data
analysis

DigitalRemoteHouse

Car

BridalTravelIn-person
Chibagn Market

Elicit customer needs

Green energy

NursingEnd-of-life

Desirable products and services
Examine household budget and life plan
Financial literacy / asset management
information
Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

55Regional Ecosystem Strategy
Connect local customers and businesses to build an economic cycle

Regional ecosystem

Cashless payments
platform

Local residents
Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Chibagin Market

Advertising

Local businesses
66Creating the Optimal Customer Experience77

Digital Marketing ①
Digital marketing by specialized division in headquarters × cross-use proposals made from sales representative at branch for each person using analysis results

Non face-to-face

Person in chargeof analysis➀ Changing to Digital customer throughdigital marketing (resolution ↑)Product control
department

Capturing customer
behavior② Promotion of product use /cross-use
based on the personalization proposal

Face-to-face③ Cross-use proposals
using analysis results

Needs-rank-model④ Approach to new customers
Prediction of life events

0.45 million
people②0.28 million
peopleProductusers

Nonface-to-face③Face-to-face
Person in charge ofdigital marketing

Sales representativeat branch
Customers with
consulting proposal

0.77 million
people2.55 million
peopleNon-digital
customers

Digital customers
Behavioral information/account information①

Account information only

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

200 customers/per person in charge

Sharing of needs ranking and other analyses
Sharing of marketing results④
Others500 customers/per person in charge

88Digital Marketing ②
By centrailized management of all data, accelerate the marketing PDCA cycle from analysis to effectiveness measurement
Individual customers
In-person

DigitalRemoteRealization of value associated with each customer’s life events
through In-person × Remote × Digital
Call centerATM

BranchDMe-mailImplementation
measures

Measures planning

Effectmeasuring

Realization of truly one-to-one marketing

Measuresplanning
App

AD

App

TEL

App

SMS

SNS

Data analysis
Attribute analysis

Consistent experience for customers across various
channels as if they have a single contact

ADHP

To accelerate
the PDCA cycle

AI・Machinelearning

Transaction analysis

Data
preparation

Behavior analysis
Life event analysis

BranchData analysis

Analytical / marketing infrastructure

AdvertisingApp

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Data that is not
linked to anywhere

Connection to theright channel forthe approach

Outbound

App

SMS

9
9

Digital Marketing ③
Transforming customer experience by achieving proposals that meet customer needs in a timely manner in all channels
Improvingcustomerexperience

Examples alreadyrealized
Building needs-rank-model

E-mail marketing

Approach by person in charge

Predicting interests and needs

We can see which customers
are actually interested

Timely approach tointerested customers

Data analysis

ClickTransforming customer
experience
Digitaladvertising
HomepageApp
Chat

Proposal by person in charge using data

E-mail opening“Just when I was interested,
I got a 〇〇 from Chiba Bank”

Telephone
E-mailBranchVisit

Integrate dataat all customer contacts
Predicting needs throughdata analysis /AI
Approaching customer using data
in various channels

Face to face proposal
TelephoneDM
E-mailApp notification

Chiba Bank understand me...

Become Chiba Bank Group fans
Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

For the Bank's
growthExpansion ofcross-use
Improvement of
productivity
Further
improvement ofgross businessprofit per employee
1010Chibagin App ①
Developing an app that can solve any problem
Implemented alreadyExpand functionality
Familiar financial services via the app
Digitalize branch transactions

Fulfillment of financial services
Convenient and safe services

Solve any problem
through a single channel

Connect to life
Collaboration with other services

Number of app registrtions /penetration rate
50.0%

App penetration
rate*

10.6%

305

2021/3

25.5%

Number of app
registrants
1.5 million people

17.8%

514

2022/3738

2023/3

About ¼972

of the Chiba Prefecture
population

2024/3(Estimate)※Number of users who used the app at least once

• Barcode payment• Payments/transfers• Balance/transaction statement• Timed deposits/cancelations/account openings• Online account openings/transfers• Public personalauthentication• Registration of publicmoney receipt account• Notifications• Ongoing customer
management• Loan repayment schedule • Early repayment of• In-app loan
residential loans• Trust Inquiry• Fund wrap balance• Trust account openings• Securities accountbalance• Foreign currency
deposits/insurance• Google Pay/Apple Pay• Unified local tax QR• API collaboration• Collaboration withlocal governments,
other industries, My
Number system• App promotion incorporating data analysis
results• Notice of debit schedule• Asset/contract
information listing• Engagement tool

• Customization• Passbook mode (detail search, memo
registration, etc.)• Continual improvement of conducting wire,
buttons, etc.

