Tokyo Kiraboshi Financial Group

Results Briefing for the First Half of the
Fiscal Year Ending March 31, 2024

Contents
The Key Points of Today’s Briefing Session

P.3

Status of Progress on the Medium-Term Business Plan

P.4

Tokyo Kiraboshi FG Results for the First Half Ended
September 30, 2023

Corporate Customer Strategy ③ (Private Equity Investment /Kiraboshi Capital)

P.24

Corporate Customer Strategy ④ (Trust Business, Medical,
Collaboration with Other Banks)

P.25

Retail Customer Strategy

P.26

Expenses

P.27

Summary of Business Results for the First Half of the Fiscal YearEnding March 31, 2024

P.6

Factors Affecting Net Income

P.7

Shareholder Returns (Dividends)

P.28

Profit from Customer Business

P.8

Capital Management to Improve PBR

P.29

Loans and Trust Assets

P.9

Financial Management to Improve PBR

P.30

Balance of Deposits and Assets under Management

P.10

Estimation of the Impact of Rise in Yen Interest Rates

P.31

Income from Fees and Commissions

P.11

Securities

P.12

Problem Assets Subject to Disclosure under the Financial
Reconstruction Act and Capital Ratio

P.13

Core OHR/ROE/Dividends

P.14＜Reference＞ Revision of Full-Year Operating Performance Forecast
for the Fiscal Year Ending March 31, 2024

P.15

<Reference> UI Bank Results

P.16

Progress on the Medium-Term Business Plan

The Kiraboshi Group’s Actions for the Future
Digital Strategy of Kiraboshi Group

P.33

Business Alliance to Expand Digital Contact Points with Customers

P.34

Kiraboshi System: Acquisition of ITC Co., Ltd. as a Subsidiary

P.35

UI Bank: Digital Bank

P.36

Kiraboshi Tech Inc.: Maekyu/LaLaPay Plus

P.37

Digital-based, Tokyo-based Platform Concept

P.38

Overseas Strategy ①

P.39

Overseas Strategy ②

P.40

Startup Support

P.41

New Branding Project “Giving our all, for TOKYO”

P.42

Well-being and Human Capital Management ①

P.43

Organization Chart of the Tokyo Kiraboshi Financial Group

P.18

Management Base of Kiraboshi GroupP.19

Financial Targets under the Medium-Term Business Plan (KGIs)

P.20

Strategy of the Medium-Term Business Plan and Related
Indicators (KPIs) –Initiatives to Address ESG/SDGs

P.21

Corporate Customer Strategy ① (Loans)

P.22

Well-being and Human Capital Management ②

P.44

Corporate Customer Strategy ② (Commission Income from
Corporate Customers)

P.23

Sustainability (Environment-Related)

P.45©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

2

The Key Points of Today’s Briefing Session● FG’s consolidated profit increased significantly, by 56% YoY to ¥13.4 billion.
● In the full-year forecast of operating performance, profit has been revised upward by 9.0%, from ¥22.0
billion to ¥24.0 billion.
● Kiraboshi Bank’s profit from customer business (profit from main line business) increased significantly, by
52% YoY to ¥13.0 billion.

● KGI: Income-related targets on track *Figures in parentheses represent progress (variance) vs the
Medium-Term Business Plan (2024/3)➢ [ROE] 8.1% (variance of +2.2 percentage points)➢ [Consolidated profit] ¥13.4 billion (progress of 67%)
➢ [Profit from customer business] ¥13.0 billion (progress of 55%)
➢ Issues are earnings contribution from Group companies and consolidated capital ratio● KPI: Generally in line with the 2024/3 plan, with corporate customer strategy targets in particular making
strong progress● Enhancement of Group structure, the pillar of Kiraboshi FG’s strategies➢ Kiraboshi System: Acquisition of ITC to make it a subsidiary (insourcing of systems development/enhancement of ICT
consulting)➢ Kiraboshi Servicer: Acquisition of business from Argo Japan Servicing● Aim for RORA improvement → ROE improvement → PBR improvement, and thereby increase corporate
value● Progress of digital retail strategy➢ ① Shinhan Bank, ② SBI Group, ③ Mitsubishi Corporation, and others➢ Major overhaul of application operability and service functions©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

3

Status of Progress on the Medium-Term Business Plan
Financial Targets (KGIs) <Achievement level: ◎...Surpassed; 〇...Achieved or nearly achieved; △...More work needed>

Excludingspecial factors

MTBP = Medium-Term Business Plan
2022/9＜Results＞

2023/9＜Results＞

2024/3<MTBP>

5.4%

8.1%② Core OHR <Kiraboshi Bank nonconsolidated>

51.3%[Ref] Expenses (of which, nonpersonnel expenses)

Achievement
level

5.9%

＋2.2%pt

〇

53.8%

57.3%

+3.5%pt

〇

250

262

467

(¥1.9 billion)

ー

117

121

205

(¥3.5 billion)ー③ Net income <consolidated>

86

134

200

67%

〇

④ Profit from customer business<Kiraboshi Bank non-consolidated>⑤ Contribution of subsidiaries toconsolidated income <consolidated>

85

130

234

55%

〇

(9)

(4)

23

(¥2.7 billion)

8.3%

8.2%

8.3%

(0.1%pt)(Monetary unit: ¥100 million)① ROE <consolidated>⑥ Capital ratio <consolidated>

Medium-Term Business Plan KPIs

② Productivity③ Life plan
supportbusiness

Offices for corporate and retail customers,
and offices specializing in corporate
customers
Retail-focused branches
Gross core business profit per head
Number of transactions with businessownersBalance of transactions with businessownersKiraboshi Package (*)④ DX

Internet banking users⑤ Corporate
customerstrategy

Number of loans to customers with mainbank relationship having annual sales of¥300 million or moreAmount of loans to customers with mainbank relationship having annual sales of¥300 million or more
Number of business succession support
customers
Number of medical transaction support
customers

①

8.1%

②

57.9%
262
121

③

134

④

130

△

⑤

(4)

△

⑥

8.2%

<Achievement level: ◎...Surpassed; 〇...Achieved or nearly achieved; △...More work needed>
2021/3＜Results＞① Branchstrategy2023/9＜Results＞

Excluding special factors

Progress(variance)

2022/9＜Results＞

2023/9＜Results＞

2024/3<MTBP><Rate ofprogress>

Progress
assessment

91 offices

49 offices

52 offices

54 offices-〇

20 offices¥25 million-

55 offices¥36 million+2,42152 offices¥38 million+2,98634 offices¥32 million+1,000

119%
298%

〇
〇

-

¥27.2 billion
34,214¥49.2 billion
49,409¥50.0 billion
60,00098%
82%〇

76,000 users

209,000 users

300,000 users

400,000 users

75%

△

-

+1,027+2,708

+600

451%

◎

+¥457.7 billion +¥936.2 billion+¥600.0 billion

156%

◎

-

◎
〇

-

508

851

1,000

85%

〇

-

292

504

400

126%

◎

(*) Kiraboshi Package: Products and services mainly to address property management and property succession needs in the older adult segment©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

4Tokyo Kiraboshi FG
Results for the First Half
Ended September 30, 2023

©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

Summary of Business Results for the First Half of the Fiscal Year Ending March 31, 2024
Tokyo Kiraboshi FG(consolidated)①

Results for the first halfof 2024/3

2022/9(Actual)2023/9(Actual)

YoY
（②－①）

（*）

(¥100 million)

2024/3Rate ofprogress（② / ③）③(Initial plan)

2023/9Profit attributable to owners of parent

1

Ordinary profit

132

183

+50

281

65.1%

2

Profit attributable to owners of

86

134

+48

＋56.2％ YoY

220

61.2%

(¥8.6 billion → ¥13.4 billion)

parentKiraboshi Bank
(non-consolidated)* For signs used in year-on-year comparison, “+” indicates increase in income, “( )” indicates decrease in income① 2022/9(Actual)Results for the first half of2024/3② 2023/9
YoY(Actual)

（②－①）

（*）

(¥100 million)③2024/3

Rate ofprogress（② / ③）(Initial plan)

Excluding special factors
2023/92023/9Ordinary profit

Ordinary profit

487

487

+0

885

55.1%

400
275
129
(4)
87
(250)

425
325
123
(23)
62
(262)

+25
+50
(6)
(18)
(24)
(12)

236

225

(11)

―
―
―
―
―
―
63.6%

138

190

+51

319

59.5%

(¥17.3 billion → ¥17.6 billion)

(4)
(34)

2
(35)

+7
(0)

(50)
8

―
―

1 Net core business income (excluding special factors）

30

48

+18

8

―

13

Net core business income
Net core business income(excluding special factors）
Credit-related costs
Gains (losses) on bonds
Gains (losses) on stocks andother securities
Other non-recurring profit (loss)

756
643
162
(49)
128
(530)
354

(9)

(18)

(8)

(22)

―

14

Ordinary profit

217

222

+4

297

74.9%

1
2
3
4
5
6
7
8

1

②

9
10
11
12

Gross core business profit
Net interest income
Interest on loans and discounts
Interest on securities
Other interest income
Non-interest income
Expenses

16
17

Ordinary profit (excluding special
factors)
Extraordinary profit (loss)
Income taxes

18

Net income

2 15

2 19

Net income (excluding special
factors)

152

187

+34

262

14
(58)

(0)
(45)

(14)
+13

(1)
(50)

71.5%
―
―

173

176

+3

245

72.1%

+33

210

67.4%

108

141

+22.5％ YoY(¥15.2 billion →¥18.7 billion)＋2.2％ YoY(¥21.7 billion → ¥22.2 billion)

2023/92023/9Net income

Net income+30.4％ YoY(¥10.8 billion →¥14.1 billion)＋2.0％ YoY

* Indicate amounts that exclude the items below(¥100 million)① Dividends fromaffiliates② Gains fromderivatives
transactions, etc.
Total （①＋②）

2022/92023/9

64

35

33

ー

98

35

①: Dividend received from anequity-method affiliate
sourced from sale of realestate by the said equitymethod affiliate②: Gains from derivatives
transactions associatedwith unwinding of asset
swaps, etc.

