March 28, 2022
Company name: Mebuki Financial Group, Inc.
Representative: Ritsuo Sasajima, President（Code number：7167 First Section,Tokyo Stock Exchange)

Formulation of “Long-Term Vision 2030” and “Third Medium-Term Group Business Plan”
Mebuki Financial Group, Inc. (President: Ritsuo Sasajima) has formulated the “Long-Term Vision 2030”
and the “Third Medium-Term Group Business Plan” for the period from fiscal year 2022 to fiscal year
2024. We hereby announce its summary.
Description
1. Long-Term Vision 2030
In order to achieve sustainable growth together with local communities amidst a drastically changing
business environment, we have formulated a long-term vision targeting the year 2030 as a major direction for
the Group to aim for.
(1) Vision we are aiming for in 2030

“A Value Creation Group Working Together with Local Communities”(2) Target level in 2030
Business Objective Indicator

Target for 2030

Consolidated Fee Income Ratio *1

50% or more

Consolidated Ordinary Profit*1*2*3

100 billion yen or more

Consolidated fee income ratio = Consolidated fee income *2 ÷ Income from customers*3
Consolidated fee income = Fee from customers of Banks + Gross profit from customers of other groupcompanies
Income from customers = Difference of interests between loans and deposits ＋Consolidated fee income*excluding securities’ income

2. The Third Medium-Term Group Business Plan
(1) Plan period
3 years (from April, 2022 to March, 2025)(2) Basic strategy
To realize our Long-Term Vision 2030, the Third Medium-Term Group Business Plan is positioned to be a
“Period for Taking on Challenges for Sustainable Growth.” Positioning the three years from fiscal year 2022
as the first phase of the vision, we will strengthen our management structure by innovating traditionalbanking services and deepening comprehensive financial services. Furthermore, by taking on the challengesof new business areas, we aim to contribute to local communities beyond the conventional framework.
① Pursue a business model to support local communities

We will contribute to the realization of sustainable local communities by enhancing the quality ofservices to solve issues of customers and local communities and by expanding our business areas.
Additionally, by enhancing customers' convenience utilizing digital technology and providing
advanced face-to-face services and a peace of mind, we will aim to become an essential presence inlocal communities.

② Build a sustainable management baseThrough the utilization of digital technology and other means, we will work to reform our businessmodel and to innovate operations to create new value and strengthen our management structure.

③ Develop human resources and promote active participation
Through the development and securement of human resources capable of creating value and theenhancement of job satisfaction, we will form a diverse and self-reliant group that can provide local
communities and customers with new value and a peace of mind, thereby increasing the engagement ofeach employee.

(3) Business objectives in fiscal year 2024
Business Objective Indicator
Consolidated Net Income（Attributable to owners of the parent ）Core OHR (bank total)*4
Consolidated ROE(based on shareholder’s equity)

Objectives in Fiscal Year 2024
52 billion yen or more
Less than 58%
5.5% or more

*4 Core OHR = Expenses ÷Core gross business profit (Gross business profit ＊5 -gain/losses on bondtransactions)*5 Exclude gains/losses on cancellation of investment trusts and remuneration from “Special Deposit Facilityto enhance the resilience of the regional financial system” and “Special Funds-applying Operations tofacilitate financing in response to COVID-19” by Bank of JapanEndInquiries: Corporate Planning Department Koichi Komatsuzaki +81-29-300-2601

１. Long-Term Vision In order to achieve sustainable growth together with local communities amidst a drastically changing businessenvironment, we have formulated a long-term vision targeting the year 2030 as a major direction for the Group toaim for.
 “Long-Term Vision 2030” is based on our desire to “continue to create new value by working together with local
stakeholders to solve their various issues” and to “contribute to the realization of sustainable local communities
through value creation, and remain an essential presence in local communities.”

GroupPhilosophy

Together with local communities, we will continue to build amore prosperous future by providing high-quality
comprehensive financial services.

Formulated considering external
environment factors recognized while
formulating the long-term vision

Sustainability Policy【Materiality】

Long-Term
Vision 2030
Vision and target level in 2030

【Vision】

A Value Creation Group WorkingTogether with Local Communities【Target Level】

based on external environment
and future prospect

Consolidated Fee Income Ratio(*1)： 50％ or more
Consolidated Ordinary Profit

Third Medium-Term
Group Business PlanThree-year plan (Phase 1) for realizing
our vision and target level in 2030

： ¥100 bn or more

【Plan Period】
April 1, 2022 ～ March 31, 2025
【Position】

 Revitalization of regional economy
and society Response to climate change andenvironmental conservation
 Promoting digitalization
 Initiatives for an aging society
 Promoting diversity【Numerical Target】
 Sustainable Finance ¥ 3,000bn(cumulative FY2021～FY2030)〔o/w, environmental field ¥2,000bn〕
 CO2 emission reduction target
Net zero in FY2030

Period for Taking on Challenges for Sustainable Growth（*1） Consolidated Fee Income Ratio ＝ Consolidated fee income*2 ÷ Income from customers*3（*2） Consolidated fee income＝ Fee from customers of Banks ＋ Gross profit from customers of other group companies
1（*3） Income from customers＝ Difference of interests between loans and deposits＋ Consolidated fee income ※excluding securities' income

２. Approach to Realization of Long-Term Vision 2030
 To realize our long-term vision, we will strengthen our core business areas such as traditional banking andcomprehensive financial services and take effort to expand our business areas by leveraging our strengths.
 We will create new value by taking on challenges to solve regional issues beyond the framework of conventional
financial services and returning the expertise obtained through these initiatives to our core business.
Strengthen core business / Develop new business areas by leveraging our strengths【New Business Areas】
Take on the challenge to solve regional issues, going beyond the conventional framework
Cultivatingnewcustomers
Deepening
relationships
with existingcustomers

 We will contribute to realize sustainable local communities by taking on challenges to solve regional issues going beyond theconventional framework.
 We will return the expertise obtained through our initiatives in new businesses to core business, which will lead to the growth of
our Group and local communities.