• Continual improvement
of UI/UX• Authentication
collaboration to otherchannels

Increase customer cotact points
Personalization• Household accounting
review/LP simulation

Improved UI/UX
Comfortable smartphone experience
Simple operation, exciting design2026/3(Plan)※Number of Chibagin app registrations ÷ number of individual active customers■Number of app users per day

From FY3/26

Transaction/asset visualization, proposals tailored to customers

33.0%(Thousand)Future plans
FY3/25

About 150 thou.
peopleCommunication
Consulting anytime, anywhere• Branch appointments• Introduction of friends• Advertisement delivery• Chat/online
consulting, etc.

Smooth communication/coordination with in-person transactions

As of the end of February 2024

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

11
11Chibagin App ②
Customer experience changes steadily by providing app
Number of individual customers /app account registrants

Providing highly convenient app
At present

4,200

4,120

4,052

4,013

3,971

3,927

3,950

35.7%

Approximately 970,000 people registered for the app in March
2024, compared to approximately 3 million active accounts(Operating account penetration rate:

30.0%

Individual
number ofcustomers

33%)

24.0%

(Thousands)

Appnumber ofusers(Thousands)

Changing customer experience seen in numbers

18.4%
App
registration
rate

Number of remittancetransfers*

Opening of ordinarysavings account*

36.1%
+9.5%

Overall remittancetransfers

2023/2
FY20200

FY2020

FY2021

FY2022

FY2023(estimate)

FY2024(plan)FY2025(plan)

Opening of
NISA accountApr. 2023
Release41.6%

Apr. 2023
Release41.2%

2023/22024/22023/22024/2

Card loan contract

Apr. 2023
Release44.0%

2023/22024/2

8.0%
3.8%

26.6%
2024/2

514

972

1,500

305

Opening of investment
trust account+4.2%+21.0%
7.9%

2023/2738

1,236※ Only open ordinary savings accounts is web accounts opening

tax and publicfinance collection

28.9%

7.8%

0.0%
FY2019Percentage of transactions using app (monthly comparison)

12.9%

2024/2
FY2023(estimate)2023/32024/2Rate ofincrease

Number of cases

5.44 million

6.97 million

+28%

Fees

¥1.58 billion¥1.97 billion+24%

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

※Overall number of remittance transfers increased.
Although unit cost of commissions via app is set lower, overall commissions also increased.

1212

Corporate Portal
Portal site that is functional and easy to understand for all customers

・Portal site that is functional and easy to understand for all customers
・Implement functions that allow for administrative streamlining as an online branch(corporate transaction cosulting)

Aim to be a familiar bankonline and in-person

Solid Line: actual results

1

Try the app

Complete transactions through theportal without needing to visit a branch

2

Understand services
Obtain the information you need,when necessar you need it

3

Consult/apply

Dotted line: future goal

Number of portal
registrations/penetration rate

Properly solving company problems

Portal penetration rate*1

Deliver bank services

Provide solutions

In-person transactions(Thousand)Concierge

Deposits

Complete transaction management
onlineAccount balance/transaction statement

Transaction trends(graph)Compare account info

Display account ofother banks

Financing
Borrowing reference

Repayment schedule

Account borrowing/repayment receipt

Digitization of
documents

8.4%
・Improve existing customer relationships
・Strengthen consulting capability

Chibagin manual
Information dispatch

CO2 emissions measurement

In-persontransactions
Virtual transactions

New services

FOREX

Improve collaboration
with ext. services

Smooth collaboration with Web-EB

Online financing

Digital contact points
Personalized ・Maintain/increase transactions with net depositors
recommendations and small accounts

