マスタ タイトルの書式設定

Digital Strategy
Cashless Business Strategy

July 17, 2020
(TSE 1st Section: 8331)

マスタ タイトルの書式設定

The 14th Medium Term Management Plan

Table of Contents

NEXT STEP 2023
~ connect and go beyond, for the future ~Digital Strategy
Digital Promotion Committee
Overview of Digital Transformation
Environmental Recognition
Improve Customer Experience
Productivity Improvement
Moonshot Goal
Digital Promotion ① (Target)
Digital Promotion ② (Chiba Bank App)
Digital Promotion ③ (Corporate Portal)
Information Strategy
Work Efficiency Improvement ①
Work Efficiency Improvement ②

Cashless Business strategy
3
4
5
6
7
8
9
10
11
12
13
14

Environmental Recognition
Outline of Cashless Settlement
Cashless Business Transition
Franchise Business by the Bank ①
Franchise Business by the Bank ②
Franchise Business by the Bank ③
Card Business
Income and Expenditure Plan
Expansion to TSUBASA Alliance

16
17
18
19
20
21
22
23
24

1

マスタ タイトルの書式設定

Digital Strategy

2マスタ タイトルの書式設定

The 14th Medium Term Management Plan

Digital Promotion Committee

NEXT STEP 2023
~ connect and go beyond, for the future ~Establishment of Digital Promotion Committee and appointment of group CDTO
Reinforcement of the structure topromote the digital strategy

Digital Promotion Committee
Purpose■ Digital Promotion Committee (From Apr 2020)
 Discuss overall policies and measures for
integration digital and management strategies inorder to realize business model transformation(digital transformation : DX) Organization-wide framework chaired by the
President■ Group CDTO ※Main agenda

Participants※ Chief Digital Transformation Officer
 Appointed a person in charge of promoting digitalstrategies across the group

Discussion of strategies for digitalization※ Discussion based on the discussion at eachsubcommittee and digital transformation
proposals
ChairmanPresident

Vice
Chairman

DeputyPresident

Members of the Board of Designates Directors,
Advisors, and chairman of T&I Innovation
CenterOperations Subcommittee

Business Subcommittee
PurposeMain agenda

Participants

Discussion of the creation and advancementof services for customers using digital andinformation resources

PurposeMain agenda

Discussion of improving the efficiency of
branch and headquarters business using
digital technology

ChairmanGroup CDTO

ChairmanGroup CDTO

Vice
Chairman

General Manager ofBusiness Promotion
Headquarters (Group CBO)

Vice
Chairman

General Manager ofOperations Headquarters(Group CIO)

Participants

Executive Officer anddigital promotion officer in charge of sales,
Planning, and systems

Executive Officer and digital promotion officer
in charge of administrative,
Planning, and systems

Composed of young employees
in their 20s and early 30s

3マスタ タイトルの書式設定
Overview of Digital Transformation

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Promote cross-organizational coordination among divisions
Improve CX※
Individual apps
linked to lifestyles
As a hub for all services

Corporate Portal
Utilization of
information

Collabo-rationCashless

Accessible
financial services

Enhancement offinancial services

Be constantly used

Provision offinancial services

Newbusinesses

Best apps
Best portal

Centralization of information
Obtain the information “anytime“,“what you want“, and “in what you want"Utilization formarketing

Card business

Developing
new markets

Franchised stores

Persona-lization

Regional
tradingcompany

Others※ CX: Customer Experience

Productivity improvement
Utilization of
remote tablets
Improvement ofwork efficiency
in branch
Improvement ofwork efficiency
in the group's officeconcentration department

Remote interview
and sales

Utilization of tablets

Collabo-rationComplete transactions
through apps and portals /Digitization of operations

Promotion ofno paperand stamp

Promotion ofcentralization of
branch work

Promotionof telework

Simplification
AbolishRPA
4

マスタ タイトルの書式設定
Environmental Recognition

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Acceleration of digitization based on COVID-19
Conventional
environmental recognition■ Rapid progress in digital technology■ Cashless■ Entry into the banking industry
by other industries■ Progress of work style reform■ Continuation of negative interest rate

Our group’s digital transformation
Innovate "business model"
Relationships with customers, channels, products,
proposal capabilities, and proposal methods

Innovate “work styles"
Place of work, business flow, organizational
culture, and human resources skills