Ordinary profit (excluding special factors), net income

2 (excluding special factors)* Indicate amounts that exclude the items below(¥100 million)① Dividends fromaffiliates

2022/92023/964

35①: Dividend received from anequity-method affiliate
sourced from sale of realestate by the said equitymethod affiliate(*) Revision has been made to full-year forecast of operating performance (please refer to p.15)©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

6

Factors Affecting Net Income (Kiraboshi Bank)* For signs before the numbers on this page, “+” indicates increase in income, “( )” indicates decrease in income

Main Items《Reference》 Excluding
special factors

YoY

Key Points＋¥5.0 billion＋¥2.3 billion

YoY❶

Interest on loans and discounts＋5.0 billion+¥5.0 billion YoY due to continued increase in loan balance that largely reflected initiatives
such as promotion of transactions for main bank relationship building and businessfinancing activities, as well as rise in loan yield.

❷

Interest and dividends on
securities¥(0.6) billion

Despite ¥(2.9) billion YoY in special factors (*1) that were posted, overall result was¥(0.6) billion YoY due in part to rise in loan yield.

❸

Other interest income¥(1.8) billion¥(1.8) billion YoY partly due to increases in foreign currency funding costs and in interest
payment to UI Bank on borrowed money.

Non-interest income¥(2.4) billion¥(2.4) billion YoY overall reflecting factors such as +1.4 billion YoY in commission income
from corporate customers largely in business financing, and disappearance notably ofgains from derivatives transactions (*2).

❺❻

Expenses¥(1.2) billion

Credit-related costs＋¥0.7 billion¥(1.2) billion YoY partly due to an increase in personnel expenses resulting from anincrease in base pay and other factors.
+¥0.7 billion YoY due largely to improvement in credit category of certain major
customers and collateral disposal.

❼

Gains (losses) on bonds, stocks
and other securities＋¥1.8 billion❽

Other non-recurring profit (loss)
Extraordinary income (loss) /Income taxes¥(0.9) billion❹＋¥0.3 billion

Total
Year-on-year changes

173❷
Interest on
loans anddiscounts❶
2022/9＋¥0.7 billion¥(1.5) billion¥(0.9) billion*1:

Dividend received from an equity-method *2:
affiliate sourced from sale of real estateby the said equity-method affiliate(¥6.4 billion in 2022/9 → ¥3.5 billion in
2023/9)(¥100 million)¥3.3 billion was posted in thesame period of the previous year
as gains from derivatives
transactions associated withunwinding of asset swaps, etc.

Total＋¥3.3 billion

Diff. b/w consolidated and non-consolidated

Kiraboshi Bank (non-consolidated) net
income(6)
Interest on
securities＋¥0.8 billion¥(1.2) billion

With respect to ¥68.3 billion in yen bonds and ¥10.8 billion in foreign bonds,
approximately ¥79.0 billion were sold, with ¥4.2 billion of loss cutting executed;
nonetheless, increase in gain on sale of equity securities held for pure investment andother factors resulted in +1.8 billion YoY.

+50

Net income¥(1.8) billion

Net income(18)
Other interest
income❸(24)

Non-interest
income

❹

+7

(9)

176

(12)
❺

❼

176

Group’s consolidated net income [of which, effects ofstartup deficit of newly established companies, etc.:(4)¥(1.5) billion]
Elimination of internal transactions between consolidated

Gains (losses)
Other nonon bonds,
recurring
Credit-related stocks andprofit (loss),
costs
other
Expensesetc.
securities❻(¥100 million)

Group companies (such as dividend of ¥3.5 billion（37)

mentioned in *1 above)❽
2023/9

Tokyo Kiraboshi FG (consolidated) net
income134©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

7

Profit from Customer Business (Kiraboshi Bank)
Efforts in promotion of transactions for main bank relationshipbuilding and business financing activities

1

Loan balance (closing balance) +¥293.7 billion YoY❶❷

2
Loan–deposit yield difference +0.10 pct pts YoY

3

Breakdown of factors (¥100 million, %)❸❹Income from fees and commissions +¥1.6 billion YoY

Loan balance (closingbalance)
Loan–deposit yield
difference
Income from fees andcommissions

2021/92022/92023/941,91145,407

48,344+2,937

1.18

1.23

1.33

+0.10

55

52

68

+16

255

247

262

(14)

48

85

130

+44

General and administrative
expenses(expenses + temporary
treatment of retirement
benefit expenses, etc.)
Profit from customer business（①×②×183/365＋③－④）

Increase in profit from customer business (profit from main line
business)

Loan balance / yield (¥100 million, %)(¥100 million)

YoY＋¥4.4 billion[Planned]

249

216

1.19

Loan yield

Loan–deposit
yield difference(＋52.5 ％ ）

1.18

2Q 4Q

2022/3

1.30[Yield difference] as of2023/9Exceeded 2024/3 plan

[Planned]
Average balance

48,3732Q 4Q[Planned]

2021/3

48,344

1.33

41,91114
2Q 4Q

Closing balance

45,407

48

2Q 4Q

1.33
1.23
47,737

85

1

1.36

1.24

Average balance

130

126

YoY

2023/32024/3* Calculation method: (loan balance x loan and deposit rate margin) + income
from fees and commissions - general and administrative expenses

2021/9(Closing balance)

2022/9(Closing balance)

2023/92024/3(Left: average (Average balance)[Planned]balance, right:
closing balance)©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

8

Loans and Trust Assets (Kiraboshi Bank)
Loan balance continued to increase as a result largely of efforts in promotion of transactions for main bank relationship building andbusiness financing activities, while loan yield rose
Balance of trust assets showed solid growth, led by real estate management trust, against the backdrop of the real estate market in
the Tokyo area

1. Loan balance by type of customer (¥100 million)

2. Net interest income (¥100 million)
744

656
587

1.36
Loan yield
(%)

1.18

Loan–
deposit yield
difference
(%)

1.17

1.21

1.24

1.26

1.19

1.23

1.25

125

1.33

129

39,38043,697
1,033
1,033

1,174
1,174
4,577

5,782

45,407969
6,370

48,344

463

498

6,230

1,021
1,021

26,327

31,115Interest on
securities

325

Interest on
loans anddiscounts

(23)
(23)

Other
interest
income572

6,639[+990]

(2)

(4)

(21)
(21)

2022/92023/3Local
governments

2021/3Medium- andlarge-sizedcompanies

3. Balance of trust assets (¥100 million)

2022/3(6 months)

33,232

33,692

822

SMEs

+990

170
7,300

6,999

6,952

7,011

6,991

2021/32022/32022/92023/32023/9237

2023/9(6 months)

YoY

1,200 [+206]+3,496
243

174

Compared with 2023/3[+66]+3,496
Public works
cost
receivables
trust, etc.

283

414
Individuals

1,134

[＋25]

123

Compared with 2023/3

880

YoY

425

275

[+2,937]994
29,881

192* Inclusive of ¥3.5 billion
in dividend from equitymethod affiliate (special
factor)400

YoY

47,353

6151* Inclusive of ¥6.4
billion in dividend
from equitymethod affiliate(special factor)

819

897

957

2022/92023/32023/9539

Real estate
management
trust

244

2021/32022/3©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

9Balance of Deposits and Assets under Management(Kiraboshi Bank + UI Bank + KLD Securities)
Robust accumulation of deposit balance at UI Bank (¥468.3 billion as of Sep. 30, 2023); +¥613.1 billion YoY for theGroup as a whole
Balance of assets under management on the rise, led by Kiraboshi Life Design Securities
1. Deposit balance by type of customer

2. Balance of assets under management by item

(Kiraboshi Bank + UI Bank) (¥100 million)(Kiraboshi Bank + KLD) (¥100 million)
YoY

49,90451,8181,300
1,300

53,3661,431
1,431

56,84159,497
3,405

18,753

1,362

30,6012021/3
Kiraboshi
Bank
UI Bank
Co., Ltd.

