Human Capital Management

Message from the CHRO

The Chiba Bank Integrated Report 2024

human capital
investment

¥0.29

¥0.36

¥0.41

Number oftrainees

86billionbillionbillion(Investment per person) (¥79 thousand) (¥97 thousand) (¥112 thousand)Number of job
recruitment
applicants
Ration ofraising salary

New dormitories
for employee
Number of
Recruitment of
mid-career employees
Group humanresources exchange

102

92

280 (3-year cumulative)

105

5.2%

100

5.6%

100

TBA

36 rooms 122 rooms

Senior management candidates(development program participants)

1130

DX specialists*1

20

30

DX core personnel*1

84

150

DX base personnel*1

1,604

2,000

Certified professional corporate
solution advisors (started 2022)*2

175

Increase

Certified professional general advisors
for retail customers (started 2023)*2-

13

Certified professional advisors regarding
inheritance-related services (started 2017)*2

666

Increase

Certified professional asset managementadvisors (started 2023)*2

27

402

Certified professional residential
loan advisors (started 2023)*2

77

354

General engagement score*3

77%

80%

Percentage of female managers(leader positions or higher)

28%

30%

112%

100%

158 rooms

100

100

100

300 (3-year cumulative)

228

250

281

Percentage of men taking
childcare leave
Percentage of paid leave taken

Real net business income
per employee¥26 million
FY2025¥23 million

83%*1 Number of personnel certified under in-house DX certification system*2 Number of personnel certified under in-house certification system (1-star or higher based on various certification criteria)*3 Percentage of positive responses to 9 key questions in employee engagement survey (responses of 4 or 5 on a scale of 1 to 5)

FY2024¥20 million
FY2023

Realization of the Group’s Purpose and Vision

FY2025
Planprovision of value to customers and community

FY2024Plan

FY2025
TargetImprovement of employee productivity

Development of a “Chiba Bank Group where people grow”

Human resources strategy

Creation of an “organization with high personnel engagement”

FY2023ResultFY2023ResultHuman capital KPIs

Financial and Corporate Data

75

Human resources investment in the current Mid-term Plan

Management Base Supporting Value Creation

The Bank Group has established a new Human
Resources Development Policy with the slogan“become someone who keeps fighting for thecustomer.” This slogan is used to share thepersonalities and ways of thinking desired by theGroup among all employees and to inspire themto move forward to realize their own career
aspirations. It was designed to encourage eachof our employees to “be a partner who
continues to keep fighting with customers, thecommunity and colleagues.”

The growth and advancement of humanresources who can respond appropriately to ourcustomers’ diverse values and to changes in thebusiness environment are essential to therealization of our Purpose. In our aim to become
an organization in which each of our employees
has professional expertise and pride and is able towork with a sense of reward, we will actively
promote investment in human capital with a focus
on measures for human resources development.
We established our in-house academy,“Chibagin Academy”, as a learning environment
in which each of our employees can obtain theknowledge and information that they need“anytime, anywhere.” A year after it opened, theAcademy now has over 6,000 video courses,
and we intend to continue enhancing the kind oflearning content that employees need. The
average time spent by employees learning with
the Academy has reached 39 hours per annum,
which indicates that a culture in which individual
employees seek to acquire the knowledge that

Human Capital Management“Human Resources Development Policy”
for the realization of our Purpose

Develop personnel who bringcustomers’ hopes to life

Human resources strategy and human capital KPIs for the realization of the Purpose

×

The Chiba Bank Group views its “humanresources” as its most important management
capital. For the Group to deliver social value toour customers and the community, ongoing
human resources development is essential. To
this end, we aim to be “an organization
organization that creates new value by bringing
together diverse specialists” through theenhancement of human capital.
In particular, we have positioned “humanresources development” and the “improvementof personnel engagement” as key challenges inhuman resources strategy. We will connect
those challenges to the realization of the Group’s
vision by giving employees a greater sense of
reward in their work and establishing aworkplace environment in which diverse
personnel can demonstrate their capabilities.