What we want to achievethrough digital transformation

Impact of COVID-19■ Reduction of face-to-face interview
opportunities (Fewer brandh visits /ExpansionFewer visits to customer)of■ Establishment of work from homeremote(Reduced attendance)

Improve
CX※

Productivity
improvement※ Customer Experience■ Values and lifestyles change
The 14th Medium Term Management Plan

[With COVID-19 and after COVID-19]

Digitization becomes a more
important theme

NEXT STEP 2023
～ connect and go beyond, for the future～

2020．4．1

2023．3．31

Vision”Enhance customer
experience” bydeepening financial
functions and creating newmodels for regional finance5マスタ タイトルの書式設定
Improve Customer Experience

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Improving customer experience (CX)
Improve CX
by deepening customers
Accumulate andcentralize information
・ Transaction history
・ Family structure
・ Family information
・ Life plan・ Assets and real estate・ Interested and concerned・ Living activity line, etc.

Individualapps

Corporate
PortalComplete all transactions digitally

Utilization of information ⇒Personalization

Accumulate andcentralize information
・ Transaction history
・ Financial analysis
・ Commercial distribution
・ Cash flow
・ Business portfolio
・ Owner information(address, assets) , etc.

Information is utilized on apps and portals in digital, and on tablets in real
Providing services and products that meet each customer needs

Further improvement of CX by regional trading companies, cashless business, etc.
Various new businesses
through deregulation

 Regional trading companies [E-commerce and platform]※ Other new businesses under consideration
TSUBASA Cashless Platform

6

マスタ タイトルの書式設定

The 14th Medium Term Management Plan

Productivity Improvement

NEXT STEP 2023
~ connect and go beyond, for the future ~Improving productivity
Goal

Office work centralization centerRoutine work and judgment are performed automatically by usingdata.

■ Realize simple and lean automated andsystematized business flow by utilizing RPA, AI, etc.

A series of works can be completed in remote locations as well.

BranchSales
representatives

Office Centralization Center

RPA

RPA

Operations
officer

Enables centralizationof office work
Realize TSUBASA Alliancecollaboration

Sales representatives
Using tablet devices■ financial transactions and contracts■ Consult with specialist remotelyOver-the-counter operations■ Advanced proposals■ Propose remotely without visiting

××■ Establishment of business flow suitable for digital by paperless,no stamping, and cashless■ Consult remotely without visiting branches

Work from home

Enables office work at home.

■ Work from home regardless of the type of work

Optimization of
branch network
 Minimize branch space Minimize machines installed inbranches Building a branch network witha limited number of branches
and functions
7

マスタ タイトルの書式設定
Moonshot Goal

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Realizing digital strategies with Moonshot goals
What is the Moonshot goals?
 It originated from the “Moonshot”, the first lunar landing project for humanity in the Apollo program proposed by the U.S.
President John F. Kennedy.
 The word is used for ambitious goals and challenges that would be a significant impact but a difficult or enormous costly as
looking out future society.

Our concept to set the Moonshot goals

Example of the Moonshot goals
set by Cabinet OfficeInspiring
Easy to understandand exciting

Imaginative

Credible
The feasibility
can be imaginable

Pioneering the futurewith innovation

Common understanding in setting the Moonshot goals
Encourage to takeon the challenges
 Tolerate failures Achievement rate of
60-70% isconsidered successful.

Proceed flexibly
 Review what we dofrom time to time

Release fromspace and time constraints

Release fromphysical constraints

Release frombrain constraints

Work throughout
the organization
 Remove obstruction
factors as anorganization

8

マスタ タイトルの書式設定
Digital Promotion ① (Target)

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Providing "Best apps" and "Best Corporate Portal" to all customers
Number ofindividual digital customers

Moonshot goal

※ Digital customers
・ Chiba Bank App[Individuals]

・ Passbook App
・ Personal internet banking

Providing "Best apps" to all customers～ Apps connected to customers‘ lifestyles and used always ～(Thousand people)

1,500[Corporations]
Providing “Best Corporate Portal” to all customers～ Corporate Portal as a hub for all services and indispensable for business～
490

540

2020/32020/6

Provide "personalized information" to customers
Realized image during the period of
the mid-term management plan
 1.5 million digital individual customers, centered on the Chiba Bank App

Composition of gross business profit(individuals)
Profit ratio
from digital customers

 Convert 90% of over-the-counter transactions with individual
customers to app transactions※ Develop small units of functional units rather than divide systems by large units.
It is one of the system development methods, and possible to shorten thedevelopment period compared to the conventional method.

