I nitiatives for Sustainability

Sustainability KPIs
The Group has set Sustainability KPIs for five key challenges (Materiality) in order to further strengthen our initiatives forsustainability.

Formulation of the Sustainability Policy

Targets by FY2030
Key challenges

The Group has formulated the Sustainability Policy as its basic policy for sustainability initiatives.

Sustainability Policy
The Juroku Financial Group recognizes sustainability initiatives to be an important management issue. We will
strive to solve various social issues such as climate change through our core business of a “provider ofcomprehensive financial services to the region” and contribute to “achieving growth and prosperity for ourcustomers and the local community,” which is our group management philosophy, while aiming at sustainablegrowth and enhancing corporate value of the Group.
(*) Definition of sustainability: Creating a society that facilitates the growth and prosperity of customers and local communities, and passing it over tofuture generations

Establishment of the Sustainability Meeting

Revitalization of the local
economyItem

Numerical targets

Sustainable finances provided(of which, environment-related finances)¥2 trillion(¥800 billion)

Balance of Group assets on deposit¥550 billion

Sustainable development of thelocal community

Social impact investments¥2 billion

DX-support consultation cases

3,000 cases

Environmental conservationand climate change actions

CO2 emission (vs. FY2013 level)

50% reduction

Paper use (vs. FY2019 level)

50% reduction

Empowerment of diverse
human resources

Ratio of female managers

20%

Ratio of paid leave claimed

80%

On-going targets
Key challenges

The Group has established the Sustainability Meeting to appropriately address initiatives for climate change and other sustainability
issues, recognizing them as an important management challenge. The Committee is chaired by the President and consists ofGroup Management Meeting members, Division General Managers and the head of the Sustainability Management Office.

Advancing governance

Item

Numerical targets

Initial response training for emergency preparedness

At least twice a year

Dialog with investors

At least 10 times a year

— Sustainability Management Structure —Addressing Key Challenges (Materiality)
Board of Directors
ReportKey challenges

SuperviseGroup Management Meeting

ReportInstructSustainability Management OfficeGroup Administration
Management DivisionReport

OverseeGroup CorporatePlanning Division

Group Risk Management
DivisionGroup Sales Management
DivisionBusiness

Sustainability Meeting
Chaired by the PresidentGroup Companies

The Group has restructured the organization as of April 1, 2022, for the purpose of appropriately addressing issues surrounding
sustainability.

20Juroku Financial GroupThe Juroku Bank

Newly established the Sustainability Management
Office within the Group Sales Management Division

Upgraded the SDGs Promotion Office within the Regional
Revitalization Division to the Sustainability Promotion
Department within the Business Support Division (with theSDGs Promotion Group established within the Department)

Management

Reorganization

Initiatives

Revitalization of thelocal economyS upporting business foundation and new business operations tofoster future leaders of local economySupporting local companies’ core business operations andmanagement succession to contribute to their growthSupporting asset formation to achieve enriched living

Sustainable
development of thelocal community

 reating comfortable and appealing communities
CUsing local resources to create value that will benefit future
generations
Promoting digital transformation of local companies and local
governments

Environmental
conservation andclimate change
actionsS upporting local companies’ carbon neutral business management
Implementing initiatives for environmental conservation andenvironmental impact mitigation
Responding to climate change and disclosing information in linewith TCFD

Empowerment ofdiverse humanresources

 uilding a corporate culture that boasts diversity as strengthBImplementing work style reform to provide a good work-life balanceCreating workplaces that facilitate growth of diverse humanresources and empower them

Advancinggovernance dvancing corporate governanceAStrengthening risk management and complianceAchieving stakeholder engagement

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