To help each of our employees to embody the
Human Resources Development Policy, we
undertook a review of our personnel evaluation
systems. By drastically reviewing the previous
evaluation items and replacing them withevaluation items based on the three elements ofthe Human Resources Development Policy, i.e.,“Think things through,” “Utilize your own
strengths,” and “Gain more supporters,” wewill seek to enlighten our employees and instillthese elements in them.

Growth Strategy for Value Creation

Aim to be “an organization that creates newvalue by bringing together diverse specialists”

Human Resources Development Policy “Become someone who keeps fighting for the customer”

Director and Managing Executive Officer
Group Chief Human Resources Officer (CHRO)

I believe that the realization of employees’ career
aspirations at their companies and of their
expectations of their companies will lead to theimprovement of personnel engagement andallow them to demonstrate their full potential.
By listening carefully to each individual
employees’ hopes, I am working to establish a
workplace environment in which they can “workcomfortably” and find “job satisfaction”. I am
also working to promote diversity and inclusion
and to conduct personnel exchanges among
Group companies.
In my dealings with people, I am always
conscious of “finding the good in others.” This is
the same for everyone I encounter—customers,
superiors, colleagues, subordinates and, ofcourse, even family. When we consciously look forthe good points in another person, we naturally
come to acknowledge and respect that person.
The fundamentals to doing a good job are to besincere ourselves and to respect the people
around us. I hope to foster a corporate culture inwhich each and every employee respects eachother and strives to elevate each other.

Chiba Bank’s Value Creation

Takashi Makinose

Bringing employees’ hopes to life

Messages

We will develop diverse
professionals to bring
the hopes of our customers
and personnel to life

they need of their own volition is graduallypenetrating the Group.
To help our employees acquire expertise, wehave actively implemented development
programs to strengthen our employees’
consultation and proposal capabilities in boththe corporate and retail businesses. This
includes dispatching them as external trainees
to different industries and rotating them among
specialized departments at Head Office. We
established a human resources development
quota of 280 persons for the current Mid-term
Plan, which is approximately double that in theprevious Mid-term Plan.
We are also focusing on developing
management personnel and have launched an
individualized development program initiative, inwhich we select candidates for senior
management and help them to acquire theknowledge and experience that they each lack.
Through such human resources development
measures, we will aim to create a virtuous cycle
in which professionals who can bring customers’
hopes to life are nurtured, those professionals
then deliver “social value” to customers, bywhich local communities and the Group achievesustainable growth, and the profits generated bythat process are re-invested in our personnel.

Maintain
Maintain80%

The Chiba Bank Integrated Report 2024

76

Human Capital Management

Human Capital (Base IV)

Chiba Bank Group Human Resources Development Policy

Think things throughThink through everything on your own, and take action
and take on the challenge

Utilize your own strengths

Have your own strengths and expertise

Gain more supporters

Accomplish while connecting with others

Investment in human capital(¥ million)

Human resources development

System-related expenses
Training facilities

148
414

173

219

242

FY2020Operational Guideline: Evolution of the customer-focused business model

Mission of the
Human
Resources
SectionBased on the Human Resources Development Policy of “Become someone who keeps fighting for thecustomer,” actively invest in human resources development and enhance the skills of each and every employeeof the Group, which would result in a sustainable growth of regional communities and the Bank Group.
• Develop human resources who, as professionals, sincerely engage with people and work
• Develop human resources who resonate with the Purpose and think and act autonomously• Take each person’s views seriously and create an employee-friendly workplace

Development of
a “Chiba Bank Group
where people grow”
Important
Strategies
Diverse organization

The Chiba Bank Integrated Report 2024

Creation of an “organization
with high personnel engagement”

Career development
Unified Group management

Job satisfaction
Human Resources portfolio

¥44
¥57
¥65
¥79
thousand thousand thousand thousand

FY2025¥112
thousandCurrent Mid-term Plan target(cumulative)

10

50

Retail sales

1050

DX personnel

25

60

Other areas of expertise (external dispatch, etc.)30

90Management personnel

11

30

Total

86

280

Human Resources Portfolio to Achieve Management Strategy
By developing specialists andimproving employee engagement,
we will develop the overall Group’s
human resources portfolio in linewith the management strategy.
While maintaining the total
workforce, we will review how
personnel are deployed by
improving operational efficiency andreviewing operational structures,transfer personnel to the digital andcorporate solution fields, and shift
our human resources to thosecontributing to the provision ofsocial value. We will recruit
personnel with high capabilities andpotential, develop human resources
to hone their expertise, and place
the right person in the right job
based on each person’s strengths
and career aspirations. In this way,
we will fill the gap in both the quality
and number of human resources tocreate an organization that canachieve the management strategy.