・Acquire new customer segments

Notifications, etc.
Notification itemchange

5.0

17.4

26.3

34.8

44.7

Number ofcorporate portal
registrations*2

2021/9 2022/3 2022/9 2023/9 2024/2※1 Number of corporate portal registrations ÷ number of individual
active customers※2 Excluding accounts that have no history of logging in

2026/3(plan)

Addition of functions◼ Chibagin e-Tax data entry (1/2024～)
Online submission of tax return data filed
electronically via e-TAX is available◼ C-checker (9/2023～)

Balance certificate
issuance

Introduce to all customers

60.0

Seminar information

Group solutions showcase

52.9%

27.1%

Advanced operations

Information delivery

41.9%

70.0%

64.1%

Utilize contact points

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Marketing

Improve operational productivity
Transaction channels suitable for customers

Visualization of CO2 emissions from
customers' business activities

13
13

CashlessNumber of group cardholders and franchise locations
Number ofcardholders

From October 2019
To enter the franchise locations by the Bank

Completion of group business restructuring

1.18

Chiba Bank

From October 2020
Issuance of VISA debit

0.83
0.54

0.028

0.54

0.033

0.038

0.042

0.047

0.068

2024/4 merger

Number of
franchise locations

ChibaginDC card2023/10 Company
name changed

2020/32021/32022/32023/32024/32025/3

franchiselocationsby the BankTransaction
volumeEnhancement of point ofsale register function

1,000.4•

Linking point of sale register and payment
terminals (For dispensing pharmacies)•

Provision of mobile point of sale services

Choshi Tourism Association

6.2(February 2024)

Signing of agreement
regarding referral of
franchisees

631.2

In the future, contracts to be signed withanother tourism association

509.8

425.1

457.1

437.1

4.4

Visa
Debit

3.8

3.0

3.2

3.1

Profit2019/32020/32021/32022/32023/3Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Streamlining backoffice operations

New Initiatives*Profit of group company are calculated based on the same criteria as the banks (Fees and commissions received).

(billion yen)

Chibagin
Card

Enhancement of
Proposal

2026/3

Group transaction volume and profit

Approximately 60 basis points ofthe transaction volume is profit*

New

Strengthening service
improvement

For further business expansion(million customers / locations)

2019/3Chiba Bank

2023/10 JCB card-related
operations were transferred.

Chibagin
JCB card

0.73
0.63

2024/4～

Until now

2024/32025/3

Strengthening
cooperation
with app•

Single sign-on connection from app to debit
cardholders website (planned)•

Application function (planned)

2026/314
14

Metaverse / BaaS / Anti-Money Laundering
Continue to enter new business fields to enhance non-financial services and diversify profits
Metaverse

TSUBASA-AML Center Co., Ltd.
TSUBASA banks
Bank A

Step
1

Step
2

TSUBASA-AML Center Co., Ltd.
・Increasing the sophistication and efficiency ofoperations through the consolidation of know-how
・Effects of reducing system and personnel costs

Bank BFirst financial
institution

AML system

Database

Chibagin Metaverse
Housing Exhibition Hall (offered on a test basis)

Accumulated know-how
through the management of eventsfor designated person who has made a job offer
and local governments

System that allows customers, regardless of location
or time, to consider buying a house easily

Business operator
customers

Loans

App

TSUBASA
Point

•
•
•

• Rating model• Monitoring scenario• List maintenance(1) Operation aggregation

Business operators•
Realtors•
RetailersOccupational field •Universities
Regional hospitals
Local governments
etc.

AI

Primary
verification
Notified
services

BaaS businessCashless platform

Final
decision✓ Separate management ofdata for each bank(2) Planning operations

TSUBASA-AML Center Co., Ltd.
(Chiba, Daishi Hokuetsu, Chugoku and NRI
participated)

Collaboration

Provide financial and otherfunctions

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Cashless

Regional
advertising

etc.

TSUBASA Alliance, Co., Ltd.
(TSUBASA alliance 10 banks participated)
AML Center
15
15

Chibagin Market
Continue to enter new business fields to enhance non-financial services and diversify profits
House purchase concierge

Regional trading company: Chibagin Market
STEP1 regional production“Trigger regional revitalization” within Chiba
Crowdfunding

EC site25-49 years old
No housing loans with
the Bank
About 1.6 mil.
customers About 4 mil.

