The Chiba Bank, Ltd.
IR Day (Part 2)
April 10, 2023

Event Summary[Company Name]

The Chiba Bank, Ltd.

[Event Name]

IR Day (Part 2)[Date]

April 10, 2023

[Time]

16:10 – 16:52(Total: 42 minutes, Presentation: 21 minutes, Q&A: 21 minutes)[Number of Speakers]

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Mutsumi Awaji

Takashi Makinose
Taro Kanzawa

Director and Senior Executive Officer, Group
Chief Strategy Officer, Group Chief Digital
Transformation Officer
Managing Executive Officer, Group Chief
Human Resources Officer
General Manager of Corporate PlanningDivisionAwaji: Thank you for joining us today. I am Mutsumi Awaji, the Group CSO and CDTO. I will be explaining ourDX strategy within the Mid-term Plan.
Please turn to page three.
Since 2017, we have built a FinTech common platform in collaboration with the TSUBASA Alliance, which
serves as the foundation for our digital banking services as part of our Mid-term Plan. In the previous Midterm Plan starting in 2020, we further introduced digital infrastructure such as an app and corporate portal,
promoted paperless and seal-less operations, and focused on developing digital personnel.
If we consider these stages of evolution as Chiba Bank DX 1.0 and 2.0, the new DX strategy in the current Midterm Plan is positioned as Chiba Bank DX 3.0, with the fundamental policy of creating the optimal customer
experience.
We aim to provide our customers with the best Chiba Bank experience by fully utilizing the digital
infrastructure we have built so far.

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Please turn to page four. This is an overview of our DX strategy.
There are two strategic pillars for creating the optimal customer experience. One is our personalization
strategy, which aims to deliver the most suitable proposals to each individual customer, and the other is theregional ecosystem strategy, which connects local corporate and individual customers to stimulate theeconomic cycle.
We will concurrently evolve our existing financial business and create new non-financial businesses across theentire Group.
In our financial operations, we will further improve the functionality of our digital infrastructure, such as theapp and corporate portal, and promote business process efficiency through paperless operations and thefurther introduction of RPA.
In our non-financial operations, we will expand the business domain of Chiba Bank's branches, enter theadvertising business, and actively utilize new technologies such as BaaS and the Metaverse space.
Digital marketing serves as the foundation for effectively providing both financial and non-financial services,and we will further accelerate the overall strategy by cultivating DX personnel.

2Please look at the next slide. This is our personalization strategy.
As mentioned earlier by President Yonemoto, this strategy involves utilizing the data from customers who use
our digital services to make the most appropriate proposals at the most suitable time, ultimately improving
the Chiba Bank experience for our customers.
We will aim to offer proposals that anticipate our customers' needs and life plans, not only through digitalchannels but also by utilizing the most suitable channels for each customer, such as in-person or remote. We
want to earn their approval for the entire Chiba Bank experience and turn them into fans.

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Please turn to page six. This is the second pillar, the regional ecosystem strategy.
This strategy aims to connect local customers and businesses, thereby building an economic cycle.
Until now, we have indirectly connected local companies and retail customers through deposits and loans.
However, our aim is now to connect corporate and retail customers more broadly through the provision of
new platforms such as cashless payments, crowdfunding and e-commerce sites at Chiba Bank's branches, andadvertising businesses operations.
By revitalizing the regional economy through this regional ecosystem strategy and utilizing the data
accumulated through these platforms, we will aim to create the optimal customer experience by providing
personalized proposals tailored to each individual as part of the personalization strategy.

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Next, I will explain about the app and corporate portal. Please turn to page seven.
First, we released a feature in the app for handling investment trusts at the beginning of this month. In August,
we will continue to upgrade the app, making it possible to open new accounts virtually.
As of the end of March, the number of app registrations has exceeded 730,000. Over the next three years of
the Mid-term Plan, we will aim to increase the number of registrants to 1.5 million, which is half of theapproximately 3 million total active accounts. To put this in perspective, it means that one in four people inChiba Prefecture will be using the Chiba Bank app.
In the future, we will strive to create a world where we can have conversations with our customers throughthe app by providing services such as household budget diagnoses and life plan simulations, as well as productproposals utilizing data, further deepening our connection with them.

5Please turn to page eight.
Next, , we are working on adding features in order to achieve a functional and easy-to-understand corporate
portal site for our customers.
As a corporate transaction concierge, we will provide banking services such as deposits, loans, FOREX services,and various notifications through the portal, aiming to become a bank that is close to customers even in digital
corporate transactions.
At the moment, the number of registrations is steadily increasing, reaching around 35,000. Over the next
three years of the Mid-term Plan, tour goal is to raise the penetration rate among our borrowers to 70% andincrease the number of portal registrants to 60,000.