【Comprehensive Financial Services Area】
Strengthen our consulting and group functions and contribute to solve more customers’ issues
 We will expand the range of services to solve financial issues by strengthening consulting and group companies’functions.
 We will contribute to solve diverse financial issues of more customers by collaborating with our group companies
and external institutions.

【Traditional Banking Services Area】
Change the way of providing services and increase
their value
 We will realize thorough efficiency and services that
continue to be selected by customers, throughdigitalization and business innovation.
 We will increase added value by providing integrated
financial services together with new business areas, andmaintain and expand our customer base.
Deposit

LoanSettlement/ Money
Transfer

Securities
ManagementＤＸ

Consulting

Leasing

Securities

AssetBuilding

GlobalExpansion

Business
Succession/ M&A

Trust /Inheritanceetc.
Expandingbusiness

Return the expertise cultivated in new business areas to core business

areas

2

３. Summary of the Third Medium-Term Group Business Plan The Third Medium-Term Group Business Plan is positioned to be a “Period for Taking on Challenges for
Sustainable Growth.” While strengthening our management structure by innovating traditional banking services and deepening
comprehensive financial services, we will take effort to sow and nurture in “New Business Areas” and aim tocontribute to local communities beyond the framework of conventional financial services.
将来（～2030年）
Third Medium-Term Group Business Plan （FY2022～FY2024）“Period for Taking on Challenges for Sustainable Growth”

Future （～ 2030）(４th medium-term group plan)
Period for accelerating
evolution

１．Pursue a business model to support local communities
BasicStrategies

２．Build a sustainable management base

３．Develop human resources and promote active participation
Consolidated net income ￥52.0 bn or more
(Attributable to owners of the parent)

BusinessObjectives

Core OHR (bank total)*1

Less than 58%

Consolidated ROE

5.5% or more(based on shareholders’ equity)(New Business Areas)(Comprehensive Financial
Services Area)

Long-Term Vision
2030

A Value Creation Group
Working Together withLocal Communities
Developing them into
core businesses

Expanding newbusinesses

Sowing and nurturing
new businesses
Expansion of Financial
Products/Services(５th medium-term group plan)
Period for realizing long-termvision

Increase customer usage

Expansion ofbusiness area and profit
ConsolidatedFee Income Ratio

50 ％ or more

(Traditional BankingServices Area)

Thorough Efficiency

Increasing added value by providing
integrated services with solving issues

Consolidated
Ordinary Profit¥100.0 bn or more

＊1 Core OHR = Expenses ÷Core gross business profit (Gross business profit ＊2 -gain/losses on bond transactions)
3＊2 Excluding gains/losses on cancellation of investment trusts and remuneration from “Special Deposit Facility to enhance the resilience of the regional financial system” and “Special Funds-applying Operations to facilitate financing inresponse to COVID-19 “ by Bank of Japan4. Basic Strategies of the Third Medium-Term Group Business Plan In the Third Medium-Term Business Plan, we will pursue a business model to support local communities aimed atcontributing to them through new value creation.
 Toward new value creation, we will work to build a sustainable management base by promoting Digital
Transformation(DX), etc., and to develop human resources and promote their active participation.
Basic Strategy １

Basic Strategy ２

Basic Strategy ３

Pursue a business model to support
local communities

Build a sustainable management baseDevelop human resources andpromote active participation【Specific Strategy １-3 】

New Business
Areas

Challenges to expand business areas● Provide value beyond the conventionalframework utilizing the strengths of ourGroup and investments【Specific Strategy １-2 】

Comprehensive
Financial
Services Area

Deepening comprehensive financialservices● Strengthen consulting and groupfunctions and contribute to solve morecustomers’ issues【Specific Strategy １-1 】

Innovating traditional banking services

Traditional
BankingServices Area

● Enhance customers’ convenience utilizing
digital technology and non-face-to-faceservices● Increase the value of services bystrengthening consulting function andproviding integrated services for solving
issues【Specific Strategy １-4 】

Diversification of securities
management / investments andfinancing● Strengthen profitability with appropriate
risk-taking【Specific Strategy 2-1 】 【Specific Strategy 2-2 】

Promoting DX

Enhancing groupmanagement● Provide new services
by utilizing digitaltechnology and data,
increase the added valueof conventional services● Organizational
development related to
DX and sustainability● Business management
response to expansion ofbusiness areas● Accumulate, analyze
and utilize data obtained
through digital channel
and face-to-face channel

Shifting humanresources to focus area
200 people(3 year cumulative)
New digitalization
investments￥7.0 bn(3 year cumulative)● Generating
management resources
by promoting DX etc.
● Accelerate business
Reducing and reviewing
innovation
business operations● Expand non-face-to-face
About 580 people
and remote procedures(3 year cumulative)
Cost reduction￥3.0 bn (comparedDeveloping and securing humanresources who can create value● Trainee dispatch
About 120 people(3 year cumulative)● Developing employees’ digital skills
DX personnel
400 people (end of Mar.2025)
Basis of DX personnel

3,000 people (end of Mar.2025)＊ Expected at the end of Mar. 2022
: 1,000 people

Implementing diversity /Initiatives for job satisfaction● Expanding working opportunities forfemale employees
Female employees ratio in
positions equivalent toassistant manager or higher
35％ or more (end of Mar.2025)＊ Expected at the end of Mar. 2022
: 31％

to FY21, the final yearof 2nd medium-term plan)4