30,4022022/3Compared with 2023/3

5,856[+2,656]

3,305

6,033
5,835

2,396

30,3682022/919,966

3,358

30,2102023/3

4,683

30,17550,45650,97053,48254,814

―

1,362

2,396

3,358

4,683

342

325

2,318

2,338

1,525

2,028

1,856

2,367

303

262

222

2,337

2,374

2,452

1,461

1,338

1,367

1,391

2021/32022/32022/92023/32023/9

4,186

4,124

3,979

4,005

4,066

1,079

1,731

1,856

2,028

2,367

KLD (*)

Public bonds

Insurance

Personal
deposits
inclusive of
deposits in UIBank 34,858

2023/949,904* Negotiable certificates of deposit not included* UI Bank started operation in January 2022

1,079

UI Bank(Individuals)

Individuals[+598][+400]
1,731

21,233 Corporate

YoY

Compared with 2023/3

Others19,170

6,434

5,266

1,791
1,791

17,511[+6,131]

Kiraboshi
Bank
KLD
Securities

Investment
trusts* KLD: Kiraboshi Life Design Securities Co., Ltd.
©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

10Income from Fees and Commissions (Kiraboshi Bank)
Substantial increase notably in commission income from corporate customers, reflecting promotion of transactions for main bankrelationship building, business financing activities, and other initiatives
Commission income from retail customers remaining generally flat due to shift to sales approach focusing on outstanding balance andnot dependent on sales commissions

1. Income from fees and commissions (¥100 million)

2. Commission income from corporate customers(¥100 million)

YoY

[+14]

39
26

127

12

115
29

24

1
3

32
17

17
1

88

2020/9352021/92022/9

Private placement
bonds
ABL, etc.
Main bank relationshipbuilding, businessfinancing, etc.
Business matching2023/9* Breakdown is based on management accounting figures
YoY

34

58

52

77

68

[+16]

18

Others

3. Commission income from retail customers(¥100 million)

9
2

7

16
33
39

9

11

10
0

3

5

5

5

4

2022/92023/9

5

YoY

[(0)]
Financial instrumentsintermediary / otherLife insurance
Investment
trustsCorporate

2020/924

2021/9* Breakdown is based on management accounting figures

20

21

2021/32022/311

21

10

Individuals

2022/92023/32023/9(6 months)(6 months)[Ref] Kiraboshi Life Design Securities’ income(*not included in commission income from retail customers above)(Started operation in Aug. 2020)¥0.0bn¥0.36bn¥0.51bn¥0.58bn

2020/92021/92022/92023/9©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

11

Securities (Kiraboshi Bank)
Yen bond position reduced in anticipation of monetary policy change; with foreign bonds, proceeded with disposalof low-coupon bonds and replacement with floating rate bonds
1. Securities balance / yield (¥100 million, %)1.33

10,204
3,901
419
3,155

1.50

2.69

1.20

1.34

10,055

9,373

3,979
419
2,765

3,838
474
2,642

2.04

Valuation gain/loss

2.73
1.95

8,558

8,208 [(1,164)]

YoY

Compared with 2023/3

3,326

Other
securities

506

478

Stocks

2,494

2,608

Corporate
bonds

Municipal bonds

3,459

627

2,074

2,264

1,790

623
1,473

802
992

2021/32022/32022/92023/32023/9216

Yield excluding
dividends from equitymethod affiliate(special factor)

1.35

653

627

2. Valuation gain/loss on securities (¥100 million)[(349)]

3,979

3,838

263

408

424

3,459
502

2,273

684
679

2021/3

2,157

827

1,807

834

585

771

2022/32022/9

1,571

898

97

66

(175)

101

129

(111)

(134) Others[(14)]

Stocks(19)

AvailableHeld-tomaturity
for-salesecurities
bonds

(6)

(137)

Bonds

(82)

(72)

(152)

(12)
(12)

(17)
(17)

Bonds

[(70)]

Foreignsecurities
Investment
trusts
REITs
PE funds, etc.
Government
bonds
Municipal bonds
Corporate bonds

Held-to-maturity(18)(18) Available-for-sale2022/32022/92023/3

REITs
Investment
trusts

6.1

3.9

6.7

3.9

6.3

2.8

6.0

2.8

6.5

2.5

2023/94. Interest ratesensitivity (¥100 million)

3. Duration (years)

1,439

2023/962

Others2021/3Foreignsecurities

2023/3

Bonds

(104)

Comparedwith 2023/3

securities
bonds

PE funds, etc.

389

54

(161)

Government
bonds

569

487

Stocks

(6)

3,326

927

100

Foreignsecurities
Investment
trusts
REITs
PE funds, etc.

Breakdown of “available-for-sale securities”
3,901

64

YoY

2023/32023/9Japanesebonds

Japanese
bonds

(28)

(28)

Foreignbonds

Foreign
bonds

(3)

(2)

2021/3 2022/3 2022/9 2023/3 2023/9* Effect of an upward parallel shift ofinterest rate by 10bp
* Excluding investment trusts©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

12

Problem Assets Subject to Disclosure under the Financial
Reconstruction Act and Capital Ratio
Ratio of problem assets subject to disclosure decreased YoY due partly to an increase in normal assets and improvement insome customers’ credit category
Capital increased mainly due to income accumulation, while capital ratio declined YoY due to increase in risk-weighted assets

1. Value and ratio of problem assets subject todisclosure (Kiraboshi Bank) (¥100 million, %)
2.50

2.70

1,194
1,002

84

1,073

1,051

58

55

2021/32022/32022/9

8.73

1,044

76

72

YoY

Comparedwith 2023/3[(29)]

[(1)]

883

95

88

Bankrupt
assets2023/32023/9

873

8.38

8.09

8.36

8.21

Risk-weighted
assetsSubstandard
loans

Doubtful
assets

942

57

2.14

1,045

76

68

875

2.19

2.34

3. Capital ratio (Tokyo Kiraboshi FG consolidated) (¥100 million, %)35,68439,54639,066

37,138YoY[+2,407]
Comparedwith 2023/3

32,638[+479]* Figures are after partial direct write-offs

2. Credit-related costs (¥100 million)

Capital2,852

2022/92023/9① Provision of general allowance for loan
losses

(13)

ー

+13

② Disposal of non-performing loans

17

3

(14)

Of which, provision of allowance forindividual loan losses

16

ー

(16)

③ Reversal of allowance for loan losses

ー

5

+5

Credit-related costs (①+②ー③)

4

(2)

(7)

2,990

3,105

3,163

3,246

YoY

YoY

[+141]
Comparedwith 2023/3[+83]

2021/32022/32022/92023/32023/9©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

13

Core OHR/ROE/Dividends
OHR continued to improve, ROE rose significantly, and annual dividend for FY2024/3 expected to be increased forthe third consecutive year
Seek to secure ROE exceeding cost of equity through enhanced profitability, and increase corporate value

1. Core OHR (Kiraboshi Bank) (%)

2. ROE (Tokyo Kiraboshi FG consolidated) (%)
Dashed line indicates core OHR
excluding dividends from equitymethod affiliates (special factor)

75.7
65.3

8.1
5.7

59.2

59.8

6.5

5.4

57.9
5.4

1.3
* Core OHR =Expenses
× 100
Gross corebusiness profit

2021/32022/351.3
2022/9

55.5

3.7

53.8

2023/32021/32023/93. Annual dividend per share (Tokyo Kiraboshi FG)

2022/32024/3
dividend
forecast

¥130
¥115

¥60

¥60

¥75
62.5

Year-end

30

30

45

Interim

30

30

30

2020/32021/32022/352.5

2023/3Year-end(forecast)

65

Interim65

2022/92023/3

Dashed line indicates ROE excluding
equity-method investment profit thatwas recorded in FG books (special
factor)2023/9Annual dividend in
2024/3 expected toincrease for the third
consecutive year

2024/3©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

14

<Reference> Revision of Full-Year Operating Performance Forecast for the Fiscal YearEnding March 31, 2024
Tokyo Kiraboshi FG(consolidated)

Results for the firsthalf of 2024/3①

2023/9Ordinary profit

2

Profit attributable to owners ofparentKiraboshi Bank (nonconsolidated)

2024/3

③

+50

281

65.1%

301

+20

Percent change +9.0%

134 +48

220

61.2%

240

+20

(¥22.0 billion → ¥24.0 billion)

183

2024/3

ChangeResults for the firsthalf of 2024/3①2023/9
YoY(Actual)+0

Net interest income
Interest on loans and discounts
Interest on securities
Other interest income
Non-interest income
Expenses

425
325
123
(23)
62
(262)

+25
+50
(6)
(18)
(24)
(12)

Net core business income
Net core business income(excluding special factors）
Credit-related costs

225

Revised forecast②

2024/3(Initial plan)

Rate ofprogress（① / ②）③2024/3

794
651
195
(52)
115
(529)

(11)

380

190

+51

319

59.5%

345

+26

2
(35)

+7
(0)

(50)
8

―
―

(26)
(35)

+24
(43)

48

+18

8

―

48

+40

(18)

(8)

―

Ordinary profit

222

+4

(22)
297

74.9%

(35)
332

(13)
+35

187

+34

262

71.5%

297

+35

16
17

Ordinary profit (excluding special
factors)
Extraordinary profit (loss)
Income taxes

(0)
(45)

(14)
+13

―
―

18

Net income

176

+3

(1)
(50)
245

72.1%

(1)
(50)
279

―
―
+34

Net income (excluding special
factors)

141

+33

210

67.4%

244

+34

10
11
12
13
14

2 15

2 19

Gains (losses) on bonds
Gains (losses) on stocks andother securities
Other non-recurring profit (loss)

2024/3

Ordinary profit

Ordinary profit（③ ー ②）

+24
+38
+8
+33
(３)
(13)
+1
+26

909

Excluding special factors
2024/3

Change

55.1%
―
―
―
―
―
―
63.6%

9

Net income attributable to owners of parent（③ ー ②）(¥100 million)

487

Gross core business profit

2024/3Rate ofprogress（① / ②）

YoY

885
756
643
162
(49)
128
(530)
354

1
2
3
4
5
6
7
8

1

Revised forecast②(Initial plan)(Actual)1(¥100 million)

Percent change

Percent change+11.7%+13.3%(¥26.2 billion →¥29.7 billion)(¥29.7 billion →¥33.2 billion)
2024/32024/3

Net income

Net income

Percent change

Percent change+13.8%(¥24.5 billion →¥27.9 billion)1+16.1%(¥21.0 billion →¥24.4 billion)

Net core business income (excluding special factors）* Indicate amounts that exclude the items below(¥100 million)① Dividends fromaffiliates② Gains fromderivatives
transactions, etc.
Total （①＋②）

22022/92023/9

64

35

33

―

98

35

①: Dividend received from anequity-method affiliate
sourced from sale of realestate by the said equitymethod affiliate②: Gains from derivatives
transactions associatedwith unwinding of asset
swaps, etc.