6Please turn to page nine.
Regarding our BaaS initiatives, we will aim to create a regional economic circulation system and regional
ecosystem by providing platforms such as our app and cashless payments. We plan to offer our financial andnon-financial platform features, such as financial- and life-related services, to leading regional businesses anduniversities through APIs. This will help build a system that circulates money within the regional economicsphere.
Additionally, we are currently conducting proof-of-concept experiments in the Metaverse. We have alreadyheld events for local government staff, job-seeking students, and those raising children. Although thesepeople were in areas where direct contact would be difficult, their resistance to the Metaverse space waslower than we expected, and we feel it has potential for use. We will continue to discuss practical applications
with our business partners.

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Please turn to page 10.
As step one at Chiba Bank's regional retailer, Chibagin Market, , we are continuing to discover and promote
attractive local products through crowdfunding projects and e-commerce site operations.
Currently, in step two, we are working on creating a commercial flow related to life events. Since January ofthis year, we have started a small-scale concierge service for home purchases. In this concierge service, we
extract customers with high prospects for purchasing a home using data, and by leveraging the regional
information network, we can provide a series of services, from discovering needs to offering residential loans.
Moving forward, we will work on step three, where Chibagin Market can be used in various aspects of daily
life, aiming to "connect to life."
Moreover, in our advertising business, we will begin test sales for advertising media from this month, April.
Our goal is to provide advertising distribution opportunities by utilizing our channels, such as the app and inbranch signage, as well as outdoor billboards and other companies' channels. We believe that the trust we
have built up so far will enhance the value of advertising broadcasts.

8Please turn to page 11. Next, I will discuss operational efficiency.
In order to shift to virtual channels while also maintaining in-person channels, we will work on three
improvement measures: expanding virtual channels, reducing the burden of branches, and improving theefficiency of Head Office operations.
During the previous Mid-term Plan period, we achieved our goal of reducing work hours by 400,000 hours,
and we plan to add an additional 300,000 hours saved in the next three years by continuing our efforts.
We have reallocated 360 personnel to sales and planning departments during the previous Mid-term Plan byfocusing on improving efficiency, mainly in administrative departments, and our goal is to reallocate anadditional 370 personnel in the current plan.
We have also been implementing operational reforms based on feedback from the field through our proposal
system, and we will continue to work together with the Head Office and sales branches to improve operational
efficiency.

9Please turn to page 12. Finally, I will explain about DX personnel development.
In order to systematically develop human resources to drive DX in the future, we introduced a DX certification
system in October 2021. The development of base personnel with a certain level of DX literacy has been
progressing rapidly, achieving the initial goal of 1,000 personnel in just six months. In the new Mid-term Plan,
we have significantly increased our personnel development target, as shown in the graph, in order tostrengthen our future promotion structure.
Even in sales branches that do not directly engage in DX initiatives, we have changed the certification system
to recognize DX core personnel by including evaluation items that require DX-related knowledge, such as thenumber of successful ICT consulting cases. To further accelerate our DX strategy, we will roll out DX personnel
development throughout the Bank.
That concludes my presentation. Thank you very much.
Kanzawa: Next, we would like to discuss our human resources strategy.
Now, Managing Executive Officer Mr. Makinose, please go ahead.

10Makinose: I am Takashi Makinose, the Group CHRO. Thank you for joining us today, and I appreciate yourtime during this busy period. I will explain our newly established human resources development policy andhuman resources strategy in the new Mid-term Plan, following the materials provided.
Please turn to page 14. First, I will explain the basic concept of human resources in our bank group.
We have positioned human capital as the most important management resource, and we believe that thesustainable growth of the Group is achieved through the growth of our human resources.
As shown in the diagram in the middle of the page, the growth of our human resources is the starting point,
and by developing human resources, we can provide social value to our customers which leads to thesustainable growth of the local community and our bank group. The revenue generated from this growth isthen reinvested back into in human resources development, creating a virtuous cycle.
In order to achieve our newly established corporate Purpose to “create a local community better suited tobringing each person's hope to life”, we have summarized what kind of growth we want our human resourcesto achieve and what kind of behavior is required in for a human resources development policy.

11Please turn to page 15. This is our newly established human resource development policy.
The core of our policy is to “become someone who keeps fighting for the customer”. This policy was developedwith the hope that each bank group employee will become a partner who keeps striving together withcustomers, the community, and colleagues as we aim to become an organization that brings together adiverse-range of experts to create new value.
We have established three core tenets: think things through, utilize your own strengths, and gain more
supporters. In order to develop human resources in this way, we will provide a wide range of learning,
challenging, and practical opportunities in our human resources strategy for the new Mid-term Plan.
Furthermore, this development policy is not just a policy; it must ger through to each employee and lead toactual behavioral changes and growth. Therefore, we will also implement thorough penetration measures.