Profit ratio
from digital customers

18% 50,000 Corporate Portal users

 Training of specialists in agile-development ※2023/3(Plan)

2020/3Non-digital
82%

50%
Midterm2023/3Non-digital50%

 Establishment of a joint development system through TSUBASA Alliance9マスタ タイトルの書式設定
Digital Promotion ② (Chiba Bank App)The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Toward the app linked to lifestyles
Stores andhospitals

Householdbudget book
Notification
Remittance

Data utilization

Card

Loans

Deposits① Making app of familiar
financial services
Openingaccounts

Procedure② Enhancement offinancial services

Insurance

Life plan

Administrative
cooperation

Chiba Bank App

Smallinvestment

External apps

Renovated in April 2020
Build on TSUBASA FinTech Platform
Phase 1
・ Inquiry of balance and transaction
statements
・ Transfer between self-accounts
・ Link with Passbook App③ To app which linkto lifestyles

Phase 2
Oct 2020 (scheduled)
・ Time deposit transactions
・ Transfer (within Chiba Bank)・ Linking to debit cards, etc.

Phase 3
Mar 2021 (scheduled)・ Change of address
・ Card loans
・ Tax Payments, etc.

Evolve into our core channel with development flexibility and extensibility

Phase 4After Apr 2021
・ Opening accounts
・ Insurance
・ App loans
・ Life plan simulations
・ Small investment
・ Linking to external apps, etc.

10

マスタ タイトルの書式設定
Digital Promotion ③ (Corporate Portal)

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Corporate portal as a hub for all services and indispensable for businessCorporate Portal

Log in with Business ID(Certification function which is jointly

Corporate
customers

Developed by TSUBASA〔Start service from Apr 2021〕(Customer-only website)

Connect customers
and branches inchat and web
conference

Connect customers
and brancheswith digital data

Management

Link toa variety ofserviceswith ONE ID

Connect with local
customers

Branch sales
representatives
 Improve workl efficiency by digitization ofprocedures, document transfers, etc.
 More advanced proposal by using view andusage history

Web-EB(Corporate IB)

Functions required for accounting procedures

Commercial distribution(Credit card business, etc.)

Notify to smartphone for deposit
and withdrawal notices, etc.
(whenever and wherever)■ New credit
creation
Online loans
Advance credit
estimations
Forecasting
financial needs■ ConsultingManagement
analysis
Market analysis

Account
information
Finance and loan
information

Out
Puts

Exchange
information

Connectwith APIGroup companies
serviceInhousex
digitalInterview history(CRM)

Utilization andconnection

 Visualization of merchandisinginformation such as sales
 Cashless corporate transactions

External service

Sales andpurchasing
information

E-mail address

Analysis

Linking members' websites and web services
and reciprocal customer transfer

Usage andbrowsing history

Corporate
information

Collection andaccumulation

Chibagin ResearchInstitute, Ltd.
Chibagin Computer
Service, Co., Ltd.

Link toindividual
customers

Cooperation
with other industries
 Resolution of management issues(business matching, etc.)
 Consider various services such as cloud
accounting

Chiba Bank App
Coupon distribution and customer
attraction of local companies
through Chiba Bank App

11マスタ タイトルの書式設定
Information Strategy

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Realize the highest CX for all customers in the region by utilizing centralized data
Moonshot goal
Realization of a customer search system to obtain information inside and outside the bank“anytime“, "what you want“, and "in what you want“.
～ Realize the best customer experience for all customers in the region by utilizing centralized data ～Corporate
loans

Consumer andhousing loans

Trust
Business
Insurance

Deposits

Investment
trustsFranchised
storesCard

Centralization of information:
Customer /Household attributes

BranchSpecialist

Mail

SNS

Map
information

Apps

Portals

Telephone banking

COSMOS※

WebsiteEB

Internet banking

Marketinformation

Realization of a customer search system to obtain information inside andoutside the bank “anytime“, "what you want“, and "in what you want“.

Transactions andbalances

Personalized data for each customers■ Financial propensity■ Residential information■ Household information■ Insurance■ Owned car models, etc.

※ Corporate database

Face-to-face (over-the-counter/visiting),
ATM, apps, internet banking, website,
SNS, portals, seminars, etc.