Shift to human resources contributing
to the provision of social value
Approximately
4,520 persons

Approximately
4,500 persons

Clerical personnel
at branches
Approximately
930

Approximately
880

Sales personnel
at branches
Approximately
1,250

Approximately
1,200

Redeployment to the growth
regions and increase thenumber of personnel in chargeof corporate business, etc.
+110 from the previous
Mid-term Plan

Planning and administration
at Head Office
Approximately 710

Approximately
750

DX and systems, etc.
+20 from the previous
Mid-term Plan

Solutions at Head Office
Approximately 330

Group companies
Approximately820
New hires, secondees, etc.
Approximately 480

Approximately
4,520 persons
Improve operational efficiency
and review structures−280 from the previous
Mid-term Plan

Approximately
650

Approximately
1,360

Approximately
730

Approximately Corporate and retail business, cards, etc. Approximately
390+60 from the previous Mid-term Plan
330
Strengthen collaboration among
Group companies
Unchanged from the previous
Mid-term Plan

Approximately
820

Approximately External trainees, increase in hiring+90 from the previous Mid-term Plan
550

Approximately
570

Approximately
790

FY2022

FY2023
Recruit(New graduates and mid-career hires)+ Outsourcing and collaboration

FY2025Development(Reskilling + Enhancement of expertise)

Quota for humanresources development
Mid-term Plan
total 280 persons
Management
personnel Corporate
and retail business
Management personnel
DX
Planning
Overseas and marketing
CreditCorporate
solutions

Financial and Corporate Data

Human
Resources
Strategy

77

Bridge the gap between “as is” and “to be”

FY20232024/3 result

Corporate sales

Management Base Supporting Value Creation

Link the Human Resources Strategyto the management strategy

FY2022280

doubleHuman Capital Management

Mid-term Plan Engagement Bank Group – Phase 1 –Management
Strategy

Development
expenses
per person

FY2021

Roughly283

Formulation of Human Resources Strategy That is Linked to Management Strategy
The Bank Group links its Human Resources Strategy to the management strategy to establish anorganization that creates new social value toward the achievement of the Purpose and Vision.
Under the two pillars of the Human Resources Strategy, which are the “development of a Chiba
Bank Group where people grow” and the “creation of an organization with high personnel
engagement,” we will bridge the gap between “as is” and where we aim “to be.” We will thus makethe Bank Group an organization with diverse experts that provides new social value, and we willrealize our customers’ hopes and the sustainable growth of the local community.

Current Mid-term Plan target(2023/4-2026/3)

Previous Mid-term Plan result(2020/4-2023/3)

Training expenses andqualification incentives, etc.

Growth Strategy for Value Creation

With the aim of the Bank Group becoming an organization that creates new value by bringing
together diverse specialists, we have established the Human Resources Development Policy“Become someone who keeps fighting for the customer” with the idea that each and every employee
should “be a partner who continues to keep fighting with customers, the community and colleagues.”
The three core elements of the Human Resources Development Policy are “think things through,”“utilize your own strengths,” and “gain more supporters.” We strive to develop and retain humanresources by providing a variety of opportunities for “training, challenges, and practice” so that
employees can refine their own skills and maximize their capabilities.

We believe that in order for the Bank Group to provide social value and achieve sustainable development
together with the local community, developing human resources responsible for service provision is an urgent
issue. Therefore, we will significantly expand our investment in human capital.
We will secure the budget for human capital investment in training and other human resources
development, which is nearly double the previous budget, and expand external training and on-demandlearning for specialists. In addition, we will establish a human resources development quota of 280 persons
for the period of three years, and actively have them participate in programs to strengthen consulting
proposal capabilities for both corporate and retail business, and dispatch them to different industries such as
DX and ICT consulting. In this way, we will focus on continuously developing highly specialized personnel.