Revenue image
IncomeBranding
Income summary

customers

2

Expenditure
1st
year

Establishment of new business model that stands upstreamof commercial distribution
Uncover hidden
needs through datautilization/personali
zationHouse purchaseconcierge service

Realtors

Chibagn Market

Chibagin Leasing

Chibagn Market

Support consumption activity of new lifestyles and “Connect to life”

2nd
year

3rd
year

4th
year

5th
year

Expect to be profitable in
FY2023 (3rd year) as originallyplanned0.25 mil. customers(about 15%)
have the potential to consider
purchasing a home

Concierge service target

Strengthening channels to approach targets
Websiteadvertising

Landing page
production

Owned media

Auto leasing for individuals

Starting to provide services
for group executives andemployees[Major Areas]

Identify needs and issues
Education

Statistically grasped through e-mailmarketing

The bank's Digital Strategy Division is also using the database to identify potential
homebuyers out of 4 million customers.

Chibagin Leasing

Health/nursing

1

Service sophistication to be
expanded to generalcustomers
Chibagn Market

Consideration of car
concierge

Food retailers

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

16
16

Advertising
Providing services at every stage, from brand recognition to purchase of products and services by consumers
Brand awareness and response media

Advertising media business▼Digital signage in front of Chiba
StationrecognitionBranstrategyInterested
and concerned
Comparingand examining
Purch
-ase

Digitalsignage(in front of
Chiba Station)(Within the
Bank)

Smart
phone
(Chigin app)

▼Chibagin app _recommendation

OperationscreenAdvertising▼ATM top displayAdvertisingWebadvertising

Advertising※Under consideration

Type of media

Destination media

Advertising consulting services

Support for business issues
Financial consultancy
Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Number of sites

Number of
Ad space

Digital Signage in Chiba Station

One place

12 spaces

Branch lobby signage

152 stores

270 spaces

ATM signage

93 stores

270 spaces

ATM top display

12 stores

108 spaces(Number of Registrants) 0.94 million

3 spaces

Total advertising spaces

663 spaces

App

CustomerMarketing support in
Collaboration with▼e-mail*Advertising(Listing)

E-mail addeliveryConsumer situations▼ATM corner signage

Advertising

AdvertisingTopdisplayLeadgenerate-onstrategy▼lobby signage

As of the end of
March 2024
Ratio of contract

About 34%

Gross business profit

Onionnews Inc.
(20% owned by the Bank)

Advertising planning,production, and operation
support2023/10～Full-scale development

3

11

12

FY2023(Annualized figures)8¥0.15 billion

5

FY2025(plan)¥0.3 billion(Million yen)

Oct.

Nov.

Dec.
FY2023 2H

Jan.

Feb.

17
17

On Ad/ Joint Business Plan
Remote financial consulting service: On Ad

Joint Business Plan (JBP) with Google Cloud

Agreed in January 2024

On Ad

Neutrality

New

Utilization of Google's marketing tool, Google Cloud
Investment

Marketing with online advertising and video
Data analysis technology with Google Cloud's AI and machine learning

Completed
OnlineSpecialized
adviceDevelopment of cloud data environment
Enhancing One-to-One marketing

Contribution to “Financial
Wellness”

Individual

Corporate
Service

Accelerating the accumulation of know-how through
JBP by strengthening the system
Different advertising companies and individual
budgets for each productHigh rated by paying interviewees
98% of users are
satisfied with thecontent of theinterview

Satisfied
27%

None
5%

Very

satisfiedIntention to

71%

reuse
95%

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

95% of users
intend to reuse theservice

Lack ofcordination

App

Card

NISA ･･･

Bid tendercompetition

Advertising
company A

Advertising
company B

Advertising
company C ･･･

Decreased
learning
efficiency

BudgetBudgetBudget ･･･

Diversification/inefficiency

Organize into two working groups andstrengthen the system

Eachproduct

Unsecuredloans

WorkingGroup

Working
Group

Advertising
company X

Advertising
company Y

Establishment of JBP Strategic Budget

Consolidation/efficiency

18
18

Operational Efficiency
Improving Efficiency of store operations to promote channel optimization and personnel reployment in both directions
Efficiency of store operations
Branch lightweighting◼