Ordinary profit (excluding special factors), net
income (excluding special factors)* Indicate amounts that exclude the items below(¥100 million)①Dividends fromaffiliates

2022/92023/964

35①: Dividend received from anequity-method affiliate
sourced from sale of realestate by the said equitymethod affiliate* For signs used in year-on-year comparison, “+” indicates increase in income, “( )” indicates decrease in income©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

15

<Reference> UI Bank Results
Progress made in reaching out to the younger generation, with which Kiraboshi Bank’s transactional relationshiphas been weak. Acquired users from all over Japan, centering on the Kanto region.
Initiatives for expanding UI Bank services

Results of the first half ended September 30, 2023

Deposit balance ¥468.3 billion
Ordinary savings
account / Term deposit
account breakdown

BalanceSep. 2023 Started handling ordinary savings account and term
deposit account in foreign currencies

Number of ordinary savings
accounts (number of customers)

Oct. 2023 Revamped UI Plan (smartphone loans)
to offer add-on group credit life insurance (raised borrowing age
limit)
Oct. 2023 Started offering UI nursing care loans (revolving loan
type)
Nov. 2023 Started offering UI education loans (revolving loan type)2022/9¥239.6billion2023/9¥468.3billion2023/9YoY+95.4%

Ordinarysavings¥31.9 billionTermdeposits¥435.7 billion

Breakdown of deposit balance

2022/92023/945,000accounts

95,000accounts

Distribution of accounts by age group

70s:
4.3%
Ordinarysavings
6.8%¥468.3billionTermdeposits
93.1%+110.1%
Foreign currency
deposits

19 andbelow:
1.3%

80 and above:
0.7%

Kiraboshi Bank
customers
38.1%<News Releases>

YoY

60s:
16.2%
New
customers
61.8%

20s:
12.2%

30s:
95,000 17.8%
50s:
25.9％

accounts

40s:
21.2%

UI Plan

UI nursing careloans

UI education loans

Distribution of accounts by region
Kyushu &Okinawa
Chugoku & Shikoku
4.4%
3.4%

Hokkaido &Tohoku4.7%

Kansai9.8%

95,000

Hokuriku &Koshinetsu
3.2％

Tokyo
35.2%

accounts

Tokai
5.7%

Kanto
16.1%

Kanagawa
17.1%©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

16

Progress on the Medium-Term Business Plan

©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

Organization Chart of the Tokyo Kiraboshi Financial Group(As of September 30, 2023)①

Locationof headoffice3-10-43 Minami Aoyama,
Minato-ku, Tokyo

Capital¥27.5 billion

Total
assets¥6,619.1 billion(Group companies)(As of September 30, 2023)②

Business
Description

Locationof headoffice3-10-43 Minami Aoyama,
Minato-ku, Tokyo

Capital¥43.7 billion⑪

UI Bank Co., Ltd.

Banking business

Total
assets¥6,530.8 billion⑫

Tokyo Kiraboshi Lease, Inc.

General leasing business⑬

Kiraboshi System, Inc.

System processing
outsourcing(Group companies)
Company nameCompany nameBusiness
Description③

Kiraboshi Credit Guarantee Co., Ltd.

Guarantee operations④

Yachiyo Credit Guarantee Co., Ltd.

Guarantee operations⑤

Kiraboshi Business Service Co., Ltd.

Centralizedadministrative services⑥

Kiraboshi Business Consulting
Shanghai Co., Ltd.

⑦⑧⑭ITC Co., Ltd. (Oct. 2023 ～)Outsourced systems
development⑮

Kiraboshi Consulting Co., Ltd.

Consulting⑯

Kiraboshi JCB Co., Ltd.

Credit card business⑰

Kiraboshi Tech, Inc.

Fintech services

Consulting⑱

Kiraboshi Capital Co., Ltd.

Structuring andadministration of funds

KIRABOSHI BUSINESSCONSULTING VIETNAM CO., Ltd

Consulting⑲

Kiraboshi Life Design Securities Co.,
Ltd.

Securities business

Kiraboshi Servicer, Ltd. (*)

Claim management andcollection business⑳

Kiraboshi business office service,
Inc.

Payroll operations, etc.

㉑

Be.Brave, Inc.

Advertising planning andproduction business*Acquired business from “Argo Japan Servicing Co., Ltd., effective October 31, 2023

(Equity-method affiliate)⑨

Kiraboshi Insurance Agency CO.,LTD.

⑩

StarBridge business consulting(Beijing) Co., Ltd.

Insurance agency
business
Consulting(Equity-method affiliate)㉒

Sky Ocean Asset Management Co.,
Ltd.

Commissioned
investment trust
services©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

18

Management Base of Kiraboshi Group
Accelerate the promotion of transactions for main bank relationship building and business financing activities against
the backdrop of a rich market

Japan
Population(estimate)
Gross domestic
product (nominal)
Tokyo grossmunicipal product(nominal)
Number ofcompanies(Companies +individuals)

Number of offices

Balance of bankloans (Japanesebanks)
Loan balance
Balance of bankdeposits (Japanesebanks)

Tokyo

124.52 million

14.09 million(As of June 1, 2023)(As of June 1, 2023)

Kiraboshi Bank Branch Network(Proportion:

Saitamaapprox. 11%)Chiba

¥550.5 trillion¥109.6 trillion（FY2021）(FY2020)

Tokyo(Proportion:
approx. 20%)

Branch network
3,399 thousandcompanies

424 thousandcompanies(2021)(2021)

5,156 thousandcompanies

628 thousandcompanies(2021)(2021)¥570.3 trillion(As of March 31, 2023)¥957.1 trillion(As of March 31, 2023)¥246.9 trillion(As of March 31,2023)¥350.0 trillion(As of March 31,
2023)(Proportion:
approx. 12%)

Tokyo
Kanagawa
Saitama
Chiba
Total

Kanagawa(Proportion:
approx. 12%)

(Proportion:
approx. 43%)

164 branches,
110 offices
Number of Kiraboshi Bank customers withmain bank transaction relationship(Proportion:
approx. 36%)

(Remarks)
Ministry of Internal Affairs and Communications population estimates, Tokyo Metropolitan Government
population (estimates) of Tokyo, Cabinet Office Annual Report on National Accounts for 2021, Tokyo
Metropolitan Government Tokyo Statistical Yearbook (fiscal 2020), Ministry of Internal Affairs andCommunications 2021 Economic Census for Business Activity, Bank of Japan Statistics: Deposits and Loans
Market

121
39
3
1
164

Tokyo
Kanagawa
Total

Number ofcompanies(denominator)

Number ofcustomers with mainbank relationship

232,228

7,093

3.05%

81,016

2,905

3.58%

313,244

9,998

３.19％

Share

(Reference) Prepared based on a 2023 survey by TOKYO SHOKO RESEARCH, LTD.
(The number of companies is based on the TOKYO SHOKO RESEARCH,
LTD. database)©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

19

Financial Targets under the Medium-Term Business Plan (KGIs)
Profit items such as ROE, profit/net income, and profit from customer business are increasing steadily, leading to improvement in
profitability
Issues are contribution of subsidiaries to consolidated income and capital ratio. Efforts will be made to achieve profitability of the digitalsubsidiary as soon as possible and to accumulate retained earnings.
2. Core OHR <Kiraboshi Bank nonconsolidated> (¥100 million, %)1. ROE <FG consolidated> (%)
8.1
6.5

5.7

MTBP

[5.9]

OHR excluding extraordinary dividends
from subsidiary (special factor) anddividend from equity method affiliate(special factor)

75.7
67.9

1.3

55.5

ROE excluding equity-method
investment profit (special factor)

2023/32023/92024/3

4. Profit from customer business <Kiraboshi Bank
non-consolidated> (¥100 million)

2021/32024/3[57.3]

134
2023/93.72022/3

[200]

181

86

41

53.8

2022/32023/32023/92024/3

5. Contribution of subsidiaries to consolidated
income <FG consolidated> (¥100 million)

2022/947202021/3

MTBP

MTBP

57.9

65.3

211
2023/362.7
5.4

3. Net income <FG consolidated>(¥100 million)

2021/32022/32023/32024/3

6. Capital ratio <FG consolidated> (%)

MTBP

[23]