Provide personalized high-satisfaction information to all
customers by using date fully
12マスタ タイトルの書式設定
Work Efficiency Improvement ①

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Automate work and judgment, release from location constraints
Moonshot goal

Eliminate the use of paper and stamps completely within the bank
➢ Release staff from routine work and judgment
Routine work and judgment are performed automatically by using data ⇒ Eliminate errors➢ Release staff from the location constraints
A series of jobs can be completed in remote locations as well.

Work Efficiency Promotion Office Rebuild business flow by using RPA, AI, etc.

Utilize
RPA・AI

Automation

Labor saving

Improveproductivity
and capabilities,
branch network
review

Amount of work volume
reductions
Pile up 100 thousand hours morefrom the initial target(Thousand hours)

Current
Fundamental
review

300
Abolish,Simplification

Standardi-zation

Joint operations
with other
banks

200
20
2020/3(Initial2023/3
target) (After
2023/3
revision)
2023/3 Plan

13

マスタ タイトルの書式設定
Work Efficiency Improvement ②

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Eliminate the use of paper and stamps completely"All business flows dependent on paper and stamps" reshape into digitally optimized
Current status

Goal■ Use paper for routine work and judgment (Make mistakes)■ Work at a place with paper and stamps

BranchDirecteffectPaper andstamps■ Perform routine work and judgment automatically by using date
(No mistakes)■ A series of workss can be completed in remote locations as well.

×

Automating routine〇
judgment

×Work from house〇

×

Centralization of
office work〇

×

TSUBASA Alliancecollaboration

〇

Sales
representatives
Office work centralization center
Branch (light weight )RPA

Operation
officers

RPA

It is necessary to thoroughly promote paperless operations for reviewing the "style of branches"■ All branches handle cash at the counter■ Various functions are packaged into the branches

BranchFurther
effect

Safes

Sales
representatives
Paper

Dedicated
terminals

Many

Number of staff

Few

Large

Space of branches

Small

Expensive
Office staff■ Self-handling of cash (Cashless transfer only at the counter)■ Make two-thirds of branches super light weight(satellite office without back office)■ Improve productivity with area-based OHR management
Branch (light weight)

Standardized
tablets
Installed machines Low- priced

Fixed seats for sales representatives

No fixed seats for sales representatives

Back office staff also work together

Complete centralization of back-office operations

Requires expensive dedicated terminals

Terminals are for standardized tablet only

Front only

Sales
representatives
are able tochoose the mostefficient place to
work

14

マスタ タイトルの書式設定

Cashless Business Strategy

15マスタ タイトルの書式設定
Environmental Recognition

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~The cashless payment market is expected to growCashless payment ratio and market size in Japan(Market size:¥Tri.)

250

Impact by COVID-19
on cashless intentions¥249 Tri.

Cashless payment ratio
Source: Ministry of Economy, Trade and Industry(2025 and Future are government goals)

200

80%

40%

21%

N/A, others
29%

26%

150

Use more than
before40%¥125 Tri.

100

Not use morethan before
31%¥81 Tri.
¥65 Tri.

50※ Source: Data from the comprehensive secretariat for Japan’s
Economic Revitalization, Cabinet Secretariat

Cashless market size ※

0

2017

2019

2025

Future※ Total of credit cards settlement amounts(Source: Japan Consumer Credit Association),
electronic money and debit cards settlement amounts(Source: Bank of Japan)[Assuming that the growth rate in 2025 and the future is the same as that of the settlement ratio]

Cashless market size in
Chiba prefecture

Transaction volume of cashless
franchised stores (group total)

2019

2025

FY2019FY2023 Plan

Approx. ¥3 Tri.

Approx. ¥4.6 Tri.

Approx. ¥0.3 Tri.

Approx. ¥1 Tri.

(estimated share: 10%)

(estimated share: 22%)※ Estimated from the ratio of GDP in Chiba Prefecture
to Japan Acceleration of cashless Reduce the time and effort ofcash management
 Enable non-contact, hygienictransactions
16

マスタ タイトルの書式設定
Outline of Cashless Settlements

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Insource the systems and operations to meet the diverse needs of franchise stores and card members
Franchised stores

Multi-settlement
terminal■ Free leasing of multi-settlement
terminals(a single unit for various payments)

Chiba Bank
(franchise business)

Schematic ofcashless settlements

Through insourcing the systems andoperations, which had previously
relied on external sources Provide flexible services to meetthe needs of franchised stores andcardholders