Curtailment of business operations

Store operations without tellers andinternal inspection seal

(Target:0.40 million hours)

By the headquarters operator
remote reception

By the person in charge of theofficial seal check remotely

Remote reception

Remote approvalseal

Tele-Presence System “Mado"

Targets of current
mid-term plan

0.43
0.23
0.09
FY2020Experience as if the other person were there

0.11
million hours)

PL infrastructure
Subsequent affairs complete paperless

0.30(Cumulative total(internal inspection seal)

Paperless at various reception desks

0.55(People)Mainlyrelocation(teller)
TSUBASA smile

FY2021

FY2022

FY2023

FY2025

Planning, sales, etc.

FY2023Mid-term Plan

Branch▲about 10▲about 200

Headquarters▲about 60▲about 100

Group companies▲about 10▲about 70

Total

About 80

About 370

Planning (new business, DX, etc.)+about 30

Sales (Headquarters)+about 90

Sales (Branches and overseas+about 110

branches)

Group companies+about 60(Plan)

Suggestion system

Expansion of remote channels◼

0.73

Achievement of previous
mid-term plan

Breakdown offunds

Customerclerical work, etc.

(from Apr. 2020 to cumulative)

Introduced at
Hamamatsucho Branchand Mito Branch(Opened in 2023)

Customer
visits to stores

Reallocation of human resources

Volume of business reduction

Expanding remote channels to create a branch-front system that does not allow
customers to wait◼

Continue to improve operations by untilizing the suggestion system
3,000

Number of inheritance applications

Entry menu••••

Inheritance
Educational funding
Various notifications
Loan/asset management, etc.

13.7

(thousand /case )Proposal (example)

15.0

•
7.8

•

3.1

Links between Okane no basket (Money
Basket) and app
Improvement and expansion offunctions within branch loan system(case)

966
420

FY2021
FY2020

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

FY2021

FY2022

FY20231,147

FY2022

FY2023(Preliminary
figure)FY2025(Plan)

19
19

Organizational Reform through DX

20
20

DX Personnel
Developing DX personnel resources including sales branches
DX certification system/training plan
(2026/3 Plan)

DX Specialists

Specialists candidates are selectedfrom Core Personnel and given ordermade trainig

Progress
40%

DX
Specialist

As of 2023/9

12(5 mid-career hires)

External(midcareer)DX specialist training
courseCompared to2023/3+5
Personnel with high expertise

Plan

30
DX Core Personnel

Progress47%
As of 2023/9

75

Compared to2023/3+15
Plan

Achieve baseline
number of contracts
・ICT consulting
・Cashless franchises
・Advertising

Head
Office DX
Core
Personnel

Sales
branch DX
Core

Experience at DX related divisions

Personnel with a certain level of knowledge
who focus on promoting DX

DX trainees/job openings

150

DX Bass Personnel

Progress
79%

Achievebaselinescore

DX score
Experience

Results

Knowledge

Motivation

Achievebaselinescore

Acquire necessary DX
knowledge and skills
through on-demandlearning, training,
qualification acquisition,etc.

As of 2023/9

1,602

Compared to2023/3

+142
Plan

2,000

DX Base Personnel
Personnel with a certain level of DX literacy

DX CorePersonnel
training course

DX trainees
Mid-term plan
60 people

Chibagin Academy

FY3/24 results
20 people※Number of staff: 4,061 (as of 2023/9)

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

21
21

DX × Organizational Culture Change ①
Accelerate DX by strengthening career recruitment and creating a new personnel system
Specialist / Career recruitment◼

Professional courses◼

Reinforcing the hiring of personnel who will play a central role in DX
Other

100

(people)27 people

Sales
Promotion30

FY2021

5 people Market
10 people
FY2022

FY2023100
peoplePlanning

15

Expansion of career recruitment and retention of existing bank employees
looking for specialists

DX 18 people

administrative
divisionsFeatures of the system

Cashless
4 people
Corporate
solutions

Sales

Establishment of a specialist-type personnel system to secure highly specialized
human resources

19 people

17 people

Possible job types✓✓

TargetHuman resources with high-level
expertise

Careers

Specialist type (⇔Generalist type)professional
dutiesSpecializing in specialized work
according to job descriptions

Bonuses

Large variation by evaluation(emphasis on results)

FY2023✓✓✓✓✓

Data science
System planning andsystems engineering
New businesses
Marketing
Structure finance
M&A
Private banking, etc.