Chiba Bank’s Value Creation

Three coreelements“Become someone who keeps fighting for the customer”

Messages

Investment in Human CapitalGroup Human Resources Development Policy

Specialized area in whichhuman resources
development will bestrengthened in terms ofmanagement strategy
Deployment(Increase personnel in growth regions;deployment to DX, solutions, etc.)

The Chiba Bank Integrated Report 2024

78

Human Capital Management

Human Capital (Base IV)
Pillar of Human Resources Strategy (1)Development of a “Chiba Bank Group where People Grow”

The Chiba Bank is developing corporate and retail business specialists, who interpret customer needs
at branches and make consulting proposals. To visualize the stage of each eligible employee’s
development and increase their motivation, we have launched the professional certification system,
where one to four stars are awarded in accordance with the certification criteria based on each
employee’s performance and other quantitative elements.
Criteria are set in the four areas of corporate, inheritance-related services, sale of financial products,
and housing loans, and the certification is carried out every six months. The stage of development ismeasured for eligible employees across the Bank.
Based on this system, in FY2023 we launched the corporate sales and retail sales development
program, which is a framework to develop specialists at branches systematically and allow employees
in charge at branches to gain practical skills and experience necessary for reaching a higher level. Thisis a practical one-year program where participants experience in rotation a wide range of solution
offering jobs at the Bank Head Office and specialized departments at Group companies. Under thecurrent Mid-term Plan, we plan to develop 100
specialists in total. Participants of the program
Number of employees in each area certified
are mainly employees who have a high interest
under the professional certification system
in corporate and retail sales, recruited based oninternal self-recommendation. Those who
Sales of175
27
Corporatefinancialcompleted the program are assigned to(Systemstarted(System started
solutionsin FY2022)
in FY2023)
products
branches where they can offer actual proposals
to customers. We measure their performance
Inheritance666
77
Housing
related(System started i(System started
after the participation in the program, therebyloansnFY2017)in
FY2023)services
developing human resources systematically.

Increase the number of practicalpersonnel who can provide value
to customers

Axes ofstrengthening
development• Dispatch 30 employees to training outside the Bank

• Develop 50 trainees for corporate andretail business respectively• Develop 90 Head Office specialist trainees Specialists
Specialists

DX personnel

Develop specialists in consulting proposals

Professional certification system

Corporate and retailbusiness trainee system

Development support aiming at
obtaining professional certification

Practice at Head Officeand Group companies• Chibagin Academy• Practical training
Head Office• Dispatch employees to university

courses to develop sales capability

Develop specialists in solutions provision• Dispatch employees as trainees to other companies or the Head Officefor 1 to 2 years (in specialized areas)

79

The Chiba Bank Integrated Report 2024

DX specialists
Specialists training
systemDX core personnel
DX core personnel
training courses
DX trainee

DX base personnel• Develop 60 DX trainees
Management personnel
Candidates for senior management• Dispatch candidates to training forsenior management (university
courses for working adults,
cross-industry interactions, etc.)

Managers• Six-month coaching programs• Assessment training for
department managers, etc.

Enhancement of and Program for Management Personnel Development
The Bank has a program for management personnel development in place from the perspective ofdeveloping next-generation management personnel who lead the growth strategies. We expand thepool of next-generation management personnel by implementing a program where participants ateach level learn decision-making skills, finance theories, organizational management frameworks, andother kinds of expertise required of management personnel, in accordance with age, position, andother elements. (There were 11 participants in FY2023.) In addition, we launched a development
program in FY2023 for candidates for managerial positions, such as General Managers and Senior
Deputy General Managers, from the perspective of developing management-level employees atbranches, etc. This is a personalized program where each candidate can gain knowledge andexperience they lack. Through this initiative, we are enriching the pool of management-level personnel.
The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Branches