MTBP

216
2023/3[234]
2024/342024/3

2

126

3

1

1

14
2021/348

2022/92022/32023/32023/9

8.3

8.0

MTBP

8.2

[8.3]

2023/92024/3

(4)

130

85

8.7

(9)

2023/92022/9 (15)2023/32024/32021/32022/32023/32024/32021/32022/32023/3©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

20

Strategy of the Medium-Term Business Plan and Related Indicators (KPIs)—Initiatives to Address ESG/SDGs
Ⅰ． Branch reorganization and improvement of operational efficiency to free up management resources and improve customer convenience, humanresources development, and self-fulfillment
Strategy
Strategy (1)Branch strategy
Strategy (2)Improvement ofoperational efficiency
Strategy (3)Human resources
development

SDG targets

Specific action items

Related indicators (FY2023
targets)

2023/9 actual

Progresslevel

Transformation of all branches to next-generation
branch setup, self-service and paperless operations

Retail-focused branches: 34 offices

Retail-focused branches: 52 offices〇

Efficiency improvement in branch and headquarter
operations, maximization of customer contact points

Gross core business profit per head:¥32 million(gross core business profit per head)¥38 million〇

New personnel system, strengthening ofspecialization, reform of organizational culture

Make use of external talents

Mid-career hires: 100(Cumulative total from FY2021)

ー

Ⅱ． Personnel allocation and enhancement of financial and competitive strengths for providing high-value-added services and contributing to thesustainable growth of society
Strategy (4)Resource allocation

DX

Fusion of “face-to-face and non-face-to-face,”“financial and non-financial”
Digital Bank, LaLaPay, IT support for older customers

KGIs (Please refer to p.4)

KGIs (Please refer to p.4)

ーCentralization of routine office work and alliancemarketing, optimal allocation of personnel

Number of individual internet banking
users: 400,000 users

Number of individual internet banking
users: 300,000 users△

Ⅲ． Provision of high-value-added services by enhancing financial strength and with invested management resources, contribution to the sustainablegrowth of society
Strategy (5)Services for the business ownersegment and older adultsegment

Strategy (6)Promote main bankrelationship building

Strategy (7)Medical institutions

Enhancement ofcorporate governance

Life plan support, transactions with business owners
Inheritance, property management

Business succession, M&As, business financing,overseas expansion, startup support, Group functions

Support for medical institutions by specialized teams
Medical platform in cooperation with business
partners

Establishment of GSuO (Group Chief Sustainability
Officer) position
Revision of credit policy, establishment of investment
and loans policy

Assets under management of businessowner customers
1,000 customers, ¥50.0 billion increase

Number of customers increased by 2,986
Outstanding balance increased by ¥49.2
billion◎〇Financing to customers with main bankrelationship*
Increase of 600 customers and ¥600.0
billion in loan amount

Number of customers increased by 2,708
Loan amount increased by ¥936.2 billion◎◎

Kiraboshi Package: 49,000 customers〇

Business succession support: 851
customers
Support to medical institutions: 504
institutions〇

Kiraboshi Package: 60,000 customers
Business succession support: over 1,000
customers
Support to medical institutions: over 400
institutions* Annual sales of¥300 million or
more

Achievement level of each indicator◎...Surpassed; 〇... Achieved or nearly achieved;△...More work needed©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

◎

21

Corporate Customer Strategy ①(Loans)Increase in loan balance largely through efforts in promoting transactions for main bank relationship building andbusiness financing activities, rise in loan yields, and growth of interest on loans and discounts
1. Average loan balance and yield(¥100 million, %)Loan yield

1.18

Loandeposit
1.17
yield
difference

Revised
plan

1.36

1.33

1.26

1.21

Revised Plan

1.33
1.25

1.19

Averagebalance
47,737

2. Interest on loans and discounts (¥100 million)

643

1.30

2024/3

Closingbalance
48,344

Revisedaveragebalance plan
[48,373]

572

463

498

41,167275

39,08239,08236,96336,9632021/3(Averagebalance)2022/3(Averagebalance)2023/3(Averagebalance)

2.74

2.19

2023/92024/3(Average balance)[Planned]

2021/32022/3

2,821
60

1,008

3.18

99
2023/3Mezzanine

2,761

4,158

4,782 Senior

2022/32023/32023/9* “Revised plan” indicates plan figures after upward revision to
the Medium-Term Business Plan (MTBP)

2024/3
MTBP
MTB
P 89

88
2023/9MTBP[5,318]12402024/32021/3392022/91,1702021/32024/3

MTBP

5,792
1,010

2023/3

Of which, interest on loans and discounts related
to business financing
1.91

5,168
1,211
41

325
2023/92022/9Of which, balance of business financing and yield
1.77

2023/32022/32023/32024/3[Planned]©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

22

Corporate Customer Strategy ②(Commission Income from Corporate Customers)
Fees and commissions in corporate customer business drove overall fee and commission income, led primarily by
fee income associated with cross-selling arising from transactions in main bank relationship building and businessfinancing
1. Income from fees and commissions (Kiraboshi Bank)

2. Commission income from corporate customers(¥100 million)(¥100 million)

2023/3

1272024/377

MTBP

2023/3130582024/3

115

39

33

29

MTBP
[55]

2023/924882022/935772023/968342022/952582021/32022/32023/3

Of which, commission income from corporate customers(main bank relationship building, business financing)18
Others

61

MTBP
[29]

Others

33

39
24

33

Corporate

32

Corporate

21

21
11

Individuals2021/32024/32023/31620

2024/32022/32023/32023/910

Individuals2024/317162021/32022/92022/32023/32024/3©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

23

Corporate Customer Strategy ③(Private Equity Investment / Kiraboshi Capital)
Support for SMEs to enhance their corporate value, through investment in private equity funds and Kiraboshi
Capital1. Status of investment in PE funds (Kiraboshi
Bank) (¥100 million)

2. Fund administration status of Kiraboshi
Capital Co., Ltd. (¥100 million)

1,184
928

622

Committed
capitalArranged

776

422

657
331
429

527

425
240

273

2020/32021/32022/32023/3

602
Balance ofcommitted
capital(Book
value)

2023/925136
2020/3227

196

Invested

2023/32023/91362021/32022/3

Number offunds

Remaining capitalcommitment● Venture fund6

¥1.0 billion

Yume Kagayaki Fund 1

Buyout investment¥2.6 billion 2018

● Reconstruction and debt funds

5¥2.8 billion

Yume Habataki Fund 1

Growth capital investment¥2.0 billion 201961

¥39.4 billion

Yume Yorisoi Fund 1

Mezzanine finance¥22.5 billion 2020

● Others (infrastructure)5¥1.8 billion

Tokyo Sparkle

Engagement investing¥20.0 billion 2020

● Policy-based investments (Kiraboshi
Capital)7¥61.2 billion

A&KC Medical No. 1

Medical fund¥3.0 billion 2021

22¥12.0 billion

KCP Equity Assist No. 1

Equity investment (minority)¥8.0 billion June 2021

● Policy-based investments (others）

Yume Habataki Fund 2

Growth capital investment¥4.0 billion 2023

Breakdown of funds invested● Buyout fundTotal 100 Total ¥118.4 billion

Name

Total fundamountDescription

Launched
inNovember
March
AugustNovemberMarch

7

February

Total ¥62.2
billion* Policy-based investment: private equity fund aimed, among other things, at the effects that would be
produced from collaboration with such parties as fund administrator or investee company, on
top of the direct economic benefit that would be generated from the invested fund.
©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

24

Corporate Customer Strategy ④(Trust Business, Medical, Collaboration with Other Banks)
Increase in trust asset balance centering on real estate management trusts, expanded support for medical institutions by Medical
and Welfare Business Division
Cumulative business impact of collaboration with Bank of Yokohama reached ¥6.6 billion in the second year, with an early
achievement of the ¥10 billion target in sight
4. Balance of loans to medical institutions aimed at building
main bank relationship (¥100 million, %)Planned

1. Balance of trust assets (¥100 million)
1,200

1,134

243

237

822

1.57

Public works
cost receivable
trusts, etc.

283
445

414
170

294

957

897
539

Real estate
management
trust

2020/32021/32022/32023/32021/32022/3701

3. Trust fees (¥ million)

2023/3×2023/92024/3[Planned]990* Figures are as of March 31, 2023

395

346

2022/91502021/3

2.5 years ahead of plan

Targets ¥10.0 billion
over 5 years

66

168

2023/9232023/9135
Kiraboshi

Achieved
target

100

328
221

The Bank of Yokohama, Ltd.

LBOs and other collaboration in the structured financefield, etc.