Examples of specialists in career recruitment
Carriers before entering the Bank

Carriers after entering the Bank

Final career before entering the Bank wasbusiness manager of a digital innovation
division in a non-financial industry
Experience with multiple companies with a focus on
digital
Also serves as a director of the Web organization toraise the DX level in the relevant industries in Japan

➢
➢

•
•
•
•
•

Planning and development of content for each
digital device
Improved UI/UX, increased subscriptions, digitalmarketing of web/app
Advertising planning and sales, ad-tech
Stationed in Silicon Valley, including systems
management
DX Personnel development, company-wide DX
promotion and new businessCurrently, as Senior Deputy General Manager ofthe Digital Strategy Division, overseeing a wide
range of DX operations➢➢

Joined the bank as the first managerial post fromnon-financial industry
focusing on raising the level of DX promotion by
developing DX human resources and providing
knowledge to related departments
Representative project teams etc. participated in so far• Application planning and development• Launch of advertising business as a new business• Formulation of the DX Strategy of the mid-term
plan• Introduction of new frameworks such as design
thinking and marketing

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Hiring of new graduates◼

In addition to the Open Course, recruitment is conducted in three courses tosecure specialist human resources

Digital course

Open
CourseEngineer course(Engagement in the overallbanking business)(Specialized departmentsfrom initial assignment)

Market course22
22

DX × Organizational Culture Change ②
Creating a culture of taking on challenges by holding an idea pitch contest and realizing the idea as a measure
Idea pitch contest

Organizational culture reform

First held in Dec. 2021
A total of 324 ideas , 258 applicants■Permeation of the Purpose and Vision■Creating a corporate culture that encourages DX and
its employees to take on challenges

Fifth Idea Pitch Contest held Feb. 2024

Uncovering ideas- ThemeIdeas and services that contribute to an “Engagement Bank Group that works
closely with the community"■Measures implemented based on the ideas
・Campaign to introduce friends to the Chibagin App■Measures currently under consideration
with reference to ideas
・Catalog gift (new service at Chibagin Market)
・Life plan simulation function of app(case)

117
92

41
◼
◼
◼

25 casesDec. 2024
The 5th contest

35

39
BranchSoliciting ideas for all group employees
Chairman of the judging committee is President
Providing audience seats at the final review venue and providing online viewing

26 cases

1st

Copyright © 2024 The Chiba Bank, Ltd. All Rights Reserved.

Group companies

2nd

3rd

4th

117 cases Headquarters
66 cases

5th

23
23

DX × Organizational Culture Change ③
Creating an organization that encourages new ideas and challenges
DX Supporter System◼

Chibagin Innovation Lounge

Before providing new services, collecting frank opinions from employees from thecustomer's viewpoint
Providing services from the customer's point of view,and fostering a corporate culture at DX

More than 2,000 employees participated◼

Experience and guidance on registering and operating Chibagin app, and organize
various events

Disseminating the
Bank Group's new
initiatives

App campaign
NISA campaign
Smart payment campaign

Questionnaire

Demonstration experiment⚫ Chibagin Market Column⚫ Chibagin App
Apple Watch/Passbook function⚫ Advertising, owned media, etc.

⚫ Metaverse Housing Exhibition Hall, etc.

In the future, using as a test
marketing and depth
interview place※Interviewers and one-on-one
qualitative survey

Digital experience
VR event (Mt. NOKIGIRIYAMA and CHIBA-UJI)
Virtual cycling
Paint Aquarium

Reflection of voice to app passbook mode function
When the passbook is transferred to the previous and next
month's screens, tapping the button is hard if I hold it side byside.

Swipe function was added

Previous month

Following month

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24
24

Future Vision25
25

Changes in Fanbase
Aim to increase the number of digital customers and increase the unit price of customers by promoting the use of products and services
Improvement process of retail business revenue
based on the DX Strategy

Two or more types of product users
Cross-use
4%¥74 thou.