DX personnel

Increase the number of personnel
who can accelerate
the DX strategies

The Bank Group actively dispatches trainees internally and externally to develop Head Office specialists
in such areas as DX, ICT consulting, corporate
Number of trainees dispatched
Number of employees who
in FY2023
obtained specialist qualifications
solutions, and international affairs. In FY2023, 55
DX/ICT
25
CMA
70
trainees were dispatched internally andSmall and Medium sized
Megabanks
560
externally, including to companies in other
Enterprise Consultant
Government-affiliated and other2
industries. We will continuously focus on the
1st
grade
Certified
Skilledfinancial institutions
252
Professional of Financial Planning
development of specialists through personnel
Consulting and research
6
Real Estate Transaction Agent 422
dispatch to fields with high-level expertise. In
Securities companies
1
Labor and Social Security Attorney
14
addition, we support self-development by paying
Fintechs2
Certified Public Accountant
1
Government agencies andqualification incentives of up to 300 thousand
3
Certified Public Tax Accountant
2
economic organizations
yen to employees who obtain highly advanced
Licensed Real Estate
Market and international
1
3
qualifications (Small and Medium sized
Appraiser
divisionsCredit and audit divisions
8
Enterprise Consultant, etc.).

Management Base Supporting Value Creation

Management
personnel

Increase the number of personnel
who can lead the growth strategies

Enhancement of Head Office Specialist Development and Trainee Systems

Human Capital Management

Strengthen development of specialists,
DX personnel,
and management personnel

Growth Strategy for Value Creation

The Bank believes that employees realizing careers which they themselves hope to pursue will lead not
only to value provision to our customers but also to job satisfaction and improved engagement for
employees themselves. We are enhancing our career step support initiatives, where we actively offer
opportunities for each employee to learn, take on challenges, and apply practically what they learn torealize his/her career goals.
As an initiative to acquire business knowledge, etc. required to realize their career goals, we haveestablished the Chibagin Academy, a learning management system. We have provided an environment
where employees can learn anytime, anywhere,with over 6,000 videos. At the same time, wehave also provided functions to recommend
leaning contents in accordance with each
Support forlearning
employee’s responsibilities and level.
In addition, employees are given opportunities
Establishment of the Chibagin Academy• Dedicated learning programs
to take on jobs of their choice. Specifically, job• Over 6,000 videos
shadowing opportunities are available to allow
employees to experience specialized work at the
Head Office for a few days, and we are
Support for
Support forenhancing the FA system and the job
challenge undertaking
practical application
recruitment system, where employees apply for
Deployment based on expertise
Substantial enhancement of
new responsibilities.
the trainee systems• Reengineering of personnel interviews• Development of professionals
to interviews for development support
As career paths each employee pursues, wein corporate and retail business• Deployment of employees withstrengthen the three axes of “specialists, DX• Development of management
high career aspirations topersonnel
positions of their choicepersonnel, and management personnel” in ourcandidates
Mid-term Plan. We are developing humanresources systematically by creating
development systems for each area, such as theprofessional certification system, internal andexternal trainee systems, and the program for
management personnel development.

Chiba Bank’s Value Creation

Enhancement of Corporate and Retail Business Personnel Development at Branches and the Professional Certification System

Messages

Career Step Support for Each Employee

80Human Capital Management

Human Capital (Base IV)
Creation of an “Organization with High Personnel Engagement”

Pillar of Human Resources Strategy (2)The Bank Group believes that bringing employees’ hopes to life will increase employee engagement,
and is working on various measures from the perspective of what employees expect from the Bank,
including “human resources development,” “diversity,” and “development of workplace environment.”
To accurately understand the status of employee engagement, we conduct semiannual
engagement surveys, with questions independently designed based on advice from an external
consultant. We have set the standard (KPI) we aim to achieve by FY2025.
A 360-degree assessment is also conducted. The results, in combination with the engagement
survey results, serve as employees’ voices and inform personnel measures and a better workplaceenvironment. By driving forward such a system, we strive to improve engagement.

To create a workplace where employees are physically and mentally healthy and find their work
rewarding, the Bank has made the Health Management Declaration. We take measures to maintainand enhance employee health, such as organizing 1-on-1 meetings with the occupational physician
for employees who work long hours, providing health checkups and cancer screenings, and holding
walking events. We thus work to reduce presenteeism (decrease in work efficiency due to healthissues) and absenteeism (leave or absence due to health issues).
We also believe that supporting financial wealth of employees (financial wellness) is important. In
addition to the establishment of a corporate defined contribution pension plan and employees’ shareownership plan to encourage employees participation, we have concluded a corporate service
agreement with On Ad Co. Ltd. to provide employees with asset management consultation services
offered by On Ad as part of employee benefit, thereby strengthening relevant initiatives.