¥10.0 billion in cumulativetotal(As of September 30, 2023)

1,134Bank C

MTBP

[268]

Cumulative impact ofcollaboration (income)among regional banks

Bank B677[1.39]

5. Business collaboration with Bank of Yokohama

2023/9Largest balanceBank A

1.27

Tokyo Kanagawa Solution Connect

2. Trust assets of regionalbanks (¥100 million)(Source: Trust Companies Associationof Japan)

1.28

405

95

244

151

1.31

2022/32023/32024/3

FY2021

FY2022

FY2023

FY2024FY2025©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

25

Retail Customer Strategy
Kiraboshi Bank’s fees and commissions from financial instruments likely to remain more or less flat with focus of sales activities
shifting from sales commissions to outstanding balance, against which enhancement of the Retail Division to be sought throughunified sales activities of Group companies including securities and consulting subsidiaries
1. Fees and commissions from financial instruments(Kiraboshi Bank non-consolidated) (¥100 million)

20

22

21

21

1

10
5

13

8

11

2022/92023/9

11

10

OthersLife
insurance

552021/32022/3

4,005

4,066

Kiraboshi Bank

1,079

1,731

2,028

2,367

KLD Securities

2021/32022/32023/32023/9

3. Breakdown of KLD Securities’ balance of assets
under management (¥100 million)
2,367 Others (MRF,
2,028
299
public bonds,
1,731
202
etc.)
1,079
146
68

9
5

4,124

4,186

0

1

2. Group’s balance of assets under management(¥100 million)
6,434
6,033
5,856
5,266

811

Investment
trusts4

1

12023/32024/3 * Breakdown is basedon management
accounting figures¥0.36bn

2020/92021/9¥0.51bn

2022/9¥0.58bn

2023/91,371

Investment
trusts

561

659

695

2021/32022/32023/32023/9Fund wraps

4. Group organization chart (retail sales)
Kiraboshi Bank(* not included in commission income from retail customers above)¥0.0bn1,165

200[Ref] Kiraboshi Life Design Securities’ income(Started operation in
Aug. 2020)

1,023

Headquarters
Sales
offices

PB
Promotion
Division

WM Office（*）* Wealth Management OfficeGroup companies

External expert
organizations

Kiraboshi Consulting
Co., Ltd.

Lawyers
Tax

KLD Securities
UI Bank Co., Ltd.

＋ accountants
Real estatecompanies

Customer©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

26

Expenses
While controlling costs by cutting down personnel costs, branch expenses, and other costs throughheadcount reduction, push forward with efforts to improve management efficiency with proactive
investment in such areas as DX
Non-personnel expenses

1. Breakdown of expenses (¥100 million)
524

514

44

229

504

44

42

237

238

2023/9

250

262

23

Taxes

25

117

Nonpersonnel
expenses121

Personnel
expenses

115

223
109

2021/32022/3Taxes
46

2023/9

232

250

530

2023/3

Nonpersonnel
expenses254

Personnel
expenses229

2024/3

Personnel expenses● Total non-personnel expenses in FY2023 are expected to increase asa result of proactive investment such as in the development of IT
infrastructure that contributes to improvement of management
efficiency, and in DX initiatives
Proactive investment (¥100
million)Approx. ¥11.4 billion of proactive investment
planned during the current MTBP period- IT infrastructure investment- Investment in DX initiatives- One-time costs related to
BIB, etc.

28

[42]

35

37

2022/32023/317
2020/32021/32024/3[Planned]● In non-personnel expense items, branch office rent has been on the
downtrend as a result of BIB (branch-in-branch) and other initiatives
Number of staffed offices● Headcount on a downtrend. However, personnel expenses are
expected to increase in FY2023 due to human capital investment
including base-pay increase (by 2.5%) and starting salary raise(by 50,000 yen)

Offices for corporate andretail customers
Retail-focused branches
Offices specializing in
corporate customers

Sub-total ①

Headcount (persons)

2,767

2,656

2,529

2,530

2021/32022/32023/32023/9Staffed sub-branches,
offices, and lounge-typeoffices ②

Total of ① + ②

2024/32020/32021/32022/32023/32023/9

104

89

46

46

50

50

14

20

56

55

52

47

3

2

4

3

2

2

121

111

106

104

104

99

13

12

10

9

5

6

134

123

116

113

109

105

projection©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

27

Shareholder Returns (Dividends)
Paid out interim dividend of ¥65; for year-end dividend, consideration to be made in light of full-year operating
performance forecast, based on the dividend policy of achieving “total shareholder return ratio of 20%–30%”
2020/32021/32022/3

Dividend per share2024/3 (forecast)

2023/3Current Medium-Term Business Plan
Dividend forecast

Previous Medium-TermBusiness Plan
Continuous and stabledividend of ¥60

Year-end
Interim

¥60

¥60

30
30

30
30

Total shareholder
return ratio 25%

47%

¥130

Forecast of

¥75

¥115

¥15

62.5

dividend increase
compared to 2023/3

Year-end(forecast)65(* As of interim period)

Interim

65

45

52.5

30

20%
（*）

(* As of interim period)

20%（*） * Based on profit

excluding special
factors

Year-end dividend to be determined in lightof full-year operating performance forecast
and also from the point of view ofcontinuous and stable dividend payments

Initial profit
forecast
Profit¥18.1 billion
Specialfactors¥6.4 billion

ProfitExcluding special
factors¥11.6 billion¥7.6 billion
Total
dividends¥4.1 billion

Revised profit
forecast¥24.0 billion¥22.0 billion¥21.1 billion¥1.5 billion Special factors

Specialfactors¥3.5 billion
Excluding special
factors¥17.5 billion

Total dividends¥3.5 billion¥20.5 billion

Special factors areinvestments in areas that
contribute to improving
management efficiency,such as DX promotion
IT / DX-related ：¥1.8 billion
Branch-related ：¥0.3 billion
Others：¥1.5 billion
Total ¥3.7 billion¥1.8bn¥1.8bn¥2.2bn2020/32021/32022/32023/32024/3 (forecast)©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

28

Capital Management to Improve PBR
Ensure a “sound capital ratio” and implement a well-balanced approach for “use of capital to enhance profitability” and “return ofprofits to shareholders”
In addition, start considering repayment of preferred shares in the next Medium-Term Business Plan and beyond (details to bedisclosed in the next Medium-Term Business Plan)■Basic Policy
Use of capital to strengthen profitability(improvement of capital efficiency)

Sound capital ratio

Internal
reserves

Accumulation ofinternal reserves＋
Asset portfolio evolution throughappropriate capital allocation andrisk-weighted asset control

Financialintermediary

Growthinvestments

Return of profits toshareholders

Performance of financial intermediary functions as aregional financial institution through appropriate risktaking, being mindful of RORA

Shareholder
returns

Total shareholder return
ratio 20–30%

Growth investments for the future① Equity investments and strategic investments in Group companies② Management efficiency improvement through DX investment andother measures

Enhancement ofshareholder returns

FY2020¥60

FY2023¥130 (forecast)■Capital allocation
Medium-Term Business Plan 1st to 2nd year

+1.25%

Medium-Term Business Plan 3rd year <planned>(1.23%)(0.48%)

8.73%

2021/3FG
consolidated
profitAccumulation ofinternal reserves

Increase inrisk-weighted
assets, etc.

Financial intermediaryfunctions(contribution to local
communities)+0.68%(0.39%)(0.18%)(0.18%)
Group
strategies / DXinvestments

Dividends
Dividends

Growthinvestments

Shareholder
returns

8.09%

2023/3FG
consolidated
profitAccumulationof internal
reserves(0.13%)

Increase inrisk-weighted
assets, etc.

Groupstrategies / DXinvestments

Dividends

In the 8%
range

Financial intermediaryfunctions(contribution to local
communities)

Growthinvestments

Shareholder
returns

2024/3©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

29

Financial Management to Improve PBRBreakdown of factors
driving higher PBR② Increase in PER① Increase in ROE

＝

PBR

ROE

Breakdown of factors
driving higher ROE

×PER
1 / (cost of equity –earnings growth rate)

Reduction in cost of equity
through enhancement of dialogue
with the stock market, disclosureand communication→ Increase in PER① Increase in RORA

＝

ROE

RORA

÷

Capital ratio■RORA improvement measures

Specificmeasures

Improve RORA through replacement of loan assets and risk-weighted asset control, combined with promotionof transactions for main bank relationship building
Corporate

Individuals

Work as a unified group to provide customers with high added value, with consultation as the starting point
Provide loans and equity financing that respond to the needs in business succession and business transfer
Respond to the diverse needs such as property management, property inheritance, and comprehensive asset
management, as well as promotion of main bank relationship building with retail customers
Flexibly deploy branch office, digital, and remote consultation channels, and provide financial and non-financial
services that match customers’ needs

Changes in cost of equity and ROE
Cost of equity
Approx. 6%

ROE

2.6

1.3

2020/32021/35.7

6.5

2022/32023/38.1

2023/9©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

30

Estimation of the Impact of Rise in Yen Interest Rates
Assumptions✓

Yield curve to rise 10bp in parallel✓

The following interest rate pass-through is applied in estimating interest
on deposits and loans
Loans

LiquiddepositsTerm
deposits

Pass-through

65%

30%

55%

If market rate is +0.10%+0.065%+0.030%+0.055%Figures are as of September 2023 for balance of loans, securities,
deposits, etc.