 Improve work efficiency byreviewing business processes andsystems Promote cashless in the region inboth franchised stores and card
issuance businesses

Card members

TSUBASA Visa debit■ Planning to start TSUBASA Visa debitcard issuing from Oct 2020
(general card of free membership fees)

Chiba Bank
(credit card issuing business)

Insource thesystems andoperations

Insource thesystems andoperations■ Franchised store management services■ Franchised store management systems■ Payment center■ Card issuance and membership services■ Card issuance and management systems

17

17

マスタ タイトルの書式設定
Cashless Business Transition

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Until now, our cashless business has been developed mainly by group companies
Number of card holders andshopping transaction volumes

Number of franchised stores andshopping transaction volumes(Transaction volumes:¥Bil.)
1,200.0
1,068.6(Number of franchised
stores: Thousands)
100
90

1,000.0

80
70
60
50

40
30

210.8
1,400

Transaction volumes

1,200Transaction volumes

600.0(right axis: ¥Bil.)

305.7
266.9
218.9 239.5
177.1 202.7

Number of franchised
stores (thousands)
25

26

29

30

25

26

29

30

40
33

3

57

200.0
By the Bank
20
0.0

Franchise businessby the Bank started
from 2019/10

33

37

400.0

2015/3 2016/3 2017/3 2018/3 2019/3 2020/3

119.9

126.4

132.7

139.9

148.2

155.9

150.0
1,022

1,000

100.0
VISA debit
from 2020/10

800

Number of holders(thousands)

600-200.0

512
19

524

528

535

541

548

39

49

58

66

73

400

By group -400.0
companies
37-600.02024/3(Plan)

200.0(right axis: ¥Bil.)

338-800.0

334

331

332

335

338

200

0

50.0
Debit
by the Bank
543
0.0

-50.0
Creditby the Bank
338
-100.0By group companies
112-150.02015/32016/32017/32018/32019/32020/3
2024/3(Plan)

155

0(Transaction volumes:¥Bil.)
250.0

800.0

20

10

(Number of holders:Thousands)
1,600

151

147

144

140

137

18

マスタ タイトルの書式設定
Franchise Business by the Bank①

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Started TSUBASA cashless franchise service (from Oct 2019)
Number of franchised stores and shoppingtransaction volumes (plan)¥1,068.6Bil.

Shopping
transaction
volumes¥782.0Bil.
¥305.7Bil.

40Thou.

55Thou. 57Thou.
18Thou. 20Thou.

Multi-settlement terminal
By offering multi-settlement terminal, which is available tohandle international brands, electronic money and mobile payments,
for our customers at no charge in principal,
we support the introduction of cashless services

Franchised stores
number by theBank

3Thou.

Franchised stores
Number by groupcompanies

2020/32023/3 In 5 yrs(Plan) →Local governments in Chiba Prefecture
introduced Chiba Bank’s “cashless
franchise service”.
Narashino City (Feb 2020)
Narita City (Jul 2020)
Introduction of cashless settlement atmunicipal office counters⇒Expand to other local governmentsTouchsettlement

IC card reader

Bar-code,
QR-codereaderMagneticcode reader Accepting a variety of brands
 The closing date is selectable anddeposits can be made every day Accepting Visa touch settlement
 Portable Franchise store web service(checking statement)
19マスタ タイトルの書式設定
Franchise Business by the Bank②

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Development of new services in collaboration with other industries ①
Cashless payment through EC transactions(B to C) (plan)

Development of ticket vending machines andautomatic settlement machines (plan) Co-development with
manufacturers

 Provision of means of settlement in
EC transactions

 Connecting to the Bank's multisettlement terminals

 Accepting touch-less settlement
 Touch panel control

 Construct an e-commerce site withcustomers (expand sales channels)
 Collaboration with regional trading
companies

Making corporate transactions (B to B) cashless (plan)

DeliveryBill issue

All billing and settlement operations arecompleted on the web

TSUBASA Cashless Payment
Platform
Settlement
completion e-mail  Reducing billing and mail operations

Suppliers(franchisees)

Invoice e-mailCard payment

 Internet payments via PCs or smartphones, etc.
 Cost reduction in small-amount transactions(bank transfer fees, etc.)