How we approachand utilize employee engagement

FY2023 engagement
survey results(proportion of positive response)

Environment, assessment, treatment, and remuneration
Improve job
satisfaction andsense of growth77%

Total score(Average of
key scores)

80%

I resonate with
the Chiba Bank
Group’s
Purpose andVision.

78%

I am motivated in
my current job.

80%

Satisfaction, sympathy, and contribution
Company and Organization
Own work
Motivation
Sense of growth

Purpose and Vision
Working environment

Human relationships

Society and Local community
Contribution tocustomers andlocal communities

Superiors andcolleagues
Organizational culture

Compile and analyze results
and reflect in human resources
development and measures

74%

I feel that I am
contributing tocustomers and the
local community
through my job.

Total score(Average of key scores)(Persons)(Persons)

Staffing service

15

Advertisement posting

30

Headhunting
via a job search website

Referral

FY2021

FY2022

FY2023*Including temporary employees and employees
dispatched or seconded to the Group81

Corporate solutions
19

Sales
17

The Chiba Bank Integrated Report 2024

Direct application
via the website

Otherspecialists
36

DX
18
Market10

Making a broader range of proposals
while taking advantage of previous
job experienceAs an area manager, I give advice to retail sales
representatives in the Yachiyo block on ways ofsales promotion, in addition to engaging in myown promotional activities.
I previously worked in sales at a securities
company, working in different locations acrossJapan for about 11 years. I, however, found it
difficult to keep moving around the country whenmy third child was born. I became interested inworking for the Chiba Bank and joined the Bank
because I would be able to keep working in
finance and retail sales, work in Chiba, where I
am from, and make a wider range of proposals to

Shota Fujiwara
Area Manager Yachiyo
Branchcustomers than I had done at a securities
company.
After starting at the Bank, I realized that the
Chiba Bank is trusted by local people and offers awealth of services that can respond to the trust. I
believe that I have been able to offer services thatmeet a wider range of needs, while taking
advantage of my previous job experience.
Although I was initially nervous about being a
mid-career hire, I now feel that employees areproperly recognized for their activities whether
they have joined the Bank as new graduates or
mid-career hires, and am motivated in work.

The Chiba Bank Integrated Report 2024

Financial and Corporate Data

Breakdown of mid-career hires’ backgrounds

MESSAGEManagement Base Supporting Value Creation

Trends in mid-career recruitment

We actively engage in work style reform to create a workplace where employees can feel job
satisfaction, as well as to let diverse human resources play an active role. We have introduced remote
work, flextime, and staggered working hours, as well as reformed business operations by utilizing IT
and reviewing business processes. Through such initiatives, we work to improve productivity byallowing flexible work styles and correcting long working hours. In addition, employees areencouraged to take paid leave. The percentage of paid leave taken was 83% in FY2023.

Human Capital Management

When recruiting new graduates, the Bank Group focuses on the recruitment of human resources who
resonate with our Purpose and Vision and keep fighting for the customer, not to mention the
recruitment of human resources with high skills and potential. From FY2024 onward, the Chiba Bank
will centrally recruit new graduates for the entire Group. The Bank Group thereby strives to provide
diverse career paths and facilitates personnel exchanges within the Group.
We try to bridge the gap between what applicants wish to do and the actual job at the Bank byproviding a number of opportunities to experience hypothetical jobs at the Bank Group in briefings
and internships, as well as to speak with actual employees.
To respond to changes in customers’ values and behavior based on changes in the external
environment and promptly advance progressive initiatives without being bound by preconceived
ideas, we consider it important to secure human resources who have high levels of expertise fromother industries and companies and can immediately play an active role. We have therefore enhanced
mid-career recruitment substantially, hiring 100 persons in FY2023.

Recruitment channels

To recognize each employee’s hard work and improve engagement, we are raising our employees’
working conditions, including their pay, to a competitive level. The Bank increased employee wages
by more than 5% in FY2023, and plans to further raise wages, including base salary, by more than
5.6% in FY2024.