✓

Yen bond redemption during the coming year to be ¥36.0 billion✓

Amount of yen bond redeemed to be reinvested at an even pace eachmonth

64,542

Impact on B/S

Impact on P/L✓Yen bond portfolio (*)

Estimation results of theannual impact* Balance of “Kiraboshi Bank”
as of September 2023

Loans+¥2.1 billion

Securities＋¥0.0 billion

Deposits (*)(¥1.7 billion)

Impact on net
interest income＋¥0.4 billion

64,542* Impact on deposit interest
includes “UI Bank”

Loans

Liquid deposits

48,24337,629Deposit54,473

Term deposits

16,843
Securities

6,768
Current account deposit at the Bank ofJapan

Others6,392
Others 3,139

10,070Investment

Funding■ Increase in interest on
loans■ Increase in interest on
securities

Impact on
valuation
gain/loss on
yen bonds(¥2.9
billion)* “UI Bank” included■ Increase in yen bondvaluation loss
* In principle, policy is to holduntil maturity and hence
impact on P/L is limited

For income overall,positive impact is anticipatedfrom rise in yen interest rates©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

31

The Kiraboshi Group’s Actions for the
Future©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

Digital Strategy of Kiraboshi Group● Provide value by combining face-to-face with non-face-to-face, and financial with nonfinancial services, using digital and real channels
Expansion of digital contacts

Digitalization of real contact points
Face-to-face x nonface-to-face<Branchoffice>Face-to-facecontacts using
digital technology

Customers
with realcontacts

Shift to digital contacts
Toward sophisticated face-toface services

Customers
with digitalcontacts

P.36
Improve convenience andexperience

Financial
functionsCustomers
throughout
Japan

Nonfinancial
functions

P.38
P.37

<Salesemployees>

Employeesof business
operators

Expand use through workplace
deployment

Provide embedded
finance

Partner
operators

Integration of Group
services

Kiraboshi Tech, Inc.
Efficiency improvement in branch operations

Fusion of non-financial and financial services×

Consulting functions making effective use of data

Collaboration with partner operators through BaaS

×

P.34

Expand digital-based business
ICT Consulting

Insourcing of development,
maintenance, and operation

×
ITC Co., Ltd.
P35
©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

33

Business Alliance to Expand Digital Contact Points with Customers● Business alliance with Shinhan Bank, Mitsubishi Corporation, and SBI Holdings
proceeding to specific projects for development and provision of services

Business partners

CompanyA

Company
B

Investee FinTech companies

Digital retailpartners
CompanyC…

CompanyA

Strengthen strategic
partnership for expansion ofdigital-based retail businessCompany
B

Company
C

…

Users

➢

Provide embedded financial
services to cross-industrial
networks

FY2023⚫ Discussions in progress forlaunching joint business in
BaaS (Banking as a Service)➢

Develop a growth strategy for theretail business in collaboration withShinhan Bank, which is a “model ofsuccess in the retail field”

FY2023⚫ Work underway to upgrade
UI Bank applications thatserve as a foothold for
promoting digital retailstrategy➢

Provide system functions and ideas
in collaboration with FinTech
operators

FY2023⚫ Delivery of new digitalwallet, “LaLaPay Plus”* Using “BANKIT®,” product of
APLUS Co., Ltd., a member of
SBI Shinsei Bank Group©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

34

Kiraboshi System: Acquisition of ITC Co., Ltd. as a Subsidiary● Insourcing of systems and applications and strengthening of ICT consulting
services by making ITC Co., Ltd. a subsidiaryNon-face-to-face contact points

Face-to-face contact points

Kiraboshi Consulting Co., Ltd.

Collaboration

Deployment of financial x nonfinancial services

Kiraboshi Tech, Inc.

Upgrade face-to-face contacts bymaking effective use of digitaltechnology

Promote appeal of Group services
through workplace deployment

ICT consulting

Insourcing of development, maintenance, and operation

Evolving into functions that support the Group’s digital businesses

ITC Co., Ltd.

Headcount ofapprox. 210

Headcount ofapprox. 150

Systems development and IT
sales capabilities

IT management capability

Sales base of an independent IT
company

Financial group’s sales base

The two companies combined to enhance development and sales capabilities©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

35

UI Bank: Digital Bank
●Firmly set in place both customer base and new businesses through expansion of financial functions anduse of Group-wide collaboration/cooperation with external parties

2023/03
Deposit balance:¥335.8 billion

2023/09
Deposit balance:¥468.3 billion

Established Digital Bank withminimal functions

Set out on “Group-wide and external
service collaboration” and “BaaS provision”

Enhanced services such as“foreign currency deposits”[External][Internal]2022/03
Deposit balance:¥136.2 billion

Open bankaccount
Moneytransfer

Deposit andwithdrawal
Accountbalance /statements

Direct debit
Linkage withpayment apps
Credit card loan

Foreigncurrency
deposits

Toward further growth leveraging internal andexternal collaboration

Collaboration withKLD Securities
Specific-purpose
loan

Provision of BaaS
Collaboration withexternal services

FY2024 onward

Secured Loan

Expansion of BaaS
users
Expansion of collaboration
with external services

・ Promote users’ daily usage withnew applications
・ Firmly establish customer base byencouraging active use of
applications

・ Provision of financial functions
to partner companies
・ Establishment of BtoBtoC
business

Expansion of financial functions 2023
⚫ Jul. “Raku-kura Lifenote for UI Bank”⚫ Aug. “Direct debit”⚫ Sep. “Foreign currency deposit products and services”⚫ Oct. “UI nursing care loan (revolving loan type)”“UI Plan (smartphone loan)” product renovation * introduction of group credit life insurance and rise in borrowing
age limit⚫ Nov. “UI education loan (revolving loan type)”©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

36

Kiraboshi Tech Inc.: Maekyu/LaLaPay Plus
● Expanded opportunities for fee business with enhanced functionality of digital walletand increase in Maekyu users■ Increased convenience of digital wallet

Provision of service functions

Launched in Aug. 2023
<Digital wallet>

Virtual prepaid
cards

E-commerce
payment ispossible

Tap to pay
Top-up fromMaekyuTop-upthroughtransfer frombank account■ Increase in Maekyu users: Changes in thenumber of attendance registrants
483,000
users

534,000
users

587,000
users

FY2021

FY2022

Sep. 2023

600,000
users

FY2023 (planned)

Expanded opportunities for fee business● Payment and money transfer● Finance● Corporate services
Contact points of money with companies
and their employees: cashless anddigitalization● Digital payment for company’s
expense reimbursement toemployees (started offering in
Oct. 2023)● Aim for expansion of benefit
services©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

37

Digital-based, Tokyo-based Platform Concept● Realized provision of services based on digital function of UI Bank and LaLaPay Plus, incollaboration with external partners→ Aim for construction of a Tokyo-based platform that includes “Kiraboshi Group,” “business
partners,” and “users of business partners”
Haneda Airportand surrounding
facilities

HANEDA Platform
Start-ups

Overseas funds
transfer service
providers

Platform for foreign
residents in Japan

Large
corporations

Service providers
for foreigners

Administrative
organsLife support, supermarket
and retail

Medical platform
Medicalinstitutions
As an initiative for building a communitybased integrated care system incollaboration with Mediva Group, executed
the first project based on its community
hospital concept in Nov. 2023

Entertainment,
sports, leisure, art
Regional
vitalization<Future concepts>
Regional vitalization
Entertainment andleisure©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

38

Overseas Strategy ①
Kiraboshi Group’s structure for support of overseas expansion■Kiraboshi Group bases●Overseas initiatives■ StarBridge business consulting (Beijing) Co., Ltd.
(Consulting subsidiary in Beijing, China)* Joint venture with Zhaotai Group in China
East Asia● Joint startup support with Shinhan Bank
● Investment in Chinese venture capital funds

Northern
Europe● Investment in North European venture
capital funds● Participation in the largest startup event
in North Europe■ Kiraboshi Business Consulting Shanghai Co., Ltd.
(Consulting subsidiary in Shanghai, China)
Southeast
Asia● Alliance with Vietnam’s Tan Long Group● Alliance with Nissin Electric● Investment in local funds in Singapore■ KIRABOSHI BUSINESS CONSULTING VIETNAM COMPANY LIMITED(Consulting subsidiary in Vietnam)■ Bangkok Representative Office in Thailand©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

39

Overseas Strategy ②
1. Support for North European startups entering theJapanese market

1

2. Startup support in East Asia

Investment in “NordicNinja Fund II SCSp”, a North European
venture capital fundInvested in the fund that invests in promising North
European startups in the field of “sustainability x digital”

Support for North
European startups entering
the Japanese market“Global Innovation with STARTUPS”

A venture capital fund in Greater China Leaguer Group Co., Ltd.,the GP, has capital ties with Tsinghua University and the Shenzhen
Municipal Government, and leverages its industry–government–
academia network knowledge

Initiatives to support startups with Shinhan Bank
Participated in the pitch event for South Korean startups,
sponsored by Shinhan Future’s Lab JAPAN and Korea SMEs &Startups Agency (KOSME). Started interaction with South Korean
startups

1

Aside from startups mainly from Northern Europe, participants
included Nordic and other European venture capital firms andinvestors, large corporations, and media.

Tokyo Metropolitan Government’s
startup strategy

Investment in “Mizuho Leaguer Investment I L.P.”