12Please turn to page 16. From here, I will explain our human resources strategy in the new Mid-term Plan.
Our human resources strategy is to build an organization that creates new social value by focusing on twopillars: development of a Chiba Bank Group where people grow and creation of an organization with highpersonnel engagement.
As key strategies, we will implement various initiatives focusing on five points: career development, job
satisfaction, diverse organization, unified Group management, and a human resources portfolio.
By promoting this human resources strategy, our bank group will become an organization with a diverse-rangeof experts who provide new social value, bring our customers’ hopes to life, and contribute to the sustainablegrowth of the local community.

13Please turn to page 17.
In the new Mid-term Plan, we will significantly expand our investment in human capital and actively invest in
human resources development. Our goal is to increase the total amount of human capital investment related
to human resources development, such as training expenses, to 414 million yen by the end of FY2025, thethird year of the Mid-term Plan. This would bring the total amount invested per employee to 112,000 yen, a
70% increase compared to the previous Mid-term Plan. Specifically, we will expand our investment inmanagement and leadership development, DX personnel development, and self-development expenses.
We plan to train a total of 280 people over the next three years, about twice the number in the previous Midterm Plan, through trainee programs and external dispatching. In particular, we plan to train 50 people in eachcorporate and retail sales, developing 10% of the workforce through a new trainee system.

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Please turn to page 18. I will explain one of our key strategies, career step support.
In the new Mid-term Plan, we will strongly support the career development of each employee. We will
establish a clear three-year period until the Mid-term Plan ends, and during that time, each employee will
think about their career and take action.
First, each employee will analyze their current situation and organize their career-related needs, such as theskills they lack or experiences they would like to have in the future. From there, they will specifically imagine
what they want to be like by the end of the three years when the new Mid-term Plan ends and set goals
designed to help them achieve that. After setting these goals, they will take action to achieve them, and wewill fully support their actions by providing opportunities for learning, challenges, and practice.
We believe that achieving the career goals that each employee aims for will lead to improved engagement.

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Please turn to page 19. I will discuss Chibagin Academy, a learning support tool.
The Chibagin Academy is an in-house university that supports learning tailored to each employee by utilizing
online resources, and its release is planned for middle of this month. As the first among Japanese regionalbanks, we will implement Cornerstone OnDemand's learning management system, which is headquartered inthe US.
Similar to YouTube, employees can watch videos that interest them anytime, anywhere, and each video isrelatively short in duration, so it's easy to watch. There are about 4,000 video titles covering various genresthat employees may be interested in.
A distinctive feature is the ability to recommend learning content that matches each employee's level andunderstand what videos are of most use to employees currently.

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Please turn to page 20. Next, I will explain our approach to human resources development, which supports
employees in taking on new challenges.
We will seek to improve the development of three employee types in the new Mid-term Plan: specialists, DX
personnel, and management personnel.
For management personnel, we will dispatch 30 people to external training programs to foster management
strategies and managerial perspectives over the three years of the Mid-term Plan in order to increase thenumber of professionals who lead our Group's growth strategy.
In addition, we will work to develop 50 specialist personnel trainees each in both corporate and retail sales aswell as 90 trainees as Head Office specialists in order to increase practical personnel who can provide valueto our customers. In particular, the trainee system for corporate and retail sales involves a curriculum that
includes cross-organizational learning with the Head Office and Group companies, as well as a wide range ofpractical and hands-on training opportunities, aiming to develop consulting proposal specialists at sales
branches.
We will also dispatch 60 employees as DX trainees inside and outside the Bank over the next three years toincrease personnel who will accelerate our DX strategy as well as implement a dedicated training program.
In addition to this training, we will increase our support for self-development by expanding incentives for
obtaining qualifications and subsidizing expenses for participating in external seminars as well as support eachemployee in having their own strengths and expertise.

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Please turn to page 21. Lastly, I will discuss unified Group management and the human resources portfolio.
In the new Mid-term Plan, we will accelerate unified Group personnel management, start recruitment as aGroup, and actively promote personnel exchanges with Group companies. In particular, we will increase
career steps at the early stage of young employees' careers that broaden their field of activity by facilitatingexchanges between the Bank and Group companies, and vice versa.
We will shift to a format for our human resources portfolio that aligns with our business strategy. We will
reallocate about 10% of the workforce through operational efficiency improvements and sales structure
reviews while maintaining the same number of employees while shifting the workforce to specialized fields,such as the digital, corporate, and solutions sectors which contribute to providing social value.
Regarding the gap in quality and quantity of human resources due to this reallocation, we will build a humanresources portfolio aligned with our business strategy by actively promoting mid-career recruitment ofprofessionals with a wide-range of specialized skills as well as implement the development measures I
explained earlier.
That concludes my presentation. Thank you very much for your attention.

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