Transaction category

Product use
13%¥30 thou.

・Residential loans
・Unsecured loans
・Investment trusts (with balances)
・Insurance
・Credit/debit card

Change in customer composition
during the mid-term period

Total 4.04 mil. people

Digital1.00 mil.

One type of product user

Non-digital

Non-digital

Customers who meet any of theconditions
・Payroll and pension receipts
・Balance of 300,000 yen or more
・Use of account transfer

A little fan

Account-holding
customers

Example of display
Gross profit per
customer by segment of
individual customer

Prospective fan

Total of 4.04 mil. people

Non-digital
customers
71%¥6 thou.

Digital customers
29%¥16 thou.

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2026/3 (plan)
2024/22023/3
Digital¥ 17.6 bil.

46%

Revenue from digital
customers is over 50%

Non-

DigitalNon-digital

digital¥ 20.1 bil.

¥ 19.8 bil.

¥ 20.3 bil.

54%

Digital segment

Total of 4.20 mil. people+200,000 people
during the mid-term plan

1.94 mil. people

1.38 mil. people

57%

70%

Change in revenue composition
during the mid-term period
Account only
34%
¥0.3 thou.

Non-digital
2.40 mil. People

People

75%

Fan

43%

28.1 mil.

3.00 mil. People

Total of 4.00 mil. people
Account use
49%¥5 thou.

1.80 mil. people

30%

25%

Target products are the same as
cross-use products

Digital1.23 mil. people

people0.72 mil. people(plan)

2024/22023/3
DigitalGreat fan

2026/3

Total of ¥37.9 billion

50%

50%

Total of ¥39.9 billion+ ¥6.0 billion
during the mid-term planNon-digital¥ 15.8 bil.
Digital36%¥ 28.1 bil.

64%

Total of ¥43.9 billion
26
26

Transformation through DX
DX has increased revenues and reduced costs / further transforming customer experience

Effect on revenue and cost

Number of branch staff / Individual goss business profit※ Excluding new graduate employees

43.9With the digital transition of transactions, it is possible toreduce the number of branch staff while increasing grossbusiness profits for retail customers

41.8
Individual
Gross businessprofit(billion Yen)

39.9

37.9
2,186

Further transforming customer experience

Number of
branchstaff(people)2024/3(Estimate)2023/3Using data obtained through digital transactions andanalyzing with AI to further transform customer experience
Number of
branch staff

2,020

2,077

2025/3(Plan)

2026/3(Plan)FY 2019

FY 2022

FY 2025 (Plan)

2,484 people

2,186 people

2,007 people(▲298people /▲11.9% in the previous mid-term plan)

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2,007（▲179people / ▲8.1% in the current mid-term plan)27
27

Accelerating the DX Strategy

Corporate portal

App

Paperless / sealless

Functional
enhancements➡ No need to visit branch

Creating the optimal
customer experience➡ Communicate withcustomers at any timeand any place

Face-to-faceChannelDigitalChannelIndividual

Corporation

To strengthen consulting
TSUBASA smile
Paperless➡ administrative efficiency

Increase inTransactions

Reallocation of
personnel togrowth areas

Increase infans(Sales,Planning, etc.)

BaaS
New technology

Specialized
procedures,consultations

AD

Preparation to keep customers
from waiting

Advertising

RemoteChannelNon-financial
business

One-to-One marketing

Regional trading
company

Home Page

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Marketingscenario

Platform

AI analysis
28
28Inquiries related to this presentation should be addressed to:

The Chiba Bank, Ltd.
Corporate Planning Division
Investor Relations
Tel: 043-301-8459
Fax: 043-242-9121
E-Mail: ir@chibabank.co.jp
This material was prepared only for the purpose of providing information and does not solicit
the purchase or sale of any specific securities.
All or part of the matters described in this material may be revised or changed without priornotice. This materials contains forward-looking statements. These statements are notrepresented as providing a guarantee of the Bank’s future performance, and actual results may
be subject to risks and uncertainties. Please note that future performance may differ due tochange in business environment, etc.