3. Example of a hands-on support activity in Southeast Asia

Set up a booth at “Slush 2023,” the largest startup event inNorthern Europe

Booth set up jointly with
the Tokyo Metropolitan
Government

2<News release>

SX support for Japanesecompanies

2

1<News release>

Capital participation in Nikkoku Trust’s joint venture company inVietnam
In Oct. 2023, Nikkokutrust Co., Ltd., Tan Long Group, andKiraboshi Consulting realized capital participation in a Vietnamese
joint venture company engaged in meal service
Hands-on support for overseas business throughequity investment
Asian
company

Investment

Joint
ventureCustomer<News release>

Investment

Investment

Kiraboshi

Increase in contact points
with North European
startups and VCs
Presenting the charms ofTokyo and attracting
companies to Tokyo

Hands-on support throughequity investment

2 Basic agreement on comprehensive collaboration with Nissin
Electric
Support customers’ speedy market entry and overseas
expansion with minimal investment risk by leveraging
manufacturing technologies and local resources that
Nissin Electric possesses through its overseas Group
companies<News release>©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

40

Startup Support
Initiatives for startups: “discover”/“nurture”/“create”
1

Discover“Kiraboshi Pitch”- search for contacts with promising startups“Kiraboshi Pitch,” a monthly forum for diverse startups to make presentations
by business theme. Providing a place for connecting the startups making
presentations with the participants (such as venture capitalists)

Presentation themes
Robotics, carbon neutral, business targeting Generation Z, university-originatedstartups, fast-growing global companies, SaaS, wellness, logistics, health care,construction, arts and entertainment, sleep tech, nature, disaster prevention,
Femtech, medical, “monozukuri” (manufacturing), food and agriculture,
manufacturing industry, security

2

Nurture“Accelerator Program”- support for business growth
Organized mentoring sessions and business matching to help the selectedstartups with their problem-solving over the 5-month period, and arranged
the final presentation event

3

Create“Open innovation pitch”- new business development between startups and large corporations
Arranged programs aimed at supporting large companies in theirdiversification. Organized open innovation pitch and reverse pitch events✓ Open innovation pitch
Hosted jointly with H.I.S. Co., Ltd. Organized a pitch event forstartups aimed at co-creation projects that are not limited totravel business✓ Reverse Pitch
Organized a reverse pitch event with Geomatec Co., Ltd. wherea presentation was given to startups, to solicit business
partners for creating the future

Collaboration with “Yawan Startup Terrace”- support startups’ global expansion
Started collaboration with “Yawan Startup Terrace,” an innovation baselocated in Kaohsiung City, Taiwan, with the objective of supporting startups
aiming for global expansion. Signed a memorandum of understanding on
inter-facility collaboration with Kiraboshi Consulting in July 2023.

● Study sessions by specialists
Arranged study sessions on finance, businessstrategy, and other subjects● Mentoring
Organized periodic mentoring sessions forbusiness support● Pitch events
Participated in pitch events where about 7 wellknown venture capitalists gathered

About “Yawan Startup Terrace”
The facility was opened in December 2021 in southern Taiwan
as an international support base for startups. Engaged in
activities for promoting industrial development with a focus on
5G- and AIoT-related fields, including support for global
investment by Taiwanese startups, collaboration within andoutside of Taiwan, and accelerator support.

©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

41

New Branding Project “Giving our all, for TOKYO”① Full-page advertisement in Nihon
Keizai Shimbun newspaper (Nikkei)② Carried out transit advertising
linked to newspaper advertising③ Internal and external communication througha dedicated website

Jun. 5 (Mon) Group declaration
Aug. 7 (Mon) Business succession
supportOct. 2 (Mon) Startup support
Dec. (scheduled) Carbon neutral support
Feb. (scheduled) Digital support

https://www.tsukusou.tokyo-kiraboshifg.co.jp/[Ad contents]
・ Documenting Tokyo (case example)
・ People dedicated to Tokyo (staff introduction)
・ Tokyo as seen from data (research analysis)[Contents scheduled to be added]
・ Introduction of activities by office“Giving our all, for TOKYO” initiative, by office
An initiative for each office to select local issues tobe addressed with priority, plan, and implement
measures that contribute to solving the issues incollaboration with the stakeholders.

©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

42

Well-being and Human Capital Management ①● “Kiraboshibito” is the most important capital asset of the Kiraboshi Group● Realization of customer, community, and employee well-being
Engage with and do the best for customers
and local communities
Provide services that are of value- Enhancement of corporate value -Human resources development,
improvement of internal environment

Embody the Kiraboshi Philosophy
Growth of thecompany

Contribution
to society

A cycle that maximizes thevalue of human capital

Basic concept on human resources:
Each employee enhances own value andcontributes to improvement of corporate value
Platform for job
satisfaction

Job satisfaction
Growth oforganization

Sharing of Kiraboshi Philosophy
Happiness of each and every employee =realization of well-being

Environment

Selffulfillment

Own
happiness

CultureSchemeKiraboshi Philosophy:
Contributing to society, seeking growth ofthe organization, achieving self-fulfillment,
and realizing one’s own happinessWell-being of “Kiraboshibito“

Development of professionals who takeinitiative in increasing their market value
Inspire each other toimprove

Diversity and respect,support for each other

Fair opportunities and a good working
environment

Generating valuableaccomplishments

Realization of customer and community
well-being
Sharing of gratitude, a sense ofcontribution, and happiness

Aspiration to do one’s best for customers and the community
A desire to enhance one's own value

By reinvesting in human capital the improved corporate value that has been generated from the cycle, realize
sustainable development of employees / the Company / local communities = TOKYO©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

43

Well-being and Human Capital Management ②
Human capital enrichment: each employee enhances own value and contributes toimprovement of corporate value◆Human resources development

Upper row: results as of Oct. 1, 2023 Lower row (in parentheses): FY2022 results

Strengthening of individuals
Mid-career
recruitment

Development of in-house talents“Dojo” training
participants
437 people(1,064 people)

Allocation to
strategic
divisions

Fostering of corporate culture

Investment in
Number of midhuman resources
career hires¥55 million(¥78 million)

29 people(30 people)◆Improvement of internal environment

FY2022 actual

301 people(295 people)

Internal branding

Organizationembracing diversity

Enhancing eachother

Gratitude

Monthly dialogue
meetings
Organized in all
offices

Percentage ofwomen inmanagement

Leadershiptraining

Nice Work! Card

Training in corporate
philosophy
Participation by all
regular employees

Human rights

Appraisal feedback
interview
implementation rate

Number ofsubmissions forhuman rights slogans
to enhance awareness

85%

1,444

19 people(21 people)

3,326 cards(10,314 cards)

Good working environment

Fair opportunities
Performanceappraisal

18.2%(16.9%)

Psychological safety and communication

Wellness

Diverse work styles

Benefits

Disability insurance

One-on-one
employee job
satisfaction rate

Participation in 360degree survey
training

Regular healthcheckups participation
rate

Employees taking
childcare leave
Female / male92%

787 people

100%

100%

Participation of all
regular employees©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

44

Sustainability (Environment-Related)
1. Climate change scenario analysis
Transition risk

3. Sustainability targets
CO2 emissions

Transition to a
decarbonized society
Cost increase from introduction of carbon tax, etc.

(t-CO2)
Reduction of CO2 emissions by
FY203062.4％
Reduction

10,985

Scope 1, 2

Analysis target
sectors

4,130

FY2030Electric power

Gas

Transportation

Scope 1

Carbon neutral

Scope２

2013

Credit-related costs
Up to approx. ¥4.0 billion to ¥14.0 billion(*1)(*1) IEA NZE Scenario (1.5℃) is used. Where data is not available, APS scenario figures are used instead.

Physical risk
Analysistargets
Business operators with head office in Tokyo or its 3neighboring prefectures
Stagnation or suspension of businessactivities, and damage to collateralproperty due to storms, floods, and otherdisasters

Long-term shift in climate patterns
such as temperature and sea-level
rises

Credit-related costs
Up to approx. ¥8.9 billion(*2）(*2) IPCC RCP 2.6 scenario (2℃ scenario) and RCP 8.5 scenario (4℃) scenario are used.

2. Credit exposure to carbon-related assets
Kiraboshi Bank’s loans to carbon-related
sectors, as a percentage of its total loans(*) Sectors subject to disclosure: electric power (excluding solar and renewable energy related), gas, coal

0.7％

(Preliminary
figures)

2020

2021

Environment-related investments
and loans
Environment-related investments
and loans up to FY2030

Target:FY

Targets¥200.0 billion

Cumulative
total

43.8

¥

billion・・・¥200.0 billion(FY2022–FY2030)

2022

2022
2023
Interim period

2030

FY

4. Examples of initiatives
Supported “Shibuya EthicalWeek,” a campaign event topromote ethicalconsumption in thecommunity, organized inAugust 2023 by Shibuya
Ward Committee of Tokyo
Youth Chamber (a public
interest incorporated
association)

May 2023
Participation in“GX League”©Tokyo Kiraboshi Financial Group, Inc. All Rights Reserved.

45



Figures in this document are calculated in units of a million yen, but are presented
in units of 100 million yen. The total amount therefore may not match the total foreach item.



Please note that some of the figures in this document are taken from preliminary
reports.

This document contains forward-looking statements on the Group’s results. Thesestatements are not intended to guarantee future results, as they are subject torisks and contain uncertainties. Please keep in mind that future results may differ
due to factors including changes in the business environment.

■Please direct any comments or questions
about these briefing materials or otherIR topics to the IR office at the right.

Tokyo Kiraboshi Financial Group, Inc.
Corporate Communication Division
TEL : +81-3-6447-5799
MAIL : ir@kiraboshibank.co.jp