Ordering

Buyer(corporate card)20マスタ タイトルの書式設定
Franchise Business by the Bank③

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Development of new services in collaboration with other industries ②
Collaboration with cash register
manufacturers (plan) Collaboration with cash
register manufacturers

Services for local governments (plan)
Smartphones, postcards, tax payment
slips, QR code, and bar code Connecting to cash registersystems and POS management
systems

Bar code
Reading Available for web-based cash
registers

Recurring (plan) Credit card payments for acontinuing charge(monthly payment, etc.)
 Targeting real estate leasing sector,
gas companies, tutoring schools,
nursing care facilities, etc.

Provision of dashboards (plan) Centralization of cash
management including bankaccount statements andcashless transactions
 Use of Corporate Portal
 Transaction lending / Support
for attracting customers(consulting)21

21

マスタ タイトルの書式設定
Card Business

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Start issuing TSUBASA VISA Debit Card (planning from Oct 2020)
Number of card holders(group total)

Use profitably

1,022Thou.
800Thou.
500Thou.
548Thou.

290Thou.

Chiba Bank Partner (Approx.
3,500 stores)
TSUBASA
Visa debit
card

Existing
card business2020/3Visa touch payments

PointsCouponAvailable at Visa merchants,
stores and online
all around the world

Overseas ATM
withdrawals

2023/3 In 5 yrs.
(Plan) →Chiba Bank App

Integrated in cash card /Separate type
No annual fee
Future developments (plan)

・ Notice of Use(Push Notice)
・ Statement /Balance inquiry
・ Suspension of use /Setting amount limit

Easy payments in justholding the card up

Email notifications
・ Notice of use
・ DM (Campaign)■ Smartphone payments■ Coupon distribution■ Automatic loan
■ Point investment■ Collaboration with TSUBASA
Alliance banks■ Regional points, etc.
22

マスタ タイトルの書式設定
Income and Expenditure Plan

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~Targeting gross profit of +4.1 billion yen in 5 years
Cashless business income and expenditure Plan
(group total)(¥Bil.)
Debit Card by
the Bank

12

Franchised
stores by the
Bank

10

8

7.6

Franchised
stores by FC

6.3

6

Gross margin(group total)+¥4.1 Bil.

Huge increase of the income from franchise businessand debit business by the Bank will lead the increase of
the income from fees and commissions during the midterm management plan

Net fees and commissions in the mid-term management
plan (non-consolidated)(¥Bil.)

Financial
product sales
+1.4

5.1

4

Credit cardby the Bank

4.1

Corporate
solutions+1.9 Trust businessCashlessandbusiness
inheritance+3.1
related services
+1.0

3.5

2
Credit cardby FC

New services,
etc.
+1.4

Guarantee
charges andgroup
insurance costs
(1.4)
30.0

0
2020/3△2△4△62021/3 2022/3(Plan) →2023/32024/3
Fees andcommissions
payments
Brand fees
Commission fees

22.6

+7.3

2023/32020/3
Cashless
Trustbusiness
Corporatebusinesssolutions
and inheritance-related
Insurance
Financial fees
product
for services
housingsalesNew
loan
services,and guarantee…
etc.
2023/3Plan※Because we anticipate decrease in FC credit revenue, the increase in gross profit in mid-term management
plan (Apr 2020-Mar 2023) for the Bank (+¥3.1Bil.) is greater than that for the group (+¥2.8Bil.)23

マスタ タイトルの書式設定
Expansion to TSUBASA Alliance

The 14th Medium Term Management Plan

NEXT STEP 2023
~ connect and go beyond, for the future ~TSUBASA cashless economic zone
Direct coupon delivery and point granting to customers

Franchised stores Multi-settlement terminals
 Ticket vending machines
and automatic settlement
machines
 Corporate (BtoB)
payments
 EC payments
 Recurring Collaboration with POS
cash registers
 Dashboard, etc.

TSUBASA Cashless Payment Platform

Franchise store management
systemCard issuance system

Payment center

Point management system

EC system

Coupon management system

Payment database / Big data
Data analysis system

Card members

 TSUBASA Visa debit Collaboration with the
Chiba Bank App
 Smartphone payments
 Point awards andpayments
 Chiba Bank Partner
 Coupon receipt
 Automatic loan, etc.

Corporate Portal + Regional trading company +Chiba Bank App
Purchase products with convenience, coupons and other benefits

Expansion to TSUBASA Alliance banks24マスタ タイトルの書式設定

Inquiries related to this presentation should be addressed to:

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

25