Achievement of Flexible Work Styles and Correction of Long Working Hours

Enhancement of Human Resources Recruitment

100

Better Treatment of Employees

Growth Strategy for Value Creation

Deep
connections

FY2025
engagement survey KPI(proportion of positive response)

Chiba Bank’s Value Creation

Health Management and Financial Wellness

Messages

Improve Employee Engagement82

Human Capital Management

Diversity

Promoting a cultural reform unconstrained byprecedents to create a workplace where everyone candemonstrate their full potential and play an active roleCommittee, comprised of diverse members fromdifferent position levels and departments.
In addition, all workplaces have a General
Manager for Diversity Management (department
manager) and a Diversity Management Leader.
This creates a structure where the significance ofdiversity management is made known to every
corner of the organization.
We will contribute to the improvement of the
Chiba Bank Group’s corporate value by further
spreading the importance of diversity management
across the Group, while accelerating existing
initiatives, such as controlling unconscious biases,
ensuring psychological safety, respecting
individuality in supporting career development, andimproving engagement.

Banks in the TSUBASA Alliance have the TSUBASA cross-mentor system in place, which is a crossorganizational mentoring system. The Bank has been serving as the secretariat since the launch of theinitiative. The purpose of the program is to support female employees who aim to be executive
candidates, in terms of both skills and mindset. As mentees are matched with mentors from adifferent bank, the program offers fine-tuned advice on work from those in the same industry, as well
as psychological safety that derives from speaking to someone in a different company.
In FY2023, an all-hands in-person meeting was held to strengthen the relationship between
participants. We also introduced mentoring training to help participants put high quality mentoring into
practice, thereby enhancing the effectiveness of the measure.
Major diversity-related initiatives and external evaluation
Established the Diversity Management Division, and appointed the first female general managers (two persons).

2015

Appointed female outside directors (two persons).
Opened an in-house nursery facility “Chiba Institute of Technology Himawari Nursery School” jointly with Chiba Institute of Technology.
Signed the Chiba City Iku-Boss Joint Declaration.

2016

Obtained the Eruboshi (stage three) certification for good-standing companies.

Holding diversity forums

2017

Appointed the first female Executive Officer.
Obtained the Platinum Kurumin certification based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

To ensure that all employees, including employees of Group companies, understand the importanceof diversity management and take action, we hold a diversity forum every year. The forums areattended by all executives, as well as representatives from each workplace and Group companies.
The program of the forums include messages from the top management, lectures by experts, opinion
exchange between participants, and other workshops, creating a platform for mindset and behavior
transformation toward diversity management.
Themes are chosen from timely topics. The FY2023 forum took place under the theme of “What weneed to create organizations and workplaces that nurture engagement.” Participants deepened theirunderstanding by complementing knowledge with lectures and exchanging opinions with each otherafter the lectures. At the end, each participant declared what action they would take, which leads toconcrete changes in behavior.

2018

Became the first regional bank to be selected as Nadeshiko Brand by the Ministry of Economy, Trade and Industry and the Tokyo stock Exchange (selected for five consecutive years until 2022)
Opened in-house nursery facilities “Himawari Nursery Chiba” and “Himawari Nursery Kashiwa*.” *Closed on March 31, 2023

2019

Then-President Sakuma was awarded the Prime Minister’s Commendations to Contributors for Creating a Gender Equality Society by the Cabinet Office.

2020

Became the first financial institution to be selected as New Diversity Management Selection 100 Prime by the Ministry of Economy, Trade and Industry.

2021

Appointed the first female internal director.
Became the first regional bank to win the Grand Prize in the Company Prize Advanced Division of the 2021 J-Win Diversity Award sponsored by nonprofit organization J-Win.
Ranked first in the Nikkei DUAL survey “NIKKEI Top Companies Supporting Dual-income Parents with Childcare Needs”.

2022

Became the first bank to obtain the Platinum Eruboshi certification based on the Act on Promotion of Women’s Participation and Advancement in the Workplace.
TSUBASA Diversity & Inclusion Declaration.
Appointed the first female Chairperson of the Nomination, Remuneration and Corporate Advisory Committee.

2023

Obtained the Platinum Kurumin Plus certification based on the Act on Advancement of Measures to Support Raising Next-Generation Children.

2024

Appointed the first female representative director, as well as the first female Chairperson of the Board of Directors

Holding a formula and complementary food seminar for balancing work with parenting

The Chiba Bank Integrated Report 2024

Data on active participation of women
Number of women in senior positions
Director: 3(all items as of July 2024)

Executive Officer and General Manager: 1 General Manager: 3

Positions of Senior Deputy General Manager, General Manager, etc.: 123
Percentage of leadership positions held by women*: 29.4%(Percentage of supervisory and managerial positions held by women: 18.4%)*Staff with subordinates and staff in equivalent positions, such as branch manager,
who are responsible for organizational management as responsible for operation.

“Platinum Eruboshi”
certified (the first bank)

Selected as New Diversity
Management Selection 100 Prime

Platinum Kurumin
Plus certified

2023 Constituent of MSCI Japan Empowering
Women (WIN) Select Index
The inclusion of The Chiba Bank, Ltd. in the MSCI Index
or the use of the MSCI logo, trademark, service mark,or index name does not mean that MSCI or its affiliates
sponsor, recommend, or advertise The Chiba Bank,
Ltd. The MSCI Index is the exclusive property of MSCI.
The names and logos of MSCI and the MSCI Index aretrademarks or service marks of MSCI or its affiliates.

Certified Health &Productivity
Management
Outstanding
Organization

Data on supporting balance between work and childcare
In-house nursery facilities: 2 in Chiba Prefecture(As of July 2024)

Percentage of men taking childcare leave: 112.8%(FY2023)

Financial and Corporate Data

As part of support for balancing work with parenting, we held a seminar featuring liquid formula for
employees who are in the parenting age group. Reducing the burden of childcare by taking
advantage of liquid formula and other products and services not only contributes to a smooth return
to work after childcare leave but also facilitates active involvement in parenting regardless of genderby lowering the hurdle for taking care of children. In the seminar, male employees who fed liquid milk
for the first time expressed confidence in their ability to take on the task. Encouraging couples toshare parenting responsibilities in breastfeeding, where the burden tends to fall more on women,
would help mothers work. By raising awareness toward the elimination of gender gap not only at work
but also at home, we will promote the creation of an environment where everyone can work to theirfull potential.

Selected as Nadeshiko Brand(five consecutive years)

Management Base Supporting Value Creation

Chibagin Heartful was certified as a special subsidiary pursuant to the Act to Facilitate the Employment of Persons with Disabilities as a regional bank.

2014

Human Capital Management

2007

Initiatives for Promoting Diversity & Inclusion

83

TSUBASA cross-mentor

Growth Strategy for Value Creation

As a management strategy to survive in the rapidlychanging and unpredictable times, the Bank’s
executives and employees are united in promoting
diversity.
While diversity management is often discussed
in the context of women’s empowerment, theprincipal aim is to create a workplace environment
where each employee can demonstrate their fullpotential and play an active role regardless ofgender or other attributes.
To this end, it is important to reflect diverse
values in the measures we take. In planningmeasures, we work with the Diversity Management

Diversity Management Division
General Manager

Of the Bank’s nine Directors, three (33.3%) are women. In 2022, Outside Director Tashima became
the first female chairperson of the Nomination, Remuneration and Corporate Advisory Committee. In
April 2024, Director and Senior Executive Officer Awaji was given the right of representation to be thefirst female representative director. At the same time, Outside Director Takayama became the firstfemale chairperson of the Board of Directors. We believe that diversity in the management teamenables decision making based on multiple perspectives and helps drive innovation and enhance
governance. To maintain diversity in decision-makers, we will develop diverse human resources,
including women, as executive candidates, with an eye to improving corporate value.

Chiba Bank’s Value Creation

Chikako Watanabe

Promoting diversity in the management team
Messages

Message from the General Manager of the Diversity Management Division

Data on number of employees with disabilities
Number of employees with disabilities: 151.5(As of June 2023)

The Chiba Bank Integrated Report 2024

84